Leadership Detectives
Leadership Detectives
AI for the Time-Starved Leader
Artificial intelligence is revolutionizing how leaders work, but are you leveraging it effectively? Dr. David Hooper, founder of Lunala AI, joins us to demystify how leaders can strategically implement AI to transform their effectiveness.
This eye-opening conversation reveals that most leaders are barely scratching the surface of AI's potential. Rather than simply asking ChatGPT random questions, true AI integration requires a "golden thread" running through your entire organization. Dr. Hooper explains how leaders can reclaim up to 10 hours weekly – nearly 500 hours annually – by creating AI assistants that handle routine inquiries, freeing you to focus on high-impact activities that truly showcase your leadership abilities.
We explore practical applications like creating your own AI assistant, automating email responses, and using AI to enhance meeting preparation. Dr. Hooper emphasizes that successful AI implementation is fundamentally a change management project requiring proper strategy and support. Beyond the productivity gains, we dive into critical ethical considerations including transparency in AI usage and environmental impacts of AI energy consumption.
For leaders feeling overwhelmed by AI's complexity, there's reassuring news: Dr. Hooper reveals it takes only about 20 hours of dedicated research to join the top 10% of people knowledgeable about AI. He recommends starting with just one repetitive task in your workflow, whether that's email management or handling internal inquiries.
Despite AI's transformative potential, the conversation reaffirms that human leadership qualities remain irreplaceable. The most successful leaders will strategically integrate AI while doubling down on uniquely human leadership elements. Ready to transform how you lead? Listen now and discover how to harness AI's power without getting left behind.
Welcome to the Leadership Detectives. With Albert Joseph and Neil Thubron, this is the go-to podcast for uncovering clues about great leadership. If you are a leader today, or an aspiring leader, this podcast is a must for you.
Speaker 2:Good afternoon everyone. Good afternoon and welcome to Leadership Detectives. Here we are looking for the clues to great leadership. Great to be here, neil. Great to see you. How are you, buddy?
Speaker 1:All well, thank you. Yeah, good week this week, Bit of travel, enjoying the heat, so, yeah, having a good time, thank you, and very excited for this podcast today because we've got a special guest here and I'll introduce him in a little bit more detail in a minute. But the topic is around artificial intelligence and how artificial intelligence, how should leaders be thinking about it, using it to support them, what things they need to be aware of? And so let me I'll do the intro and I'll tell you how I know David. So Dr David Hooper is an executive change partner and the founder of Lunala AI, a consultancy that helps leadership teams lead strategic change through AI implementation and executive coaching.
Speaker 1:So I came across David. We kind of connected on LinkedIn, then had a conversation and he just opened my eyes up to the possibilities of AI and what AI is being used for and what it could be used for, and it completely changed my world and some of the things I'm doing and accelerated some of the kind of more mundane stuff that I might have to do. I just thought it'd be a great opportunity to get David on a call to talk about how AI and leadership might interact. So, david, let's just start by welcoming you to the call. How are you?
Speaker 3:you? No, thank you very much, guys.
Speaker 1:It's uh, it's a pleasure to be here and, yeah, I'm looking forward to getting into some good conversation, so we'll get subtitles on this as well, clearly because the northeast accent, but uh, no, obviously great to have you here, dav, david, and I've seen David speaking as well online. He's a great speaker too. So let's just start off by when we're talking about artificial intelligence and leaders. How do you see leaders using AI today?
Speaker 3:Yeah, I think when it comes to artificial intelligence everybody not just leaders, but anybody in the world personally, professionally there is a huge opportunity for growth, for development, for crafting space for yourselves, for cutting costs, making money, all these different things and it all kind of spawns from the use of AI. And I think the thing that anybody listening today should take away is that it's still early. It's still early, although AI officially has been around for quite a while. This new generative AI that we're all hearing about in the news, it's still fairly early days. The news, it's still fairly early days. So I think that it's a really exciting time for leaders to be thinking right how can we apply AI to what we're doing, to enhance, you know, the human elements, to give ourselves more opportunity to have a bigger impact? I think it's just a really good time for us to be considering AI, do you?
Speaker 1:see in your work? Do you see leaders using AI today already?
