🎙️ Influences of AI and Leadership | Command 2 Corporate

🎖️ AI is changing how decisions are made, how teams operate, and how leaders lead. But is it making leaders better—or exposing weak ones?
We break down how AI is reshaping leadership expectations and why judgment—not just data—will separate great leaders.

🎯 Key Takeaways:

🔹 AI enhances decision-making but doesn’t replace leadership
🔹 Leaders must interpret—not just rely on—data
🔹 Speed vs judgment is the new leadership tension
🔹 AI exposes weak critical thinking

🎯 What We Explore:

🔹 AI in decision-making
🔹 Over-reliance on tools
🔹 Ethical leadership in AI
🔹 Future leadership skills


🗣️  Like, subscribe, and comment below—what are your thoughts on AI in leadership?

       You can find us on YouTube, Spotify, and Apple Podcasts!

🔖  #AILeadership #FutureOfWork #LeadershipStrategy #Command2Corporate

Transcript

SPEAKER_02 0:00

Whether you're leading for the first time, leading through change, or learning to lead all over again, this space is for you. No fluff, no gimmicks, just real talk from those who've led through challenges, adapted under pressure, and thrived in the face of change. Welcome to Command to Corporate, where leadership isn't just taught, it's lived. Let's get the way. Alright, welcome back everybody to Command to Corporate. We're your host, LPTT. How are you doing? Pretty good, brother. How are you? I'm good, man. I'm actually thankful that we got all the rain here recently. And who was in Openware in Central Texas and Austin and Round Rock? We had days of rain. So the grass, trees, everything is looking good. Now it's just blue skies, so it's nice. It's very nice.

SPEAKER_00 0:57

I want to be outside right now, but it's okay.

SPEAKER_02 0:59

Yeah, I'm gonna try to get out there in a minute. Yeah, so everything else been good since we since we last chatted, too.

SPEAKER_00 1:06

Man, life is good. I really can't complain, man. So what about you?

SPEAKER_02 1:10

I mean, I can't I can complain about stuff, but I won't bore the people with it right now. Maybe it might be an episode one time where I just we just have to just complain about some shit. Who knows, maybe. You know what I don't like. What would you say? I was saying you it'll start out, you know what I don't like.

SPEAKER_00 1:32

Oh well, we're not gonna hear any complaints out of you next week, probably, because you're getting your bike, right?

SPEAKER_02 1:40

Yeah, hopefully, hopefully. So to do, yeah. So for those that know, I'm getting the 2025 50th anniversary Gold Wayne black bagger, which comes in that matte black. So I'm excited about it. Had to get it in uh pick it up from dealership in Arizona, Peoria, Anazora, uh Arizona, right now out there. So right now, Peoria, shout out to them because uh they really took care of me, which is good. So should be packed up and on its way down here.

SPEAKER_00 2:11

So nice, congratulations.

SPEAKER_02 2:14

Thank you, sir. Thank you, sir. Nice. All right, well, today's episode we're gonna jump on into it is influences of AI and leadership. Um, and so we will jump right in. So, what does AI or does AI make leaders better or lazier? For me, I'm gonna say better. I mean, I I could see how it could make you lazy. My wife actually just said this probably last night. She's like, I can see how AI can make you lazy because you, you know, asking something and it's it's it's helping you along, getting you there quicker, but you still got to prompt it. And to me, you know, if you're lazy with your prompt, it's it's not gonna, you know, you're not gonna get anywhere. You know, it'll be kind of like yeah halfway. But for those that know how to prompt really well and dig in deep, I mean, it's going, it just makes everything I can see as making you lazier because you don't have to work as hard, you know. But at the same time, it also makes you better because you're out of your better, yes, yes. When you're spending a lot of time on one thing, you're like, hey, drop this for me, and you can keep it moving and do something else.

SPEAKER_00 3:26

True, but I think your critical thinking skills start to degrade, right? Because now AI is doing all the they're just doing research, and you ask it, how does this impact the other thing? And it'll tell you, you know, so that it really your critical thinking skills are really starting to degrade. Not you, obviously, but like in general. I don't know, give it another year. Well, we'll see what happens, but yeah. I mean, emails, especially. I'm like, I don't even think about emails anymore, like it's just it does it, right? And uh, but yeah, so I think that's the risk. Um, so it doesn't make it makes you more productive, but it like it really it starts making your critical thinking skills lazy, I guess, right? Uh, so that's that's what I that's why I approach it, but also it's like it almost um do you have to talk to people anymore? That's the question.

SPEAKER_02 4:25

I mean, heck yeah, I would think, yeah. I mean, none of that stops for me. I think it's just comes down down to like the work product. If you just want to get to the end result quicker, because you still gotta go through it. It's not like you blindly say, Hey, I create this, and then without even checking it, you just send it forward and send it to someone. You're not gonna do that, you're still gonna go through it and check it. Maybe you learn. So what am I? Uh do you really? Do you think so? You gotta at least, at least I don't. I don't, I'm not gonna just blindly. I mean, I'm gonna go through it and I'm gonna read through it, whatever I create. Sure, I'm gonna edit some of it. I'm still gonna edit because I'm like, that's not applicable, you know, because it's gonna pull whatever. Um, sure.

