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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

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Episode Transcript

Speaker 1 (00:37):
The workplace is certainly evolving.
Now we've started a publicationhere called the Workplace
Coaching Times.
We have multiple contributors,experts, subject matter experts,
contributing content.
The workplace is changing.
I think just about five yearsago, and I think about the
pandemic and what it did to us.

(00:58):
What it prompted us to change,what it prompted us to change.
What it got us to do, to thinkdifferently.
How many of us thought peoplewould be working at home two to
three days a week and weactually now trust them to do
that.
And the funny thing thathappened which really kind of
parallels this time is thefollowing this time is the

(01:26):
following when technology wentup, when everybody was on Zoom
and all these other tools likeWebEx, what did people start
saying?
I want to get back in theoffice, I want to connect with
people.
The same thing is startingright now.
Now, ai scares some people, itexcites some people and
everything in between, and Ithink about how this is going to
affect the workplace.

(01:47):
I want to share with you a veryquick story.
I was talking to a younggentleman, 28, 29.
He built out a piece oftechnology and basically he was
selling it as a coachingplatform where my interests lied
and he said I really wantpeople to know that we can
actually automate theend-of-the-year review process.

(02:08):
So he showed me the tool and hegoes what do you think?
I said fantastic technology.
He goes what do you think ofthe idea?
I said it will never work.
Here's why AI doesn't seefacial expressions, at least not
now.
Ai doesn't know the personpersonally.
Ai hasn't had hundreds ofconversations with that employee
like a leader will.
And at the end of the year, ifsomeone on a five-point scale is

(02:31):
rated threes across the boardand the person delivering it
whether it be digitally or inpaper is the leader who, by the
way, hasn't been doing thecoaching the AI tool has been.
What do you think the emotionalreaction is going to be?
From a human standpoint,they're going to be furious.
So when I presented this tothis young CEO, he looked at me

(02:52):
and he was just awestruck, withjust amazement that I said this
stuff.
And I said how many end of theyear reviews have you ever done
and how many have people walkedout just thrilled?
Sounds oxymoronic, doesn't it?
Most people don't leave end ofthe year reviews or mid-year
reviews with a smile on theirface.
It doesn't mean they're alwaysangry, yet it typically means I

(03:15):
wish I could have gotten more.
Someone gets a 5% raise.
They usually say, well, I wishit was 10%.
Someone gets a 10% I can'tbelieve it was only 10%.
So people have a way of beingnegative or condescending to the
process.
Not all people and I get that.
So when we start throwingtechnology at human things,

(03:36):
humans want human touch.
Subscribe to the WorkplaceCoaching Times.
These are the issues that weuncover in our publication on a
weekly basis.