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Executive Spotlight: What AI Means For The Future Of Work

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Artificial intelligence (AI) is intelligence (such as learning, reasoning, and inferring information) demonstrated by computers that mimics human intelligence. In the workplace, it can be used to perform cognitive abilities and tasks with reduced human error and cost. But this is just the tip of the iceberg of the transformative potential of artificial intelligence for the future of work.

We recently asked our leading executives what they think AI means for the future of work.

Here are their responses...

Ana Smith, Leadership Development & Learning Strategist

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In continuation of our exploration of artificial intelligence (AI) and its impact on the future of work, this aims to shed light on the potential drawbacks and challenges associated with the integration of AI in the workplace. While AI offers tremendous opportunities, it is essential to acknowledge and address the concerns that arise alongside its implementation. Let us delve into the cons of AI and foster a comprehensive understanding of its implications.

  1. Job Displacement and Transition: As AI technology advances, there is a legitimate concern regarding job displacement. Tasks and roles that can be automated may lead to workforce reduction or shifts in job requirements. Professionals in industries heavily affected by automation may need to navigate transitions and acquire new skills to adapt to changing job market demands. It is vital to implement effective reskilling and upskilling programs to support individuals in successfully transitioning to new roles.
  2. Ethical Considerations and Bias: AI systems rely on large amounts of data, and if this data carries inherent biases or reflects societal inequalities, it can perpetuate discriminatory outcomes. Algorithmic bias can impact hiring practices, decision-making processes, and access to opportunities. Ethical considerations surrounding AI, such as privacy concerns and data security, must be addressed to ensure fairness, transparency, and accountability in the workplace.
  3. Overreliance on AI and Lack of Human Judgment: While AI excels at processing vast amounts of data and making predictions, it may lack the ability to understand complex contexts and exercise human judgment. Overreliance on AI systems without human oversight can lead to errors, misinterpretations, or flawed decision-making. Maintaining a balance between AI automation and human expertise is crucial to mitigate risks and ensure the responsible use of AI technologies.
  4. Workforce Adaptability and Learning Curves: Implementing AI technologies often requires a learning curve and adaptation for the existing workforce. Not all employees may be technologically adept or comfortable with AI integration. Organizations must invest in comprehensive training programs and provide ongoing support to help employees navigate the changes effectively. Overcoming resistance to change and fostering a culture of continuous learning are essential for successful AI implementation.
  5. Job Satisfaction and Work-Life Balance: AI's ability to automate certain tasks may inadvertently increase workloads and expectations for employees. As AI takes over repetitive and mundane tasks, professionals may find themselves handling more complex responsibilities, potentially leading to increased stress levels and a compromise in work-life balance. Organizations must proactively address these concerns to ensure that AI implementation enhances employee well-being and job satisfaction.

While artificial intelligence presents remarkable opportunities for the future of work, it is crucial to recognize and address the associated challenges. By acknowledging the potential drawbacks of AI, such as job displacement, bias, ethical considerations, and workforce adaptability, organizations can proactively navigate these concerns. Striking a balance between AI integration and human judgment is key to harnessing AI's potential while safeguarding the well-being and success of the workforce.

Ana Smith helps people & organizations achieve their full talent potential by developing and co-creating people strategies and customized solutions, and turning them into impactful outcomes and collaborative relationships, using coaching as the "red thread.

Michael Willis, Sports Business Operations Executive

Man uses artificial intelligence (AI) technology at work

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I want to look at AI from the standpoint of leadership selling the concept to C-suite executives.

Selling Up:

1. Understanding C-Suites Destination

These executives are visionaries who look at things in the time and space of decades into the future. Their foundation is mission, vision, and purpose.

It would be best to build a narrative; be a good storyteller, a master at telling their story.

You must show them where they are now and where they want to go. The progress of everything in the middle will get their attention.

If Henry Ford had asked the public if he could help them with something to improve their lives, the day s response might have been we re good; all I need is a faster horse.

2. Articulate the Value

You might see the value in AI and all that it can bring to the sports world. But your task is to articulate what s important to them and concerned about every day.

Tell them something that they are not aware of.

You need to understand the observable group behavior of the culture of the C-suites. The essence of a person s culture is a group of behaviors that you can measure, see, and experience. So, the C-suite will have a culture associated with it.

And there are individual cultures that influence their behaviors and decisions. Still, then there s the group culture that affects the group and, therefore, the individual s decisions to have a unanimous decision to buy into what you re recommending.

So that s why it s essential to understand how and what areas their culture influences.

3. Trust

What is the C-suite modus operandi concerning trusting? For them to trust your pitch on AI, they must trust it and you.

Once you have articulated the three steps in the order that I have laid out from their perspective, from their lens, you re on your way.

Finally, you must evoke the right emotions. Emotions will have the final say. It s not the idea they re buying into—not the thing itself. It s the meaning behind it that s important to them.

Michael Willis has 18+ years of experience working with accounting & sports organizations and has managed P&Ls of $10M - $125M+ with budgets of $3M-$50M+. He worked for the NFL for 22 1/2 years, mainly with the game officials working on the financial/accounting side of the business.