SPEAKER_00 5:14

So I think you're right. And that's good that you're doing that. But like, how many times have you probably looked at it? You're like, yeah, it's not exactly what I'm trying to say, but that's good enough. Let's just send it.

SPEAKER_02 5:25

I don't.

SPEAKER_00 5:26

No, okay.

SPEAKER_02 5:27

No, no, I can't. So T just told on itself. That's what you did.

SPEAKER_00 5:34

Listen, it's close enough for government work.

SPEAKER_02 5:37

Real, that's right. But I don't do I do use it for emails, like depending on who I may be sending it to. You know, if it's going to senior people, I might say, hey, tighten this up based on, you know, this, how would you reframe it? Um, or sometimes like you're trying to get your thoughts out and just like, man, I need it more concise. Hey, this is what I'm trying to convey. Help me out here. Where you might talk to someone and say, Hey, can you talk through this with me? You know, so I can. I mean, if you don't have time, you're like, hey, and I mean, it's doing in a you know a millisecond or so.

SPEAKER_00 6:17

I'll give you an example of how it made me a better leader. Matter of fact, this past week. I had a meeting and I was so pissed as a result of this meeting, right? This meeting did not go well. The the people I'm meeting with, it was just it was bad. Like, I haven't been this angry in a meeting in like three years now, and I've been just trying to keep it in, right?

SPEAKER_02 6:41

And then, of course, you know, even though I was in close proximity to you and I didn't see this, I need it need to happen. Where was that?

SPEAKER_00 6:51

So mad, bro. Oh my god, and so I left the meeting, I left the room, and I decided, okay, fine, nobody, you know, I decided I'm gonna take a direction, and I just started typing an email, and then I was reading my email. I was like, Wow, this is so bad, it's so negative, you know, because it's just instant reaction, like keyboard hero. Now I'm like, okay, I'm I'm mad. Um yeah, I was really irritated, and so I had you know, uh Chat GPT or whatever it was I was on. I had it like I was like, hey, rewrite this, solf in language, uh, make it sound professional. And it did, right? And then I read it, I was like, okay, yes, and I sent it. Normally in the past, like I've gotten in trouble in the past when I was like angry about something and I just wrote an email. I don't know if you've you've been guilty of it, but I've done this before. Um, and then you shoot an email, then like instant regret hits. You're like, oh shit, I sent a really bad email to somebody higher, and it's not good. Um, and so just sending it through AI to to make it sound more professional and friendly was really was was money because I was still able to get the email out immediately. Um, but I had I had I could take a pause, right? Because AI said, okay, this is not really you, you know, yeah. It was great. Uh so yeah, it probably saved me, honestly.

SPEAKER_02 8:16

That's that's really good. Yeah, I think um trying to think the last time I used it. Oh, I know how I used it recently. I had I was looking to audit some data, and I was trying to utilize AI, not to upload it, but help me figure out a way that I can better audit this data. And said, hey, you could, you know, based on what you want to do, maybe doing, and because of my skill, they said maybe you could use something between SharePoint and Power Automate. I said, okay, let me try that where you upload the files and then you hit run and it'll pull and do all this stuff through automation. However, it's just way too many uh actions in the automation. I mean, I was a good 30 in, and it seemed like there was a lot more to go. And I'm like, and I'm probably gonna give to the end and it not work. So I was like, what's the next best thing? It says, Well, you can do is Excel and Power Query. And I said, okay. And it guided me step by step, and now it's just a matter of uploading it and just checking the data, and it does it, and it'll show you every mix mismatch between the data points. You just have to have a what they call a match identifier, which I use like the personnel ID number, and then it'll check last name, first name, work unit, department, and just run it and say, do they match or do they not? And then it'll categorize it. I added severity, I added impact. You can create from our conversations before, you can create um metrics, so to speak, um, uh from that. I mean, I built it all in. I mean, it took a few hours, so it's like AI is like, here's how you do it, because you don't want to put sensitive data uploaded into it, but it's like I walk through it, and so that's where it's like it's teaching me, and I like it because it's just really step by step. Because if it's going too fast where it seems to skip something, I'm like, look, what do you? I don't even know where that is. Break it down for me as if I don't know a thing about this. And it says, Okay, I'm gonna go step by step, and it was right on the money. And then after that, I said, Write me SOPs for all of this, and it gave me three different SOPs on how to build it, on how to build like the metrics, on just all of this extra stuff, and so then I handed it off to uh intern and said, Here you go, see what you can do with it. Nice, yeah, pretty nice, but yeah, man. So I guess this leads us to the narrow next next one. Where should leaders not rely on AI?

SPEAKER_00 11:01

Um, I think anytime I don't really have a good example, I really not really sure, but I guess I feel like when it has, I don't know. Go ahead, you take a shot because I'm my mind's all over the place right now.

