November 7, 2025 • 39 mins
Alfredo Borodowski is a keynote speaker, consultant, and workshop leader who helps leaders and organizations thrive in the most disruptive era of our lifetime — the age of Artificial Intelligence.
With over three decades of experience, Alfredo has worked with Fortune 500 companies like Motorola, elite Executive Learning Groups, and more than 50 nonprofits, transforming cultures, building resilience, and unlocking peak performance. His work blends Positive Psychology, neuroscience, and leadership strategy, equipping teams to turn uncertainty into confident action, burnout into engagement, and disruption into their greatest advantage.
Alfredo’s story is as compelling as his expertise. Once a respected spiritual leader, his life was upended by public scandal, arrest, and the crushing weight of mental illness. Through resilience and a strengths based approach, he rebuilt himself — not into who he was, but into a stronger, wiser, more purposeful version of himself. Today, he brings that lived experience and hard won wisdom to audiences across the U.S. and South America, delivering messages that are as practical as they are inspiring.
Contact Details: Email: aborodowski@gmail.com
Social Media: LinkedIN - https://www.linkedin.com/in/alfredo-borodowski/
Remember to SUBSCRIBE so you don't miss "Information That You Can Use." Share Just Minding My Business with your family, friends, and colleagues. Engage with us by leaving a review or comment on my Google Business Page. https://g.page/r/CVKSq-IsFaY9EBM/review Your support keeps this podcast going and growing.
Visit Just Minding My Business Media™ LLC at https://jmmbmediallc.com/ to learn how we can help you get more visibility on your products and services.
With over three decades of experience, Alfredo has worked with Fortune 500 companies like Motorola, elite Executive Learning Groups, and more than 50 nonprofits, transforming cultures, building resilience, and unlocking peak performance. His work blends Positive Psychology, neuroscience, and leadership strategy, equipping teams to turn uncertainty into confident action, burnout into engagement, and disruption into their greatest advantage.
Alfredo’s story is as compelling as his expertise. Once a respected spiritual leader, his life was upended by public scandal, arrest, and the crushing weight of mental illness. Through resilience and a strengths based approach, he rebuilt himself — not into who he was, but into a stronger, wiser, more purposeful version of himself. Today, he brings that lived experience and hard won wisdom to audiences across the U.S. and South America, delivering messages that are as practical as they are inspiring.
Contact Details: Email: aborodowski@gmail.com
Social Media: LinkedIN - https://www.linkedin.com/in/alfredo-borodowski/
Remember to SUBSCRIBE so you don't miss "Information That You Can Use." Share Just Minding My Business with your family, friends, and colleagues. Engage with us by leaving a review or comment on my Google Business Page. https://g.page/r/CVKSq-IsFaY9EBM/review Your support keeps this podcast going and growing.
Visit Just Minding My Business Media™ LLC at https://jmmbmediallc.com/ to learn how we can help you get more visibility on your products and services.
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Episode Transcript
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Speaker 1 (01:55):
Welcome, ladies and gentlemen to just mind in my business media.
I'm happy that you joined us today and I am
so excited to bring to you Alfredo Borodowski, who is
a keynote speaker, consultant, and workshop leader.
Speaker 5 (02:15):
Who helps leaders and organizations thrive in the most disrupted era.
Speaker 1 (02:20):
Of our lifetime, the age of artificial intelligence. Wow, Welcome, Welcome, Alfredo.
Because there is so much fear going around about artificial intelligence.
Speaker 3 (02:37):
Yes, Kayaidai, everybody, I would say, fear and excitement, Yes,
exactly the tension we live in. And that's what I
see at companies. You know, this mixture blend of tremendous
excitement about what is coming, what is here now and
what is coming and at the same time uncertainty and
(02:59):
fear and anxiety like never before.
Speaker 1 (03:03):
Never before, people are I mean, I love the A
because it.
Speaker 5 (03:07):
Helps me be a better writer. It helps me get
to my thoughts in order.
Speaker 1 (03:13):
It also supports me in you know, mapping out my
next moves because sometimes I mean not have all other
than my head, but I kind of know what I'm
trying to do. But at the same time, in terms
of you know, the bad players out there is what
(03:34):
concerns me.
Speaker 3 (03:35):
Yeah, you see, people do not understand what the fear
is about. I have, I think, a different view. I
am a doctor in philosophy. Then I come from philosophy,
you know. I am a lawyer also, then I have
an understanding of systems, and I'm a social worker and
(03:57):
a therapist. Then I have a blend of a different
kind of view. And what is happening with AI and
I haven't seen many talking about this is that we
had fear with other technologies. When the printing press was created,
was tremendous fear that people would know too much with
(04:21):
the steam machine and with the you know, automatization of industry. Also,
we have fear that people would become obsolete. Even with electricity.
They were people writing scientists, that people would go crazy,
(04:44):
all kind of fears. But the main fear at that
time was about technology replacing. What we do now is
different because the technology is replacing who we are is
a completely different ballgame. It's not replacing what humans do,
(05:05):
but is replacing humanity. Then now AI can write a song,
can write a poem. It will imitate emotions. And I
tell you, not too far in the future people are
going to be talking to an avatar more than to
another human being. Then the fear is deeper. It is
(05:32):
about what is to be human, what is going to
remain from humanity is a completely different kind of fear,
which we are not really tackling in the right way
because we're still using some of the tools that we
use to confront prior technological changes. And well, that's what
(05:58):
positive psychology does. I do positive psychology. It's a science
for the problems we have.
Speaker 1 (06:05):
Now, Wow, you're absolutely right, because now, I mean, it's
already we're kind of already there because when the phone
rings and the other voice on the line. I had
a call the other day and I couldn't even tell
it was Ai until the conversation got.
Speaker 5 (06:28):
A little bit more involved and I realized it was AI.
Speaker 3 (06:34):
Are you feeling bariss You're feeling barriers.
Speaker 5 (06:39):
Exactly?
Speaker 1 (06:40):
I mean the person was talking back and forth, and
then when I said certain things, it didn't really tick
up on it.
Speaker 5 (06:49):
So I realized this is a machine talking.
