February 18, 2025 • 29 mins
It's so clear which managers and executives are going to lose their jobs and who shouldn't be concerned as the AI army begins to deploy across the workforce. In this episode Lone Rock Leadership co-founder Russ Hill dives into how to stay ahead of the AI learning curve and how to know if your job is at risk.
• The growing prevalence of AI in business conversations
• Importance of leaders understanding AI tools for career relevance
• Job roles at greater risk of being replaced by automation
• The need for professionals to articulate their unique contributions
• Identifying industries offering resilience against AI disruption
• Emphasis on lifelong learning and adaptability in one's career
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Episode Transcript
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Speaker 1 (00:00):
The AI robots are coming.
Who should be concerned aboutlosing their job and who's got
nothing to worry about?
This is the Lead in 30 podcastwith Russ Hill.
You cannot be serious.
Strengthen your ability to leadin less than 30 minutes.
(00:21):
You literally like hear about itanywhere.
If you've been to a businessconference lately, you've been
to a business conference latelyyou've been to a networking
event, you've logged on to anykind of whatever linkedin or
anything, you, you see all thisdiscussion about ai and and the
conversation goes like this um,yeah, we're really.
Well, it depends on theindustry, it depends on who's in
(00:43):
the room, right?
But typically it's like, yeah,man, we're concerned about it.
Well, there are actually twothings that happen.
Number one like that is thebest industry to be in.
Like, if I it doesn't matterwhat company I own, I'm a
plumber, I'm well, yeah, we're aplumbing company that uses the
(01:05):
latest in AI.
If I'm an air conditioningrepair, yeah, we're, we're AC
and heating and powered by AI.
If I, if I like, make what doyou call those things that they?
They sell Tamales yeah, we'reAI powered tamale factory.
Like you, you want your businessto boom, you want to sound like
(01:27):
totally tech savvy andinnovative and whatever you just
go, yeah, we're, we're fueledby AI.
Like, there are so many bogusclaims of that right now, and
but, but you know what?
It's brilliant in a lot of ways, and and and one of the
industries that we work in right, leadership development.
As far as training right, we'vegot the two sides of our
(01:49):
business the consulting side,which we work with senior
executive teams and differentbusiness units and organizations
, and that's what we've beendoing for 20 years and it's our
passion and we love it and yeah,so, um, working, working with
executive teams and and then andthen we've got the training
side, which is the scale sideright, cause you can, you can,
(02:12):
um, you can train 400, 500, athousand, or I told you, I've
told you all about, you know,the 2,800 managers in one global
organization that they trainedusing our platform and our
approach in just one quarter,which is just crazy.
They were just blown away.
And the impact you all waittill we put out the case study
(02:34):
results on that the effect onemployee engagement, the effect
on high-level financialperformance insane, insane,
insane.
We've got to publish thatbecause it's just going to fuel
even more of our success overthere Anyone that's engaged in
it, anyway.
So we've got the training side.
So when you're talking to thefolks in the training industry,
(03:02):
they're all about AI.
Like, oh, yeah, we're using AItechnology and almost like these
HR and L and D professionalsview it as if they're not doing
it, they're getting left behind.
I think that's very real.
Like there's this part of itwhere, um, so you see, two
things with AI out there.
One is people buying it, peopleusing it, people talking about
(03:24):
it because they want to, theywant to sound contemporary, and
so they're spinning, they'restarting to spend money on
stupid stuff that that is notthat effective.
But it's got an AI label onit's tamales made powered by AI.
Oh gosh, we got to get those,you know.
Well, what does it do?
Well, we're not really sure,but it's AI, you know.
(03:45):
Oh, okay, yeah, for sure, Iunderstand you spent money on it
, so you're seeing that in thetraining industry, which is
crazy, because I mean, there are, there are legit products,
right, and we use it in our inhere I am talking about that.
We use it a little bit in ourtraining, but it's it's like a
supplemental thing, it's not ourlead thing and it's where we
tap into it where it makes sense, but we're not powered by that.
(04:08):
We're what are we powered by?
We're powered by human beingswho've got experience and know
what the crap they're doing,who've got proven results.
Like that's who you go bepowered by AI.
We're powered by humans who'vegot tons of experience and and
know what they're doing and haveunlocked the wisdom that comes
with with with years and yearsof experience.
(04:30):
You, and maybe the robots, willovertake that at some point,
but I'm really like, notconcerned about it in the next
four minutes or four years.
Now I'll get into a.
I'll get into where I thinkit's going to be awesome and
revolutionary and amazing injust a few minutes and just a
few minutes.
But and I want to talk to youabout those who should be
(04:52):
concerned about losing their jobto AI, because it's obvious who
those people are.
It's so obvious who you like.
Update your resume Now.
Change industries, get in adifferent person, profession
Like it's so obvious who thatshould be.
And then the group that you gotnothing to worry about.
And it's obvious who thosepeople are.
Let's get into that in just amoment.
(05:13):
Welcome into the lead in 30podcast.
In less than 30 minutes, eachepisode, we give you a framework
, a model of best practice andobservation, something to
consider, implementing, thinkingabout in your effort to more
effectively lead those who you,um, who you lead, and lead in 30
is a 30-day course that we'vegot.
It's one of the courses that weteach.
(05:35):
We've got other courses arounddecision making, around taking
greater self-accountability howdo you get rid of the blame game
in an organization we've got.
We've got a course also aboutum, change management.
We call it adapt in 30, which,oh my gosh, I gotta.
I gotta do an episode aboutthat one.
It's well, we were.
(05:55):
We spent an hour yesterdaymeeting with um, some of the
content team on that.
It's just where that content is.
Is is just unbelievable.
It was good before, now it'slike next level.
So, anyway, um, that's what wedo.
You can find out more at lonerockio.
Lone rock leadership's the nameof our company and I'm Russ
Hill.
I've spent my last uh, howevermany years losing track man Um
(06:19):
consulting with, coaching seniorexecutive teams at some of the
world's most amazing, biggestcompanies, and I share some of
those experiences.
If you listen to enough episodes, you'll hear me tell stories
about Amazon, lockheed Martin,cigna, general Motors, big
restaurant chains, hospitalsystems, manufacturing companies
.
The list goes on and on.
(06:40):
And just amazing, amazingcompanies.
We uh a senior executive fromwhat was johnson and johnson.
He worked at johnson andjohnson for a while and then
they split into two companiesright, with kenview being the
new company.
Kenview is a new one that noneof you have ever heard about.
They're the ones that makeeverything from band-aids to
listerine to children's tylenolto um gosh half the lotions that
(07:06):
are in grocery stores just aton of different products.
And um, we have one of theexecutives that just tells
amazing stories.