SPEAKER_02 11:16

I was thinking about maybe like having discussions with people, yeah. But maybe to the point where it's not like I still think it can help you. I can't, I don't know if you can say that you wouldn't rely on it. Because, like, let's say you're saying, which we talked about, I want to have a difficult conversation, and you're trying to get your thoughts out to approach it. I don't think there's anything wrong with that. Um, so I'm not sure where you should not rely on AI. I mean, I think you have to add in your your thoughts and you know, review it, and but nothing stands out when you say I should not. Well, I guess the word rely. I would not, I would never rely on A. Like, I'm still gonna go through it. So I think that's the tricky part is I'm not gonna rely on it to do something for me without checking it.

SPEAKER_00 12:11

Okay. Um, actually, I just thought of something. So last week I was um interviewing a candidate for a job in the company, and uh what's really interesting. I really went into this interview thinking that this is going to be like a really great candidate, right? Uh, the resume was like pretty much lock and step with the um the job description, the job openings. I was like, oh, this is this is gonna be easy, you know. And so I asked her some interviews, the questions, the responses were okay, nothing special. Um, and at that point, I realized like, hey, yeah, like if this was AI selecting the candidate, like it would make sense to say, hey, this is a great candidate. But really, what I was able to pick out was this candidate's um lack of experience of being in a position where others had to, you know, others can say no to that to the candidate, right? So she was not in a position where she got pushback from from others, from her peers or people that um that work for her. Um, and so that's where I've noticed I'm not sure LLMs would have been able to pick it, not based on the answer she gave, not based on the resume, not based on a job interview. And so I I feel like I was able to you know deduce that a little bit, um, based on just reading the the resume and and her responses. She was always in a position of being a consultant, so it wasn't like you know, people can really say no to her, you know, you know how like it is, and consultants come on board, and everybody's like, okay, let's give the consultants whatever they want. Um, and so like this person, even though great resume in line with the job application, I mean job openings. Um, I think an LLM would probably selected this person, but based on the interview and reading between the lines and seeing her her actions and what she didn't say, I don't think she's I did not recommend her, you know, to be honest.

SPEAKER_02 14:25

Wow, yeah, that's a good point. Um, for screening candidates, you know, just based on what you just said, it might be where the recruiters also maybe the old school method, just still checking and comparing until you can fine-tune that, maybe not relying on it to truly take the bring in the best candidates, unless you're going to have some kind of way where you're asking questions, checking responses, but then it's still not gonna be the same as that one-to-one interaction, right? And live kind of thing going on there, like you described. So that's probably where you would you might miss something and bring someone in, and you're like, Oh man, this is a miss.

SPEAKER_00 15:08

Yeah, it was definitely a miss if if uh if uh AI had to select the candidate, it would definitely be a miss for sure. But I could see why though, too, you know, because it was you know what happens, she probably used like a you know AI to tailor her resume to the job openings, you know. Naturally, you know, I've even done that, you know, so exactly, you know, so naturally it lines perfectly. Um oh wow, that's crazy. So now what happens?

SPEAKER_02 15:41

But this is where, like, I've done that here recently too. But when I look at the things that it puts in there based on my previous resume version, some of it I'm like, I can't speak to that. And I'm like because you look at it, you be like, wow, this is great, and you send it, and it's like it's stuff in there that you don't have a clue about, and it's assuming you do based on your maybe the the field you were in, or whatever. It's like, well, you should know this, and it's like, no, I don't.

SPEAKER_00 16:11

So I know stuff out. You're right, because I was talking to this candidate, and I would ask her like a straightforward, simple question, and she stumbled, like she couldn't really because I would I I gave her specific, I was like, give me specific examples of this experience on your resume, right? And she stumbled, and she went round and round and round to to finally get an answer or for me to pull it out of her. That's interesting. So, yeah, that's probably the example that where yeah, AI sabotaged her in a way because she couldn't speak to it.

SPEAKER_02 16:47

Yeah, she had to get out those tap shoes and just start interesting. Okay, how does AI impact accountability?

SPEAKER_00 17:00

I don't think it does, shouldn't at least.

SPEAKER_02 17:03

No, I don't think so either. I think if anything, if you use it to still deliver, I don't see why. Yeah, you know, if anything, it's gonna enhance that final product if you use it appropriately versus not.

SPEAKER_00 17:18

So yeah, I mean at the end of the day, it's your if you're whatever you're submitting or whatever your you claim as yours, it's it's yours, right? Regardless of who gave it to you, and yeah, so yeah, I don't I don't think it's it should. And all the time, yeah, unless you don't check it. You're you're screwed, yeah.

SPEAKER_02 17:42

Yeah, because then it's like you're delivering something and you didn't check this. Now you look kind of chewed up. So yeah, make sure you check that final product because you are accountable for it. Will AI reduce middle management? To me, I think it'll it sh it should enhance middle management, I would be. I don't think it'll reduce it. I don't think you can re replace the the people managers and the people that might be like the managers on the floor. I don't think there's a way because to me that's you know, they're part of the foundation, you know, keeping the wheels, keeping everything going, keeping having the accountability and everything, driving the performance. I I don't think that you can. I think if anything, it's like look at ways to enhance metal management, but I don't think you can reduce it.

