AI Change Management: A Practical Guide for Modern Organizations

Speaker A: What's the number one challenge for businesses today?

Speaker B: Workforce development. Attracting, recruiting, and retaining people.

Speaker C: And that's why we created this podcast designed for the frustrated CEO, the under resourced recruiter, or the overworked manager to give you the tools to tackle those WTF moments.

Speaker B: It's time to open another Workforce Therapy file. Welcome back to Workforce Therapy Files. We are here today with an amazing guest, Ms. Jenna Ahern. How you doing today? Hi.

Speaker D: I'm so grateful to be here in Pennsylvania.

Speaker C: Do you say Ahern?

Speaker D: Ahearn?

Speaker C: Just like that.

Speaker D: Ahern.

Speaker C: Okay, good.

Speaker D: Ireland.

Speaker C: I wasn't sure if it was a Kentucky.

Speaker D: You were question.

Speaker C: There was a Jenna.

Speaker D: Is a Kentucky thing.

Speaker C: Okay.

Speaker D: But not.

Speaker C: How do you say your name?

Speaker D: Jenna.

Speaker C: Jenna.

Speaker D: Jenna.

Speaker C: Okay, Molly, back to you.

Speaker B: And we're back.

Speaker D: So Jenna is.

Speaker A: We were basically here today to learn how to pronounce your name. And so great episode cast. I like this.

Speaker D: It's great for SEO.

Speaker A: Yes, that's right.

Speaker B: Jenna is here with us today. She owns Guardian Owl Digital Agency. Look at me. I remembered I usually just say Guardian Owl. So, um, the digital agency is the new part for me. We are excited to have you on the show today. Before we kick off, though, Jamie has to ask one of her, um, very unique questions. Drumroll.

Speaker C: But today we're gonna do something a smidge different.

Speaker B: Uh, oh.

Speaker C: Because I like to keep it spicy.

Speaker D: Okay, same.

Speaker C: Choose between door number one or door number two.

Speaker B: Two.

Speaker C: Okay. Number two. Tell us something that you think is ridiculously overrated.

Speaker D: Ridiculously overrated.

Speaker A: Podcasts.

Speaker C: Podcasts. Hmm.

Speaker D: Um, I know that's a really good one. I think right now and relevant to this, what's really, really overrated is Sintra AI.

Speaker A: Why?

Speaker D: Because I think that it has a lot of hype and they have a lot of marketing and they're doing a decent job. But think that that, to me, is like a very much, like, hyped up AI, ah, tool. Just like a lot of the AI, uh, tools are. And so I wanted to say AI is overhyped, but I can't say that because it's not. It's real. It's serious. It is definitely here, and it's not anywhere for sure. I'm like, some of the tools are. So I went sintra.

Speaker C: Okay.

Speaker D: That's how my brain operated on that question.

Speaker C: All right.

Speaker D: Do you want a personal, like, overrated?

Speaker B: Sure.

Speaker D: Is that what.

Speaker C: You can do it however you want?

Speaker D: I don't have one. I need, like, a.

Speaker C: You can also point to anybody el here and ask them to, uh, popcorn it.

Speaker D: Oh, I know. Those Stanley Cups. I think those are overrated.

Speaker C: They spill way too easy.

Speaker D: I don't even have. I never bought one.

Speaker C: I don't.

Speaker D: I think those are.

Speaker C: That's. Tell me you don't have a teenager at home without.

Speaker D: Exactly. Exactly. I'm like, I'm not. That's ridiculous. Yeah, absolutely. There you go. That's probably. It made a lot of people angry right there.

Speaker A: So what's underrated right now? How about that?

Speaker D: Water?

Speaker C: Yes.

Speaker D: Oh, um, I think we should be talking more about water and sustainability and ethics and AI is new, sure. But virtues and, you know, our environment hasn't really changed. There's still water around, hopefully. Yeah.

Speaker C: Lots of question marks there, though.

Speaker A: Yeah.