Speaker 3:Yes and no, I think. So the yes side of that answer is there's different levels to artificial intelligence, without without getting too technical today, but the one we've all seen is chat, gpt and I think the. The challenge for leaders, or the, the thing that leaders need to be aware of, is just using chat GPT in your business to ask a quick question. Isn't isn't officially using ai effectively within the business. It's a great start and I've seen a lot of leaders starting to ask chat gpt questions or or claude, or perplexity or whatever, whatever you know ai that they want to use. But the other side is when it comes to an ai strategy, is there a golden thread of ai running through every department, through every um, every process and throughout your strategy to um customer service, to all you know internal um processes? Is there a golden thread running through or are you hiding behind? I've asked chat gpt a question, so I tick the box of yes, I'm using ai in the business, right? Yeah?
Speaker 2:I think. I think that's a really good place to start this. Actually, as we've just talked on day before, we started the recording right where I am at the moment, and the people that I'm talking to all feel that they're coming from behind the curve in terms of even understanding what artificial intelligence is. And, and I guess I would say sitting here now, neil and david, I don't think we should feel uncomfortable about that because, as you say, the topic is massive, the future is really exciting, but we've only just touched on the surface and most people probably don't.
Speaker 2:And, as you say, I mean, one of the courses I saw on LinkedIn was about how to write a good argument when writing into chat GPT, right, I mean, that's how complex this is is. But if you were having a conversation with someone, you wouldn't ask you know a trivial question, right? You'd be detailed and specific about it. So I think the thing I'm struggling with is how does a leader get to do something with this? Then I mean, what? How do how do they put this in their armory to be the best leader they possibly could be? How would? Where do they go?
Speaker 3:Yeah, I think all all leaders want, want certain things in in their, their role, in their, in their working week, and it's things that often we don't have time for. So you know, obviously you guys were very senior. I've enjoyed leading people in the past as well, and something that was always a challenge was things like getting the same inquiry a hundred times off, a hundred different people, when you know it could have just been written down, or trying to create some time for more meaningful, impactful work instead of those kind of more simple queries that you might get. So let me give you a practical example of one way a leader could, in theory, create something that is is really impactful. So they get more time, they can have a bigger impact on their business. They can they can think big strategy instead of the micromanaging which sometimes we fall into the trap of.
Speaker 3:So the first thing I would say is, whenever you're working with AI, it needs to come from a place of that big picture, thinking the strategy. So it's no good kind of just throwing AI at the wall and seeing what sticks it needs to be. You know, this is the big picture, this is our actual AI strategy and this is how we're going to implement it, and the place that I come from in terms of the business Lunala, is that all AI implementation is essentially a fancy way of saying a change management project. That's all it is. It gets jazzed up with these different terms and with all change. It takes time, it needs to be long-term and there needs to be support alongside that. So that's from leadership down to supporting staff and training and all those different things. Now, once we've got that in place, we can actually start to look at a leader's work and go right, where are the bottlenecks, what's taking a lot of time and what are the higher impact activities that a leader might want to do? So if we think about the time constraints on a leader or kind of a senior manager, maybe internally they get lots of queries from their team. You know, can you send me the company PowerPoint presentation template that we use? I need to get in touch with this client, but I can't remember what our policy was around X, y and Z. You know there's probably a list of a hundred thingsa leader gets asked and they go oh, for goodness sake, I've said this about 20 times, but I'll send it to you this time and that you know that is the day in the life of a leader.
Speaker 3:Now, hypothetically, what we could do is we could take a lot of those different documents, the FAQs, ai chatbot, that type of thing and we could call that. Let's say, albert is the name of the leader, so we could call the AI chatbot Albert AI, and what that means is the employee, instead of bothering you, albert, who's very busy doing brilliant, impactful things. They instead could go well, my inquiry here to Albert isn't that important. I just need the template for the PowerPoint. I could then get in touch with Albert AI and Albert AI could send me that PowerPoint and that means Albert input. I can take my higher level inquiry to you, to the real human, and we can have a much more impactful conversation. So, yeah, that would just be one way. You know, really quickly, a leader could create a little bit more more time through AI and automation, but that's what you've just said.