SPEAKER_00 18:34

I think that's the way it should be.

SPEAKER_02 18:36

Let's say robots, unless what? Unless we got robots.

SPEAKER_00 18:42

Uh well, actually, yeah, that's probably the next thing, right? Yeah, intelligent robots, yeah.

SPEAKER_02 18:47

Because then it's like, you know, we're like in Star Wars, and you got droids, and it's like get back to work, and it's like, you know, that's it.

SPEAKER_00 18:55

I don't think we're that far from it, brother. That's that's the scary part. So I think I think it will reduce some middle management. Really? So if you think about it, right? As a middle manager, I don't know how what the breakdown is. Like, what is you know, how much is it 50% of your time focused on leading people, and then 50% of your time managing tasks, report, and admin. I don't know what the breakdown is, right? So maybe even 60 leading people, 40 reports, admin, yada, yada. I don't know, I don't know what's fair, right? Whatever it is, sometimes it ebbs and flows, but whatever. So assume 40% of your time is just spent on admin work and reports. If you could improve that productivity, right, in in your reports, in your admin, because that's what AI really does, it improves that productivity. So now what used to take 40% of your time may take 20% of your time, right? And guess what? Corporate America is like, well, now you have all this extra free time, you could manage more people. And if you can manage more people, then you don't need as many middle managers. So if a middle manager was used to, you know, directly supervise, I don't know, six people, for example, then they're like, well, you could probably now take eight, right? And that naturally will reduce the number of middle managers. That's what I think. Now, the downside of that is that now there's a lot more responsibility on one particular manager, which is fine until that middle manager for some reason, whatever, quits, leaves, whatever happens, something happens to this middle manager, and now you have a larger hole or a void that you have to fill, which becomes very critical. You know, when you have a lot of when you have a lot of responsibility, say, like you have a uh uh a 400-pound person on a four-legged stool, right? No issues, distributed fine, and now you're trying to put 300 pounds on a three-legged stool. I think that's fine too, you know. Now it's just more people that the stool, each leg is is is carrying more weight, but you're gonna lose that that third leg. Guess what? I don't think you're gonna that stool's gonna stand up very well on on two feet, right? And that's where failure happens, I think, because like now you you just don't have enough redundancy in backup, so there's too many things on on one thing to go wrong.

SPEAKER_02 21:40

Yeah, I would agree with that. I think maybe there could be an attempt to reduce it, but I remember like, and you've been exposed to like warehouse manufacturing environments. To me, sometimes the footprint is too big, and so to say that a manager has to cover things that are spread out far, and you talk about like Most organizations are gonna want to be more presence on the floor, so to speak. So spread out and you're addressing an issue, then the others are not attended. Now they might say it's fine, you know, maybe it's okay. You did reduce that time, but if you have like a production line that has 12 people on it, then a few, you know, whoever now, another 12, then another 12, and you're making rounds and you're trying to talk to people, see what's going on. As soon as something happens and it draws your attention, there's a personnel issue. Those others are unattended. Now, what happens if something else happens there? Well, I can't, I'm dealing with this, or do I stop and go here, or do I need backup? So uh there might be an attempt, but to me, I don't know, it just may not may not work out. I think they'll try and maybe try to finagle it, and but I still think that people presence needs to be there.

SPEAKER_00 22:59

I think you're right in that scenario, right? Like, I think that's that that perfectly makes sense. Um, I'm thinking maybe office scenarios is where I was thinking more, you know, where it's like maybe you know, a whole team is sitting in a quarter of a building or something. So I think that's yeah, office environments you can definitely see that, yeah. But yeah, you're right. Like, I think warehouses, yeah. You I mean, eventually there's not gonna be a human on the on in the warehouses. That's where we're gonna get out, right? Yeah, um, so now you're not a middle manager, you're you're just the maintenance person, yeah. Maintenance, yeah. That's all it is.

SPEAKER_02 23:36

Yeah, someone making sure the uh droids are are doing what they need to do.

SPEAKER_01 23:42

It's crazy.

SPEAKER_02 23:43

So, what skills matter more in an AI-driven world? And I think one thing you said that that you lose is the critical thinking. I like I think that's what does matter is that you maintain that critical thinking.

SPEAKER_00 23:57

Yes. That's but it's hard if you don't practice it though, right? True, so that's the problem. But I think um it's critical skills will remain the the human interaction, right? Reading humans and interacting and and just being comfortable and being in front of somebody, like for example, I don't know why like young kids these days do not like the phone. I mean, I mean, I don't know if you ever try to call. Oh, you have a son. Did you ever try to call your son? That would they pick up? Probably not.

SPEAKER_02 24:35

His hit or miss.