Speaker C: Yeah.

Speaker D: But that's underrated right now.

Speaker A: Yeah.

Speaker D: Clean drinking water.

Speaker C: Jason, what's overrated for you?

Speaker A: What's overrated?

Speaker C: Um.

Speaker A: The McRib.

Speaker C: The McRib. Yeah.

Speaker D: Overrated or underrated?

Speaker A: I think it's overrated. I mean.

Speaker C: Okay.

Speaker A: You know, it's.

Speaker D: When have you last sampled?

Speaker A: Oh, it's been years. I don't know. Jim said it. Jim said it.

Speaker D: Okay, so I'm just.

Speaker A: I'm stealing Jim's answer.

Speaker D: Well, I heard they had a reckoning. That's why I was like, oh.

Speaker A: Oh, yeah. No, I don't. I don't know.

Speaker C: All right, Molly, what do you think?

Speaker B: Yeah. And I knew this was coming around, and I still can't, um. I can't think of. I can't think of anything.

Speaker D: I gave you, like, three minutes. Yeah.

Speaker B: Um.

Speaker C: You want me go first?

Speaker B: Yeah.

Speaker C: Okay. It gives you a little bit more time, but you need to be thinking, okay, um, for me, socks.

Speaker B: Oh, that's a good one.

Speaker C: I think socks are incredibly overrated, except on cold days. I'll give you a caveat there. But the amount of energy it takes to wash them, match them, the fact. The number of times you only find one, I. To me, Forget it. I'm just going sockless. I don't want socks.

Speaker A: What about Molly? What about washing jeans?

Speaker D: That's overrated.

Speaker A: Some people don't watch.

Speaker D: Overrated. That's overrated.

Speaker B: You're not supposed to wash your jeans.

Speaker D: Okay, agreed.

Speaker B: A couple of times a year, uh,

Speaker A: I over wash my jeans.

Speaker C: Do you have it on your calendar? Is it like today's jean wash day?

Speaker B: No, it's just if they're standing up straight, then you turn them inside out and wash them.

Speaker C: And you can smell if they're standing up straight.

Speaker B: Smell.

Speaker D: There's a stop.

Speaker B: Gets to a point on him.

Speaker D: Yeah.

Speaker C: Remember earlier when we Were talking about values and ethics. I don't know, I feel like we're crossing over some weird lines here with the James conversation.

Speaker D: I mean, I think it's right in line with the wtf.

Speaker C: Yeah. Yeah, for sure.

Speaker A: Absolutely.

Speaker B: Okay. So back on track. Agree.

Speaker C: Yes.

Speaker B: Okay. Ms. Jenna, huh?

Speaker A: Yes.

Speaker B: I know that you started Guardian now you launched it.

Speaker A: I did.

Speaker B: Got it going.

Speaker C: Congratulations.

Speaker D: I blacked out. How many years has it been?

Speaker B: You're having a brown out moment. Yeah. How many years has it been?

Speaker D: 12.

Speaker C: Congratulations. Um, that's incredible.

Speaker D: Wild. Thank you. So I have wild roller coaster ride.

Speaker B: Yeah, wild one. Turns upside down, goes way far down.

Speaker D: I know, but I like roller coasters.

Speaker B: Yeah, I do too. It's the excitement of it, not the fear. Right.

Speaker D: Thrill of the ride.

Speaker B: So what, what was the moment? And I feel like as entrepreneurs sitting around the table, um, we can. We all have this moment where you were just like, I don't. I. I can't keep doing this. I can't. I can't do this anymore. And what made you keep doing it

Speaker D: in corporate America or running my business? Let me just speak later.

Speaker B: Yes. Running your business.

