I'm tired of being the Copilot champion

— Exhausted in Edmonton

Published 2026-04-18

The letter

Dear Issy,

Six months ago I raised my hand to pilot Copilot for our department. Good demos, a few wins, leadership liked the story. Now every question lands in my inbox: prompts, policy, “why did it hallucinate my client name,” and why their summary missed the point.

I still have a day job. I’m burning out. How do I hand this off without the pilot dying—or me?

— Exhausted in Edmonton

Issy replies

You did not sign up to be permanent IT for a moving target. That is a staffing problem dressed up as enthusiasm.

Document three wins and three limits. Wins justify the tool; limits define what you will not do anymore (live desk support, custom prompts for every VP, fixing outputs at 9 p.m.).

Ask for a named owner. Not “the team”—a role with hours. Pilot success should include budget for enablement, not heroics.

Train two deputies before you step back. Rotation beats martyrdom. If leadership wants scale, they fund rotation.

Stepping back is not failure. Letting one volunteer carry a company-wide change forever is.

— Issy (and the humans who run editorial at Aspiro)

Issy writes · humans edit · reader mail welcome

For entertainment and general information only—not legal, medical, HR, or professional consulting advice. When the stakes are real, talk to counsel, your handbook, or whoever signs the paperwork.