Speaker 3 (06:52):
Well, the steam machine and the internet and the electricity
and the printing prayers were not doing that. Right, they
are doing that and I don't see and you know
in the circles I work with of consultant consultants that
they are fully understanding what the challenge is about. And
(07:16):
then they are not speaking the language that is necessary
and understanding the fear and anxiety and uncertainty. It's a
completely different game now that requires different tools at the
consulting level. Okay, then then I work mostly with positive
(07:37):
psychology and what is called now psychological capital. You know,
people talk a lot about social capital, human capital. We
now have discovered in new capital. This is only a
few years old. I am bringing you the latest. It's
called a psychological capital, and we have discovered that there
(08:00):
are four or we call capacities that if companies develop,
they become resilient as never before and can go through
technological innovation without losing the human and before capacities. Capacities
are confidence, optimism, hope, and resilience. Okay, and when I
(08:28):
when I talk about hope and optimism, they are very technical.
It is a science about how to develop hope and
optimism and confidence and resilience. We have now the science
and methodology to increase that the company that has to
be done either at the same time that technological innovation
(08:50):
is being executed. If you invest on that side of
progress as much as technology, your company will be ahead
of others. Okay, that what's going to determine which companies
are going to make it into the future. The one
who understands how to manage, increase, developed, promote human capital
(09:14):
using the latest technology, the latest science, the latest science
of human development. Wow.
Speaker 1 (09:23):
So how do companies begin to wrap their head around that?
Because I'm sure most companies aren't thinking that way.
Speaker 3 (09:33):
You know, As I mentioned positive psychology, the science of
flourishing began in nineteen ninety eight. It's relatively new. It's
an established science. It is psychological capital, which is a
branch that works specifically with organization and corporations, is only
ten years old. There are hundreds of experiments and papers
(10:00):
and conferences, but has not yet yet filtered into the field,
into the trenches of the corporations. There are some corporations
doing it, doing it intuitively, you know, so the stream
for you know, for those who know that company. So
the stream who conquer the market of you know, pressurized
(10:28):
liquid in a few years. People ask themselves, how did
they do it? Well, you look at the company. They
brought a team of positive psychologists and they changed the
culture the same with than a microphosoft. We with we stied,
you know the new CEO two and fourteen with the
(10:50):
current CEO, he changed the culture into the culture of
empathy psychological capital. I was listening now to the news
CEO of Starbucks and Starbucks is not doing well. What
his plan is? He says, we open too many dry
dryway the coffee shops. You know, you just drive by
(11:14):
dry By and buy your coffee. And he said, no,
we need to go back to the origins of Starbucks,
where Starbucks was the third place, which is the place
between work and home, human work, the place where people
go to meet friends, to talk about life, to socialize,
(11:36):
to sit down and read a book. And he understands
that human connection and capital is going to be what
is going to bring Starbucks back to the top. No
technological improvement, but bring it to the origin of belonging.
(11:57):
Because what's going to happen as AI conquers more of
our reality the human is going to become a luxury.
And the companies that bet on the human, they are
going to have the advantage over those who only bet
(12:20):
on technology because there is going to be a scarcity
of the human and those companies who also provide the
emotional they are going to have the apprehend.
Speaker 1 (12:34):
And you know that it's perfect sense because as humans,
connection is important to us, we must have it.
Speaker 3 (12:44):
Connection. You see connection at the human level, okay, not
that your social media on the phone exactly, Okay, is
going to be precious as technology advances.
Speaker 5 (13:02):
Okay, then it is.
Speaker 3 (13:05):
Because we can even more. Then then yes, the company
who invests in technology that are going to have an
initial you know, jump because of the newness and the gadget.
But giving a choice and technologies can be replicated by
other company, humanity cannot be replicated. Then the companies that
(13:29):
invests on the human connection with the people working there
and projected outside will be the ones to do best.
And by the way, something we know now from positive
psychology and psychological capital is that we know that the
(13:50):
human has a direct impact on performance and then on results,
and then at the bottom line, then you can be
nice and do well. Okay, then we need to understand
the human. It is in the DNA of performance, and
those who do not invest in the human will perform
(14:14):
worse than those who do. Then it's not an issue
of values. I love values and ethics.
Speaker 2 (14:22):
No.
Speaker 3 (14:22):
I am a scientist, a scientist or character strength, a
scienty of resilience, motivation, optimism, and hope. Exact scientists. We
apply the tools that bring results to the equation, and
we know that without doing those steps and only implementing technology,
(14:44):
the companies who do not invest on the human psychological
capital will fall behind, will fall behind.
Speaker 5 (14:56):
I can actually teach you that, so.
Speaker 1 (15:00):
We picture that because some of the restaurants are I've
already seen it, like in the Walmart when they had this,
when they implemented.
Speaker 5 (15:09):
The self checkout. That that's the most horrible thing I've.
Speaker 1 (15:14):
Ever seen in mind timeline, you know, when they had
the cashier. You know, I actually saw a gentleman Valentine's
Day bring one of the ladies a.
Speaker 5 (15:27):
Bouquet of roses. You can't get that from a machine.
Speaker 3 (15:32):
Right, clear. Look, I believe in options. I have pro technology.
By the way, I love AI. Then I think it's
going to do great thing for us. And I like options. Look,
I just went for the conference in Arizona and I
saw the first self driven taxis. You know those who okay,
(15:56):
and there they were cute, but they couldn't they one? Okay?
I imagine as there are some people who say, I
want to take one because I don't want to talk
with anybody and I want my private privacy. Okay, just
take me where I need to go. I don't like
to talk, but I like to talk with the drivers.
(16:16):
You know something I learned from taxi drivers more than
anybody else. I tell them, hey, what people are thinking
about these days? You know, I am a consultant. I
work with people. They are my output to a lot
of wisdom. What are they thinking about today? What do
they talk to you about? And I learned a lot then,
(16:37):
you know, I don't take the self driven taxes. Okay.
I like the human connection, those little moments of connection.
I understand those who like to take the other taxi.
We need options, see, but we need to be very
(16:59):
very saddle and balance and how we manage technology and
the human component. Okay, And people are smart. They walk
into a company or they call a company and in
two seconds they understand it. This company cares about them
(17:20):
or not if they're using you know, it's take two seconds.
We already trained as people to detect okay. How much
a company cares about you is the initial hello okay?