Speaker D: Um, you know, I think that we all. I call it like, um. Have you ever felt seeing the reds? Um, and so sometimes I think when I get to those states, it's oftentimes a buildup or, you know, ten things went wrong in two days. And, um, it is just usually this small sample size. And when, um, I'm in that moment, moment, that's when I have to work on. And again, this is a learned skill set. Breathing and trying to ground myself into a reality that, um, isn't myself. So really just getting out a little macro, um, because what I'm doing is not that important. I'm not saving lives or anything, you know, So I, uh, oftentimes when I get to those points where I want to give up or I want to quit or I want to break, I think I just have to really zoom out and start with just like quick breathing if I have to, like, if I have like two minutes before I'm like, going to freak out, you know? Um, or if I have more time. I really have gotten into just being more still. I used to be a runner and would burn a lot of, like, my rage, my reds. Um, with training hard, training heavy. And I think that that was great for the season I was in. But one of the things that I've recognized is I am clearer and more steady when I am more still and not, um, moving. And so I think yoga on A weekly basis has helped me with that reading. Just taking time away from the screen, um, you know, walking for 20 minutes standing up, like, do we actually doing those things? I mean, we could talk about it, but getting into a rhythm where I'm doing that every week, at least one time a week has just helped my reds go from, you know, happening every two weeks on this roller coaster ride to maybe, you know, once every two months.

Speaker B: So that's the point of what keeps you going. So why did you even start? What was it? That was that trigger that was like, I got this, I can do this.

Speaker D: I think that my mom really helped push me over the edge. I, uh, was burning the candle from both ends when, you know, I was working full time in corporate America and then also growing the business. And I was trying to do both. And I'm sure a lot of people who've grown business did that for a time period. I really struggled to let go. And what made me, uh, choose my business was if I was going to work that hard and pour everything into it, I wanted it to be mine and not for another company, not at that time, not in that season. And so, and not at that period of just, um, the Internet and search engine marketing. And so that betting on myself was, um, that was, that was the moment and that was the bet I took. And I'm really glad that I bet on myself.

Speaker B: Yeah, you're pretty kick ass, I'll give you that.

Speaker C: For those of us who aren't as familiar as Molly is to your business, tell us what Guardian Al does.

Speaker D: Guardian Al is a digital marketing agency. We also have a Go AI division and we help you be seen and chosen when somebody is searching for your product or service across the Internet. Very cool. Yeah.

Speaker A: And AI, uh, is a huge part of that.

Speaker D: It is, it has and is going to be a big part. Yes, absolutely. Whether we like it or not, it's here.

Speaker A: So that's the topic we want to talk about today. Um, you are an expert and we want to tap into that a little bit.

Speaker D: Well, that was like an hour ago. So much has changed, you know, by

Speaker A: the time this airs.

Speaker D: Yeah, I'm no longer the expert.

Speaker A: So, you know, like we talked about, this podcast is about, um, the workforce. And so how are you seeing, where are you seeing things evolve in the workplace from both an employer's perspective and the employee's perspective with AI. And I know that's a really broad question, but just, just fire away and let us know kind of what you're seeing out there right now. And what needs to be addressed?

Speaker D: Well, it's. It's the wild, wild west on both sides, uh, I would say. And I think that, you know, it's change. We're in. We're in a period of. And I want to make sure too, we're also in an environment that is most would say, unstable, more chaotic. You know, we're coming off of COVID now. We're in an arena that, um, has had a lot of change, not just from a business standpoint, um, but from like our country. And so on top of that, now you are asking humans to make incredible changes in their lifestyle with AI, um, and implementing it just for one and using it, and then two, being able to neurologically change in the way they think about things and the way they work. And to me, that's asking a lot of humans right now. And so I think what to that last part, um, what do we need to talk more about? We need to just talk more about policies. And how are we being intentional about creating these policies for our organization? It doesn't matter if it's an organization of 3,33,000 or 30,000. I think that the leadership needs to understand not just how we're using these tools, but what's the impact of these tools within our organization and how we're deploying. Because bias and, um, certain things can scale just as, um, you know, the good can. And so I think we need to have more of those conversations intentionally, at a leadership level, and we need to have more policy and data governance.