Speaker 2:It's really powerful. I never would have thought about that. I never would have thought about using a artificial intelligence to take away the things that consuming my time to make me more readily available to be the leader. That, honestly, that's just fantastic, and you know what, mate?
Speaker 1:it seems what's really interesting is david's just done this with me, so it I, because I was the same. I thought how do you do that and how do you create that one? And we've created a nil ai where we've uploaded loads of content and loads of stuff. So you can ask a question and it will answer it as if it's me right. But but you can see how it it's. You know, I say it's not a lot of work. David's been doing a lot of work in the background, but there's in terms of pulling the content together and creating, just loading files into ChatGPT, so that you've got that question it really makes. But this is where I think leaders need to look at how can I add most value to my team, my customers and the stuff where I'm not adding value, how can I automate that and get AI doing that for me?
Speaker 2:Yeah, yeah, Just Keenan. You've said it a couple of times here. Dave, you talked about the strategy, right? Is that company strategy? Is that an individual strategy? Is that a team strategy? How would you position that?
Speaker 3:individual strategy. Is that a team strategy? How would you position that? Yeah, I think. Firstly, it has to be. It has to be the company strategy.
Speaker 3:So one thing I'm really passionate about is building a coaching culture within a business, and if that's the big strategy, you know, we want to have ai running through our business. We need to have our leaders with this coaching mindset, and what that means is, over time, when there are challenges and pitfalls, the leaders are really well placed to coach their employees through those challenges to ensure the AI sticks. So when I'm talking about that macro strategy for a business, it's identifying what are those bottlenecks, what are the time consuming activities? Why is there lots of human repetition? You know, is there lots of data entry that's done by hand, for example, that type of thing? Is there lots of emails being sent that are very similar? And when we start to group these things, we can start to build a strategy to go okay, ai could start to be that golden thread through what we're doing. When we've got that strategy in place, I do think there is some intrinsic motivation needed for leaders to actually go right.
Speaker 3:I need to learn this new skill because there's a lot of fear around AI, there's a lot of imposter syndrome and, quite honestly, I was in that camp. So my background before starting Lunala was that I was a middle manager at a university, essentially, and I'd done a PhD in peak performance and coaching. You know, I really love self development and improvement and there was an opportunity for me to take a role called an AI lead and I put myself forward and took that role, which was leading 700 people through an AI adoption process, and I was petrified initially. You know I was brave at the start and said, right, I want to take this role. But then there was the experimenting and the learning and certainly the failing and trying to get my head around these different concepts.
Speaker 3:But that's natural, isn't with anything? When you, when you're developing, there's always little setbacks. But I think leaders just need to be aware of that. There will be a learning curve with this. But on the other side of that learning curve, we're talking 10 hours back per week, minimum per employee. Uh, that's kind of what what we I I always say when I work with people. So the goal cost is that pain of learning something new. But on the other side of that, when we get a grip of okay, what AI looks like for a leader suddenly go wow, 10 hours a week, that's the best part of 500 hours back a year. I could do a lot in that time, which gets quite exciting.
Speaker 1:I guess there are some kind of basic housekeeping type things you can do with AI, that leaders could do with AI. You know I always hear about time Time is well, I've never had enough time. Or you know my emails, my diary, my diary and I've seen I haven't used them. Calendar ais and email ais that sort your email and they'll sort your calendar out into the most efficient way. Have you ever used any of those, though? You, if you've got any that you would talk about or recommend?
Speaker 3:I think the the one I've I've had a play around with is one called Motion, motion with an M. There's also a Notion. That's something slightly different, but they are really, really useful. So, just as an overview, what you can do as a leader is you could hook up your Gmail account or Outlook to an AI automation platform. So there's something called Makecom, there's something called Zapiercom, there's something called zapier oh, there's, there's lots of these different kind of automation platforms.
Speaker 3:Um, when you connect something called a, a rag system or a knowledge base and I'm not going to get too technical here, but all that is it's the information we've given the ai to work from. So if you've got a certain tone of voice or you talk about certain things, the AI is going to use that to write your emails for you. So what we can set up is where you get an email. The AI would actually write that email and it could send it if you wanted it to. But what I would always suggest is you can put a trigger right at the end so that you can arrive at the end of your day, let's say 435 o'clock, you've opened your emails.
