Navigating the AI Revolution: Leadership, Trust, and the Future of Work Through Coaching

Send us a text

How will advancements in AI impact our jobs and careers? Are we prepared to help our employees navigate these changes and maintain their trust in us as leaders? In this eye-opening episode, I share my recent experiences with AI tools like chat and GPT, and discuss the implications these technological advancements have on the future of work. 

Listen in as I reveal the importance of being prepared for career development conversations with your employees, how technology-induced anxiety can lead to emotional interpretive listening, and the crucial role these discussions play in keeping your team engaged. With technology moving at breakneck speed, it's essential for leaders to have meaningful conversations with their team members to help them adapt and embrace change. Don't miss this vital discussion on the intersection of technology, leadership, and the future of work.

Welcome to Coaching Conversations

We have created a NEW and Innovative line of books called Workplace Coaching Books. These books use QR codes with embedded audio and video lessons speaking directly to the reader. Each book comes with assessments and journal based coaching pages where they document what they've learned and what they've applied. In addition each book comes with the self analysis link that prompts them to share what they've learned and what they've put into action leading to greater learner application a

Progress Coaching 360 is a dynamic leadership development system that equips managers and teams with powerful coaching skills through a blend of training, real-time practice, peer learning, and feedback. It combines expert-led instruction, a train-the-trainer model, group coaching certification, and monthly coaching pods where leaders practice, share wins, and tackle challenges. With built-in accountability and hands-on application using Coaching Cards and best practice sessions, Progress Coaching 360 turns coaching from theory into action—building a sustainable culture of growth, feedback, and performance.

Progress Coaching 360 teaches leaders how to coach and employees how to develop coachability skills. This unique combination helps build great workplace cultures.

Get More Info Here: https://form.jotform.com/251187914739165

Episode Transcript

Speaker 1 (00:00):
Technology is moving faster and faster.
Recently, i was at the ATD showin San Diego and one of the
things that everybody wastalking about was chat, gpt,
artificial intelligence all thethings that are coming fast and
furious.
Recently, i was on a webinarfor a new AI tool and I have to
say I was blown away by what'scoming.

(00:22):
I am blown away by all thethings that are being created
and the ease of producing work.
So let me just say, first andforemost, i am all for progress
when it comes to technology.
I know it can be a disruptor.
I know it makes some peoplevery nervous, and justifiably so
.
I would also tell you that whenI look at chat, gpt and you

(00:42):
want to frame out a list or anarticle or ideas, it's
incredibly quick And it got methinking.
You know, how does this affectour business?
How does it affect the peoplethat we serve?
So when you think about just inthe last couple days I would
say couple weeks I've hadconversations with people who

(01:04):
have lost their jobs.
Now, i don't think it's indirect correlation to chat or AI
, but I definitely think there'sa shift coming.
I think there's a shift comingfast and furious, and I was
talking to a friend who was aneditor of a newspaper and she
was like I'm really nervousabout my job.

(01:24):
And she went in and said to herboss you know, are our jobs on
the line?
Are we, are we in trouble?
because, you know, chat does somany things that are so
incredibly fast.
And the person's boss dismissedher and said, oh, no, no, no,
no, don't worry about it.
And two days later they had ameeting.
We better embrace the newtrends of technology or else.
So 48 hours later she went fromcomfort to absolute stress and

(01:50):
it goes back to thatconversation.
Now I think about Julie WinkleGiuliani's book Promotions Are
So Yesterday, and she talks alot about you know, promotions
are not the only way youmotivate people.
People are motivated bydifferent factors.
And then I combined that withthe McKinsey Institute.