Speaker A: Would you say true or false? Most companies do not have an AI policy.

Speaker B: True.

Speaker A: True or false? Most companies should have an AI policy.

Speaker D: True.

Speaker A: Okay. How do they get one? Let's say I'm a leader. I'm, um, I know nothing about AI, but I know it's a thing. Air quotes. And I need to be addressing it. My team's using it.

Speaker C: Yeah.

Speaker A: How do I get started? Like, where do I.

Speaker C: If I just put that into chat, GPT and just say, right, yeah.

Speaker A: Should I just put it into chat?

Speaker D: Well, believe it or not, people are doing that.

Speaker C: There we go.

Speaker D: Let's just call that out. Right?

Speaker C: HR policies every day.

Speaker B: You mean stop doing that?

Speaker D: No, like stop doing that. And some people put it on their website, like in the footers, and like on their privacy policy, like their AI policy. And I'm like, they're with the prompt. There are hyphens. Yes. And, you know, oftentimes it's from 2022, 2023. If your AI policy, to your point, like, if you're not checking that now. Um, you know, quarterly, you're behind. And, and, and that goes for Guardian out as well. We are actively updating one, from July. So, like, that's where we are. And to go back to, how should you approach this? One, don't go to ChatGPT. But two, when we're talking about change management, I see managers out there talking about AI and not leaders. And I think we need to be intentional about how we are approaching this conversation with our organizations. If you're automatically going to humans and saying, here's our policy and not giving them a say, and how do you think that this should be governed? How do you think that, um, you're a valuable part of our organization? How. What are your thoughts? And addressing these concerns and the scarcity mindset and everything that comes with change fears, addressing those and making sure that voices are heard before then you roll out a policy that one, nobody's going to know half of the stuff in there anyway. Right. Because we're all learning it together. So I think the biggest thing is make sure people know that they're seen and their voices are heard, whether or not they approach you. Everyone's culture is different, and I think allowing especially your leaders to have a seat in the table with just a conversation before you craft this policy is important.

Speaker C: I really like the way that you're heading here. Um, sometimes on our podcast, I like to give a little parcel policy moment. And I've never seen a topic more like AI in the workplace, um, that requires the cooperation of literally every division. So things that make my chest super tight, for example, is using AI to create harassing images or, um, harassing limericks or something like that to bully an employee. Okay.

Speaker D: Or for me, like, uploading financial information of clients to do analysis.

Speaker C: Yes. Or for the legal team, they're probably going to have some question marks about whether or not anything that you're uploading to get some insight on releases, confidential information or ip.

Speaker D: Yeah.

Speaker C: Um, if you were to go over to finance, they're definitely going to be like, please don't put our financial data out there. Um, and a lot of times people are using these systems without putting, uh, names or without removing names or identifying information. And we definitely see a lot of headlines about how AI can be used for surveillance and be able to be data that can be sold or shared with another company without your permission. So I don't know. I got lots of question marks here, and I think it is definitely, I love hearing you say, let's get everybody together. Together to start talking through how we should be managing this stuff so that it is being hit from every angle.

Speaker A: Let's say I'm that same leader and I go to my team and I say, let's write an AI policy. But we need help. Is that something Digital Owl does?

Speaker D: Yes, Guardian Al. But I love that you call it us Digital Owl, I think. Yeah, I'm like, deep.

Speaker A: It's a subdivision. It's a subdivision.

Speaker D: Subdivision. It's growing. It's growing. We just launched today. Uh, congratulations. Yeah, thank you.

Speaker A: It happened just now. I know.

Speaker D: We hatched, um. You know, I, uh. Now I forget the question. What was that?

Speaker A: Yeah. So can Guardianow help with writing the policy?