Um, we had about a uh at anexecutive retreat we did in
Scottsdale invitation onlycapped it at 20 people.
Amazing event couple coupleweeks ago is so awesome.
And um, perhaps a few of thosethat were there listening to
(07:28):
this podcast and you'll agreewith that just just a fantastic
event.
So, anyway, executives like that, companies like that, are who
we work with, okay, who shouldbe concerned well, so.
So two, two different ways thatyou're seeing ai having an
effect on business right now.
And I get to work in aleadership lab with leaders at
all kinds of differentorganizations so you get you get
this cross-section kind ofindustry or the marketplace, and
(07:51):
so you get to be in theboardroom or the ballroom or in
the zoom room with with folks asthey're talking about these
things.
So AI comes up, comes upeverywhere, everywhere, okay,
doesn't matter whether it's apizza restaurant or whether it's
a hospital system or whetherit's a pharma company or whether
it's a manufacturer, it doesn'tmatter, everybody it's.
(08:12):
It's like and and and legit.
If you're an executive thatdoesn't have the chat GPT app on
your phone, like would you justsubmit your retirement now?
Would you just like like it'sit's time to step aside?
And and if you're going well, Idon't really have, no, you, you
like that?
(08:32):
That would be like, well, Ihaven't really gotten around to
using google maps yet.
Oh, really like, okay.
Or that would be like one ofyou as a senior executive being
like, yeah, I'm thinking abouttrying out text messaging.
Oh, oh, okay, yeah, you, youlet me know that, let me know
how that works, and I don't haveany interest in hiring you.
(08:53):
So, like, you got to be usingthis stuff a little bit and and
I would suggest a more than alittle bit like, and you got to
read some articles and you gotto listen to some podcasts and
you, you got it, you got to beup to speed on.
Doesn't mean you got to readsome articles and you got to
listen to some podcasts and yougot it.
You got to be up to speed on.
Doesn't mean you have to belike, dive in and use it a ton,
like I think you should, becausethe tools are amazing.
I'll get into some of that injust a second.
So there's the way you use it.
(09:14):
That's one aspect of it, andthen the other aspect is how
you're viewing it, potentiallyaffecting your job or the
leaders or managers around you.
I want to get into both realquick, because I got strong
opinions on both.
Doesn't mean I'm right, but I'mgoing to take a position right,
and the reason I'm taking aposition is what good leaders do
they take positions why?
Because it's efficient.
It drives the conversationforward.
(09:35):
You know what slows anorganization and a team down?
A leader that's got no position.
It's like, yeah, we're thinkingabout innovating and yeah, we
ought to have that meeting.
No, like that, that, like we'renot going anywhere.
I want the leader that comes inand I think we should invest
about $3 million $30 million,whatever the size of
organization you got in uh in innew product innovation this
(09:59):
year, and I think it should bethis I'm movable.
I'm not sure, but that's what Ithink.
You want to drive discussion.
You want to drive movement inyour organization.
Take positions.
So I'm going to take a positionin this podcast, which will
cause you when I take a position.
It forces you to take aposition.
That's just the way that itworks, right, and so, or to
(10:21):
think, gosh, I need, I don't.
I think he's right, but I needto.
I need to research that on myown more to know if I agree with
him or I think he's wrong.
And I got to research that alittle bit more so I can back up
my argument for why he's wrong.
It's debate Any of you thatever took debate in high school
or college or whatever elseright?
There's so much value thatcomes from that taking a
(10:43):
position, and because you got tolook at all the all the sides.
Okay, so the position is thisnumber one is my first.
I'm going to take two, maybe,maybe three.
The first one is around youruse of AI, and then I'm going to
get into whose jobs areaffected.
Number one um, you ought to beusing it as an executive.
I just talked about that.
What does that look like?
You need to know terms likedeep research.
(11:03):
You need to know how that'sdifferent from just a web search
AI tool.
Those are two fundamentallydifferent things.
So what does deep research meanand what's a typical AI tool do
?
Okay, and then you need to knowterms like agents and operators
what, what, what does that mean?
(11:24):
As it pertains to ai, I'll giveyou the crash course.
I'm not the expert at all.
I don't pretend to be.
This is not an ai podcast.
It's a leadership podcast, butthis is obviously a huge issue
or topic for leaders, so we gotto be up to speed on it.
Some of you again are going tobe industries that are way more
impacted than others, but youneed to be on to speed on it.
Some of you again are going tobe industries that are way more
impacted than others, but youneed to be on the cutting edge
on this.
You need to be researching it,you need to be spending time
(11:46):
reading stuff about it and um,and and and thinking about ways
you could be using it in yourorganization.
For some of you there, there'sobvious use cases right now.
For others it's not so muchright now, but you're you're up
to date on it.
That increases your value, notonly for your current
organization but in themarketplace.
Okay and so.
So let's talk about a few ofthose terms real quick Again.
(12:08):
I'm just going to go throughthem quickly.
So a typical AI tool, which iscould be perplexity, it could be
a clod, it could be.
These are terms you ought toknow.
Clod Clod is an AI tool likeC-L-A-U-D-E, it's like a
competitor to chat GPT and it'sgot a little bit of nuance Grok,
g-r-o-k, g-r-o-k.
(12:30):
Grok.
That's Elon Musk's AI tool thatis built into X or Twitter.
Okay, and you don't have tohave a ton of experience and
then chat GPT is kind of likethe big the, the, the big dog
right now, right, but beingchallenged a lot, lots of
controversy around that.
And and then you've got um, theyou know the tool that's just
(12:53):
coming out of China anddifferent tools.
So these are, these are.
There are four or five or sixmainstream basic use AI tools,
and what do they do?
Well, they've got LLM, which islarge learning modules, right,
and so what that means isthey're just pumping tons of
data into these databases.
And so, in fact, just a fewmiles from where I'm at, is the
(13:18):
Meta AI I want to call itfactory, but data center, that's
the right term.
So Facebook, instagram, allthat, all those CPUs, all those
hard drives are sitting most ofthem they've got multiple
locations, but the main one isjust a few miles from me, here
(13:39):
in Arizona.
Why'd they pick arizona?
Because we don't have muchsevere weather.
It's pretty much sunny and hotevery day, and we get a few
storms a year, but not many.
We don't have tornadoes rollingthrough here, we don't have
hurricanes, we don't haveearthquakes, we don't have any
of that crap.
We just get some really severethunderstorms for like half a
minute and less than like twoinches of rain a year, and so
(14:00):
they can rely on that, plus easyaccess in and out on airports
and a good anyway.
There are reasons for that.
So those are the basic AI tools.
What do they do?
So they pump all this data in,and there's a race right now
between these companies to getas much data books, articles,
research, things, search.