And those who master that will perform better, not only
(17:42):
be good nice, perform better is about performance, by the way.
Something we aren't seeing also is that when there is
a lot of layoffs due to AI, companies are thinking
that those who stay are going to be grateful. You know,
(18:04):
I survived, I am the chosen, and it works for
two or three months. Then people who are really really
survived for the first two or three months, they work harder,
they are more committed, and they feel proud. And then
something else happens survival remorse, and they begin asking the
(18:29):
question of am I going to be next? Technology advances?
Am I going to be next? And we see a
nose dieve on commitment, loyalty and motivation, and very few
companies are investing on a post lay off plan of
how to keep those remaining motivated and resilient. I would
(18:55):
tell you either almost I haven't seen my work any company,
maybe the big ones, but smaller ones, And there is
more and more lay off are not prepared to manage
that transition, and they think that people who remain are
going to be happy. Dand the working around the company saying,
(19:17):
you see, I am of value, and it's all the opposite.
If they don't reinforce motivation, loyalty and commitment, they will suffer.
And we have the tools, by the way, today we
have the tools, scientific tools, and and and maybe but
(19:40):
ask a question. You know, I want to suggest something,
but let's go for another question.
Speaker 5 (19:46):
Oh wow, I'm just I'm just taking you all in
for it.
Speaker 3 (19:51):
Thank you. I feel passionate. I feel passionate about this.
Look I can tell look, tell a way. I'm passionate.
You know this psychology when it began in nineteen ninety eight,
they put a team of the best scientists, historian, theologians, philosophers, sociology,
(20:12):
psychologists to study characters virtues and they came up with
twenty four character strengths which you find either across geography
history in all people. There are twenty four like love
of learning, humor, forgiveness, leadership, spirituality, curiosity, perseverance, and everybody
(20:42):
has them all, but we have we preferred the top
five are different for you and for me than My
top five are love of learning, creativity, curiosity, perseverance, and
those are the top top five. Your top five energize you,
(21:05):
motivate you, motivate you, you shield more authentic. You need
to know them to be at your best. We know
from studies that seven out of ten people do not
know them. There is an epidemic or blindness of character strengths.
(21:27):
Then you're at your company and your team and you
walk out where you know and look at people. The
chances are that seven out of ten people there are
working below their capacities and how below. We know that too.
If you know your top five strengths, just knowing them,
(21:50):
you are capable of flourishing nine times more just knowing
them either if you apply them eighteen times more, which
means that seven out of ten people out there are
walking through life just by not knowing their strengths nine
(22:12):
times be lowder capacities. Then the first thing I do
when I go to a company or I work one
on one with an executive is strength assessment, and I
make sure that everybody knows and work with the top
(22:33):
five strengths. And I tell your motivation resilience skyrockets.
Speaker 5 (22:41):
And that would be important.
Speaker 1 (22:43):
I will see that because that's your reason for being.
That would be you know who you are as a person.
Speaker 3 (22:52):
You want to you want to use a technical term
for reason for being. That's your purpose and that's that's
something something else that I work with companies, which is
on purpose clarification. I use a new instrument that just
came to the market two months ago. There are very
few people licensed. There are only one hundred people licensed
(23:14):
in the United States. I am one of them. I
feel so happy. Is called the purpose factor. Purpose factor
is the best instrument ever created on giving a person
what their purpose is? Which kind of purpose? Is an
instrument that gives you a forty nine page report, comprehensive.
(23:38):
And I do with people, and I do with teams.
What is the purpose of the team? And there is
so much disorientation, lack of purpose. I love this instrument
and I am having great success. I'm getting a lot
of clients to work specifically on purpose.
Speaker 5 (24:00):
Because that's important. Why am I here?
Speaker 3 (24:05):
You know? Purpose is the way I'm here is defined
as giving the best of yourselves for the betterment of others. Yes, okay,
And when you give the best of who you are
for the betterment of others. You don't get success, you
(24:27):
get fulfillment. And it's a big difference between success and fulfillment.
And that's why people get what they want and achieve
their objectives, the promotion, the merger, whatever they want, and
then they feel empty and they came back to me
and say, Alfredo, I got there. It lasted for a month,
(24:51):
and now I feel emptier than ever because there is
no alignment between character, strengths, purpose and fulfill filment. And
they're working towards success, not towards fulfillment. They're not giving
the past of themselves based on their character for the
development of others to get in return fulfillment. Okay, once
(25:16):
you get there, then you can achieve whatever you want
and feel fully, fully, fully realized. And people are desperate
to get there, and companies are. And now we have
the purpose factor, we have the tools. It took ten
years to develop this instrument. Ten years.
Speaker 5 (25:41):
Wow. So how do companies connect with you?
Speaker 3 (25:45):
Then? I want to do two things for those listening.
First of all, I am on a quest to end
strength blindness. People ask me, Alfred, of what you do
and they say, I am an optometrist of companies. Then
I will tell everybody now listening how to get your
top strengths and an easy way. Okay, take your phone,
(26:08):
you're listening, Take your phone, go to your text and
text the word positive two three three seven seven seven.
Is that as easy as it gets you? Just type
positive to three three seven seven seven and I will
(26:31):
email you a chart either with the twenty four character
strengths of polity psychology, a couple of questions of how
to determine which one are your top five and for
those who are more daring, a couple of exercises are
about about how to maximize your potential to eighteen plus.
(26:56):
I have my calendar also there for anybody who wants
to get in touch with me. That one way to
get in touch with me. For those who have more
information with my workshops, and you know, and I have
a website which is easy. You really should know the
first world on my website and there is positive a
(27:21):
b Alfred Borlodowski posited a b altogether dot com and
and and I think I have a book coming on
on January is called the Human Upgrade HM, the New
Resilient Leadership for People performance on the AI Revolution, and
(27:46):
that's going to be published under the John Maxwell label
leadership and and and there is it's a manual for
leaders on how to all these science that mentioned, you know,
to the companies. And every chapter at the end has
(28:09):
workshops the managers and leaders can implement in easy workshops
at the companies. Every chapter has cases case studies. Okay.
Then there is a chapter on strengths, one in psychological capital,
one of gratitude, how to use gratitude as a tool
(28:32):
to their finishing the chapter on leadership, what is there
we call the e leadership? Okay, what kind of leadership
is the most effective on the AI revolution? Then I
am very very excited about that. And if you go
to my website, I would be announcing when the book
is coming out and how to get it.