Speaker D: Of course. But I also, I think that too in organizations that are moving fast, you might even have an AI consultant or you may have, um. Yes, we can help with that and help train. But depending on what your organization does, we might not even be the right fit for you based on your needs. And so, um, or your location or your wants and desires or the problems you're fixing. So I think that's why getting all your leaders together and understanding. Okay, what's our. What do we want in this policy? And then two. Yeah, should. Do we need external help? Do we want to bring in based on these concerns? Because it's something that you. Everyone needs to be on the same page and be, uh, really strong in the charge and being on the same page continually when you're running a company and this is some serious stuff, if like you have data leaks or you do have employees that, you know, our. It's just a lot, like a lot of ways, a lot of ways that this could go wrong. So I think that if you're not all on the same page, and yes, we do that, but I think that you can also lean into external sources, um, in your local area or even like if you have a franchise. Um, a great example is, you know, Cushman and Wakefield, like they have, um, Commercial Kentucky is like their separate entity. But Cushman Wakefield has like an overarching policy. Well, they use that to then help craft their own. And then we came in and are a part of that as well as the training component. Hey, here are the do's and don'ts. Here's how we want to think about, um, how we're rolling it out. Because, you know, even in every organization they probably have 20% of their people that are actually going to be actively using and engaging and then they're going to have a big chunk of people that are going to need hand holding. And this can be a big change in that. Then they might have people that might not make it. So again, it's like, that is something that, yes, we like to do and we can do, but I also think that it needs to be a good fit for everybody in the organization because it should be a long ride, long partnership.

Speaker A: Yeah.

Speaker C: I think one of the things that also stands out to me is that this is going to be such a pervasive topic over the next however many years. Um, maybe just the future of work in general. Um, I'm curious how people grow competency. Right. Because business leaders are not going to want to outsource 100% of the things they're responsible for. How do people learn what they need to know? Because this is brand new for a lot of people that are in the workforce.

Speaker D: Yep. And how you learn everything is practice. And there comes the human variable of change. Because if you aren't practicing and you aren't utilizing different models, you're not going to understand the languages and how each one operates. And so that, to me, is going to dramatically affect the hiring process. Because if we operate on Claude and you aren't familiar, you're very familiar with Copilot. Okay. That might be a huge factor for me in the future, because it already is now, if you're not using it, um, because we need that as a skill set. But to me, like, I think if you're not practicing just as an individual, then you're. It's going to be a challenge. And then also, I think from a company standpoint, I think giving some time for your team in the work day to actually go play and create and learn. And I almost want to say, instead of prompt engineering, context engineering, because that's the real practicing. How do you practice giving the AI models contextual information? And the people that are. Are good at that are gonna be the ones that get hired to me. And that's what I foresee. And the people that are being. Are good at that are the ones that are just practicing. And that's it. It's practice.

Speaker A: Do you advocate for training?

Speaker D: Oh, yes, I advocate for training. I'm training. I mean, I go to, um. Gosh. Jermaine Watkins and Dan Murphy actually started just a group of, you know, it was like, hey, come learn AI. So Tuesdays we would be building. I started an AI distilling company. We host monthly events and we have SP speakers. Um, and just for everybody in the room to learn about a different topic, whether it's legal, whether um, you know, again, HR so much is changing so fast that you know, not only do we need training, but I think it's just, it's a lot. So we need to hear it a lot and because we're not going to be able to get all this in one, in a six month time period.

Speaker A: Well, and when they're, when you think about training, how often do you need to renew that training? Like how often do you need to go back to the well and say, okay, it's changed. I mean is it an, is it just an ongoing thing or I, I

Speaker D: think that this is going to be instead of social networks, learning networks, creating learning networks where people feel safe to grow this um, skill. I mean think about when computers came out. I remember my mom, she was a guidance counselor and she had to stay after work to get training with the mouse because she didn't know how to use the mouse. Think about that. If I asked you right now, how much training do you need to use the mouse? That's it's like, well, I don't know, you're, it might take you like depending on also or Apple, Microsoft, I don't know how familiar are you with the platform? So to me I think that we're really going to see a surge in learning networks and collaborative communities where people feel safe to practice and get better and build. And I think that that's where this can be exciting because you think about AI can be really isolating but if you're creating community around it, I mean this could be a really, really cool thing too.