(14:21):
Think about it like in theearly days of Google and and and
internet search engines andthey were just trying to index,
so they called it spider right,crawl the whole internet, crawl
every website, and and, like,and, and, and then store this
library of oh, you're lookingfor a good Mexican restaurant in
(14:43):
your neighborhood?
Well, here are all the websitesof places by you or whatever
else, right.
And so think about how thoseinternet search engines 30 years
ago, 20 years ago, were in arace to crawl the internet to
gain all that data.
That's what's happening when itcomes to content, whether it's
(15:03):
science, books, coding forcomputers, whatever.
They're trying to make thesemachines as smart as they can,
and they're in a race to do it,okay, and there's pretty
dramatic movement every two orthree months.
It's stunning, right?
And then they're in a race.
Now the second.
So they've got the contentlibrary in all of these tools.
(15:24):
They've all got similar contentlibraries, and then, and then
they've got what's calledreasoning, and so the more
advanced AI tools that arecoming out now, or that these
same companies.
They have an additional tool youcan use.
Think about it like Google hasthree different or four
different search engines.
You can use this one to search,and they actually do.
(15:45):
This one to search maps, thisone to search images, this one
to search the web.
Okay, google's got those rightand you just click on the
different tab or whatever.
That's what the AI companieshave.
They've got one that's gotreasoning in it.
And what reasoning is?
Now?
You've got a computer that'sactually going to use some
thought.
So you, you put into it and yousay, hey, um, develop a
(16:09):
strategy for a startup lemonadestand located in the Southern U
S that's aiming to generate, um,a hundred dollars of revenue a
day, um day, located on a, anintersection with about 5,000
cars that come by.
Well, give me a marketingstrategy, give me a whatever,
whatever.
And you type that in and itreasons.
(16:30):
The computer says the AI toolsays, okay, I'm going to go out
and search the internet for thatand I'm going to use my brain,
supposedly like I'm going to usethe rules I know, or what, what
information I've got and I'm tokind of give you some, to take
a position, to make somerecommendations.
That's an AI tool withreasoning.
Now I'm making somerecommendations.
(16:50):
I'm not just returning to youthe data, but I'm actually
reasoning.
And then you, you add reasoningto a deep research tool.
What is a deep research tool?
Think about it like another tabon Google.
You know, you've got, you'vegot regular AI, you've got
reasoning, and now you've gotdeep research with reasoning.
What's deep research?
It means what it's going toreturn to you.
(17:11):
It's going to utilize 20, 30sources and it's going to it's
going to go in depth.
So, for instance, I asked it inthe training industry to
summarize the uh, the, the thecontent delivery, or the uh the
training delivery methods umused pre pandemic for the five
(17:31):
years leading into the pandemic,and then the, the, the the post
pandemic era, the last fiveyears, 2020 to now, here in 2025
.
And and give give me a 20 pageresearch paper project that um
analyzes what the most um, mostuh used methods for delivery of
(17:54):
of leadership training aremeaning like in-person versus
virtual, versus on-demand,versus hybrid versus whatever.
And then give give me revenuenumbers generated by each one of
the yada, yada, yada.
I gave it all this with whatthey call the prompt right, and
so you got to get good atwriting prompts.
Well, what do I ask it?
It's not like Google.
Well, actually, it's kind oflike Google where you would say,
okay, I need to put in thesewords Well, now, in a prompt, if
(18:16):
you're doing like a deepresearch reasoning prompt, it's
going to be a hundred words.
Right, you're going to spend.
I have an Apple notes and allit is is just prompts.
So I've just one note thatthese are where I write.
I write my prompt that I'm goingto give to the deep reasoning
tool and then it returns it.
What?
These tools?
Like a chat, gpt, and you haveto pay money for some of these.
(18:37):
Right, they're not free.
Like, you want to go deepreasoning research, you got to
pay.
Like, with chat GPT, that's$200 a month, which when I first
saw that, I'm like wow, that'soutrageous.
Then I then I uh read a lot ofreviews and and then I thought
for our business, I'm like $200a month for a business is like
nothing.
Like a person, I'm like well,200 bucks a month, you know,
(18:58):
okay, we, you know people gotthat money.
But is it worth that Like orwhatever.
But then, when I thought aboutit from the business standpoint.
I'm like, why would we not likethat's stupid, that we wouldn't
pay, that that's absolutelydumb.
And and then I started askingit to return these research
papers and, by the way, it takeslike 15 minutes to do it.
It's like handing it off to aresearch agent and then they
(19:22):
come back and they give it toyou.
I would say about 70% of thedeep research reasoning reports
that I get back are stunning.
They're unbelievable.
They're so valuable onstrategic vision, on historical
information, on market analysis,on recommend like it's stunning
(19:45):
and they're just going to getbetter.
So that's usage, like I'mgiving you a few.
And then agents.
Agents are where, uh, forinstance, now an agent is where
it completes a task.
So, for instance, you couldbook a vacation right now using
a chat, gpt, um, uh, ai agent.
And an agent's not a person.
Obviously it's a machine, butnow it's power to go do
(20:07):
something.
For instance, an agent that Iuse, which agent is just a
command.
Think of it like a task.
So, uh, an AI task.
So don't get worked up on theword agent, cause you're
thinking about like a person.
No, it's just, this is a task.
So now it's going and doingsomething.
It can get onto um to Airbnbbooked a locate, book a home or
(20:29):
get back to you, put you know.
You say, hey, give merecommendations for homes in
Vail or within 50 miles of Vailthat have at least four bedrooms
, three bathrooms and um areavailable during this time and
have at least a this star rating, and return to me my options
and it will go.
(20:49):
The chat GPT or other companyagent chat GPT is leading the
way in this area.
Others will be right behind it.
It will go do that.
So then you go to your Zoommeeting and then you pop back in
30 minutes or an hour you'vegot a notification saying here's
the recommendations or here's alist of 10 top properties and
and we would recommend these two.
(21:09):
Oh my gosh, do you know howmuch time you saved me?
The agent will now, even if youwant it to book it, it will.
It will come back to you andsay, okay, here's what we found,
this is what we recommend.
Would you like me to go makethe reservation now?
And, yep, go get that done.
Thank you, I have it.
I have my favorite podcast.
I have it summarized.
So some of these podcasts,let's say, like a Joe Rogan
(21:31):
episode, I don't have two and ahalf hours.
I'm sorry but I don't have twoand a half hours to listen to a
Joe Rogan episode.
But he interviews some peoplethat I'm interested in
occasionally.
I'd say probably 2%, 5%.
So I have a chat GPT agent goingout and analyzing, getting a
transcript.
It does this all behind thescenes.