Speaker 1 (28:54):
Okay, Well, I can't wait because this is definitely thought provoking,
you know, and really it requires you to do some
insight work for sure.
Speaker 3 (29:07):
You sort about awareness at the end of the day. Awareness.
What leadership is awareness? Yes?
Speaker 1 (29:17):
Now when where you knowing where you belong and excelling
at it.
Speaker 5 (29:24):
Wow, this has been you got my head all over.
Speaker 3 (29:27):
The places that would I love to do? I think
I left to think and make people think that's I
love that.
Speaker 1 (29:38):
Yes, And I love to think because and I like
people that make me think, because sometimes we just go
through the motions of our day to day activities not
really being connected to the activity in a in a
different way.
Speaker 5 (29:57):
You know, why am I doing this?
Speaker 2 (29:58):
You know?
Speaker 3 (29:59):
The one thing, one thing that they ask me at companies,
how do we sustain the change? Then I say, make
a very nice chart to put like a frame for
each one of the people working with you with the
top five strengths. Then when they have it on the
(30:20):
desk and when they come every morning, it's the first
thing they do before they check the emails. And it
changes everything because you begin that's me, that's who I am,
That my strength, that would motivate me and make me
authentic and changes the thing. You know, you begin seeing
(30:40):
other people also through their strengths and toxicity also flashes
of teams. It's amazing.
Speaker 5 (30:51):
Yes, it sounds amazing.
Speaker 1 (30:53):
So I will as seriously with them. I'm gonna get
my my little question.
Speaker 3 (30:58):
There just you know positive three three seven seven seven.
Speaker 1 (31:03):
Yeah, I'm definitely going to go to see if I'm
in alignment with what I think I am, because sometimes
what we think and what it really is might be different.
Speaker 3 (31:17):
You know, those who get in touch with me and
you know and want to talk, you know, no strings attached.
I can also give you on that discussion how to
do a more scientific exploration of your strengths. You know,
the ones I will give you is more like finding yourself,
which I strongly believe on that. But also there are
(31:40):
today ways to do a kind of scientific way of
looking at them, for like you said, checking scientifically what
you're determined by yourself about who you are.
Speaker 1 (31:54):
Yes, I think that you talked about this speak performance
and the press sure piece of it, and we've talked
about so much. I've got a lot of central one today.
But can you just talk about the four tollals of
that what it means to pe under pressure peak performance.
Speaker 3 (32:18):
I have a formula. There's all piece positivity which means
strengths characters plus psychological capital which is confidence, brasilient, optimism
and hope plus purpose equal peak performance. Okay, you can
(32:43):
do those three positivity, psychological capital plus purpose, you get
big performance. The big performance is not about pressure, okay,
it's not my management. It's not about fixing. It's about nourishing, okay.
(33:06):
And and you follow that. You know, step is a process,
but the way the book is based on that process.
I begin with strength, I move to posit psychological capital,
then to pour post and to pick performance. The book
is structured to follow each chapter and at the end
(33:26):
of right to pick performance. Then there is a process
behind all this, okay, and and and and it is
when I work with companies. By the way, it's not
a year process. Each workshop takes an hour and a half.
The Strengths workshop its psychap you know, it is really
(33:48):
all scientifically done. It's you know, very people are surprised
how easy compared to other systems that you know, meeting
after meeting after meeting. We know the science, we know
how to trigger you know, behavioral change. We know all
that and simplifie the process.
Speaker 1 (34:10):
Okay, okay, So what companies? What size companies do you
typically work?
Speaker 3 (34:15):
Well, all sizes because this is actually you know, who
doesn't need purpose, positivity and peop performance and who is
not going through the AI revolution revolution challenges? Then I,
you know, I can work a lot for you know,
I love to work with corporations. They're an interesting challenge.
(34:36):
But I also like small companies because the intimacy. And
I also like not for profit. I do a lot
for not for profit okay, which you know they are
a little bit more interested in value glarification okay, and more,
you know than I was an exact exec executive director
(34:56):
and not for profit for many years, very arch One
International with a lot of people. Then I feel comfortable.
The tool is so human. It's about strength, positivity and
purpose that it fits all. It fits all really either.
Speaker 1 (35:18):
Yes, So your workshops if people want to, like small
businesses want to attend your workshops, so you keep a calendar.
Speaker 5 (35:26):
Of things going on.
Speaker 3 (35:29):
I go to places. I don't know if you know,
you know, I like, you know, again, this is about
personal attention. They're talking about personal strengths. We are talking
about the purpose of a company or a team. Okay,
we're talking about resilience. Then then I go to places
(35:50):
and work with the team on site. They bring me
to a lot of retreats. By the way. Then then
then that's the way I work. I don't go I
don't get generalized workshops because how can you do that?
You know, it's like giving a generalized talk to couples.
(36:11):
I mean, like, but I love keynote and I am
from Argentina. I would say that fifty of my work
is in South America. I'm fifty percent here in the States.
I live in the States, here in New York. I
love keynotes. I make sure that everybody who come to
(36:35):
my keynote lives with the five strands. That's my commitment. Okay,
then everybody gets five strands during, you know. And and
I love that.
Speaker 1 (36:49):
Yes, yeah, sometist going to be pollowing you because I've
never ever ever heard it put this way.
Speaker 3 (36:57):
You know, I am afraid of Rudowski going to you know,
when you publish this is going to to eat my name.
I love linking. By the way, there's some people who
like to connect in linking and have a dialogue. I
am linking chunky, and you know that's my platform. I
don't do things on Facebook. I don't do things on Instagram.
(37:19):
I love linking. It's professional, Yes, you know, it's the
kind of style I like substance science consulting. You know,
that's that's that's my place. And I would love love
to connect and have a dialogue.
Speaker 1 (37:38):
Yes, yes, indeed, And I'm definitely going to connect with
you on link. And I love length and too, because
like you, I find it's more serious.
Speaker 3 (37:47):
It's different, you know, it's a different kind of it's different,
you know. You know, I don't judge. It's just my thing.
I like. I like it. I like it there, I
like it. Wow.