Speaker B: Absolutely.

Speaker C: I think for me there's also this um, everybody learning how to behave in the era of AI. Exactly how do you uh, it's not any different in some ways um, from using Google. If you go to Google and you Google something and you pull data from a not trusted source, um, so sometimes even in prompt or context I will ask for source data so that I can go find the article to make me feel good about what it came back in my a information.

Speaker D: Exactly. Or I'll give you a great example. I, I uh, had a manager call me and they've been using AI, they embraced it in their, we've used it in their social media. We, I mean they are killing it. Chachi BT Aud's like uh, man, don't you just get annoyed that you can't like if I'm on my mobile chat GPT and then I go to my desktop that they're not connected, they're not synced, I'm like, well you can always just like share the, share the link, like share your chat, like what, how do you do that? And so again, I think getting people together and just practicing and building like almost like a sports activity. Like how do you learn soccer? We get into a group and we practice. I think that's, that's how people are going to learn is we get together and we build.

Speaker B: Yes.

Speaker D: And I think that that is to me, like the oddest thing that's going to hopefully come out of AI is maybe it'll bring people together.

Speaker B: When, um, I'll never forget when I first started using AI. It was um, last, last summer. Summer of 2024. So I was, you know, I was the polish or refine or um, what are some ideas? You know. And then January of 2025, I committed to 31 days of learning different platforms. I went through, um. Is it cursive? Yeah, I think so. I did that and learned so much. And within three or four months I was writing what I felt was very close to code to put into chat for my prompts. So um, Cher, my coo, uh, I, I um, totally. I, I sent something to her and she was like, where did you get this?

Speaker D: How did you do this?

Speaker B: And I said I got it out of chat. And she goes, because I wrote a code, right? She goes, how, how did you get this out of chat? So I sent her the prompt and it's, I mean it was like a paragraph, right? Because if you, you do it, right. Um, she was like, well, how did

Speaker D: you learn how to do that?

Speaker B: And I'm like, remember the 31 days of dedicated learning I got from AI? Now I say that, to say everything that I learned 15 months ago is so far beyond now. But it helped me to learn about different inputs to put into my chat. Like canva. Like the um, um. What is that thing called?

Speaker D: The PowerPoint models. Yeah.

Speaker B: Yes.

Speaker D: Different ones are different.

Speaker B: Yeah. HR business partner is a link that you can put into chat. So all of these different ones and as I've learned more, then I can go, okay, I don't want that one in there anymore. I want this one in there. And then I can go to those different categories when I'm doing HR specific policies because, you know, I'm so gifted in that area, Jamie, for sure. Um, and, and just really using it to the benefit of what it's for. Not to polish and refine the way, the way an email is getting responded to. That's not what it's for. And I think the I'm m going to Say this and it's probably not going to be real popular. So listeners, give me some grace. Um, it's very.

Speaker C: Plug your ears right now.

Speaker B: Yeah, earmuffs. Um, it's very careless.

Speaker D: Yes.

Speaker B: The tool is too powerful to use as a um, elementary adventure. Mhm. I'm not going to say that you can't learn from that, but there are so many other ways that you can learn without using the tool itself about the tool that you should really take advantage of that if you're going to learn to use it, in my opinion.

Speaker A: Well, in AI, AI uses the data it has access to.

Speaker B: Right.

Speaker A: So in that data it's not always accurate.

Speaker D: You're right, it hallucinates.

Speaker A: Yes.

Speaker D: It's very biased. Yes it is a toddler like you have to train it. It is going to lie to you.

Speaker A: So master prompts, tell me about that. Tell me what you what, what? How can we use master prompts to be better with our AI?

Speaker D: Define what is your definition of master prompt?

Speaker A: Like educating the AI on what, who you are, what you do and how you need it to work.