I put in the prompt go, get methe transcripts and summarize in
(21:55):
a one page document with bulletpoints each of the episodes
from Joe Rogan and then at thebottom of that report, give me
any book, interview, podcast, umguest, whatever that was
referenced, and it returns it tome daily or anytime Joe Rogan
has a new episode.
Then there's some other thingsreligious or spiritual podcasts,
other things that I have it onSunday morning before I go to
(22:18):
church.
I want a summary of this kindof a podcast to get, whatever,
because I don't have two hoursto listen to that podcast.
So but then I can read thebullet points and if I'm
interested and if they, if theguest quoted a book or whatever,
I got it all right there.
So those are agents, okay, andthen operators are real, similar
to that, and we don't have timeto get to it.
I got to, I got to wrap up here.
Okay, so are you up to speed onall this?
(22:40):
Some of you, I'm like youalready know all this.
Others you're like I'm totallylost.
Well, this is the sort of stuffas an executive, as a leader,
as a manager, you need to be upto speed on.
You need to be using some ofthis stuff, investing some of
your own money, investing someof the company's money and being
up to speed on this.
Then there are specialized AItools and those are industry
(23:00):
specific and it's like the AItool that counts the number of
pepperonis, uh, through a camerafor a pizza restaurant.
That's a specialized AI productthat's available to the
restaurant industry.
That's legit.
Had an executive tell me thatrecently.
Yup, we're using AI.
We put cameras overhead of thepizza operators and people
making pizzas in our all of ourlocations.
(23:21):
This is a consultant or aclient of ours and and the
camera then counts how manypepperonis are on there and we
know when, when we've got astore or an employee that's
either not doing, not make,who's not making the pizza,
right, too many pepperonis, toofew, right?
Crazy.
So specialized hospitals, allthis.
So you got all these companiesspringing up with specialized AI
(23:41):
tools.
You got to be up to speed onwhat's happening in your
industry with that.
So the specialized tools.
And then, um gosh, what elsedid I want to say about, about
tools?
Those are, those are the basicthings, right, and?
And it's changing dramatically.
Now let me talk about who'sgoing to lose their job.
Okay, so we're, we're.
I've been in just so manyconversations at conferences,
(24:03):
different networking events,where AI comes up and people are
they're spending money onstupid crap that that doesn't
make sense, but they want tolook like they're AI tech savvy.
I get it.
If I was an executive at one ofthese companies, I would.
I would squash that and be like, no, like, especially like
leadership training, like you'rereally.
You think more content is theanswer to what your leaders need
(24:26):
.
No, they actually need you tofocus on fewer competencies and
get serious about them and quithanding out a book every month
the book of the month for ourleadership club, like, cause I
don't know which one of theseyou want me to actually
implement, which ones weactually believe in as a firm,
and not so like, pick your corecompetencies and stick with it.
Don't go out and think, oh, youknow, what we need is more
(24:48):
content, because 17,000 courseson LinkedIn learning wasn't
enough, like.
And then you wonder, well like,why your managers don't have
basic core competencies?
Because you aren't.
Less is is more, okay, anyway.
So just you be smart, okay.
Now who's gonna lose their job?
People who suck period?
(25:09):
Any other questions not forreal like.
So I've always viewed it, andand I hope you have too, that if
I am easily replaceable, thenI've got very little market
value.
So I might have the same titleas the person before me in this
(25:30):
organization, I might have thesame position that all of our
competitors have.
They have somebody in this spot, but I am unlike any of them.
They can't touch me.
And I mean that in allseriousness and half facetious,
not in an arrogant way likethat's the value you get.
(25:51):
I've got to differentiatemyself from every other VP of
marketing, from every otheroperations head, from every
other CFO operations head, fromevery other CFO, from every
other sales leader from ever.
Like.
I'm different.
You get with me things youwouldn't get with them, and if
(26:14):
you'd like to know specificallywhat they are, I can articulate
them, because I'm not justtrying to work harder, be
smarter and and more effective,like that.
Those words mean nothing.
Buzzword bingo.
You think you differentiateyourself because you work harder
or longer hours.
No, you're easily replaceable.
(26:35):
So you've got to, you've got tocome to the market with
differentiated value.
So what is it?
So, one area, for instance,that I've been describing this
episode, one very small areas.
I'm up to speed on trends.
I'm aware of the ones that areactually going to impact the
market AI Hello, like theinternet.
So we're in the we're in thedawn of the internet launching
(26:59):
right now.
It's just called AI and it'sgoing to be.
It's going to blow the AI, theinternet impact on business out
of the water.
And so I'm reading, I'mconsuming, I'm listening and I'm
throwing 60%, 80% of it out.
It's crap that I'm reading.
But the other stuff, I'mexperimenting.
I'm spending some time diggingaround and playing with tools.
(27:21):
So I could say everything inthis episode.
I'm holding back most of whatI've learned, right Cause it did
not take too long.
So you've got to havedifferentiated value.
The managers that are going tobe replaced are the ones that
are just bodies in uniforms thatare just clocking in and
(27:41):
clocking out, the ones that amachine can.
I promise you.
You don't work 24 hours a day.
The robot will.
It does not need a break, itdoes not need to sleep, it does
not need a food, okay.
So if your differentiated valueis working hard, you're
replaceable by a robot.
(28:03):
Okay, if your differentiatedvalue is well, whatever, like
it's generic.
But if your differentiatedvalue is the way you process
things, the wisdom you bring tothe table, how you're able to,
whatever like that you need to.
You need to articulate that,get it down on paper and lean
into that.
The managers now certainindustries and certain whatever.
(28:24):
Yeah, you're going to beimpacted more than others.
So I'm looking at theindustries that are going to be
impacted less.
I'm looking at the positionsthat I'm leaning into that,
especially if I've got 20 or 30years left of my career, if I've
got 10, not going to impact youthat much, you're going to be
part of a declining group, butbut yeah.
So if I've got 20 or more than10 years left, I'm looking for
(28:45):
the industries that are notgoing to be completely
obliterated by AI, where there'sgoing to be there's 10,000
people working for that companyand soon there's going to be um
500.
Okay, well, I don't want to bein that industry, right and so.
And then, as a leader, youdon't think we want a human in
there that's got great reasoningskills, that got vast
(29:05):
experience, that's that'sunlocked wisdom, that knows how
to create alignment, that getsin and makes decisions and knows
how to bring people along Likehello.
Ain't no robot going to bereplacing you anytime soon?
So think about.
These are things that we oughtto be thinking about.
How are we, how are we stayingahead of the trend or keeping up
with it?
What tools are we using in ourorganization that makes sense,
(29:29):
not the AI-powered tamale?