Speaker 1 (38:01):
Afraid though I could just go on and on with you,
but I'm definitely going to down the ma little thing
from the phone and get into that.
Speaker 5 (38:11):
And again, how can companies connect with you?
Speaker 3 (38:16):
Well, very simple. If you go to positive ab dot com,
You're going to see all my workshops there, what they offer,
my keynotes, and my calendar okay, and and and just
you know, set a meeting okay and and I am
(38:37):
very personable, you know, I like to listen and will
listen to you, and let's see where we go, very
open mind, without pressure.
Speaker 5 (38:48):
Yes, yes, indeed.
Speaker 1 (38:49):
Well when the book comes out, we are definitely going
to have to do this again, absolutely sure. So definitely
I'm going to connect with you on LinkedIn so that
way you can nudge me and say the book's coming
out and then we can get something scheduled. So I'm
really really thank you for taking time out of your
schedule to be here today. You have dropped some very
(39:12):
very important information on our audience and I.
Speaker 5 (39:19):
Just thank you.
Speaker 3 (39:21):
Look, is there a couple of people who are going
now to discover their strengths and fulfill the dreams? Because
of that would encounter everything was warthway.
Speaker 1 (39:34):
Yes, yes indeed, And thank you audience for tuning in
as well. Thank you to our guests and you our
valued audience.
Speaker 3 (39:47):
Let's stop you by.
Speaker 2 (39:49):
We truly appreciate you many bloods and it's to you
any words
Welcome to Just Minded My Business Media LLC, where you
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Speaker 1 (01:55):
Welcome, ladies and gentlemen to just mind in my business media.
I'm happy that you joined us today and I am
so excited to bring to you Alfredo Borodowski, who is
a keynote speaker, consultant, and workshop leader.
Speaker 5 (02:15):
Who helps leaders and organizations thrive in the most disrupted era.
Speaker 1 (02:20):
Of our lifetime, the age of artificial intelligence. Wow, Welcome, Welcome, Alfredo.
Because there is so much fear going around about artificial intelligence.
Speaker 3 (02:37):
Yes, Kayaidai, everybody, I would say, fear and excitement, Yes,
exactly the tension we live in. And that's what I
see at companies. You know, this mixture blend of tremendous
excitement about what is coming, what is here now and
what is coming and at the same time uncertainty and
(02:59):
fear and anxiety like never before.
Speaker 1 (03:03):
Never before, people are I mean, I love the A
because it.
Speaker 5 (03:07):
Helps me be a better writer. It helps me get
to my thoughts in order.
Speaker 1 (03:13):
It also supports me in you know, mapping out my
next moves because sometimes I mean not have all other
than my head, but I kind of know what I'm
trying to do. But at the same time, in terms
of you know, the bad players out there is what
(03:34):
concerns me.
Speaker 3 (03:35):
Yeah, you see, people do not understand what the fear
is about. I have, I think, a different view. I
am a doctor in philosophy. Then I come from philosophy,
you know. I am a lawyer also, then I have
an understanding of systems, and I'm a social worker and
(03:57):
a therapist. Then I have a blend of a different
kind of view. And what is happening with AI and
I haven't seen many talking about this is that we
had fear with other technologies. When the printing press was created,
was tremendous fear that people would know too much with
(04:21):
the steam machine and with the you know, automatization of industry. Also,
we have fear that people would become obsolete. Even with electricity.
They were people writing scientists, that people would go crazy,
(04:44):
all kind of fears. But the main fear at that
time was about technology replacing. What we do now is
different because the technology is replacing who we are is
a completely different ballgame. It's not replacing what humans do,
(05:05):
but is replacing humanity. Then now AI can write a song,
can write a poem. It will imitate emotions. And I
tell you, not too far in the future people are
going to be talking to an avatar more than to
another human being. Then the fear is deeper. It is
(05:32):
about what is to be human, what is going to
remain from humanity is a completely different kind of fear,
which we are not really tackling in the right way
because we're still using some of the tools that we
use to confront prior technological changes. And well, that's what
(05:58):
positive psychology does. I do positive psychology. It's a science
for the problems we have.
Speaker 1 (06:05):
Now, Wow, you're absolutely right, because now, I mean, it's
already we're kind of already there because when the phone
rings and the other voice on the line. I had
a call the other day and I couldn't even tell
it was Ai until the conversation got.
Speaker 5 (06:28):
A little bit more involved and I realized it was AI.
Speaker 3 (06:34):
Are you feeling bariss You're feeling barriers.
Speaker 5 (06:39):
Exactly?
Speaker 1 (06:40):
I mean the person was talking back and forth, and
then when I said certain things, it didn't really tick
up on it.
Speaker 5 (06:49):
So I realized this is a machine talking.
Speaker 3 (06:52):
Well, the steam machine and the internet and the electricity
and the printing prayers were not doing that. Right, they
are doing that and I don't see and you know
in the circles I work with of consultant consultants that
they are fully understanding what the challenge is about. And
(07:16):
then they are not speaking the language that is necessary
and understanding the fear and anxiety and uncertainty. It's a
completely different game now that requires different tools at the
consulting level. Okay, then then I work mostly with positive
(07:37):
psychology and what is called now psychological capital. You know,
people talk a lot about social capital, human capital. We
now have discovered in new capital. This is only a
few years old. I am bringing you the latest. It's
called a psychological capital, and we have discovered that there
(08:00):
are four or we call capacities that if companies develop,
they become resilient as never before and can go through
technological innovation without losing the human and before capacities. Capacities
are confidence, optimism, hope, and resilience. Okay, and when I
(08:28):
when I talk about hope and optimism, they are very technical.
It is a science about how to develop hope and
optimism and confidence and resilience. We have now the science
and methodology to increase that the company that has to
be done either at the same time that technological innovation
(08:50):
is being executed. If you invest on that side of
progress as much as technology, your company will be ahead
of others. Okay, that what's going to determine which companies
are going to make it into the future. The one
who understands how to manage, increase, developed, promote human capital
(09:14):
using the latest technology, the latest science, the latest science
of human development. Wow.
Speaker 1 (09:23):
So how do companies begin to wrap their head around that?
Because I'm sure most companies aren't thinking that way.
