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Dawn Ely, and I'm the Director of Enterprise Services for Cirrus.

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That encompasses executive strategy, workforce, operational excellence, and supply chain.

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All those areas fall within my purview.

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And it's my delight to introduce Dave Mahusky, who is going to introduce our speaker for the

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this afternoon.

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Good afternoon, everybody.

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I'm Dave Mahusky with Precision X System, co-founder of that.

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And so we're the proud premier sponsor of today's event for the 2026 AI Summit.

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And so with that, I'll be introducing our next speaker.

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And that is Dr.

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Selena Pierman.

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She's an organizational psychologist and a leading voice on navigating uncertainty in the workplace.

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Through her work with organizations across Iowa and beyond, she helps leaders manage disruption, rapid change, and evolving workforce expectations with clarity and confidence.

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Dr.

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Pyramin is a two-time TEDx speaker and the author of four books focusing on the intersection of change management, organizational well-being, and future-focused leadership.

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Her work is especially relevant as organizations adapt to the growing impact of artificial intelligence.

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In today's session, Ready or Not, Change and Adaptation to AI in the Future Organization, she will focus on the human side of AI adoption, offering practical strategies to reduce resistance, build trust, and lead teams through uncertainty with intention.

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So on behalf of Cirrus,

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the Precision X System.

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Please join me in welcoming Dr.

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Celina Pearman.

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Thank you.

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So my favorite opening line is, this is what happens when you invite the psychologist to the AI summit.

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So I'm available for discussions afterwards and the rest of the afternoon.

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This is, if you Google Selena and Iowa, not like university because I recognize I'm at ISU, but you can find me as just a follow-up conversation from today.

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So let me share with you a couple of things about how you got me as part of this track and the goal.

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Number one is you've had a full day, right?

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We've all taken in so much today that hopefully you've got some nuggets and some notes.

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Part of my job this afternoon is when a nap sounds really good.

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I have been asked to shake it up a little bit this afternoon.

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So just know that's my job as a disruptor, okay?

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But also whether you've mixed tracks, right?

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to pick up different things today, or you've been in this leadership and workforce track all day as part of these breakout sessions, it's what you do with it next, right, where the value really comes in today.

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So if you came with a team, a couple of people or a whole lot of people, my hope is that you're setting up follow-up conversations.

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And if you came alone, there are other people and I'll adopt you.

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Like let's have a follow-up conversation in a couple of weeks from now of what you do with this, right?

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Because the ideas are floating and meanwhile, people are calling and texting and emailing you and there's other things you're not doing because you've been here all day.

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And I use that very specifically, not as just a way to bring us to where we are right now, but to take on this conversation around change readiness

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and dealing with the resistance.

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So my focus for these 40-ish minutes are on the resistance piece.

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And I want us to think about the fact of why that happens and your role in creating the conditions to help move people through it.

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And I want to do that in a couple of different ways.

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And starting with the idea that has been one of the foundations for my work around change is going to happen, being change ready is a choice.

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And so as we think about these next steps in all of our teams, we know that teams need to drive the rest of the work.

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And that's one of my favorite parts of AI summits like this is that we work on the tech, we work on what do we need to be ready for with the tools.

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But the foundation piece is that humans are still doing the work, which we have established today, though, the work's just going to look different.

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And I want to put some framework around that.

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Anything I share with you today is yours.

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Like if there's something, you can take pictures of it, you can ping me later on LinkedIn or e-mail, you'll have my website, like anything or other resources.

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If I can be helpful for you, please just reach out as part of our partnership with today.

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When I think about what's coming up, right?

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We think about where we're going with all this people stuff.

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We know that we have the learning of technology, but in a very simple A versus B, what is the bigger challenge right now?

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Learning the technology or actually helping people adjust to it.

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Now, the most common answer I get is, and I want both, right?

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Both are challenging.

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But what we also understand is AI adoption is not just a technology rollout.

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What you come to see today and the work you've been doing before today, and coming up, it's a change process.

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And even though I suspect many of us have had conversations about change management processes, right, change is emotional before it's technical.

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And so a lot of times we introduce whatever that next tool is, or this is the new work process, or this is the new flow.

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But my bottom line to the leadership piece of this is leaders today are going to have to be clear on where they're going, but flexible in how they get there.

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Leaders today are going to have to make and remake organizations.

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So when I think about leaders being clear in where they're going, but flexible in how they get there, when I think about leaders at all levels, people leaders, technical leaders, project leaders, expertise leaders, we're going to have to make and remake organizations.

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Then it comes back to change is the event.

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You've identified already today a whole series of things like, oh, that would be a change, that would be different than it is now.

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And I love just to remind us from a fundamental standpoint, change is the event.

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Something is different than it was before.

