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Leveraging responsible AI in state government with Zen Van Loan

In this series, the Public Service Leadership Institute® features the leadership journeys of state and local public servants.

How did you get started in public service and AI?

My mother was a public servant, so I grew up with service-oriented values. Growing up in that environment showed me how many ways there are to help people.

My interest in AI started in the classroom. To be honest, it’s because some of my university students started cheating with AI. I began catching onto the patterns and got curious about what AI really was. Once I started learning, I recognized that AI is a force multiplier and if I can help someone multiply themselves or their business for the greater good, I’m in.

What are some roadblocks to implementing change in the public sector?

The public sector tends to be risk averse—and understandably so, but when we stop moving forward out of excessive caution or fear, that’s a problem. A lot of resistance doesn’t come from people being difficult, it’s just that they are not used to new things like AI. That’s where framing comes in. When you present ideas in terms of solutions and the “what’s in it for me,” people are more likely to engage.

Listening and understanding people are my cornerstones. I always try to understand the reason behind a “no.” If IT or cybersecurity says something isn’t possible, I ask, “Why not?” Once I understand the constraints, I can find a path forward. Then, I make the new process easier. I can go back and create a video or training to simplify adoption. That support helps the entire organization move more efficiently.

What is one of your proudest accomplishments as a public service leader?

I am really proud of our internal GPT. Security is always a concern, especially with AI. But AI is everywhere and you can’t stop people from using it, so we needed to create a safe space for its use. We built an internal GPT that was secure, didn’t learn from itself and didn’t allow the company who runs it to learn from it either. It solved the issue of data leakage while giving early adopters a safe and effective tool.

Once we added a familiar interface, others became more adept at using it. It was a fast, cheap and easy-to-use solution that made a real impact. It was a game changer for my division at the Texas Workforce Commission and now it’s used agencywide.

What are essential public sector leadership skills?

Communication and collaboration. Every failure I’ve experienced has been about communication.

Flexibility and adaptability are also essential as leaders must be open to change. Adaptability is often the hardest part of change, but it’s crucial and it ties directly back to communication. When you start listening and learning from others, it makes you more flexible.

Lastly, leadership is about empowering others. I’ve heard people repeat things I’ve said in panels or meetings, and they’ll never know it came from me—and that’s fine!  Empowering others builds confidence and encourages people to bring their own ideas to the table.

Why is continuous learning important?

Lifelong learning is the cornerstone of growth. In the public sector, continuous learning can be tough. So much of our data, systems, programs and technology are outdated, and we often aren’t giving employees the time or tools to grow. 

That’s why I love the AI Government Leadership Program. It gives us the access and training that I feel so strongly about. It also brings people together. Sometimes when you’re trying to bring new ideas into the public sector, it feels isolating. The program provides a forum—a space to talk about how we’re using AI, what we’re running into and how we’re working through it. It also gives us leadership tools to help others navigate AI so we can contribute to the learning cycle.

I appreciate that the program isn’t overly structured. You point us in a direction and then let us learn from each other. So much value comes from realizing that others are going through the same things. 

In one session we were talking about integrating Microsoft 365 Copilot into existing systems. I shared how you can lock down specific data, set cutoff dates, or isolate out of date areas. That information was useful for others, and in turn, I learned from what others shared.

What final advice do you have for public service leaders looking to make change?

I suggest finding the most practical fix for any issue you come across.

Fill gaps. If you see a space that needs filling, step up and fill it.

Listen to different perspectives. Hearing from others can make all the difference. It’s also great to surround yourself with good leaders and advocates.

Most importantly, keep striving. In the public sector it can sometimes feel like just a few scrappy people are trying to help everyone grow, but you are not alone. We are in this together and we can make huge, lasting change with each other as allies.

This interview was edited and condensed for clarity

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