Stand right, come on.
And then, how are youdifferentiating your value so
that you can't be replaced by arobot?
That's what's on my mind inthis episode of the Lead in 30
podcast.
Speaker 2 (29:46):
Share this episode with a colleague, your team or a
friend.
Tap on the share button andtext the link.
Thanks for listening to theLead in 30 podcast with Russ
Hill.
The AI robots are coming.
Who should be concerned aboutlosing their job and who's got
nothing to worry about?
This is the Lead in 30 podcastwith Russ Hill.
You cannot be serious.
Strengthen your ability to leadin less than 30 minutes.
(00:21):
You literally like hear about itanywhere.
If you've been to a businessconference lately, you've been
to a business conference latelyyou've been to a networking
event, you've logged on to anykind of whatever linkedin or
anything, you, you see all thisdiscussion about ai and and the
conversation goes like this um,yeah, we're really.
Well, it depends on theindustry, it depends on who's in
(00:43):
the room, right?
But typically it's like, yeah,man, we're concerned about it.
Well, there are actually twothings that happen.
Number one like that is thebest industry to be in.
Like, if I it doesn't matterwhat company I own, I'm a
plumber, I'm well, yeah, we're aplumbing company that uses the
(01:05):
latest in AI.
If I'm an air conditioningrepair, yeah, we're, we're AC
and heating and powered by AI.
If I, if I like, make what doyou call those things that they?
They sell Tamales yeah, we'reAI powered tamale factory.
Like you, you want your businessto boom, you want to sound like
(01:27):
totally tech savvy andinnovative and whatever you just
go, yeah, we're, we're fueledby AI.
Like, there are so many bogusclaims of that right now, and
but, but you know what?
It's brilliant in a lot of ways, and and and one of the
industries that we work in right, leadership development.
As far as training right, we'vegot the two sides of our
(01:49):
business the consulting side,which we work with senior
executive teams and differentbusiness units and organizations
, and that's what we've beendoing for 20 years and it's our
passion and we love it and yeah,so, um, working, working with
executive teams and and then andthen we've got the training
side, which is the scale sideright, cause you can, you can,
(02:12):
um, you can train 400, 500, athousand, or I told you, I've
told you all about, you know,the 2,800 managers in one global
organization that they trainedusing our platform and our
approach in just one quarter,which is just crazy.
They were just blown away.
And the impact you all waittill we put out the case study
(02:34):
results on that the effect onemployee engagement, the effect
on high-level financialperformance insane, insane,
insane.
We've got to publish thatbecause it's just going to fuel
even more of our success overthere Anyone that's engaged in
it, anyway.
So we've got the training side.
So when you're talking to thefolks in the training industry,
(03:02):
they're all about AI.
Like, oh, yeah, we're using AItechnology and almost like these
HR and L and D professionalsview it as if they're not doing
it, they're getting left behind.
I think that's very real.
Like there's this part of itwhere, um, so you see, two
things with AI out there.
One is people buying it, peopleusing it, people talking about
(03:24):
it because they want to, theywant to sound contemporary, and
so they're spinning, they'restarting to spend money on
stupid stuff that that is notthat effective.
But it's got an AI label onit's tamales made powered by AI.
Oh gosh, we got to get those,you know.
Well, what does it do?
Well, we're not really sure,but it's AI, you know.
(03:45):
Oh, okay, yeah, for sure, Iunderstand you spent money on it
, so you're seeing that in thetraining industry, which is
crazy, because I mean, there are, there are legit products,
right, and we use it in our inhere I am talking about that.
We use it a little bit in ourtraining, but it's it's like a
supplemental thing, it's not ourlead thing and it's where we
tap into it where it makes sense, but we're not powered by that.
(04:08):
We're what are we powered by?
We're powered by human beingswho've got experience and know
what the crap they're doing,who've got proven results.
Like that's who you go bepowered by AI.
We're powered by humans who'vegot tons of experience and and
know what they're doing and haveunlocked the wisdom that comes
with with with years and yearsof experience.
(04:30):
You, and maybe the robots, willovertake that at some point,
but I'm really like, notconcerned about it in the next
four minutes or four years.
Now I'll get into a.
I'll get into where I thinkit's going to be awesome and
revolutionary and amazing injust a few minutes and just a
few minutes.
But and I want to talk to youabout those who should be
(04:52):
concerned about losing their jobto AI, because it's obvious who
those people are.
It's so obvious who you like.
Update your resume Now.
Change industries, get in adifferent person, profession
Like it's so obvious who thatshould be.
And then the group that you gotnothing to worry about.
And it's obvious who thosepeople are.
Let's get into that in just amoment.
(05:13):
Welcome into the lead in 30podcast.
In less than 30 minutes, eachepisode, we give you a framework
, a model of best practice andobservation, something to
consider, implementing, thinkingabout in your effort to more
effectively lead those who you,um, who you lead, and lead in 30
is a 30-day course that we'vegot.
It's one of the courses that weteach.
(05:35):
We've got other courses arounddecision making, around taking
greater self-accountability howdo you get rid of the blame game
in an organization we've got.
We've got a course also aboutum, change management.
We call it adapt in 30, which,oh my gosh, I gotta.
I gotta do an episode aboutthat one.
It's well, we were.
(05:55):
We spent an hour yesterdaymeeting with um, some of the
content team on that.
It's just where that content is.
Is is just unbelievable.
It was good before, now it'slike next level.
So, anyway, um, that's what wedo.
You can find out more at lonerockio.
Lone rock leadership's the nameof our company and I'm Russ
Hill.
I've spent my last uh, howevermany years losing track man Um
(06:19):
consulting with, coaching seniorexecutive teams at some of the
world's most amazing, biggestcompanies, and I share some of
those experiences.
If you listen to enough episodes, you'll hear me tell stories
about Amazon, lockheed Martin,cigna, general Motors, big
restaurant chains, hospitalsystems, manufacturing companies
.
The list goes on and on.
(06:40):
And just amazing, amazingcompanies.
We uh a senior executive fromwhat was johnson and johnson.
He worked at johnson andjohnson for a while and then
they split into two companiesright, with kenview being the
new company.
Kenview is a new one that noneof you have ever heard about.
They're the ones that makeeverything from band-aids to
listerine to children's tylenolto um gosh half the lotions that
(07:06):
are in grocery stores just aton of different products.
And um, we have one of theexecutives that just tells
amazing stories.
Um, we had about a uh at anexecutive retreat we did in
Scottsdale invitation onlycapped it at 20 people.
Amazing event couple coupleweeks ago is so awesome.
And um, perhaps a few of thosethat were there listening to
(07:28):
this podcast and you'll agreewith that just just a fantastic
event.