SPEAKER_00 24:37

Yeah, like I had I used to work with you know young adults as employees, and they like it was like, what's this person doing calling me? I was like, Oh my god, they do not like phone calls, you know, they're all about text messaging and and emails. And I think I feel like we're gonna get eventually get to a point where everybody's gonna be behind a screen of some sort, and human interaction is is gonna drop even more, right? People are not gonna know what to do, like how to read facial expressions, how to tell if the per the other person is uncomfortable or comfortable or reading body language, you know, like that's stuff to be driven off of emojis.

SPEAKER_02 25:18

Yes.

SPEAKER_00 25:20

I you're not kidding.

SPEAKER_02 25:22

No, for real, that's the way it's gonna be.

SPEAKER_00 25:25

I mean, like, I don't know, like I hate it that I'm like 40 something years old and I'm still using emojis and my text messages because I feel like I feel like I need to convey a feeling because I've seen messages come across your own way, right? Yeah, like well, I don't want to seem like a jerk or I'm pissed, or let me put a smiley face, you know, that kind of stuff. So you're such an idiot.

SPEAKER_02 25:50

Smiley face, JK. Oh my goodness. All right, how do you challenge AI outputs? I mean, for me, we we talk about, I mean, I check it, like you have to check and and make sure that it's legit, even when people like taking it where people want to so you know gather facts. Like if I'm looking up something and I truly want it to be fact-driven, I'm like, please reference a credible source and share the source with me. If I'm going that deep, I'm not just gonna say, well, AI said, because if it's also if you're using chat or anything over and over again, I mean, it's knowing it's gonna start to recognize you and be able to understand you. So you don't want it to be kind of biased. So I'm like, look, I want to know this sorts, you know. You know, give me the uh the sources, credible sources that I can reference. Don't just tell me something.

SPEAKER_00 26:58

Um, that's true.

SPEAKER_02 27:00

It's just like people saying, Well, the internet said, Why would you say that? Don't don't say that out loud, you know. But so many people would be like, It's all over the internet. What the what does that mean? You could you can equally find where something that supports something or there's something that doesn't on the internet.

SPEAKER_00 27:17

Yeah, that's very true.

SPEAKER_02 27:18

It's all on which way the algorithms, what you keep looking at, so it's like it doesn't matter. So it's like, is this fact or not? Yeah, please give me fact, just don't blindly say. And I know some of our viewers out there, well, it's all over the internet, doesn't mean a thing. Please cite sources, look it up for yourself. So, again, challenge to the output.

SPEAKER_00 27:41

You ready for the answer? My answer, go it references back to your lazy comment. So, I actually ask a uh you know, with the AI, whatever AI system I'm using, um, to double check its answer so you could actually do that because like sometimes I feel like it's like that doesn't seem right. I was like, hey, chat GBT, double check your answer, and it's just like, oh, good thing you asked me. You're right, this is incorrect, you know.

unknown 28:12

I was like, what?

SPEAKER_00 28:14

And so that's that's that's my first attempt. That's a lazy way of doing it. I was like, something doesn't seem right about this, and I haven't double check its answers. A lot of times, you know, it's it will find something wrong. Um, so that's one way. Um, but I I think I challenge it in like emails. Um, I personally, because I use it a lot for emails, I just want to like quickly say something and make it sound professional. Uh oh, here's an example. Uh a can one of the candidates I interviewed uh for a job, you know, was very professional, came back, followed up with an email the next day. Hey, thank you for giving me an opportunity to interview for the job, yada yada yada. Um, and I was like, Chat GPT, you know, a candidate candidate wrote this email on response, you know, and asked me, like, hey, what kind of tone you want to take? I was like, I want to, you know, be a nice positive, you know, tone. And I looked at the result, I was like, oh my god, it's like this is way overboard. Like it almost made it sound like we're in cahoots, right? Like, like I know her like that. It's like, ah, girl, you got the job, don't worry about it, you know. I was like, tone it down. Like, this is way overboard. Um, so yeah, so that's that I thought that was funny recently. Um, yeah, I had to read it, make sure it's doesn't sound too too hopeful. Yeah. Um, and it sounds professional because when I say you know, warm response, it was just like a little too warm, you know. I'm like, I don't know this girl. I'm getting me in trouble now.

SPEAKER_02 29:52

Uh yeah, so I know I've used it like with power automate, and co-pilot is attached to auto uh power automate, and it's the automation's not working out, and I'll say, Hey, copilot, fix this, and it'll say, Okay, now it should work, and it doesn't work. Oh, yeah, it still doesn't work, and it says, Oh, okay, here, here you go. Now it should work. Hey, guess what? It still doesn't work. I know, and no matter what you do, it won't fix it. And it's like, okay, uh, somehow there's a flaw because you're not even kind of getting it.

SPEAKER_00 30:26

So I know I've been down that road, it's frustrating.

SPEAKER_02 30:30

Yeah, yeah. And I'm like, I thought you're supposed to know everything. Yeah, can AI replace leadership instincts?

SPEAKER_00 30:44

I think it can a lot of it though. I hate to say it, but I think it does, right?

SPEAKER_03 30:49

Really?

