Episode Transcript
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Speaker 1 (00:01):
So coaching and
artificial intelligence will
certainly become something thatincorporates, integrates
partners with one another.
Yet I also want to throwsomething out to everybody
Artificial intelligence mightactually prolong a problem that
(00:21):
currently exists, especiallywith leadership coaching.
So for 30, 32 years, people askme all the time what's a
successful coaching culture?
Number one it is people whoschedule time with their people
on a regular, weekly, bi-weeklybasis, focus on a particular
(00:41):
area over a period of timetypically 12 weeks and then move
on to the next area.
Those are the people, those arethe organizations that really
create great value.
I think about companies likethe Milwaukee Brewers, the InPro
Corporation.
Currently I'm working with agreat agricultural firm, aurora
(01:02):
Cooperative, and they'recreating great traction.
Where people get in trouble iswhen they do something called
observational or spot coaching.
I observe somebody, I hear aphone call or I see them
interact with a member orcustomer and I go give them
constructive feedback.
I call it coaching, but in themoment I'm telling myself I'm
(01:26):
coaching this person and youprobably are.
Yet there's no continuity,there's no consistency.
You're not driving a particulararea through the levels of
change.
Now here's what makes it worseand, I think, makes it
challenging for leaders.
I think leaders also needemployees who are coachable and
approachable, which we also do.
(01:47):
And when you take the statisticsthat are out there today, 85%
of people significantly lackself-awareness, according to the
study done by Dr Tasha Yurek inher book New York Times
Bestseller Insights.
Gallup reports what is it?
21% of people are activelyengaged.
(02:09):
The rest are neutral oractively disengaged, meaning
they're negative.
Those are daunting numbers,everybody.
So then I sit there and I thinkabout it and I go, wow, now
artificial intelligence is goingto come into play.
What's going to happen withthat?
I guarantee it, because Ialready know what's happened
(02:29):
with one of our client sites.
Well, we're thinking aboutusing AI for coaching.
It'll save our people time,especially our leaders, and I
said aren't they saving timeright now with AI that could be
reinvested in having coachingconversations?
One HR leader looked at me andshe goes that's a really good
point.
(02:50):
So if people 85% lackself-awareness, only 21% are
negative or 21% are positivelyengaged, the rest are negative
or neutral then we have to askourselves the fundamental
question is an employee going togo to an AI tool and be
(03:12):
transparent?
Will the AI tool automaticallyknow that person's strengths?
So let me bring up anothernumber by the Gallup
organization Eight to one ratioPeople engage eight times more
when you lead with theirstrengths.
The AI tool, at least initially, will not have the foundation
of a person's strengths to startthe coaching process.
(03:34):
Now let me just be candid.
We build AI tools.
We have about 14 AI products inexistence.
I'm not against AI at all.
We actually have a tool thatallows us to take an assessment,
or your assessments, like DISCor EQ, and craft out a coaching
strategy specific to your goaland business imperatives, to
(03:58):
your sales process, to your DISCresults, your EQ results, your
corporate values.
We're doing it right now.
I love AI, yet when it comesdown to the actual conversation,
we've got to be really, reallycareful.
Let me give you one more example.
You know I was talking to acompany out of Silicon Valley,
very young group, technicallyunbelievably gifted, and they
(04:23):
were selling organizations ontheir AI tool that does coaching
but then does the end of theyear review, and that was their
call for action, that was theirvalue proposition.
And I saw the tool and the guygoes what do you think?
And I said fantastic technology.
(04:43):
He goes.
Do you like the product?
I said I hate it and he goes.
Oh, can I ask why?
I said sure, how many end ofthe year reviews have you given?
He was sub 30 age, so I made anassumption he goes well, not
many.
I said well, how many?
He goes a handful.
I said does everybody leave theroom happy when you give an end
of the year review?
He goes no, typically not.
(05:04):
I said so.
If I understand you, a company,a large company, is going to
have people get their coachingfrom AI.
It'll do the end of the yearreview, absolving the leader
that the employee reports to.
And what's going to happen whenthat leader at the end of the
year says here's your end of theyear review, the AI, too, will
(05:26):
put it together for you.
But that person's been givingthat person feedback all year.
It's going to create a massexit at the doors and his jaw's
on the ground.
I felt like I burst the poorguy's bubble.
He later sold the product andthe technology, so he made his
money, but just fundamentally, Ihave not seen the product
(05:47):
implemented successfully.
When the pandemic hit, we wereall online.
We're all virtual right.
What we found out was wow, wecan be productive, we don't have
to build that new building.
Guess what happened.
Everybody started to crave toget back in person.
So the two main reasons arenumber one AI is not going to
(06:12):
have context with the employeeright away.
In addition to that, when we'retalking about coaching, are we
coaching in the moment or are wecoaching with continuity?
And number two, we have torealize that relationship that
an employee has with coachingneeds to be nurtured.
(06:34):
They already lackself-awareness, they're already
resisting feedback.
Are we saying because it's AI,they're arbitrarily going to
become more self-aware and moreopen to feedback and perspective
?
That's going to make thattransition tough.
What are your thoughts?