Speaker 3:You normally get 300 emails a day and instead of going through all of them and deciding what you should read or what you shouldn't, what you should draft, what you shouldn't, what you should send. You could arrive with a draft you know, 300 draft emails in your outlook, ready for you to simply have a final check over and just send. You don't need to edit it if you don't want to, but you could. So there's lots of these different processes where you can set up some automation. I mean, imagine that as a leader where you might get 100 emails a day, that takes an awful lot of time to sift through and decide what's a good email, what should you reply? All these different things. But you can set it up so that the email is pre-written for you. It's in your drafts and you could either just give it a quick scan and decide to edit it, or give it a quick scan and go, yeah, I'll send that, and you know that's that's going to bring a lot of the time down, for sure.
Speaker 2:Yeah, so here. So here's the interesting thing right where does applying what you've just said, david, come to the place of impacting somebody's ability to be a good leader, because they start stepping aside from their own personal value and expecting ai to become them as a leader.
Speaker 1:That's a difficult conversation okay, I'll tell you where my head goes with that. Yeah, is where my head was going is if ai is doing my emails yeah then, as a leader, I'm gonna actually have to spend some time with people. I'm gonna have to have to lead. I'm going to have to go out. What am I going to do with my time if I'm not busy doing all these emails, because you know what it's like, people will hide behind. I'm busy, I've got a full inbox.
Speaker 1:I haven't got time to manage my team, and so I think there is two sides to that argument, isn't there? I think, I think it's definitely sorry.
Speaker 2:I asked you a question david, no, we asked you a question. I didn't let you answer it, sorry no, no, my apologies.
Speaker 3:So my my take on this with all ai is it should enhance the human experience.
Speaker 3:That's kind of why I was really interested in AI from a coaching perspective initially, because I wanted to create more time to do one that the stuff I love to do, which is working with people, and also the stuff that was really impactful.
Speaker 3:So if you think about a leader who now has 10 free hours a week, they could be um observed I don't love the word observing, but supporting their team going to work. Going to work, you know, collaborate more, perhaps, maybe going on additional courses to go in and learn a bit more. Maybe they're going and um spending more time with clients, so improving that customer service. I think that if we can and this is a really important point use AI to enhance those really the things we love and the impactful things, and use AI to get rid of the stuff we hide behind to look busy, I think suddenly a leader could be, you know, really doing, doing some great work and providing some some great support for that, for that team, compared to, like we say, replying to all these emails or or sending those powerpoints or whatever that that could have been automated I?
Speaker 2:I think that's the thread we've got to make sure that our listeners are taking away from here. Right? Whatever you're hearing from david, whatever you go off and do to understand more about ai and how it can make you more productive, promise yourself to take the time that you've saved and dedicate it to being a better leader. What do you think now? I think that's that's something that I think we should be saying to people here. Right, because if people came on here with thinking David Hooper is going to teach me how to be the best leader I could ever be he is indirectly, but you've got to put the effort in, guys.
Speaker 1:Yeah, allow you the space to be the best leader.
Speaker 2:Allow you the space to be the best Perfect.
Speaker 1:Because with a lot of leaders and actually I put myself in this bracket when I was in corporate life. But if someone said to me right, neil, you've got 10 hours a week free from next week, so you've got 10 hours. That's basically nearly two working days. Yeah Well, my working days anyway. So I'd say, wow, what am I going to?
Speaker 2:I gonna do with that.
Speaker 1:Well, your handicap would get better yeah, it would need to, but, um, yeah, so. So you, you do have to really sit down and think what am I going to do with this time? How am I going to make this more effective and be really efficient with it? So saving time. But that's one element of what AI does, isn't it? Because the other thing that occurs to me is in terms of leadership is how can I be a better you know, how can I run meetings better, better, you know? So that when we've got the team together, you know we, we run a really effective meeting, and and and get ai to build us what would be a great meeting with some great exercises and great content. Yeah, so that, and and what might take me half a day to prepare, I can do it in an hour using an AI to help with that. So I guess that's where my head goes as well. It's not just about saving time. It's also about how do I make it even better.
