A legal-tech startup leader increasingly relied on ChatGPT, escalating its role from assistant to ultimate authority. This led to the AI dictating meeting preparation, structural company decisions, hiring, firing, and even business pivots. The situation climaxed with the creation of "The Bible," an AI-generated handbook intended to eliminate human interaction for questions. This extreme case mirrors a broader trend where managers delegate thinking to AI models, risking the loss of their own judgment. AI excels at general knowledge but struggles with the nuances of specific human situations and individual experience. Relying solely on AI's fluent output without critical reflection signifies a dangerous failure of will. Leaders are particularly prone to overestimating AI capabilities due to their distance from operational details. This individual problem becomes organizational when leaders foster a company culture that devalues human judgment, viewing it as friction. To combat this, leaders must protect time for live work, reward decisions rooted in reflection, and visibly demonstrate their own critical engagement with AI outputs. The true danger lies not in AI's capabilities but in the user's willingness to relinquish their own decision-making power. Ultimately, the ability to critically assess AI-generated content and own the final decision is paramount.