Lisa Perry, Global Marketing Executive

Artificial intelligence (AI) technology concept

Image from Bigstock

As a brand marketer, I cannot ignore the profound impact that rapid advancements in artificial intelligence (AI) have had on various industries, and my industry is certainly no exception. AI technology is revolutionizing how companies engage with their audiences, streamlining processes and making data-driven decisions. Here are four ways AI is changing the future of work in brand marketing and how businesses can leverage this transformative technology to gain a competitive edge:

Automating Routine & Repetitive Tasks

AI technology offers the potential to automate routine and repetitive tasks, freeing up valuable time for brand marketers to focus on strategic initiatives. Chatbots, for example, can handle customer inquiries, providing instant responses, personalized recommendations, and support around the clock, enhancing customer satisfaction and allowing marketers to allocate their time and energy towards creative endeavors and relationship-building efforts. Additionally, AI-powered tools can automate social media posting, content generation, and campaign optimization, increasing efficiency and productivity.

Enhanced Data Analytics & Consumer Insights

One of the most significant advantages of AI for brand marketers is its ability to process vast amounts of data and unlock valuable consumer insights. AI-powered analytics tools can analyze consumer behavior, preferences, and patterns, enabling marketers to create more targeted and personalized campaigns. By leveraging AI algorithms, marketers can segment their audience more effectively, tailor content, and optimize marketing strategies based on real-time feedback, resulting in higher engagement and conversion rates.

Predictive Analytics & Forecasting

AI s analytical capabilities enable brand marketers to predict future trends and make data-driven decisions more accurately. By leveraging machine learning algorithms, marketers can analyze historical data to forecast market demands and consumer behavior and identify emerging opportunities. This empowers them to anticipate shifts in the market, refine marketing strategies, and optimize resource allocation. With AI-driven predictive analytics, brand marketers can stay ahead of the competition and adapt proactively to changing market dynamics.

Hyper-Personalization

AI empowers brand marketers to deliver hyper-personalized experiences to consumers. By leveraging AI algorithms and machine learning, marketers can analyze user data to understand individual preferences, purchase history, and behavior patterns. With this knowledge, brands can create highly targeted marketing campaigns, personalized product recommendations, and tailored messaging that resonates with each customer on a deeper level. This level of personalization fosters stronger customer relationships, boosts customer loyalty, and ultimately drives revenue growth.

Artificial intelligence is transforming the future of work in brand marketing, offering many opportunities to increase efficiency, improve customer engagement, and drive business growth.

Lisa Perry helps companies build leadership brands, driving loyal customers & delivering profitability. She does this through a process that builds brands consumers love. Her goal is to help companies develop, monetize, and grow their brands.

What do you think AI means for the future of work? Join the conversation inside Work It Daily's Executive Program.

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Common Grammar Rules For Resumes
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The simple purpose of the resume is to get you noticed and have employers contact you for an interview. To achieve this, resumes will typically break some common grammar rules.

For example, all sentences are written like headlines without pronouns. Employers won’t be asking whose resume it is when your name is already on it, front and center. It is, therefore, unnecessary to include pronouns like “I” or “my” anywhere on your resume.

Resumes need to read like quick, bite-sized bits of information. Adding pronouns can make the information difficult to digest because there is unnecessary clutter around the facts the hiring manager wants to know. For instance, a resume including pronouns would read something like this:

I launched the product to a new international market. My efforts resulted in the company’s sales revenue doubling within 2 years.

A more effective approach would read:

Launched product to new international market, doubling company’s sales revenue within 2 years.

See how the latter version says the same thing but gets to the point quicker? Also, notice how we did not spell out “two” because numbers draw the eye to your sentence.

Here are some common grammar rules around resume writing:

6 Common Grammar Rules To Follow In Your Resume

1. Forget about “I.”

There is no need to use “I” anywhere in your resume. For bullet points, just start with an action verb like “Delivered,” “Achieved,” “Produced,” etc. Follow these action verbs with quantifiable accomplishments and you’ll stand out to recruiters and hiring managers.

2. Keep your sentences in the first person.

Hiring managers will cringe if they see that your resume is written in the third person. It’s even worse if you switch up points of view halfway through your resume. “Excel in developing comprehensive financial models,” is correct (first person) whereas “Excels in developing comprehensive financial models,” is not correct (third person). For all non-current positions, you can use the past tense so you won’t have to worry about using the wrong point of view.

3. Keep sentences short.

Fragments are encouraged. Long, descriptive sentences and bulky paragraphs are not going to impress recruiters and hiring managers. Why make it harder for them to figure out what kind of value you provide?

4. Use bullet points for achievements so they are noticed.

Break down information into easily digestible bits. Big blocks of text will likely get skimmed or overlooked entirely. Short bullet points where you quantify your work experience (using numbers) will definitely get you noticed by all the right people.

5. Take out fluff.

All you need is simple language. Do not use flowery phrases that would not come up in normal conversation. Any kind of resume fluff will hurt your chances of getting a call from an employer. Hiring managers will see right through it. When it comes to your resume, less is more.