Speaker 3 (09:33):
You know, As I mentioned positive psychology, the science of
flourishing began in nineteen ninety eight. It's relatively new. It's
an established science. It is psychological capital, which is a
branch that works specifically with organization and corporations, is only
ten years old. There are hundreds of experiments and papers
(10:00):
and conferences, but has not yet yet filtered into the field,
into the trenches of the corporations. There are some corporations
doing it, doing it intuitively, you know, so the stream
for you know, for those who know that company. So
the stream who conquer the market of you know, pressurized
(10:28):
liquid in a few years. People ask themselves, how did
they do it? Well, you look at the company. They
brought a team of positive psychologists and they changed the
culture the same with than a microphosoft. We with we stied,
you know the new CEO two and fourteen with the
(10:50):
current CEO, he changed the culture into the culture of
empathy psychological capital. I was listening now to the news
CEO of Starbucks and Starbucks is not doing well. What
his plan is? He says, we open too many dry
dryway the coffee shops. You know, you just drive by
(11:14):
dry By and buy your coffee. And he said, no,
we need to go back to the origins of Starbucks,
where Starbucks was the third place, which is the place
between work and home, human work, the place where people
go to meet friends, to talk about life, to socialize,
(11:36):
to sit down and read a book. And he understands
that human connection and capital is going to be what
is going to bring Starbucks back to the top. No
technological improvement, but bring it to the origin of belonging.
(11:57):
Because what's going to happen as AI conquers more of
our reality the human is going to become a luxury.
And the companies that bet on the human, they are
going to have the advantage over those who only bet
(12:20):
on technology because there is going to be a scarcity
of the human and those companies who also provide the
emotional they are going to have the apprehend.
Speaker 1 (12:34):
And you know that it's perfect sense because as humans,
connection is important to us, we must have it.
Speaker 3 (12:44):
Connection. You see connection at the human level, okay, not
that your social media on the phone exactly, Okay, is
going to be precious as technology advances.
Speaker 5 (13:02):
Okay, then it is.
Speaker 3 (13:05):
Because we can even more. Then then yes, the company
who invests in technology that are going to have an
initial you know, jump because of the newness and the gadget.
But giving a choice and technologies can be replicated by
other company, humanity cannot be replicated. Then the companies that
(13:29):
invests on the human connection with the people working there
and projected outside will be the ones to do best.
And by the way, something we know now from positive
psychology and psychological capital is that we know that the
(13:50):
human has a direct impact on performance and then on results,
and then at the bottom line, then you can be
nice and do well. Okay, then we need to understand
the human. It is in the DNA of performance, and
those who do not invest in the human will perform
(14:14):
worse than those who do. Then it's not an issue
of values. I love values and ethics.
Speaker 2 (14:22):
No.
Speaker 3 (14:22):
I am a scientist, a scientist or character strength, a
scienty of resilience, motivation, optimism, and hope. Exact scientists. We
apply the tools that bring results to the equation, and
we know that without doing those steps and only implementing technology,
(14:44):
the companies who do not invest on the human psychological
capital will fall behind, will fall behind.
Speaker 5 (14:56):
I can actually teach you that, so.
Speaker 1 (15:00):
We picture that because some of the restaurants are I've
already seen it, like in the Walmart when they had this,
when they implemented.
Speaker 5 (15:09):
The self checkout. That that's the most horrible thing I've.
Speaker 1 (15:14):
Ever seen in mind timeline, you know, when they had
the cashier. You know, I actually saw a gentleman Valentine's
Day bring one of the ladies a.
Speaker 5 (15:27):
Bouquet of roses. You can't get that from a machine.
Speaker 3 (15:32):
Right, clear. Look, I believe in options. I have pro technology.
By the way, I love AI. Then I think it's
going to do great thing for us. And I like options. Look,
I just went for the conference in Arizona and I
saw the first self driven taxis. You know those who okay,
(15:56):
and there they were cute, but they couldn't they one? Okay?
I imagine as there are some people who say, I
want to take one because I don't want to talk
with anybody and I want my private privacy. Okay, just
take me where I need to go. I don't like
to talk, but I like to talk with the drivers.
(16:16):
You know something I learned from taxi drivers more than
anybody else. I tell them, hey, what people are thinking
about these days? You know, I am a consultant. I
work with people. They are my output to a lot
of wisdom. What are they thinking about today? What do
they talk to you about? And I learned a lot then,
(16:37):
you know, I don't take the self driven taxes. Okay.
I like the human connection, those little moments of connection.
I understand those who like to take the other taxi.
We need options, see, but we need to be very
(16:59):
very saddle and balance and how we manage technology and
the human component. Okay, And people are smart. They walk
into a company or they call a company and in
two seconds they understand it. This company cares about them
(17:20):
or not if they're using you know, it's take two seconds.
We already trained as people to detect okay. How much
a company cares about you is the initial hello okay?
And those who master that will perform better, not only
(17:42):
be good nice, perform better is about performance, by the way.
Something we aren't seeing also is that when there is
a lot of layoffs due to AI, companies are thinking
that those who stay are going to be grateful. You know,
(18:04):
I survived, I am the chosen, and it works for
two or three months. Then people who are really really
survived for the first two or three months, they work harder,
they are more committed, and they feel proud. And then
something else happens survival remorse, and they begin asking the
(18:29):
question of am I going to be next? Technology advances?
Am I going to be next? And we see a
nose dieve on commitment, loyalty and motivation, and very few
companies are investing on a post lay off plan of
how to keep those remaining motivated and resilient. I would
(18:55):
tell you either almost I haven't seen my work any company,
maybe the big ones, but smaller ones, And there is
more and more lay off are not prepared to manage
that transition, and they think that people who remain are
going to be happy. Dand the working around the company saying,
(19:17):
you see, I am of value, and it's all the opposite.
If they don't reinforce motivation, loyalty and commitment, they will suffer.
And we have the tools, by the way, today we
have the tools, scientific tools, and and and maybe but
(19:40):
ask a question. You know, I want to suggest something,
but let's go for another question.
Speaker 5 (19:46):
Oh wow, I'm just I'm just taking you all in
for it.
Speaker 3 (19:51):
Thank you. I feel passionate. I feel passionate about this.
Look I can tell look, tell a way. I'm passionate.