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Change management is the process.

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And in very simple ways, we do it like this, effective Monday.

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That's the change.

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Effective July 1, that's the change, right?

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It's

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Tuesday, Wednesday, three weeks from now and six months from now, that's the challenge.

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So as you think about resistance, I want you to also consider when we announce a change, we're implementing this tool.

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You now have access to this new technology.

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That's the event.

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It's Tuesday, Wednesday, three weeks from now and six months from now that we've got to walk alongside people because we know that is not necessarily a smooth journey, right?

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That some people we know in adoption of, some people run with it.

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You wish you could clone them because they just go.

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There are some people in the middle.

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It takes us a little longer, but eventually we get there.

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Not this group, right?

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But there's that other group, right?

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That right now may be going, nope, don't want to can't make me.

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If you brought them with the conference today and they're sitting next to you, don't look at them right now.

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But, okay.

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But what's interesting to me, since when you look at all the changes we've endured as humans anyways, and while we have some additional factors right now, my job as a leader is to meet people where they're at and bring them with us.

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And that's a process.

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Now, I also have to acknowledge that sometimes people go, nope, I don't have another one in me.

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And that can happen across the age span and the career span, by the way, right?

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And so when they go, nope, don't have another one in me, sometimes that resistance is a point of, I don't know how to do this.

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The number one thing I hear from people in conversations is,

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I just don't wanna look stupid.

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I don't wanna look dumb.

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I don't wanna look like I don't know what I'm doing.

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So I'm just not going to.

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And there are a group of people in this population who go, I don't have another one in me.

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And I'm like, Seriously, out of all the things we've been through together, this is the one you choose to check out on?

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Like I could have named 10 other ones that were way worse, right?

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But for whatever reason, we all have a checkpoint where we're like, Nope.

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So I think about resistance as signals.

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And I want us to get curious about the signals.

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I want us to think about what is that about?

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When you see some pushback, when people are questioning or go quiet, I'm always looking for changes of pattern and behavior.

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So if someone's pretty talkative and they go quiet,

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there's your sign, right?

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If they're pretty quiet and all of a sudden they start making snarky comments, there's your sign, right?

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There are many different signals that we need to pay attention to, say, help me understand.

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What are you thinking about?

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What worries you?

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How can I help?

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We'll figure this out together.

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Like there's all sorts of questions we can add from a place of curiosity to say, I'd like to help.

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We don't have that answer yet.

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And yet, I'm pretty sure we can figure it out.

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So I want you to consider for a moment where you're seeing resistance show up.

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And I do have this set up.

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Part of my job, remember, as a disruptor this afternoon is to get you thinking and talking a little differently.

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So I'm actually going to put this to a live poll and we're going to, oh, did it stay?

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Nope, that's somebody else's.

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See, technology right there.

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I had prepped this.

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You saw that.

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Mike, where'd it go?

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Not there.

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Oh, we lost.

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Okay, so we're one more shot.

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There's so many things open.

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I'm looking for the web browser where.

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Which one do you want?

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No longer there.

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That's okay.

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So here's what I want to do.

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Let's go back to just my presentation there.

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Okay.

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Sorry about that.

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We pulled that up and it disappeared on us.

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So here's what I want you to think about.

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The question is, where are you seeing resistance show up now?

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So think about wherever you are on your journey, whether you're a two-person place or a 20,000-person place, but what are some of those signals you might be seeing?

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So we're at the point of the day where you can talk to your neighbor.

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So share this out with someone next to you.

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Like, where are you seeing resistance show up now?

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Just for 60 seconds, changing up the pace, talk it out for a minute, and then we'll bring it back.

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Go ahead.

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Awkward eye contact for just a moment.

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I promise it'll be okay.

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Thank you.

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It's like.

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So.

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30 more seconds and we're going to bring it back around.

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Finish up the one you're working on.

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Begin to wrap up that conversation.

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And as I love to point out, that's just kind of like unofficial group therapy right there, right?

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Mental health is really important.

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There are other options.

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However, for us and

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for some 2.30 humor, right?

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It's just nice to hear it go, oh, yes, too, right?

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Or the fact that maybe we don't have a lot of it right now, so I want it on my radar screen to know that if it pops up, I'm not going to be surprised by it, right?

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Because one of the things we know also about behavior change over time is I can be okay one day and the next day go, nope.

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right?

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And so it's never, right, it's never even keeled along the way.

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Like 2 steps forward, one step back, three steps forward, we're just not going for 14 steps backwards, right?

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But let's add a second layer to that.

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What are you doing to address the resistance?

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So just consider that for a moment.

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And what are some of those things you're starting to do or could do

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Because you're dealing with other changes too, like, right?

