AI – Approach with Caution

AI adoption is happening with or without the acknowledgment or approval of company leadership. According to a recent Microsoft report, “Use of generative AI has nearly doubled in the last six months, with 75% of global knowledge workers using it.” The same report states that “78% of AI users are bringing their own AI tools to work (BYOAI).” AI consultants can help leaders and their teams embrace these changes with confidence, educating businesses on the capabilities, vulnerabilities and implementation of AI tools.

As we rely more on AI, it’s essential to remember that these tools can sometimes provide incorrect information. Adopting a “trust but verify” approach is a great way to start using AI responsibly. By gradually introducing AI to more complex tasks, businesses can make the most of these powerful tools while minimizing risks.

As an AI consultant, I suggest good place to start implementing AI is using it for simple, low-risk tasks like creating meeting notes. For example, Fathom.ai can record and summarize meetings, allowing leaders to review and ensure nothing important is missed.

Balance AI’s Benefits with Potential Downsides

Remember the story from June 2023 where a lawyer used fake cases generated by ChatGPT in a lawsuit against Avianca Airlines? It’s a perfect example of why we shouldn’t rely on AI without double-checking its work.

Today’s AI models, known as large language models (LLMs), learn from vast amounts of text from the Internet and books. They don’t remember exact words but instead learn patterns, allowing them to predict the best word choices based on the prompts they receive. Essentially, they’re like very advanced auto-complete systems.

That’s why many of us recommend treating ChatGPT like a recent college grad. Give it context and guidance, but remember it still has a lot to learn. Users must always review its output carefully so they can confidently put their name on the work.

Train Employees in AI Skills without Causing Alienation or Excessive Pressure

This isn’t a zero-sum game, and reminding employees that their jobs are not the sum of their tasks is important. AI is a general technology; it will continue to permeate areas of our lives that we have yet to envision, but we have agency over how this will impact our lives if we take an active role in testing and applying the AI that is available now to the jobs they have today.

Leaders have an opportunity now to take an open role in facilitating and rewarding employees for sharing how they use AI across the organization. Taking on initiatives such as creating an AI innovation team with members from different levels of the organization can make a big difference. By encouraging and even offering financial rewards for sharing AI tips and training, leaders can decentralize AI learning. This way, everyone can learn faster and work more efficiently.

Empowering employees to become experts in using AI tools for their roles and rewarding them for their efforts not only helps a company grow but also ensures that employees feel valued and integral to the company’s progress.

Retain Top Talent in Today’s Evolving Concept of Work

The organizational chart was created in 1854 by Daniel McCallum of the New York and Erie Railroad. The technological limitations of the day necessitated hierarchical structures for communication and organizational management. This limitation no longer exists. These days, employees want more trust and autonomy in their jobs, and that’s a great thing. It means leaders can focus on building strong, talented teams and letting them make decisions quickly and effectively. Those who find it hard to trust their team with important decisions might benefit from reviewing the overall talent density in their organization.

As Reed Hastings, co-founder of Netflix, aptly states, “The best managers figure out how to get great outcomes by setting the appropriate context, rather than by trying to control their people.” Companies prioritizing employee well-being and autonomy are better positioned to attract and retain top talent, fostering a more innovative and resilient workforce.

Drew Cesario is an accomplished business consultant with experience in spearheading sales and marketing teams, championing a startup toward a triumphant exit, and now implementing strategic initiatives to drive revenue growth as a fractional chief revenue officer at Eco Six Pack Rings. With a passion for sustainable and eco-conscious CPG enterprises, his focus is helping leaders declutter strategies and elevate their businesses through adept revenue operations and intricate marketing systems.

Cesario’s recent projects include exploring offshoring and pioneering AI applications to boost productivity and reduce costs — focusing on how these strategies intersect with improved talent retention.

His passion for the outdoors and conservation led him to create Botanical Grp, a leader in sustainable CPG consulting offering revenue paths without compromising our planet.