AI Isn't the Threat. Poor Leadership Is.

Speaker A: So if I'm a leader trying to understand how to roll out AI across the company, I have to be cognizant about a couple things. First and foremost, everyone's having conversations about how dangerous it could be. And I completely understand that. I think where my mind goes is not about how dangerous it can be, it's about how slow and methodical and patient and thoughtful we can be about how we use it and safeguarding all the areas where we think it's going to be the most dangerous. So as an example, everyone has always been a little bit against tracking and having AI essentially understand workflows, understand processes, and just frankly just track a lot of employees behavior in a remote setting. Like people have been just uncomfortable with that, that feeling, that tracking, that overseeing. And I get that, I believe in that and I understand that. But I think if we can take a beat for a minute and move beyond or past that uncomfortable feeling and maybe even lean into why we're doing it, like where is the practical use case? Where was the intention? I think what you'll find is if the intention is you want to kind of understand the trends of the natural behavior inside the company and the natural capabilities inside the company or, or the micromanaging moments that are happening inside some of your leadership structures with your ICs, or you want to understand where teams are not being able to find the right pocket and rhythm. Or if you're trying to understand how to be more empathetic to the natural decision making rhymes and rhythms and nuances and patterns of your team. Like essentially because I'm just kind of giving you guys theoretical fancy shit. Let me be very clear here. If you're trying to, in my opinion, understand how to better understand your people so that you can better build systems and technology to adhere and to meet them where they are, not the other way around. I actually think that surveillance, that, that mapping utilizing AI, uh, could make sense. See, so, so I think it's about flipping it. I think a lot of people are looking at AI from a dangerous lens and I want people to flip it around and look at it from a proactive lens. How can we utilize AI, AI, uh, to proactively get ahead of things that we know exist, we know. Natural human behavior tends to lean into micromanagement, passive aggressiveness, confusion, lack of transparency, alignment, uh, issues, a lack of the best systems around, internal communications, a lack of people really understanding cross functionally what's happening, how it impacts them, how it impacts the overall macro position of the brand, how it impacts things in a three month cycle, a two month cycle, a one month cycle. How it might impact me today. Like if, if, if our intention is to utilize AI to better understand the lay of the land so that we can build better things to make people feel more psychologically safe, I'm all in for it. And I think it needs to be an all hands experience. Whether it's the brand new person you just brought into your org or whether you were the CEO. I think everyone in between should be looking at the AI strategy from that positive lens, from that E1B2 lens which is employ put them in a safe space, put them in a safe zone. If you're going to try to implement something from an AI perspective that might make them uncomfortable naturally because of the preconceived notions around it, proactively change those preconceived notions with being very clear with your intent to be very clear with what the outcome is going to be on the other side. Be very clear about letting them know that this is going to enhance the experience that we have communicating with each other. This is going to help you Karen, make that $17,000 more dollars because we're going to understand all chinks and the. In the kinks, in the, in the issues within the armor there between our sales teams and our marketing teams to make them get on the better, to, to get a better page to then align with the product team to make sure that pricing and product and structure and marketing and comms and what we're delivering or, or, or what customers and clients are expecting all is aligned so that you can make that extra 17 grand like we are doing our best to help you, to serve you, to care about you, to love you first. And it will take a few uncomfort. It will take AI, it will take this, it will take that. But I think it's more about the reframing and not about staying away from so that's kind of how I will look at things if I'm a leader. Kind of thinking about rolling AI across the company like that's the first place my mind would go to. Thanks so much.