(02:12):
Or McKinsey, the consultingfirm, did a great research
project where they showed 41% ofpeople today at least in their
study in Q4 2022, are activelylooking for jobs due to a lack
of career development orcoaching conversations, or
coaching as it relates to theircareers.
Think about that.
Technology is coming, peopleare concerned about their

(02:36):
careers.
That requires leaders to haveconversations.
So let me give further context,it is Monday morning when I'm
recording this and what happensto most leaders on Monday?
someone will knock at theirdoor in 9.15 and say, boss, do
you have a second?
Really it's going to be about17 minutes and that'll be one of

(02:59):
those maybe four or fiveinterruptions like that during
the course of the day.
And typically what do we say?
Sure, come on in.
So we're up to about 100minutes, maybe about an hour and
a half of time that we did nothave scheduled.
Then we have hopefullyscheduled sessions with our
people and we might be coachingsomeone with a negative attitude

(03:20):
, we might be coaching a highpotential to become a future
leader, we might be coaching toget ready for a presentation
that they're delivering, andthen we're actually doing our
regular jobs, our regular work.
That's a full day And duringthe course of that, if four or
five people knock on their doorand say, do you have a second?
We've got two or three sessionsthat are scheduled, plus we

(03:41):
have some meetings.
We're typically going to haveabout 10 conversations a day in
some form or another.
What will happen is people willhear us, some people won't hear
us.
Some people will understandwhat we're saying And some
people will say things that wesaid or take that out of context

(04:05):
and that becomes their reality.
I go back to my friend Are ourjobs in trouble?
No, no, no, no, no, Don't worryabout it.
$48.
You better get ready.
Ai is here, or else Now maybethe boss to give some latitude,
didn't know what was coming, yetthat $48.
That friend said to me I nolonger trust my editor.

(04:29):
I said hold on, a second Holdon.
Have you trusted your editor upto this point?
She said, well, yeah, he's beena great guy to work for.
I said so that changed in $48?
.
She said well, i'm just reallyfeeling and people go into what
I call emotional interpretivelistening, emotional

(04:51):
interpretive listening.
We start to listen emotionally.
I said you've trusted this guyfor years, so in 48 hours he
just ruined it.
And it shows how conversationscan have an impact.
They can have an absoluteimpact on our people, whether
they look for jobs, don't lookfor jobs, whether they're

(05:14):
engaged, not engaged.
And here's the sad part,everybody, the numbers are
already against us.
The Gallup organization, whodoes extensive research in this
area, will tell you 29% ofpeople are actively engaged in
the workplace.
The other 71% are neutral oractively disengaged or negative.
7 out of 10 employees areneutral or negative.

(05:36):
That's incredible.
So think about a team of 10.
You're recruiting seven peoplejust to think better.
That's a daunting task.
That's tough.
So what do we need to do withall this technology company?
We need to be ready.
We need to know what we'recoaching.

(05:56):
If we are not ready whensomeone knocks on their door and
say you know what, i don't havetime right now.
I really want to schedule, canyou send me an email, What's
this in reference to, so I couldproperly prepare?
We have to prepare.
We cannot show up and throw upduring conversations.
What seems small and slight tous is big and major to other

(06:17):
people.
What we say gets magnified.
People, especially when there'schange, do not listen logically
or rationally.
They listen emotionally.
Let me add a further point.
I had a friend who was goingthrough a challenging time
inside her company and I endedup saying something to her.
I said well, what did he say toyou?
She goes?
well, i just felt.

(06:38):
I said so, what did hespecifically do?
Well, i got so mad and she keptreacting to a question I was
not asking.
And her reaction wasn't logical, wasn't rational, wasn't
thoughtful, wasn't concrete.
It was emotional And I saidhold on a second, do me a favor.
She said what?
I go?
take a huge deep breath.
She takes a deep breath.

(06:58):
I said take another one.
She goes why are you having medo this?
I said take another one.
She takes a deep breath.
I said, without describing howyou feel, calmly tell me what
did he do that got you so upset?
She stops and she said well,it's not really what he said, or

(07:21):
did?
I just felt And I stopped herand I go.
Do you know how thisconversation started?
She said how I said you said heattacked you.
What I'm hearing is he didn'tattack you.
The message he gave you had animpact.
She said yeah, that's anaccurate statement.
It took me 10 minutes to gether there.

(07:42):
So the point being, everybody,technology's coming,
conversations are coming fastand furious.
Are we ready?
Are we ready to navigate ourcareers?
Are we ready to ask for help?
Are we ready to embrace?
Are we ready to go to that nextlevel?