SPEAKER_00 30:50

Yeah, so think about it. What is leadership? What is what is any kind of instinct? To me, when I think about instinct, I think of like the ability to reference historic activity, right, or events, and then apply it to a current situation you're going through. So that's what I think instinct is. And as long as there's there's a parallel or similarities between the situation in the past and the current situation, I think that's instinct, right? You're like, oh, I've seen this happen before, this is very similar, so let's apply the same lessons learned. Um, which that's how you teach LLMs, right? You teach it historically, like you teach about like you know, one plus one equals two, you know, and so like of course it's gonna put similar situations together based on somebody else's experience, not necessarily yours, uh, maybe whatever it was written, or maybe uh on a on a podcast transcript or whatever. So I think it can to some degree.

SPEAKER_02 31:57

Okay, I'm gonna keep us, I'm gonna keep us honest. I'm gonna go buy the book. I just typed it in. Uh I had to Google it to see. Okay, so I'm gonna read it. Leadership instincts are the natural ability to make quick, informed decisions and guide others, often described as gut feelings based on accumulated experience, so that history you're talking about, pattern recognition, and emotional intelligence. Uh they enable leaders to act decisively and high pressure on certain situations. And it gives some leadership instinct examples, rapid decision making, hiring decisions, kind of getting a feel of someone's energy, crisis management, trusting a hunch to change a procedure, effective delegation, and then conflict resolution. So, based on those, do you think AI could do it?

SPEAKER_00 32:48

You referenced two out of three, right? Of stuff like the only thing that AI cannot do right now is emotional intelligence.

SPEAKER_02 32:57

But it and it might even, I mean, as far as reading, if it can listen, so I think if you give it an opportunity for AI, but again, it have to be developed where it could listen. I think it print it based on because it can gather all of that stuff, I think it probably, you're right. I think it probably I don't know if it can replace it, but I think you could be on par with doing it.

SPEAKER_00 33:26

It's crazy. I mean, it would have to, if it's if it has the ability to observe you for a long period of time, and I thought about this. The example between me and you, I think we've talked about this last time. About like when you get frustrated, what do you do? And what do I do when I get frustrated? Like I kind of you know get maybe a bit of a short fuse or snappy or whatever, and I think you are just the opposite of me, right? Um, so if it was trying to read, it would probably read my emotional outburst as frustration, but it would not be able just because I think my response is more common, yours is less common, you know, where you're like you stay your cool. I think a lot of people don't naturally, and so it would it would think that you are not stressed, but if you observe you long enough, I'm sure there's some subtle cues about your oh quietness that it can finally read, right? Yeah, and so me and you could be frustrated, I show it differently, and it you may say, Oh, Perry's not frustrated, he's good to go. Let's give him more work.

SPEAKER_02 34:44

Yeah, but imagine if you if it then it incorporates biometrics into it. Ah, yes, then it's gonna be like, Oh, I know something's wrong because you're oh yeah, something it'll be like, Hey, let me talk to you, because it'll it'll know.

SPEAKER_00 35:00

Oh, you're not lying. So aura ring, I don't know, you know, those those yeah, my son.

SPEAKER_02 35:05

We gave my son one. I don't know if he can use the damn thing.

SPEAKER_00 35:08

So it's like it goes and it could tell when you're stressed. Like, I don't know how it does it, right? But it does like I I have an aura ring, and it tells me when I was stressed, and then I think back, I was like, Oh yeah, like I was really pissed driving because somebody cut me off, you know, yeah, like it works, it's legit. And so if you have AI on your phone and it has access to that, like it knows when you're stressed.

SPEAKER_02 35:42

Yeah, like cut me to know that, yeah, and you couple that think about the um those meta glasses. Um, think about coupling reading your biometrics with actually seeing what you're seeing, and then tying two together, being like, Oh, I know that person cut you off earlier, you know.

SPEAKER_00 36:01

Yeah, you know, it would be good though. Like, I could have used that AI to tell me, you know, T, calm down. I see your I see your stress right now in the meeting because that meeting I was really pissed, and I really wish I had somebody to tell me, T, calm down. Like, don't stress that about that.

SPEAKER_02 36:20

Now you're bringing in like Jarvis from Iron Man talking your ear. I mean, I'm telling you, it's it's gonna it's gonna be there. Next thing you know, it's gonna be like T, I recognize that you're just take it easy, don't let you sweat, and then you're like, okay, and then they're like, Who are you talking to? Uh I'm just talking myself down, don't worry about it. Oh man, look at what this is the future.

SPEAKER_00 36:44

It really is. I mean, we're halfway there, right? The information is there, it just needs to be processed.

SPEAKER_02 36:51

All right, now it's it's gonna be a combination of the droids and Star Wars and the i robot. And next thing you know, you can't leave your house, and oh man. What was that? Uh the the organization of the terminator. I don't know. Yes, but then you got that.

SPEAKER_00 37:13

You're showing your age there, brother. Yeah.

SPEAKER_02 37:17

All right, what are ethical risks of AI and leadership? Ethical risks of AI and leadership.

SPEAKER_00 37:27

Um ethical. So it's like, well, determining what's like right and wrong.

SPEAKER_01 37:33

Yeah, I guess so.

