Jack GottliebGuest
Nichol BradfordHost
Jack, what must leadership development and our AI plus HI powered coaching become? if we want organizations and our people to not only keep up with change, but to thrive?

I think what's most important is AI first, to me, is the base point of this discussion, right, to get to HI.

But that opens up to me just three fundamental cornerstones that then set the direction for this.

And what that really, at the end of the day, means is, do we have context? As employees, as leaders, when we talk about leadership and coaching to the markets our companies are in, and what does that mean in terms of how we need to lead and run our organization? The customers that we serve or haven't served yet, what are their known, emerging, unknown needs? How does that influence how we need to lead and coach AIHI? The organization itself, what are we evolving into? What are we growing into? What are we expanding into? What do we not want to? How does that influence it? And then our people.

How many of you as HR leaders truly understand what drives your people inside and outside of work and how that aligns to the organization against our customers in our market? That context, and most of them said, we don't really understand what drives them how it aligns.

So no matter how much coaching, leadership tools, all bells and whistles, all fantastic and it's exciting, If we don't have the right focus and context, all we're doing is developing people to have greater skills but not greater capability to have value.

So at the end of the day, if I am a big gym guy, and I can even say I love concerts.

If I only go to the gym once a week, We have to think about this as a cadence versus like, oh, it's AI.

What are the tools? What are the resources? How do we sequence this? We have to download this entire thing now.

Jack, what must leadership development and our AI plus HI powered coaching become? if we want organizations and our people to not only keep up with change, but to thrive?

I think what's most important is AI first, to me, is the base point of this discussion, right, to get to HI.

But that opens up to me just three fundamental cornerstones that then set the direction for this.

And what that really, at the end of the day, means is, do we have context? As employees, as leaders, when we talk about leadership and coaching to the markets our companies are in, and what does that mean in terms of how we need to lead and run our organization? The customers that we serve or haven't served yet, what are their known, emerging, unknown needs? How does that influence how we need to lead and coach AIHI? The organization itself, what are we evolving into? What are we growing into? What are we expanding into? What do we not want to? How does that influence it? And then our people.

How many of you as HR leaders truly understand what drives your people inside and outside of work and how that aligns to the organization against our customers in our market? That context, and most of them said, we don't really understand what drives them how it aligns.

So no matter how much coaching, leadership tools, all bells and whistles, all fantastic and it's exciting, If we don't have the right focus and context, all we're doing is developing people to have greater skills but not greater capability to have value.

So at the end of the day, if I am a big gym guy, and I can even say I love concerts.

If I only go to the gym once a week, We have to think about this as a cadence versus like, oh, it's AI.

What are the tools? What are the resources? How do we sequence this? We have to download this entire thing now.
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