So, anyway, executives like that, companies like that, are who
we work with, okay, who shouldbe concerned well, so.
So two, two different ways thatyou're seeing ai having an
effect on business right now.
And I get to work in aleadership lab with leaders at
all kinds of differentorganizations so you get you get
this cross-section kind ofindustry or the marketplace, and
(07:51):
so you get to be in theboardroom or the ballroom or in
the zoom room with with folks asthey're talking about these
things.
So AI comes up, comes upeverywhere, everywhere, okay,
doesn't matter whether it's apizza restaurant or whether it's
a hospital system or whetherit's a pharma company or whether
it's a manufacturer, it doesn'tmatter, everybody it's.
(08:12):
It's like and and and legit.
If you're an executive thatdoesn't have the chat GPT app on
your phone, like would you justsubmit your retirement now?
Would you just like like it'sit's time to step aside?
And and if you're going well, Idon't really have, no, you, you
like that?
(08:32):
That would be like, well, Ihaven't really gotten around to
using google maps yet.
Oh, really like, okay.
Or that would be like one ofyou as a senior executive being
like, yeah, I'm thinking abouttrying out text messaging.
Oh, oh, okay, yeah, you, youlet me know that, let me know
how that works, and I don't haveany interest in hiring you.
(08:53):
So, like, you got to be usingthis stuff a little bit and and
I would suggest a more than alittle bit like, and you got to
read some articles and you gotto listen to some podcasts and
you, you got it, you got to beup to speed on.
Doesn't mean you got to readsome articles and you got to
listen to some podcasts and yougot it.
You got to be up to speed on.
Doesn't mean you have to belike, dive in and use it a ton,
like I think you should, becausethe tools are amazing.
I'll get into some of that injust a second.
So there's the way you use it.
(09:14):
That's one aspect of it, andthen the other aspect is how
you're viewing it, potentiallyaffecting your job or the
leaders or managers around you.
I want to get into both realquick, because I got strong
opinions on both.
Doesn't mean I'm right, but I'mgoing to take a position right,
and the reason I'm taking aposition is what good leaders do
they take positions why?
Because it's efficient.
It drives the conversationforward.
(09:35):
You know what slows anorganization and a team down?
A leader that's got no position.
It's like, yeah, we're thinkingabout innovating and yeah, we
ought to have that meeting.
No, like that, that, like we'renot going anywhere.
I want the leader that comes inand I think we should invest
about $3 million $30 million,whatever the size of
organization you got in uh in innew product innovation this
(09:59):
year, and I think it should bethis I'm movable.
I'm not sure, but that's what Ithink.
You want to drive discussion.
You want to drive movement inyour organization.
Take positions.
So I'm going to take a positionin this podcast, which will
cause you when I take a position.
It forces you to take aposition.
That's just the way that itworks, right, and so, or to
(10:21):
think, gosh, I need, I don't.
I think he's right, but I needto.
I need to research that on myown more to know if I agree with
him or I think he's wrong.
And I got to research that alittle bit more so I can back up
my argument for why he's wrong.
It's debate Any of you thatever took debate in high school
or college or whatever elseright?
There's so much value thatcomes from that taking a
(10:43):
position, and because you got tolook at all the all the sides.
Okay, so the position is thisnumber one is my first.
I'm going to take two, maybe,maybe three.
The first one is around youruse of AI, and then I'm going to
get into whose jobs areaffected.
Number one um, you ought to beusing it as an executive.
I just talked about that.
What does that look like?
You need to know terms likedeep research.
(11:03):
You need to know how that'sdifferent from just a web search
AI tool.
Those are two fundamentallydifferent things.
So what does deep research meanand what's a typical AI tool do
?
Okay, and then you need to knowterms like agents and operators
what, what, what does that mean?
(11:24):
As it pertains to ai, I'll giveyou the crash course.
I'm not the expert at all.
I don't pretend to be.
This is not an ai podcast.
It's a leadership podcast, butthis is obviously a huge issue
or topic for leaders, so we gotto be up to speed on it.
Some of you again are going tobe industries that are way more
impacted than others, but youneed to be on to speed on it.
Some of you again are going tobe industries that are way more
impacted than others, but youneed to be on the cutting edge
on this.
You need to be researching it,you need to be spending time
(11:46):
reading stuff about it and um,and and and thinking about ways
you could be using it in yourorganization.
For some of you there, there'sobvious use cases right now.
For others it's not so muchright now, but you're you're up
to date on it.
That increases your value, notonly for your current
organization but in themarketplace.
Okay and so.
So let's talk about a few ofthose terms real quick Again.
(12:08):
I'm just going to go throughthem quickly.
So a typical AI tool, which iscould be perplexity, it could be
a clod, it could be.
These are terms you ought toknow.
Clod Clod is an AI tool likeC-L-A-U-D-E, it's like a
competitor to chat GPT and it'sgot a little bit of nuance Grok,
g-r-o-k, g-r-o-k.
(12:30):
Grok.
That's Elon Musk's AI tool thatis built into X or Twitter.
Okay, and you don't have tohave a ton of experience and
then chat GPT is kind of likethe big the, the, the big dog
right now, right, but beingchallenged a lot, lots of
controversy around that.
And and then you've got um, theyou know the tool that's just
(12:53):
coming out of China anddifferent tools.
So these are, these are.
There are four or five or sixmainstream basic use AI tools,
and what do they do?
Well, they've got LLM, which islarge learning modules, right,
and so what that means isthey're just pumping tons of
data into these databases.
And so, in fact, just a fewmiles from where I'm at, is the
(13:18):
Meta AI I want to call itfactory, but data center, that's
the right term.
So Facebook, instagram, allthat, all those CPUs, all those
hard drives are sitting most ofthem they've got multiple
locations, but the main one isjust a few miles from me, here
(13:39):
in Arizona.
Why'd they pick arizona?
Because we don't have muchsevere weather.
It's pretty much sunny and hotevery day, and we get a few
storms a year, but not many.
We don't have tornadoes rollingthrough here, we don't have
hurricanes, we don't haveearthquakes, we don't have any
of that crap.
We just get some really severethunderstorms for like half a
minute and less than like twoinches of rain a year, and so
(14:00):
they can rely on that, plus easyaccess in and out on airports
and a good anyway.
There are reasons for that.
So those are the basic AI tools.
What do they do?
So they pump all this data in,and there's a race right now
between these companies to getas much data books, articles,
research, things, search.
(14:21):
Think about it like in theearly days of Google and and and
internet search engines andthey were just trying to index,
so they called it spider right,crawl the whole internet, crawl
every website, and and, like,and, and, and then store this
library of oh, you're lookingfor a good Mexican restaurant in
(14:43):
your neighborhood?