You know this psychology when it began in nineteen ninety eight,
they put a team of the best scientists, historian, theologians, philosophers, sociology,
(20:12):
psychologists to study characters virtues and they came up with
twenty four character strengths which you find either across geography
history in all people. There are twenty four like love
of learning, humor, forgiveness, leadership, spirituality, curiosity, perseverance, and everybody
(20:42):
has them all, but we have we preferred the top
five are different for you and for me than My
top five are love of learning, creativity, curiosity, perseverance, and
those are the top top five. Your top five energize you,
(21:05):
motivate you, motivate you, you shield more authentic. You need
to know them to be at your best. We know
from studies that seven out of ten people do not
know them. There is an epidemic or blindness of character strengths.
(21:27):
Then you're at your company and your team and you
walk out where you know and look at people. The
chances are that seven out of ten people there are
working below their capacities and how below. We know that too.
If you know your top five strengths, just knowing them,
(21:50):
you are capable of flourishing nine times more just knowing
them either if you apply them eighteen times more, which
means that seven out of ten people out there are
walking through life just by not knowing their strengths nine
(22:12):
times be lowder capacities. Then the first thing I do
when I go to a company or I work one
on one with an executive is strength assessment, and I
make sure that everybody knows and work with the top
(22:33):
five strengths. And I tell your motivation resilience skyrockets.
Speaker 5 (22:41):
And that would be important.
Speaker 1 (22:43):
I will see that because that's your reason for being.
That would be you know who you are as a person.
Speaker 3 (22:52):
You want to you want to use a technical term
for reason for being. That's your purpose and that's that's
something something else that I work with companies, which is
on purpose clarification. I use a new instrument that just
came to the market two months ago. There are very
few people licensed. There are only one hundred people licensed
(23:14):
in the United States. I am one of them. I
feel so happy. Is called the purpose factor. Purpose factor
is the best instrument ever created on giving a person
what their purpose is? Which kind of purpose? Is an
instrument that gives you a forty nine page report, comprehensive.
(23:38):
And I do with people, and I do with teams.
What is the purpose of the team? And there is
so much disorientation, lack of purpose. I love this instrument
and I am having great success. I'm getting a lot
of clients to work specifically on purpose.
Speaker 5 (24:00):
Because that's important. Why am I here?
Speaker 3 (24:05):
You know? Purpose is the way I'm here is defined
as giving the best of yourselves for the betterment of others. Yes, okay,
And when you give the best of who you are
for the betterment of others. You don't get success, you
(24:27):
get fulfillment. And it's a big difference between success and fulfillment.
And that's why people get what they want and achieve
their objectives, the promotion, the merger, whatever they want, and
then they feel empty and they came back to me
and say, Alfredo, I got there. It lasted for a month,
(24:51):
and now I feel emptier than ever because there is
no alignment between character, strengths, purpose and fulfill filment. And
they're working towards success, not towards fulfillment. They're not giving
the past of themselves based on their character for the
development of others to get in return fulfillment. Okay, once
(25:16):
you get there, then you can achieve whatever you want
and feel fully, fully, fully realized. And people are desperate
to get there, and companies are. And now we have
the purpose factor, we have the tools. It took ten
years to develop this instrument. Ten years.
Speaker 5 (25:41):
Wow. So how do companies connect with you?
Speaker 3 (25:45):
Then? I want to do two things for those listening.
First of all, I am on a quest to end
strength blindness. People ask me, Alfred, of what you do
and they say, I am an optometrist of companies. Then
I will tell everybody now listening how to get your
top strengths and an easy way. Okay, take your phone,
(26:08):
you're listening, Take your phone, go to your text and
text the word positive two three three seven seven seven.
Is that as easy as it gets you? Just type
positive to three three seven seven seven and I will
(26:31):
email you a chart either with the twenty four character
strengths of polity psychology, a couple of questions of how
to determine which one are your top five and for
those who are more daring, a couple of exercises are
about about how to maximize your potential to eighteen plus.
(26:56):
I have my calendar also there for anybody who wants
to get in touch with me. That one way to
get in touch with me. For those who have more
information with my workshops, and you know, and I have
a website which is easy. You really should know the
first world on my website and there is positive a
(27:21):
b Alfred Borlodowski posited a b altogether dot com and
and and I think I have a book coming on
on January is called the Human Upgrade HM, the New
Resilient Leadership for People performance on the AI Revolution, and
(27:46):
that's going to be published under the John Maxwell label
leadership and and and there is it's a manual for
leaders on how to all these science that mentioned, you know,
to the companies. And every chapter at the end has
(28:09):
workshops the managers and leaders can implement in easy workshops
at the companies. Every chapter has cases case studies. Okay.
Then there is a chapter on strengths, one in psychological capital,
one of gratitude, how to use gratitude as a tool
(28:32):
to their finishing the chapter on leadership, what is there
we call the e leadership? Okay, what kind of leadership
is the most effective on the AI revolution? Then I
am very very excited about that. And if you go
to my website, I would be announcing when the book
is coming out and how to get it.
Speaker 1 (28:54):
Okay, Well, I can't wait because this is definitely thought provoking,
you know, and really it requires you to do some
insight work for sure.
Speaker 3 (29:07):
You sort about awareness at the end of the day. Awareness.
What leadership is awareness? Yes?
Speaker 1 (29:17):
Now when where you knowing where you belong and excelling
at it.
Speaker 5 (29:24):
Wow, this has been you got my head all over.
Speaker 3 (29:27):
The places that would I love to do? I think
I left to think and make people think that's I
love that.
Speaker 1 (29:38):
Yes, And I love to think because and I like
people that make me think, because sometimes we just go
through the motions of our day to day activities not
really being connected to the activity in a in a
different way.
Speaker 5 (29:57):
You know, why am I doing this?
Speaker 2 (29:58):
You know?
Speaker 3 (29:59):
The one thing, one thing that they ask me at companies,
how do we sustain the change? Then I say, make
a very nice chart to put like a frame for
each one of the people working with you with the
top five strengths. Then when they have it on the
(30:20):
desk and when they come every morning, it's the first
thing they do before they check the emails. And it
changes everything because you begin that's me, that's who I am,
That my strength, that would motivate me and make me
authentic and changes the thing. You know, you begin seeing
(30:40):
other people also through their strengths and toxicity also flashes
of teams. It's amazing.