Speaker D: I see. So I, I mean again good data in, good data out. So the more. And again I recommend getting on a paid close um version before you start giving the model all the information about you. But I would give as much as you can data wise. I mean I email, you can connect, you can upload um, Google Drive documents, I mean about yourself websites. Um, you know I think mine, I have like little GPTs for different things now in voice, like my voice tone. So you can also set rules. So um, I think over time even went with the master prompt. I guess what I'm saying is I can build different voices of myself based on the data that I have shared and curated and uploaded specifically. So I guess so I say all that because um, I think that's important because to your point that's the data it's going to be working off of. And so then I think from master prompting, um, I mean to, to Molly's point about code, I think it just really being intentional, as detailed as you can be about exactly what you want like demographics, location, um, giving, you know, if it is um, imagery, like giving the actual images, um, I know like as detailed as you can be. And then from a prompt standpoint I think there's not, I don't have like a template to say here's the master, like what you need to do.

Speaker A: Unique to everybody.

Speaker C: Correct.

Speaker D: Yeah, exactly. But I think that you um, can then once information is populated, the one thing that I Always like to do is remember it's a toddler trained it. So then give it feedback of, no, that's not, um, aligned with who I am. This is not. That wasn't correct. And so I think the neg, like that feedback part is something that also will help like your overall prompting. I don't know if you experience that too with. It'll even say like, sorry, some of them, like, they want to be say try again. Yeah, exactly. But I think even with like your negative, like, yes, the master prompts, but also your responsing, like your responsive feedback and your coaching and your guidance is such a big part too, of getting it to understand the context and learn. And I mean, to Molly's point, I'm still. I mean, I'm getting better. I was an expert 30 minutes ago and now I'm not. So I'm like, I'm still trying to get better about how to intentionally write my prompts.

Speaker A: Yeah.

Speaker B: So.

Speaker A: And you can ask the. On, um, most language models, you can ask the source, right? Oh, yeah. What your what. What's your source for that information?

Speaker D: Or you can send a rule. Always sell. Always show me the sources.

Speaker A: Yeah, always show me the source. And then don't use this source again. Or use this source more.

Speaker B: M. That's right.

Speaker D: Set the rules. Yep, exactly. I. This is not, um, what. And this is where you can go down the rabbit hole of bias because it's like, hey, this is not accurate or this is not what I want. So I'm filtering out specifically, you know, curating a vacuum for myself. So I think that's something again, that you just have to be really careful about.

Speaker B: Um, one of the things that I learned too, is that you have to tell it to tell you the bad.

Speaker D: Yep, exactly.

Speaker B: Because if. If you. What I learned early on was if. If you just ask it for the one thing or a specific prompt that isn't, uh, detailed enough that's going to give you the good, the bad, and the ugly, then it will just give you the good. Correct.

Speaker C: Yeah.

Speaker B: And yes, we're all rock stars 100%, but we still fall. So where's, um. I'll even say M. M. Make this from human points of view with references for. Or testimonials from sources with those provided in this example of Y and Z. Um, because it will never tell you that you're wrong. No, it will never tell you that you need to look at it from a different point of view. Um, and for those that are just using it as a, um, good time. Um, and not really learning it, as with everything. Right. Don't, um, pretend to be an expert if you're not. And this. The scary part for me in AI is that there are so many people that are claiming to be experts, and there's no one that's an expert. And then to expect to know. Just to your point, you were an expert 30 minutes ago. Yeah. And the evolution.

Speaker D: I didn't proclaim that, by the way.

Speaker B: Just for that, we're giving her that title today. Um, that's the scary part to me is the people that are misusing it,

Speaker C: even people who graduate with it, six months after they graduate, they're done.

Speaker B: Correct.

Speaker C: So, Jenna, I appreciate the intensity around policy structure, intentionality, alignment within the organization. There's so many things that we've talked about on this podcast that really lean into those as concepts. But I'm gonna make a hard pivot.

Speaker A: Ooh.

