TAKEAWAY Preserve Executive Trust by Protecting Your Judgement with Dora Boussias

Well, I think you mentioned it just now, Juan, which is that you really illustrated that, hey, to the question, how do leaders preserve an executive trust and credibility? This equation, right, which is expertise plus track record plus judgment.

And I like that you said that in this age, despite how much we're leaning on workflows and to answer our questions and even to start automating whole parts of our business, that that equation hasn't gone away.

Right.

But maybe some things are shifting and it's important for us to understand how those shifts are happening if we're going to achieve trust and credibility.

So the track record piece and the expertise part might be a little weighted lower now, because those things are a little bit more commodity, the sort of the expertise and the execution and the intelligence, the judgment, the weight is increasing, right? Because now it's so easy to take answers for granted.

And that is now becoming the fundamental problem that we're all having to solve.

So, you know, I think what's useful is that we kind of double clicked into some of these different areas like expertise, track record, judgment.

And one thing just before we kind of go into some of those details that you mentioned that I think is important is that we're not giving enough space.

for leaders to really protect their judgment, right? In this age where things are just moving so quickly, there's so much pressure to just move with incredible velocity and incredible automation and accountability.

Who was the leader who approved this is something that we all have to stand behind and we're still some ways away from sort of robotic accountability, right? That human accountability is both necessary and valuable.

And one thought that I had is that, you know, throughout this conversation, it feels like the bottleneck for organizations is shifting.

For a while now, I think the bottleneck has actually been kind of intelligence and velocity, right? Like we need more knowledge of our market, of our customers, whatever it might be, right? And we need more people or more robots in the factory that can do the things.

Well, now velocity, intelligence, and intelligence are abundant.

In that world, what matters? Judgment and why? What's actually valuable? I find that fascinating.

We dove into expertise.

We need to recognize the change that's happening and be careful of making assumptions too easily.

Really understand the risks of where this information came from, but it is valuable that we have this at our fingertips now.

And you mentioned this idea of decision fog, which is that we're under the gun, we're getting a lot of info.

We need to really be careful about like, what are we measuring? What are we optimizing for? And who has ownership around this so that we have that that true accountability? Juan, I'll pass it to you for the other two aspects.

Yeah, so we talked about the track record, and it's not fully yours right now because AI is there and it's making decisions, right? The track record is now accountable for also what AI does.

So the track record for us humans is changing right now, right? Did anything go wrong? What was a follow through on the feedback, right? We actually, I love how we brought up that example of Ford, how they had to bring back their gray beard engineers, which by the way, it should just be their gray hair engineers because not all engineers have beards.

i'm actually surprised that title went through

but anyways

um i'll

send you the link no i already i found it i gotta go read it you found it okay yeah