Speaker 1:There was a great example. There were two of the tech firms in the US that announced this. I heard it on bbc news but they're using ai to prompt their managers to recognize their people for great things. They've done so. The ai links to performance, and it could be, you know, engineering performance of how well they're doing producing software code, or it could be sales performance, but that links to AI, and then that sends a prompt to the manager to go. Your employee, john Smith, has just done a fantastic job. You might want to send him a recognition and you might want to say something like this and so that's enhancing the employee experience. What?
Speaker 1:are some of the pitfalls to avoid then, david, so that enhancing the employee experience, yeah. What are some of the pitfalls to avoid, then, david? What are some of the ethical things we need to be careful with here?
Speaker 3:Yeah, it's a really interesting one. The ethics side it's a little bit unknown as well. I think we all hear AI and go, ah, it's really exciting, but there is a negative or, well, ethical, side as well. So, firstly, if we carry on with that example, neil, it's a really good example and I think that the value of that human interaction comes back into. You know, my manager has taken the time to personally get in touch with with me. You know I really appreciate that human interaction.
Speaker 3:I think the bit we need to be careful of as leaders is the transparency when we're using ai. So there's a couple of parts to this. Firstly, if I got let's take the example of that we were just kind of talking about you know, my my manager's been in touch with me, but it was an automated message and I can tell that it's an AI message. Suddenly I go, you know you can get lost. You haven't taken the time to get in touch with me, but I think if it's the human part, then the value of that interaction is even better. The value of that interaction is even better and that takes us on really nicely to how a company uses AI or a leader uses AI.
Speaker 3:The transparency is really important because I've had a few conversations where companies have been a little bit worried and they've said you know, I don't want my clients to think that it's AI, you know I want them to think it's. You know I still want them to think it's um, you know, I still want them to think it's me kind of thing, and that's that poses real problems. So instead it's better to be really nice and upfront and say you know, for your example, you know we this is neil ai. Neil ai is an ai employee, but there is an option to speak to a human at any point. You know that's not a problem and we as humans or consumers go okay, yeah, I can have this, especially when you start to see the interactions as an introvert myself. If I can speak to an AI that's replying like a human and I don't have to have that human interaction, that's a win for me.
Speaker 2:I'm loving that situation so it's yeah, it's.
Speaker 3:It's been just really clear and going. You know, we do use AI. We're really transparent about it, but if there is something you want to speak to an actual human about, that's absolutely fine as well. So that, so would be one thing. The other thing is actually around the energy consumption when it comes to AI. So this is a bit kind of on the side here. It takes roughly 10 to 100 times more energy to use ai compared to a google search. So you know that our energy consumption in in the uk has shot up, as it has across the world, and there is new energy farms being built all over the place.
Speaker 3:All these these things and that's something that the government will kind of well, are looking at at the moment. So I think, as a leader, although AI is brilliant, we need to also think about the repercussions of using AI when we don't need to. Will a simple Google search do? Great? If it's a simple query we can use, we can use that, and also starting to be aware of the ai that pushes kind of the ethical and the green green initiatives. So google does that, microsoft does that. Open ai, which created chat, gpt does that as well. So I think we just need to be aware of what's happening, you know, on a bigger picture, when it comes to ai and energy consumption and and how could you be aware of that?
Speaker 1:could? Could we have a meter alongside the search that shows people that you're using this much energy, or?
Speaker 3:it's a really good question. I can't say I've got an answer for that. Um, I think it's just trying to keep as as part of your ai, knowledge and research, just trying to keep up to date with policies and and keeping on top of what companies are doing things. The right way is probably the best that could offer.
Speaker 1:Interesting.
Speaker 2:What's your advice? What's your advice to people and leaders, especially in terms of where they would go for the best training and development of their knowledge in this area? Actually, can I ask a different question? Let me back up one, probably a really simple one what is AI?
Speaker 3:I thought that was coming at some point. It is well to simplify, it is pretty much depending on the AI that we use. It's kind of like a brain, so there isn't anything particularly artificial about it these days and what that means is when we are um, creating ai, it's built like a brain. So if you imagine neural pathways in in the brain, there's something called deep learning, which is is how a the really clever ai is being built these days and it literally works like like a brain kind of those neural connections, that, that interconnectivity. But yeah, can can kind of simplify that any further? I would um, and when it comes to actual the, the tasks and the learning it's, it's just going to keep growing.