Well, here are all the websitesof places by you or whatever
else, right.
And so think about how thoseinternet search engines 30 years
ago, 20 years ago, were in arace to crawl the internet to
gain all that data.
That's what's happening when itcomes to content, whether it's
(15:03):
science, books, coding forcomputers, whatever.
They're trying to make thesemachines as smart as they can,
and they're in a race to do it,okay, and there's pretty
dramatic movement every two orthree months.
It's stunning, right?
And then they're in a race.
Now the second.
So they've got the contentlibrary in all of these tools.
(15:24):
They've all got similar contentlibraries, and then, and then
they've got what's calledreasoning, and so the more
advanced AI tools that arecoming out now, or that these
same companies.
They have an additional tool youcan use.
Think about it like Google hasthree different or four
different search engines.
You can use this one to search,and they actually do.
(15:45):
This one to search maps, thisone to search images, this one
to search the web.
Okay, google's got those rightand you just click on the
different tab or whatever.
That's what the AI companieshave.
They've got one that's gotreasoning in it.
And what reasoning is?
Now?
You've got a computer that'sactually going to use some
thought.
So you, you put into it and yousay, hey, um, develop a
(16:09):
strategy for a startup lemonadestand located in the Southern U
S that's aiming to generate, um,a hundred dollars of revenue a
day, um day, located on a, anintersection with about 5,000
cars that come by.
Well, give me a marketingstrategy, give me a whatever,
whatever.
And you type that in and itreasons.
(16:30):
The computer says the AI toolsays, okay, I'm going to go out
and search the internet for thatand I'm going to use my brain,
supposedly like I'm going to usethe rules I know, or what, what
information I've got and I'm tokind of give you some, to take
a position, to make somerecommendations.
That's an AI tool withreasoning.
Now I'm making somerecommendations.
(16:50):
I'm not just returning to youthe data, but I'm actually
reasoning.
And then you, you add reasoningto a deep research tool.
What is a deep research tool?
Think about it like another tabon Google.
You know, you've got, you'vegot regular AI, you've got
reasoning, and now you've gotdeep research with reasoning.
What's deep research?
It means what it's going toreturn to you.
(17:11):
It's going to utilize 20, 30sources and it's going to it's
going to go in depth.
So, for instance, I asked it inthe training industry to
summarize the uh, the, the thecontent delivery, or the uh the
training delivery methods umused pre pandemic for the five
(17:31):
years leading into the pandemic,and then the, the, the the post
pandemic era, the last fiveyears, 2020 to now, here in 2025
.
And and give give me a 20 pageresearch paper project that um
analyzes what the most um, mostuh used methods for delivery of
(17:54):
of leadership training aremeaning like in-person versus
virtual, versus on-demand,versus hybrid versus whatever.
And then give give me revenuenumbers generated by each one of
the yada, yada, yada.
I gave it all this with whatthey call the prompt right, and
so you got to get good atwriting prompts.
Well, what do I ask it?
It's not like Google.
Well, actually, it's kind oflike Google where you would say,
okay, I need to put in thesewords Well, now, in a prompt, if
(18:16):
you're doing like a deepresearch reasoning prompt, it's
going to be a hundred words.
Right, you're going to spend.
I have an Apple notes and allit is is just prompts.
So I've just one note thatthese are where I write.
I write my prompt that I'm goingto give to the deep reasoning
tool and then it returns it.
What?
These tools?
Like a chat, gpt, and you haveto pay money for some of these.
(18:37):
Right, they're not free.
Like, you want to go deepreasoning research, you got to
pay.
Like, with chat GPT, that's$200 a month, which when I first
saw that, I'm like wow, that'soutrageous.
Then I then I uh read a lot ofreviews and and then I thought
for our business, I'm like $200a month for a business is like
nothing.
Like a person, I'm like well,200 bucks a month, you know,
(18:58):
okay, we, you know people gotthat money.
But is it worth that Like orwhatever.
But then, when I thought aboutit from the business standpoint.
I'm like, why would we not likethat's stupid, that we wouldn't
pay, that that's absolutelydumb.
And and then I started askingit to return these research
papers and, by the way, it takeslike 15 minutes to do it.
It's like handing it off to aresearch agent and then they
(19:22):
come back and they give it toyou.
I would say about 70% of thedeep research reasoning reports
that I get back are stunning.
They're unbelievable.
They're so valuable onstrategic vision, on historical
information, on market analysis,on recommend like it's stunning
(19:45):
and they're just going to getbetter.
So that's usage, like I'mgiving you a few.
And then agents.
Agents are where, uh, forinstance, now an agent is where
it completes a task.
So, for instance, you couldbook a vacation right now using
a chat, gpt, um, uh, ai agent.
And an agent's not a person.
Obviously it's a machine, butnow it's power to go do
(20:07):
something.
For instance, an agent that Iuse, which agent is just a
command.
Think of it like a task.
So, uh, an AI task.
So don't get worked up on theword agent, cause you're
thinking about like a person.
No, it's just, this is a task.
So now it's going and doingsomething.
It can get onto um to Airbnbbooked a locate, book a home or
(20:29):
get back to you, put you know.
You say, hey, give merecommendations for homes in
Vail or within 50 miles of Vailthat have at least four bedrooms
, three bathrooms and um areavailable during this time and
have at least a this star rating, and return to me my options
and it will go.
(20:49):
The chat GPT or other companyagent chat GPT is leading the
way in this area.
Others will be right behind it.
It will go do that.
So then you go to your Zoommeeting and then you pop back in
30 minutes or an hour you'vegot a notification saying here's
the recommendations or here's alist of 10 top properties and
and we would recommend these two.
(21:09):
Oh my gosh, do you know howmuch time you saved me?
The agent will now, even if youwant it to book it, it will.
It will come back to you andsay, okay, here's what we found,
this is what we recommend.
Would you like me to go makethe reservation now?
And, yep, go get that done.
Thank you, I have it.
I have my favorite podcast.
I have it summarized.
So some of these podcasts,let's say, like a Joe Rogan
(21:31):
episode, I don't have two and ahalf hours.
I'm sorry but I don't have twoand a half hours to listen to a
Joe Rogan episode.
But he interviews some peoplethat I'm interested in
occasionally.
I'd say probably 2%, 5%.
So I have a chat GPT agent goingout and analyzing, getting a
transcript.
It does this all behind thescenes.
I put in the prompt go, get methe transcripts and summarize in
(21:55):
a one page document with bulletpoints each of the episodes
from Joe Rogan and then at thebottom of that report, give me
any book, interview, podcast, umguest, whatever that was
referenced, and it returns it tome daily or anytime Joe Rogan
has a new episode.