Speaker C: You ready? I, um, heard something about you before you got here today that I'm going to bring up, and that is that.

Speaker B: Drum roll, please.

Speaker C: You have done something that is on my vision board. Oh, my gosh, yes. And it's that you have helped write a book.

Speaker D: I. Oh, my. Yes. Yes.

Speaker C: I think that that is phenomenal. Um, thank you. So congratulations.

Speaker D: Thank you.

Speaker C: So tell us what the name of the book is.

Speaker D: So she Knows Best is the book. And I am very grateful that someone in this, um, room right now, Molly Ricketts, invited me to be a part of the anthology.

Speaker A: I was invited, by the way.

Speaker D: Yeah.

Speaker C: Because she Knows Best.

Speaker D: She Knows Best. And it is. It's. That has always been on my vision board, too. My mom passed away last January, and it was kind of a. Around that time where I made the decision to go forward. And it was really a therapeutic process for me, being a part of this collective of these powerful women and then also being able to, um, be the first to read these stories and sharing it with the world, um, has been pretty fun.

Speaker C: Well, I have a copy on my desk right now, and I'd love to know, um, are there any highlights that you'd like to share from your chapter or you just want to let people go about it?

Speaker D: The book, you know, I think one of the highlights, it's not. It's almost. It's a low light, actually, would be, uh, that I really, uh. I really thought that I could scale by just hustling and just keep doing it. And I really have a thick skull, and I'm probably still doing it. And so I think what I'm going to say is those that are. That have read the chapter and, um, do read the chapter. I think that, um, that part in it about, um, you just can't scale. Hustle or hustle. Doesn't scale.

Speaker C: Can't hustle. Way to sit.

Speaker D: Yeah, I mean, that's the next. I really. But I, I really waved that, that flag for a while and so that was really hard for me to, like, say, okay, no, and especially with AI right now and everything that we're talking about, that's definitely not going to get you there now. Right. So, um, that to me is a part that I would want to highlight.

Speaker C: Yeah, no, that's great. So, um, we have the amazing assistants of Jim Ray in the room. Yes. And one of the things he does for our podcast is he puts some show notes together that highl. Like where to find your book. So he'll plug the book in the show notes. Right, Jim? Yes, he's given me the nod. Um, but he'll also share how people can get in touch with you. So tell us how you'd like people to reach out to you for your services.

Speaker D: You can email me directly at jenna j e n n auardianowldigital.com our phone number is 502-822-6695 and our website is guardianowl digital.com and if you just search Jenna Ahern a H in an AI model, I'm sure I'll populate.

Speaker C: I can't wait to try.

Speaker D: Or she Knows best.

Speaker B: Yeah. Book.

Speaker D: She Knows Best. Book.

Speaker B: Sorry. She Knows Best.

Speaker D: Yeah.

Speaker B: Yeah, completely. Something different.

Speaker D: It's a 180 stick in there.

Speaker C: I'm a little nervous now.

Speaker B: Yeah, you should be.

Speaker C: Okay.

Speaker A: And what's the one thing you want those listening? So let's say leaders, um, in their organization, what's the one thing, the takeaway that they need to take from this to today?

Speaker D: That this is change management. And if you're a leader, you're managing change right now. This is your time to lead, and that means that you need to practice. And so, um, if you are leaning away from this, then maybe you shouldn't be in leadership right now.

Speaker C: Ooh,

Speaker D: sorry, you said last word, Mic. That was it.

Speaker A: I like it. Powerful.

Speaker C: Thank you so much for joining us today.

Speaker B: Today.

Speaker C: Thank you for having me.

Speaker B: Thanks, Jenna.

Speaker C: Thanks for listening to the Workforce therapy files. We hope you learned something new and we're thankful for the time that you spent with us today. If there's a topic you'd like us to discuss, reach out to us. Our contact information is listed in the show notes. Until next time. Keep your head up.

Speaker D: Sa. Mhm, Sam.