Speaker 3:So at the moment, a ai has certain parameters on it. So what that means is humans have given it kind of an overview of. You know, you can do this, but you, we aren't telling you about this, that you know that, that kind of those kind of rules. But you know, when we think about things like I, robot, the, the, there's something called general ai or super intelligence. It's got kind of different fancy names, yeah, and that's where the ai starts to really learn it's itself and to grow itself and we, we don't know what's coming where really um and and but that could, in in the future, happen, depending on the powers that be, kind of guide us. But yes, that's hopefully a little bit of an overview of what it is, and the reason I asked that was to kind of demystify it.
Speaker 2:Right? This doesn't need to be complex and confusing, right? People start at the beginning and understand it. And then the areas we've gone into is how can it make you more productive? Yeah, how does it bring you productivity? How does it bring you knowledge? You know, these are the things as a leader. If you could get more knowledge about what it takes to be a good leader, that's got to help you. If you could be more productive, so it gives you more time to be a good leader. If you could be more productive, so it gives you more time to be a good leader, that's going to help you. Um, yeah, is there a day that this is going to replace neil and myself?
Speaker 1:that's honestly, do you know? I, um, I've just written down here. If you took all of the best leaders in the world and everything they've written, everything they've said, everything they've done, and you put that into a leader avatar, then that leader avatar is going to be a thousand times better leader than you or I will ever be. Yeah, in terms of if someone asks us a question about what do we do here or how could we build this strategy, or how could, so I guess, to a point I'm just trying to think through at what point what is replaced and then what is still needed the real human being.
Speaker 2:But then we need absolute clarity about what a good leader is for that to be able to be the case. Right, yeah, it's an opinion.
Speaker 1:I guess. But you could say, you know, on one hand, hitler's a great leader, yeah, but what he did wasn't great. And then you've got Nelson Mandela or Gandhi or something, but what he did wasn't great, and then you've got Nelson Mandela or Gandhi or something. But actually, from a leadership point of view, are there good leadership traits from each of those that you could use to create the best leader? Yeah, yeah, it's a fascinating thought. But then how would that? I guess you can't wheel an AI in front of a board of investors to sell a strategic pitch on money, to get money into a company. I don't know, david, what are you where your thoughts going with?
Speaker 3:we're having this conversation yeah, a couple of thoughts. So the the great thing about what, what we all kind of do when it comes to coaching and leadership, is that the human nuances that each individual has. You know, when I speak to Neil, he replies in a certain way, and then when I speak to Albert, he'll reply in a certain way, and you know, we couldn't bring all that into one massive kind of leadership avatar. We could, but there would still be little bits missing that we would probably notice and go oh, you know, I prefer when albert answers like this, when I, so I'll speak to the human, um, so so that would be one thing, a bit of a curveball, but it might, might be.
Speaker 3:An interesting topic is that it's been predicted that by um 2040 so kind of roughly 12, 15 years, there will be humans in relationships with ai and that will just be something that is accepted and it's yeah, you know, I'm going out with this ai, which is an interesting thought, um, and I think that when it comes to can you wheel out an ai to do a pitch for you in in person, there is and we are starting to kind of predict the future a little bit, but there is avatars that could be connected to an actual cyborg looking thing. There's been some real developments in america where they've got bartenders who are, you know, literal robots serving drinks and having conversations with, with, with customers. So there is a world I don't know how soon you know the next 20 years definitely where they will walk among us, literally, I'm sure. So, yeah, it's an interesting topic, but for me, I think there isn't anything that will replace the human interaction. That will always be something that allows us to, to elevate what we, what we do.
Speaker 2:So there's there's no need for us to to be particularly panicked today I think I think, as an expert in your field, for you to say those words is really important. To hear david right the, the conversations that we have, with helping people become better leaders than they are today and for them to be growing new leaders in the future. That's always going to be there, right and and we should be looking at artificial intelligence as a way of supporting them to either speed that up or to make it better, right um?
