Everyone is waiting for AI training at work. It took me a hundred conversations to understand what they are actually waiting for, and it is not a course.

AI training at work is the most requested thing I hear about now, and almost nobody I meet has actually had any. I finished a session last month and a man waited until the room emptied before he came up to ask me something. That usually means the question is not about indexes.
He asked when his company was going to train them on AI.
Not whether. When.
A quick note. The people in this piece are composites, blended and reshaped so that no individual is identifiable. Nothing here refers to any specific person or organization.
He Was Not Being Lazy, and That Is the Interesting Part
My first instinct was the unkind one, and I am not proud of it. Learn it yourself. That is what the rest of us did.
Then we talked for a while and the unkind answer fell apart.
He had been at the same company for eleven years. In that time he had taught himself replication, then Always On, then two migrations he described in a way that made me wince in sympathy. Nobody had trained him on any of it. There had been no course, no rollout, no slide deck with a stock photo of a lighthouse on it.
So here is a man with a documented history of learning hard things without being asked to. And on this one thing, he is standing still.
That is not laziness. That is a signal. Something about this one is different, and it is worth working out what.
Every Other Skill Arrived Without a Warning Label
Here is the difference, and once you see it you cannot unsee it.
Nobody ever sent an email saying do not learn replication. There was no policy about indexes. When he stayed late reading about availability groups, the worst thing that could happen was that he was tired the next day.
AI did not arrive like that. For most people it arrived attached to a rule.
Sometime in the last two years, a lot of companies sent a version of the same email. Effective immediately, do not paste company data into these tools. Some went further and blocked them at the firewall. The email was usually correct, by the way. Somebody had already pasted a customer list into a chat window and everyone found out about it at the same meeting.
Every other skill he ever learned was neutral. This one had a memo about it.
Then came the part nobody talks about. The memo was never repealed.
Bans Get Abandoned. They Almost Never Get Withdrawn.

Watch what happens to a corporate ban over eighteen months.
Month one, it is enforced. Month four, the enterprise license gets signed and three teams are quietly using it. Month nine, an executive demos it on stage at the town hall. Month fourteen, there is a slide about AI in the annual strategy.
And in month eighteen, the original email is still the last written word on the subject.
Nobody ever sends the follow up. There is no memo saying the thing we banned is now encouraged, please carry on. That memo would require somebody to sign their name under a reversal, and reversals are the least popular document in any organization.
So the ban does not end. It just stops being enforced. And the difference between those two things is invisible from an executive floor and enormous from a desk.
The man in my session was not waiting for a course. He was waiting to be told he was allowed.
What Your Organization Genuinely Owes You
I want to be fair here, because the loud version of this argument is that everyone should stop complaining and go learn on Sunday, and that version is both smug and wrong.
If a company expects you to use a tool, the company owes you something. Four things, in fact, and none of them are a course.
A written yes. One sentence is enough. You may use these tools for these things, not for those things. Nobody needs a policy document with eleven appendices. They need one line they can point at when somebody asks what they think they are doing.
A place where mistakes are cheap. A sandbox, an anonymized copy, a scratch database that nobody bills for. You cannot learn where a tool goes wrong if the only place to find out is production.
Time that is actually protected. Two hours a week in the calendar, defended like a meeting with a client. Learning time that anyone can book over is not learning time. It is decoration.
Somebody senior being visibly bad at it in public. This one costs nothing and is worth more than the other three combined. People do not experiment when the only visible users are the ones who are already good.
Ask for those. They are reasonable, they are cheap, and asking for them is a completely different act from waiting.
And the Thing It Cannot Give You
Now the harder half.
Your organization can buy you a license, a course, a policy and a sandbox. It cannot buy you the hours. And the hours are the actual skill, because the tool is the one thing everybody already has.
Here is what I mean, and it happened to me.
I asked for help tidying a stored procedure that was slow. Inside it was a cursor walking a table row by row, updating a running balance. The suggestion that came back replaced the whole thing with a single set based UPDATE. Shorter, cleaner, faster, and I would have approved it in a code review without blinking.
It was also wrong. The cursor was accumulating. Each row depended on the row before it. The rewrite calculated every row against the same starting balance, so the numbers were tidy, fast, and completely fictional.
The tool was not confused about SQL Server. It was right about SQL Server. It was wrong about what the code was for. It had no way of being right about that. There is nobody in there to wonder why a person would write a cursor on purpose.
A course teaches you what the tool does. Only the hours teach you when it is lying to you with a straight face.
No training department can hand you that. It is not a module. It is a scar.
Who Do You Think Is Going to Write the Training?

This is the part I wish I had said to him properly at the time.
Your company will eventually run AI training. There will be a deck. There will be a session, probably on a Thursday, probably too long.
Somebody is going to build that deck. It will not be a vendor, because the vendor does not know what your systems are called. It will be somebody inside your company who already knows where the tool helps and where it quietly produces beautiful nonsense.
That person is learning right now. On a laptop. Without a memo. Being slightly wrong in private, on purpose, where it does not cost anything.
The training you are waiting for is currently being paid for by somebody who did not wait.
What I Would Actually Do on Monday

Send one email and ask for the line. Not a policy. A line. What am I allowed to use this for, and what is off limits. Whoever replies will be relieved somebody finally asked, because they have been wondering the same thing and outranking you does not make it clearer.
Practice on things that are not yours. Sample databases, public data, that side project you abandoned in 2019. You need reps, and reps do not require permission when there is nothing confidential in the room.
Keep a note of every time it was confidently wrong. Two lines each. What you asked, what it produced, why it was wrong. After twenty of those you will have something no course contains, which is a map of the failure modes in your own domain.
Then show somebody the list. Not the wins. The list of failures is more persuasive than any demo, and it is the fastest way to become the person they ask to build the training.
The Honest Version
I do think organizations are being unhelpful. The silence is real, it is cowardly, and it is costing people time. If you feel stuck because nobody has told you where the line is, you are not imagining it and it is not your fault.
But waiting is still a decision, and it is one with a price, and the price is paid entirely by you.
None of this is really about a tool. It is about who holds the judgment when the answer looks perfect and is wrong about the running balance. That question sits behind every one of the thirty essays in my book AI: Nobody’s in There. But we’re still in here. Every essay is free to read at pinaldave.com, and there is a paperback on Amazon if you would rather hold something real.
The man from that session emailed me a few weeks later. He had not been given any training. He had, however, started keeping the list of things it got wrong. He said it was now four pages long and that he had begun to enjoy it.
Nobody is coming with a certificate. That has been true of every useful thing you ever learned, and you already knew how this works.
This is not a training problem, it is a permission problem, and permission is the one thing you were always able to give yourself.
Reference: Pinal Dave (https://blog.sqlauthority.com/), X
First appeared on AI Training at Work: Nobody Is Coming