SPEAKER_00 37:36

Um I guess it depends on how the the LLM was was trained, right? Yes, because ultimately, yeah, it depends on how it was trained. Like yeah, that's interesting. So it's not all culture.

SPEAKER_02 37:56

Yeah, and yeah, and I'm gonna I'm gonna jump into it. It says ethical risk, it says algorithmic bias, so discriminatory, discriminatory hiring and promotion, lack of transparency, black box decisions, data privacy breaches, diminished accountability for automated decisions. So as leaders must ensure aligns with fairness and legal standards to avoid reputational damage and legal liability. And I've heard about it for the hiring part, um, like screening applicants, because depending on how you build it, you could start omitting people off the bat and you know, and create some kind of discrimination just by the way that you're trying to get to identify a certain candidate.

SPEAKER_00 38:40

Yeah. Yeah, I could see it happening. I don't have a good example, but I could I could see some of that happening. Yeah. Yeah.

SPEAKER_02 38:49

How should leaders train teams on AI? And I know I personally have gone through this. We've done a lot of training internally where they've had like the better beta testings and you know, uh AI leads to learn it and at least learn a little bit about generative AI, learn about prompting. Very basic, but I think the more from my standpoint, the more that people can be aware of how to use it, how to prompt, you know. And I'm not, I'm okay with people using it to enhance a work product as long as they check it. But yeah, feel free. And even I've suggested to teammates that might say, How do you think I should phrase this email similarly to you? And I said, Well, put it in chat or whatever we're using and say, you know, see if we can help you out. That way you're not disrupting me, you keep it moving, everyone keeps going. You also learn.

SPEAKER_00 39:41

Yeah, that's interesting. Yeah, so I had somebody who's probably a little bit older than me ask me, Hey, how does this email sound? And like, I had you know, this person wanted me to read the email, and I read it and I provided feedback, but then I thought about it. I was like, this would have been like a great, you know, chat GPT question. Um, but I guess they're they still they're showing their age, you know, in a way. That's kind of interesting. I just thought about it.

SPEAKER_02 40:11

You're you make a bring up good point though, because sometimes I get asked questions and I'm like, why not just ask? Like Google it or just yeah search to try to gain insights, a little understanding versus how do you do this, or someone tell me this or that. It's like just look it up, but it's almost like it's not it's not like it's almost like we don't have these resources available. It's like why do you ask me?

SPEAKER_00 40:42

I'm just gonna get my Chat GPT app and put it on voice mode. Yeah, I'm just like like, yeah, exactly what you'd have asked me. You just say it into your phone, and yeah, it's just like why are you asking me?

SPEAKER_02 40:56

And I'm like, especially when it's something basic, just look it up for yourself. Like I think it goes back to being using it in general, I think it's a part of being resourceful, yeah, resourceful and adaptable because it is, you know, more and more people are using it, but plenty of people don't. And then some people just naturally aren't resourceful, so they're just gonna ask someone to help them versus let me figure it out myself, yeah. So why would they why would they lean on it? But yet outside of work, they probably lean on it for all kinds of BS, but not for some reason.

SPEAKER_00 41:33

Interesting, you know. Now I'm reflecting on on both our answers, and that's kind of sad because like we're we're missing out on the human interaction as well, though, as a result, you know. Like, I normally would not have like talked to this person if she didn't ask me to to review an email, and that's that's kind of sad, you know. That's that's kind of my point. We're you know, we're moving away from the human interaction part, and that's not good either.

SPEAKER_02 42:02

So I don't know, because I mean it seems like I still at work talk to people about all kinds of stuff all the time.

SPEAKER_00 42:09

But you you are social, you're extroverted, probably more than a lot of people. Um, so like, yeah, um, yeah, I think introverted, this is like heaven for introvert people, right? They don't have to talk to anybody for really like oh chat GPT.

SPEAKER_02 42:25

My wife used to tease me because once it came online, I was using it so much, she was like, Ask your best friend.

SPEAKER_01 42:30

I was like, let me see what Chad got to say about chat. Let's go talk, Chad.

SPEAKER_00 42:38

Oh man, like um, Chad's gonna be in the middleman between an argument between you and your wife eventually.

SPEAKER_02 42:44

Right, you know, I mean, you sometimes you ask Chad things, I mean it's called what if I be a therapist? So okay, I can see because like a lot of my aunt's answers to some things and my view on things are very traditional Gen X, if you will. A lot of stuff I'm just like, just let it go. Why does that matter? Move on. So classic. And if I put it in the chat, it'd be like, that's a very Gen X thing to say.

SPEAKER_00 43:19

Really?

SPEAKER_02 43:20

For real, yeah. Because it's like I can see, like, you know, I'm not into the whole uh or it took me a while, I guess, to get used to, you know, people say, Well, I need you to acknowledge my feelings. I'm like, what the you know, because I'm just like, um what what do you mean by that? Like I, you know, or those those kinds of things that they you know hear a lot now. And it's just like, what does that even mean? Why do I need to do that? That's a very genetic response to say why you need to do that. So then it's like you gotta adapt, you know, and but it can it'll tell you, like break it down. But for me, I'm always like, give me a source though.