Speaker 1:yeah, actually an example. I was just thinking of them that how can you make it better? Was you know when a, when a chief exec of a global multinational has wants to do a town hall and speak to his whole business, you know they'll go on a call like this and they'll uh, they'll talk to the whole audience and they do it in their language. They'll do it in english, typically American or English, whatever. And one of the things David showed me was this piece of AI software or video software where you could take that speech, that town hall, that monthly update, whatever it is, and at the flick of a switch, put it into any language and it matches the lip movement to the words Wow.
Speaker 1:And honestly david showed this to me, it's incredible. So you could go from you know, mark zuckenberg addressing his, all his employees, goble, goble. He's talking in american, but the person in spain is hearing it in spanish, the person in france in french, and and and, but they're seeing. It's not subtitles, it's not dubbed, it's his voice, but it's an AI generated video. And version.
Speaker 2:I mean, then you and I have done that with sales training, right. I think we at one point we had I don't know what did we have seven or eight languages, right, and and but, but we were doing that really slowly because with interpreters, interpreters, right, live, so it just shows the value they can have, um, which also, I guess. And then if you talk about a leader, a leader's talking to an international team that they've got right and they don't, and they don't have to worry about language or they don't have to worry about time, because it can be recorded now outstanding. You're right. I mean, the possibilities are endless.
Speaker 1:Right, the possibilities are endless yeah, and I guess the message to my to here is look, don't get overwhelmed. It's not like drinking from a fire hose, but if you're not utilising AI to free up your time, make yourself more efficient, make yourself better, then you're going to be left behind. Yeah, because other people will, and it's not about replacing you. It's about being a better leader, because you can spend more time with your people and more time with your customers.
Speaker 2:Then yeah, and although we didn't announce it, that sounds like you're coming towards a wrap up there. Neil, right In terms of where we are, unless we've got any.
Speaker 1:I'm just going to ask, David, if there's any kind of final thoughts you'd like to share with with leaders as we kind of close off.
Speaker 3:Yeah, like to share with um, with leaders, as we kind of close off. Yeah, I think I mean just on the uh, the translation, kind of avatars, they uh, they do still struggle a little bit with jody, so we're I'm a little bit behind everybody on that um, but uh, no, I mean I think, yeah, if you're listening to this, you are ahead still of 90 of people and it takes around 20 hours of research to put you in the top 10 of people who know about ai. So find that 20 hours, whether it's over a month or the next two months or even three, and you're still going to be in in the, in the top kind of quarter of people who know about ai and identify in your role. One thing that's repetitive, whether it's the emails we've talked about, whether it's the, the internal query inquiries, the internal inquiries and just think about how could you use AI for that and that will be a great start on your AI journey.
Speaker 1:Thanks, david, thanks for joining us today. Great to have you here. And, albert, in answer to your question is will AI replace you and me? So Arnold Schwarzenegger has got a podcast called the pump club, all right, which is purely done by ai, by a machine, it's it, really. It is done by. Yeah, and there is, and he's up front with it in the in the spiel, but there is. He puts you know, it's got all his content from all over the years and they just put every day he puts out a short, I don't know how long it is five, ten minute podcast, uh, which is completely generated, but it's arnold talking.
Speaker 2:To be honest, if I look at some of his acting, it would be really difficult to tell when it's the ai, oh, that's fun, but yeah, that's unfair.
Speaker 2:But I get what you're saying I don't think there's enough time here to do justice to the topic and for your experience and and the value that you can bring here. I mean, there is a chance that we'd have you back again at some other point. I think what I would say to our audience is, if you've got any comments or things that you think could add value in terms of how AI can help be better leaders, please tell us. If you've got any big questions that you'd like answered as well, then please tell us those as well. And if that means that we get David back on to go through some of that, that would be really useful to do. But, guys, if you've got any suggestions out there, please tell us. But we've just had some really great insight from a great speaker. Some really great insight from a great speaker. Thanks ever so much, david, for joining us. Great stuff.
Speaker 3:Thanks everyone, cheers David.
Speaker 2:Cheers, everyone Take care.
Speaker 3:Thanks for having me guys Take care.
Speaker 2:Cheers bye. Thank you for listening to the Leadership Detectives with Neil Thubron and Albert Joseph. Please remember to subscribe. Give us your comments and your feedback. Please also visit leadershipdetectivescom for all the episodes and more resources and support.