Why Rapid AI Adoption Will Reshape Jobs And Leadership

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Episode Transcript

SPEAKER_00 (00:00):
When I think about artificial intelligence, I think
about something runningdownhill.
It's running downhill and it'sgetting faster and faster.
It's picking up steam.
Think about it as a snowball inWisconsin where I live and
really uh picking up more andmore snow, getting bigger and
faster.
It's not going to be stopped.

(00:20):
It's going to have some hiccups,it's going to have some errors,
and so regulation will come intoplay.
But as that ball rolls downhill,think about the impact that that
has just for a second, just onleaders.
The leaders really understandartificial intelligence.
They understand its output, theyunderstand what it can do, but

(00:41):
they're put into a veryprecarious position of
representing artificialintelligence.
Let me give you an example.
One of our client sites has agreat learning and development,
learning and developmentdirector, and she told me, she
said, I don't have my armsaround this.
And I said, I don't think yourarms are long enough.
And we both started laughing.
I go, I love this stuff.

(01:02):
But my arms aren't long enough.
There's so much that we're notgoing to get our arms around it.
It's not like mastering an LMSplatform or an instructional
design model.
What it's forcing us to do is tolearn things at such a rapid
speed while we're doing ourjobs.
And if we don't learn it whilewe're doing our jobs, we may not

(01:25):
have our jobs.
As cynical and sarcastic and ascrude as that sounds, it's
actually true.
She later told me they found atool that does development work.
It can produce videos, it cantake a prompt, build out
workbooks.
And I remember her calling mesaying, What do I do with our

(01:47):
instructional designer?
It's a very small credit union.
And I said, you know, it'stough.
I said, can you reallocate?
Because I think what's going tohappen, and I want everyone to
really hear this.
First of all, I love artificialintelligence for what it's done
for our business.
I build faster, I build better,I build more accurately with the
tools.
I now have a tool calledcoachapplybuilder.ai that can

(02:10):
build out coaching plans in amatter of seconds that
absolutely 1,000% coincides withthe model that we teach in our
courses.
That's a huge plus for the valuefor our clients.
So with that being said, whatit's prompting people to do is
to learn really, really fast.

(02:30):
And if we don't learn, we'regoing to fastly get behind.
But then human nature is let'sslow down.
Even Sam Altman, the founder ofChatGPT, has recently quoted in
October of 2025, we need to slowdown.
He's making a fortune right nowbecause of the pace.
He's actually saying to slowdown.
And so I think we have tounderstand its impact, but it

(02:53):
puts leaders in a tough spot.
So when an employee comes up andsays, Is my job on the line?
Am I going to get replaced?
That's a tough question.
Because then in the moment, it'seasy to say, no, no, no, no,
don't worry about it.
And six months later, themandate comes down that we're
going to put AI into these fileand job functions.

(03:13):
We need to reallocate people,which is going to force people
to do what?
Not resist, not take their timeto think about it, but to
quickly adapt and change.
It is going to force employeesadaptability, flexibility, and
their ability to embrace changeat rapid speeds like they've

(03:34):
never experienced before.
They will not have a choice.
I used in one of my otherpodcast episodes a very
fundamental example of areceptionist.
And she's been answering thephone to this manufacturing
company for about 27 years.
She's got about six years left.
You know where this is going.
I just want to do my job.
I just want to get toretirement.

(03:55):
She doesn't want change.
She doesn't want to learn theAI.
And remember, they asked me tosit down and talk to her because
I know her fairly well goinginto the company all these
years.
And I finally said, I'm going toleave you with a thought.
And the next time I see you, Iwant you to just share with me
what's going through your mind.
She goes, Okay.
I said, you do not have achoice.
The choice that your company hasis to pay you, let's say, 50

(04:17):
grand a year, whatever you'repaid.
Don't want to know what you'repaid.
For$5 a month.
And her jaw dropped.
I go, I'm not kidding you.
I build this stuff.
It is going to have an impact onhumans.
So if you take time to fight,you may not have that time to
even fight or be listened to.

(04:38):
That's how fast this is going.
Now, while that creates fear andtrepidation and anxiety, ask
yourself, what do you do reallywell?
Where else could that beallocated in the company?
What are you willing to do toget to that retirement
comfortably?
Next time I see her, she comesup and she says, I have not
stopped thinking about herconversation.
And I said, Where are you at?

(05:00):
And she said, I've been reading.
I went out and and my mygrandson, who's a teenager, was
showing me some things that Iwas blown away.
I said, It is, it's daunting.
When you first experience it,like, what is this thing?
And this thing is insidecompanies, all over the place.
I'll give you another example.

(05:20):
I saw a tool in the medicalfield that actually can have
somebody without leaving leavingtheir house put their face up in
front of a webcam, lay still,take a picture.
The picture immediately looks atthe skin for a dermatologist
application, diagnoses your skinailment, and can send a

(05:43):
prescription to your localpharmacy in a matter of five to
ten seconds.
Now, what's going to happen withthat?
What if it's diagnosed wrong?
Would you go back to AI?
Probably not.
You'd go see your doctor, right?
So what's happening is AI isgoing to force all these
interactions.
They are going to have what Icall emotional impacts.

(06:05):
They are going to have an impacton people.
I'll give you another example.
I was in a meeting in theMidwest at one of our credit
unions, and they were talkingand showing all these
spreadsheets they wanted peopleto use.
And I had just gone off a younglady's channel who showed how to
use AI and automation with uhMicrosoft Excel.

(06:25):
I'm not an Excel person, so Iknow a little bit about
HLOOKUPS, VLOOKUS, pivot tables.
She was literally showing theautomation and how to use AI.
It was blowing me away.
So ironically, I get into thismeeting, there's about, you
know, 30 people in the meeting.
And all of a sudden, somebodyasks the question at the end of
the meeting well, how long willthis take us to fill out all
these spreadsheets, do youthink?

(06:46):
And the woman running themeeting goes, well, probably
about three hours a week each.
I'm looking around the room andI'm like, man, that's 90 hours.
That's holy cow, that's 400,that's 360 to 400 hours a month.
That I quickly ascertained, Ithink, would take about five
minutes per person.

(07:06):
Now they're dealing withpeople's money, right?
So do you want to throw AI at itand be wrong?
Probably can't.
But it wasn't really dealingwith their customer, their
members' money.
And I was watching this, and thewoman I report to said, What was
going on with you?
And I said, What do you mean?
She said, You had this weirdexpression.
So I confided in her and I toldher.
She was, are you serious?
I said, Oh yeah, that's allmanual.

(07:29):
That's done in a matter ofseconds.
I'm not saying you should dothat because what he's talking
about, or the people in thegroup were talking about, is
very, very serious.
AI's here.
It is going to forceadaptability.
It is going to force employeesto do things quicker and faster
without emotional pushback.
But it's also going to putleaders in very awkward,

(07:51):
precarious conversationalsituations.
What are your thoughts?