Speaker 5 (30:51):
Yes, it sounds amazing.
Speaker 1 (30:53):
So I will as seriously with them. I'm gonna get
my my little question.
Speaker 3 (30:58):
There just you know positive three three seven seven seven.
Speaker 1 (31:03):
Yeah, I'm definitely going to go to see if I'm
in alignment with what I think I am, because sometimes
what we think and what it really is might be different.
Speaker 3 (31:17):
You know, those who get in touch with me and
you know and want to talk, you know, no strings attached.
I can also give you on that discussion how to
do a more scientific exploration of your strengths. You know,
the ones I will give you is more like finding yourself,
which I strongly believe on that. But also there are
(31:40):
today ways to do a kind of scientific way of
looking at them, for like you said, checking scientifically what
you're determined by yourself about who you are.
Speaker 1 (31:54):
Yes, I think that you talked about this speak performance
and the press sure piece of it, and we've talked
about so much. I've got a lot of central one today.
But can you just talk about the four tollals of
that what it means to pe under pressure peak performance.
Speaker 3 (32:18):
I have a formula. There's all piece positivity which means
strengths characters plus psychological capital which is confidence, brasilient, optimism
and hope plus purpose equal peak performance. Okay, you can
(32:43):
do those three positivity, psychological capital plus purpose, you get
big performance. The big performance is not about pressure, okay,
it's not my management. It's not about fixing. It's about nourishing, okay.
(33:06):
And and you follow that. You know, step is a process,
but the way the book is based on that process.
I begin with strength, I move to posit psychological capital,
then to pour post and to pick performance. The book
is structured to follow each chapter and at the end
(33:26):
of right to pick performance. Then there is a process
behind all this, okay, and and and and it is
when I work with companies. By the way, it's not
a year process. Each workshop takes an hour and a half.
The Strengths workshop its psychap you know, it is really
(33:48):
all scientifically done. It's you know, very people are surprised
how easy compared to other systems that you know, meeting
after meeting after meeting. We know the science, we know
how to trigger you know, behavioral change. We know all
that and simplifie the process.
Speaker 1 (34:10):
Okay, okay, So what companies? What size companies do you
typically work?
Speaker 3 (34:15):
Well, all sizes because this is actually you know, who
doesn't need purpose, positivity and peop performance and who is
not going through the AI revolution revolution challenges? Then I,
you know, I can work a lot for you know,
I love to work with corporations. They're an interesting challenge.
(34:36):
But I also like small companies because the intimacy. And
I also like not for profit. I do a lot
for not for profit okay, which you know they are
a little bit more interested in value glarification okay, and more,
you know than I was an exact exec executive director
(34:56):
and not for profit for many years, very arch One
International with a lot of people. Then I feel comfortable.
The tool is so human. It's about strength, positivity and
purpose that it fits all. It fits all really either.
Speaker 1 (35:18):
Yes, So your workshops if people want to, like small
businesses want to attend your workshops, so you keep a calendar.
Speaker 5 (35:26):
Of things going on.
Speaker 3 (35:29):
I go to places. I don't know if you know,
you know, I like, you know, again, this is about
personal attention. They're talking about personal strengths. We are talking
about the purpose of a company or a team. Okay,
we're talking about resilience. Then then I go to places
(35:50):
and work with the team on site. They bring me
to a lot of retreats. By the way. Then then
then that's the way I work. I don't go I
don't get generalized workshops because how can you do that?
You know, it's like giving a generalized talk to couples.
(36:11):
I mean, like, but I love keynote and I am
from Argentina. I would say that fifty of my work
is in South America. I'm fifty percent here in the States.
I live in the States, here in New York. I
love keynotes. I make sure that everybody who come to
(36:35):
my keynote lives with the five strands. That's my commitment. Okay,
then everybody gets five strands during, you know. And and
I love that.
Speaker 1 (36:49):
Yes, yeah, sometist going to be pollowing you because I've
never ever ever heard it put this way.
Speaker 3 (36:57):
You know, I am afraid of Rudowski going to you know,
when you publish this is going to to eat my name.
I love linking. By the way, there's some people who
like to connect in linking and have a dialogue. I
am linking chunky, and you know that's my platform. I
don't do things on Facebook. I don't do things on Instagram.
(37:19):
I love linking. It's professional, Yes, you know, it's the
kind of style I like substance science consulting. You know,
that's that's that's my place. And I would love love
to connect and have a dialogue.
Speaker 1 (37:38):
Yes, yes, indeed, And I'm definitely going to connect with
you on link. And I love length and too, because
like you, I find it's more serious.
Speaker 3 (37:47):
It's different, you know, it's a different kind of it's different,
you know. You know, I don't judge. It's just my thing.
I like. I like it. I like it there, I
like it. Wow.
Speaker 1 (38:01):
Afraid though I could just go on and on with you,
but I'm definitely going to down the ma little thing
from the phone and get into that.
Speaker 5 (38:11):
And again, how can companies connect with you?
Speaker 3 (38:16):
Well, very simple. If you go to positive ab dot com,
You're going to see all my workshops there, what they offer,
my keynotes, and my calendar okay, and and and just
you know, set a meeting okay and and I am
(38:37):
very personable, you know, I like to listen and will
listen to you, and let's see where we go, very
open mind, without pressure.
Speaker 5 (38:48):
Yes, yes, indeed.
Speaker 1 (38:49):
Well when the book comes out, we are definitely going
to have to do this again, absolutely sure. So definitely
I'm going to connect with you on LinkedIn so that
way you can nudge me and say the book's coming
out and then we can get something scheduled. So I'm
really really thank you for taking time out of your
schedule to be here today. You have dropped some very
(39:12):
very important information on our audience and I.
Speaker 5 (39:19):
Just thank you.
Speaker 3 (39:21):
Look, is there a couple of people who are going
now to discover their strengths and fulfill the dreams? Because
of that would encounter everything was warthway.
Speaker 1 (39:34):
Yes, yes indeed, And thank you audience for tuning in
as well. Thank you to our guests and you our
valued audience.
Speaker 3 (39:47):
Let's stop you by.
Speaker 2 (39:49):
We truly appreciate you many bloods and it's to you
any words
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