6. Show the most important achievement first, starting with the quantifiable accomplishment.

For example, “Reduced costs 40% by bringing services in house.” It’s all about grabbing and keeping attention. If you can grab and keep a hiring manager’s attention while they’re reviewing your resume, you’ve already gotten much farther in the hiring process than most of the other job candidates.

Remember that employers generally scan your resume for eight seconds to do the preliminary screening that puts you in the yes, no, or maybe pile, so follow the rules above for the best results!

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3 Tips For Overcoming Your Biggest Job Search FEARS
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3 Tips For Overcoming Your Biggest Job Search FEARS

Are you terrified associated with screwing up a job interview? Does the believed of writing an appliance cover notice horrify you? Have you been frightened to network with other people? What do you actually say, anyway? If if you’re struggling to overcome your own job search fears, this specific live event is with regard to you.

All of us get it. Trying to find function can be scary, particularly when you’ve been at this for a long period and haven’t gotten any kind of results.

Knowing which fears are having in how and how to be able to overcome them could make almost all the difference. Sometimes an individual might not know about which usually obstacle is getting in the form of your goals. If anyone want to overcome these types of fears once and regarding all, we invite people to join us!

In this coaching, you’ll figure out how to:

  • Use strategies for handling your current job search fears
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  • Face the fears and move ahead

Join our TOP DOG, J. T. O’Donnell, in addition to Director of Training Advancement & Coaching, Christina Burgio, for this live occasion on Wednesday, October fifth at 12 pm AINSI QUE.

CAN’T ATTEND RESIDE? That’s alright. You’ll have access for you to it and the workbook after the session!

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4 Tips To Change Management You Might Not Know
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4 Tips To Change Management You Might Not Know

The world has changed considerably since the start of the COVID-19 pandemic. We’ve been going through so many changes, on various levels. Still, change is hard for so many reasons and people respond to it quite differently. The change management tips to know are about people, technology, self-awareness, and sustainability.

1. People

Coworkers meet about a project

​For enterprise-level systems or technology change projects, there are so many moving parts. Companies could forget to engage their most valuable resources, the people who will be impacted by the change. In that case, there’s confusion about why the change is valuable and how the change affects the day-to-day work.

When change is communicated properly and messaged in a clear way, it can be empowering. The stakeholders understand the purpose of the change and directly how it will influence them. This could be managed by conducting a stakeholder impact and analysis, creating a stakeholder engagement committee, and nominating change champions throughout the company.

2. Technology

technology, laptop

Naturally, technology is continually changing, and change is still hard for most people. Although the business knows some changes (such as year-end upgrades) are required, it will still make some groups anxious and put them on edge. Having a strong change management process is critical to ensure the change is successful.

Identify the change details such as the purpose, impact, timing, etc. Communicate this information to make sure the business has a clear understanding. Then get the key stakeholders to approve the change. Once the change has been implemented, you want to review to make sure the desired results were achieved. Make sure you report the results (successes) to the organization. With each successful change, it will make the organization more comfortable with the next change.

3. Self-Awareness

self-awareness concept

Experiencing change, it’s not just for everyone else. Many times, you will experience change, as well as manage it. And it’s not as easy as we preach. We all have our own things that we hold on to and it’s somewhat surprising when you find yourself in the resistance category. Not only is it surprising, but it’s also difficult to recognize in ourselves.

Are you avoiding attendance to a training session? Are you leaving out pertinent information to messages? Or—my favorite—are you having trouble making definitive decisions related to the change? These are only a few signs of change resistance but taking a few moments to reflect on our own behavior will alert us to any of our own resistance and then we can take steps to figure out what we need to move forward.

Many times, resistance is centered around losing control of something we have invested in emotionally. Recognizing this fear helps us deal with our emotions constructively, find ways to honor our investment, and then enter into a new change mindset that is open to new emotional investments.

4. Sustainability

change concept

Building on the change—the change work isn’t done when everyone celebrates the “go live” day. To get the full value of the investment and have the change stick, an organization must plan and execute for ongoing commitment, consistency, and keeping value creation in focus. Among companies that report successful completion of change initiatives, most will report 1-2 years later that the success wasn’t sustained, or it looks measurably different from what was first celebrated. Why is that? If people don’t see and experience the promised value of changes, they have no reason not to go back to what they were familiar with before. If the new way isn’t line of sight, relatable, and delivers consistently better results for ALL the stakeholders involved, then disappointment will lead to confusion, followed quickly by abandonment.

Yet it doesn’t have to happen this way. Understanding that change is a process, not an event, and putting into place “scaffolding” that supports the right conditions for the change to take hold and visibly produce value makes all the difference. Every change project is an opportunity to build the capacity for adaptability and responsiveness within an organization because there will be more changes to come in the future. Organization leaders and project sponsors who make clear the importance of the change and remain present not just for accountability but also for engaging in sense-making conversations create confidence that the change is driven by a ”why” and not just a “what.” When people connect these dots together, they see a way to collaborate and win as a team, and who doesn’t enjoy winning?