SPEAKER_00 44:05

Well, that's kind of cool, though. It'll help you interact with the younger generation now, maybe.

SPEAKER_02 44:09

Yeah, it does. Yeah, and especially if you take the time to reflect again, yeah, being resourceful and adaptable to use it and reflect and say, Hey, help me out.

SPEAKER_00 44:21

That's pretty cool. I didn't know, like it would point out like that's a very gen X.

SPEAKER_02 44:27

Yeah, it did. It's very genetic.

SPEAKER_00 44:29

Interesting. Okay.

SPEAKER_02 44:31

So last question: what separates leaders from operators in AI use?

SPEAKER_00 44:41

I think leaders, when I think of leaders, I think people, influencing people, right? Um, operators are more action doers or more managing process, right? So I think it's it kind of separates them. Um I think AI definitely helps manage projects and manage process and manage things. Um I also see leaders on the other hand, like I don't know if AI could help you too much in like reading people, understanding people, being to influence the soft powers, you know, the soft powers of leadership, you know, influencing others. Um, you know, the other the other person could be superior, peer, or somebody that works for you, you know. Having that being able to influence the people to do something that don't they do not want to do is is crazy because like it's such a human skill. Um, I'm not sure AI could do it right now, but it probably will eventually. Um, but yeah, operators could use AI all day, every day, every task they have. Leaders, I don't know, it's it's it's not 100% there yet.

SPEAKER_02 46:06

Okay, I'm gonna I put it in, uh, looked at an AI overview from Google, and you hit on, so I'm gonna read this to us. The primary difference between leaders and operators in AI use lies in a shift from using AI as a tool for efficiency, which operators will do, to using AI as a strategy for growth and transformation. It says mindset growth versus efficiency. Operators view AI as a software to save cost or time on specific tasks. You just hit on it. Uh, leaders view AI as a teammate or growth engine prioritizing innovation and reconfiguring how business value is created. Yeah. So one is mindset. Number two, focus, systems redesign versus task automation. Operators use AI to augment existing processes. Leaders, approximately 55% of high performance, fundamentally rewire workflows and redesign operating model models rather than just applying AI to old methods. Okay strategy says top-down integration versus bottom-up adoption. Operators often adopt AI in an ad hoc isolated manner, creating pockets of automation. Leaders ensure AI strategy is owned at the C-suite level and integrated across departments.

SPEAKER_00 47:31

I like it. Yeah, yeah, that's true. That's a good point. Organizational leaders, bigger picture. I like the teammate reference. I think that makes sense to me.

SPEAKER_02 47:42

Yeah, that does. Yeah, because it's like, how do I take this to the next level? Which is really good. So it says operators, like it talks about governance, talent, scaling, but in talent, it says operators focus on becoming AI literate, where leaders possess AI fluency, focusing on orchestration, connecting technology, process, and human judgment, nurturing an agent boss, nurture an agent boss.

SPEAKER_00 48:15

Okay, not sure what that means. An agent boss. Yeah, so it's like an orchestrator of other agents. That would be an agent boss. Okay, makes sense.

SPEAKER_01 48:30

It's getting there. It's it's it's getting there.

SPEAKER_02 48:37

All right, man.

SPEAKER_00 48:39

Uh yeah, we just need to retire, bro.

SPEAKER_02 48:41

So what it would I mean, I'm gonna keep it going. I like learning new things, so I'm uh hopefully I'm gonna I'm gonna sign up for a generative AI class and then take this course. Um it's getting into actually building AI, like LLM and Python, and and so it's it's it's uh I remember taking a coding class, did not like it at all. So uh we'll see how this goes. Um, and see if it's not big, but you know, I'd rather be on that side of it where it's like okay, I'm the one in the background helping this thing along. Then it's like, all right, we don't need you anymore.

SPEAKER_00 49:18

Ah, I see. Yeah, that's interesting. Okay, hey, that's good. You're embracing it. A lot of people probably don't.

SPEAKER_02 49:26

Yeah, yeah.

SPEAKER_00 49:27

A lot of our peers probably don't.

SPEAKER_02 49:29

Oh, no, not at all. Get on the bandwagon, though. People get on the bandwagon, you'll be surprised at what you know, which you'll learn. Uh yeah, yeah, yeah. Especially fact checking. I think that's one of the key things. Uh, you know, if you know, people, there's all kinds of things on the internet, stories pop out, just fact check it. It's too easy to just be like, is this true? I just heard that. What is the source to that? Don't be blind out there. Go ahead and use it. It's your friend, don't worry. True. All right. Well, that's it then. Thanks for tuning in to Command Incorporate. If today's episode gave you value, do us a favor, share with a colleague or teammates who're ready to step into leadership. Don't forget to subscribe so you never miss an episode. Connect with us on YouTube, Spotify, Apple Podcast for more leadership insights and resources. And until next time, leave with clarity, leave with purpose, and always remember mission first, people always, and we will catch you next time.