Then there's some other thingsreligious or spiritual podcasts,
other things that I have it onSunday morning before I go to
(22:18):
church.
I want a summary of this kindof a podcast to get, whatever,
because I don't have two hoursto listen to that podcast.
So but then I can read thebullet points and if I'm
interested and if they, if theguest quoted a book or whatever,
I got it all right there.
So those are agents, okay, andthen operators are real, similar
to that, and we don't have timeto get to it.
I got to, I got to wrap up here.
Okay, so are you up to speed onall this?
(22:40):
Some of you, I'm like youalready know all this.
Others you're like I'm totallylost.
Well, this is the sort of stuffas an executive, as a leader,
as a manager, you need to be upto speed on.
You need to be using some ofthis stuff, investing some of
your own money, investing someof the company's money and being
up to speed on this.
Then there are specialized AItools and those are industry
(23:00):
specific and it's like the AItool that counts the number of
pepperonis, uh, through a camerafor a pizza restaurant.
That's a specialized AI productthat's available to the
restaurant industry.
That's legit.
Had an executive tell me thatrecently.
Yup, we're using AI.
We put cameras overhead of thepizza operators and people
making pizzas in our all of ourlocations.
(23:21):
This is a consultant or aclient of ours and and the
camera then counts how manypepperonis are on there and we
know when, when we've got astore or an employee that's
either not doing, not make,who's not making the pizza,
right, too many pepperonis, toofew, right?
Crazy.
So specialized hospitals, allthis.
So you got all these companiesspringing up with specialized AI
(23:41):
tools.
You got to be up to speed onwhat's happening in your
industry with that.
So the specialized tools.
And then, um gosh, what elsedid I want to say about, about
tools?
Those are, those are the basicthings, right, and?
And it's changing dramatically.
Now let me talk about who'sgoing to lose their job.
Okay, so we're, we're.
I've been in just so manyconversations at conferences,
(24:03):
different networking events,where AI comes up and people are
they're spending money onstupid crap that that doesn't
make sense, but they want tolook like they're AI tech savvy.
I get it.
If I was an executive at one ofthese companies, I would.
I would squash that and be like, no, like, especially like
leadership training, like you'rereally.
You think more content is theanswer to what your leaders need
(24:26):
.
No, they actually need you tofocus on fewer competencies and
get serious about them and quithanding out a book every month
the book of the month for ourleadership club, like, cause I
don't know which one of theseyou want me to actually
implement, which ones weactually believe in as a firm,
and not so like, pick your corecompetencies and stick with it.
Don't go out and think, oh, youknow, what we need is more
(24:48):
content, because 17,000 courseson LinkedIn learning wasn't
enough, like.
And then you wonder, well like,why your managers don't have
basic core competencies?
Because you aren't.
Less is is more, okay, anyway.
So just you be smart, okay.
Now who's gonna lose their job?
People who suck period?
(25:09):
Any other questions not forreal like.
So I've always viewed it, andand I hope you have too, that if
I am easily replaceable, thenI've got very little market
value.
So I might have the same titleas the person before me in this
(25:30):
organization, I might have thesame position that all of our
competitors have.
They have somebody in this spot, but I am unlike any of them.
They can't touch me.
And I mean that in allseriousness and half facetious,
not in an arrogant way likethat's the value you get.
(25:51):
I've got to differentiatemyself from every other VP of
marketing, from every otheroperations head, from every
other CFO operations head, fromevery other CFO, from every
other sales leader from ever.
Like.
I'm different.
You get with me things youwouldn't get with them, and if
(26:14):
you'd like to know specificallywhat they are, I can articulate
them, because I'm not justtrying to work harder, be
smarter and and more effective,like that.
Those words mean nothing.
Buzzword bingo.
You think you differentiateyourself because you work harder
or longer hours.
No, you're easily replaceable.
(26:35):
So you've got to, you've got tocome to the market with
differentiated value.
So what is it?
So, one area, for instance,that I've been describing this
episode, one very small areas.
I'm up to speed on trends.
I'm aware of the ones that areactually going to impact the
market AI Hello, like theinternet.
So we're in the we're in thedawn of the internet launching
(26:59):
right now.
It's just called AI and it'sgoing to be.
It's going to blow the AI, theinternet impact on business out
of the water.
And so I'm reading, I'mconsuming, I'm listening and I'm
throwing 60%, 80% of it out.
It's crap that I'm reading.
But the other stuff, I'mexperimenting.
I'm spending some time diggingaround and playing with tools.
(27:21):
So I could say everything inthis episode.
I'm holding back most of whatI've learned, right Cause it did
not take too long.
So you've got to havedifferentiated value.
The managers that are going tobe replaced are the ones that
are just bodies in uniforms thatare just clocking in and
(27:41):
clocking out, the ones that amachine can.
I promise you.
You don't work 24 hours a day.
The robot will.
It does not need a break, itdoes not need to sleep, it does
not need a food, okay.
So if your differentiated valueis working hard, you're
replaceable by a robot.
(28:03):
Okay, if your differentiatedvalue is well, whatever, like
it's generic.
But if your differentiatedvalue is the way you process
things, the wisdom you bring tothe table, how you're able to,
whatever like that you need to.
You need to articulate that,get it down on paper and lean
into that.
The managers now certainindustries and certain whatever.
(28:24):
Yeah, you're going to beimpacted more than others.
So I'm looking at theindustries that are going to be
impacted less.
I'm looking at the positionsthat I'm leaning into that,
especially if I've got 20 or 30years left of my career, if I've
got 10, not going to impact youthat much, you're going to be
part of a declining group, butbut yeah.
So if I've got 20 or more than10 years left, I'm looking for
(28:45):
the industries that are notgoing to be completely
obliterated by AI, where there'sgoing to be there's 10,000
people working for that companyand soon there's going to be um
500.
Okay, well, I don't want to bein that industry, right and so.
And then, as a leader, youdon't think we want a human in
there that's got great reasoningskills, that got vast
(29:05):
experience, that's that'sunlocked wisdom, that knows how
to create alignment, that getsin and makes decisions and knows
how to bring people along Likehello.
Ain't no robot going to bereplacing you anytime soon?
So think about.
These are things that we oughtto be thinking about.
How are we, how are we stayingahead of the trend or keeping up
with it?
What tools are we using in ourorganization that makes sense,
(29:29):
not the AI-powered tamale?
Stand right, come on.
And then, how are youdifferentiating your value so
that you can't be replaced by arobot?
That's what's on my mind inthis episode of the Lead in 30
podcast.
Speaker 2 (29:46):
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friend.
Tap on the share button andtext the link.
Thanks for listening to theLead in 30 podcast with Russ
Hill.
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