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That's not, but what are some things we could layer in sooner, not later, to help people be more ready?

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That's a different kind of question, right?

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Because we can come up with that whole other list all day long, right?

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Behaviors that we're seeing pop up.

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But now, what could we do a little bit ahead?

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Just too intentionally, and that's one of the interesting parts,

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When we think about how adults learn on the job at work, for years in adult design of training and education for development, we've talked 20-minute chunks.

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Deliver something, reinforce it with an activity, debrief it, 20-minute chunks.

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You bring me in a room for 8 hours, it's built in 20-minute chunks.

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However, attention spans are not getting longer, correct?

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right?

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So we've seen that 20 minutes went down, or that 20 minutes went down to a four minute microlearning approach a few years back.

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Kind of think YouTube style of learning.

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I said that recently to an excavating company, group of foreman, and they said, yes, that's how we learn how to build bridges.

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And I said, no, right?

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Don't tell me that.

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However, when TikTok launches TikTok Learn in 60 seconds or less,

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Right now, it also is reflective of not only short attention spans.

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And while I'm not subscribing to all of that yet, here's what I like about the lesson for us.

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In a psychology of calendars, online calendars, everything is an hour.

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And sometimes our best layers to build, right, adaptability,

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and build strength for the change ahead is in 60-second increments.

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It's how I open up a staff meeting.

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It's an e-mail I send with an educational piece that sometimes our best reinforcements just take a couple of moments, but we have to be intentional about them to layer in that or they just don't get done, right?

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And you don't need a whole training department to do that.

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You need the intention of people in the right spots who have the audience or have the connection to be able to fuel that, right?

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Because when we think about change that is evolutionary and revolutionary all at the same time, right, we're going to have to be even more intentional about layering that in.

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So I invite you just to think about that question a little bit more.

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Let me take you through a few other steps for our time.

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And then we'll bring that back around to what are some next steps as you leave from here to your next session and our networking and our wrap up for the day and what that looks like.

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So there's a couple of things that I notice in terms of resistance.

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And when we look at it, people resist change in general because it threatens stability.

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It threatens what I know.

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And we've done change before, right?

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However, the patterns that we're watching for, uncertainty, I don't know, what happens in my role, it's going to look different than what I've done.

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And when things are uncertain, we're looking for clarity.

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And when we don't have it, right, then we've got to figure out.

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And so I use the word anchors.

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Because even during times of change, there are things in your organization that are not changing.

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The methodology, the way you do the work may be changing.

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But even during times of change, there are things that have not changed.

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Those are anchor points.

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That's your mission.

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That's your purpose.

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That's your value set.

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That's who you serve.

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00:19:21,029 --> 00:19:24,069
And it's a good thing Vinyl's back in because I can use this phrase again.

217
00:19:24,069 --> 00:19:25,429
You're going to sound like a broken record.

218
00:19:26,949 --> 00:19:35,509
because you need to stay on point with, yes, that is, yes, that is the third tool in the last two weeks, right?

219
00:19:35,509 --> 00:19:41,029
Yes, that is, and yet, we're still taking care of customers.

220
00:19:41,269 --> 00:19:44,709
We're still delivering product on time with excellence.

221
00:19:44,949 --> 00:19:47,309
We're still serving who we've committed to serve.

222
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So I look at that around uncertainty.

223
00:19:50,469 --> 00:19:53,349
I also think about it in this loss of competence.

224
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I used to be an expert, and now I'm a learner all over again.

225
00:19:58,589 --> 00:20:00,789
And there are a couple of patterns I see with that.

226
00:20:02,789 --> 00:20:05,669
Has anyone noticed learning takes energy?

227
00:20:06,869 --> 00:20:10,709
And we've already concluded we probably all need a nap this afternoon.

228
00:20:11,509 --> 00:20:17,189
And that's one of the most common things I hear from employees who already say I'm on overload.

229
00:20:17,509 --> 00:20:23,829
Now I have all this other stuff, and learning something new is clunky, right?

230
00:20:23,829 --> 00:20:30,869
It takes us time to learn something new, and I don't want to take time to do it because they get a lot of stuff to do.

231
00:20:31,509 --> 00:20:35,749
So I want us to think about when I've been really good at something,

232
00:20:36,549 --> 00:20:39,429
And now you change me to something else, right?

233
00:20:39,549 --> 00:20:43,829
Whatever that function is, that role is, a new tool, learning is clunky.

234
00:20:44,429 --> 00:20:51,269
And we know there's always going to be a drop in performance before we come back up and get back to efficiencies.

235
00:20:52,069 --> 00:20:57,749
And people who are especially attached to their expertise,

236
00:20:58,869 --> 00:21:09,109
Now, for some years, we've had what I call Lego hoarders, the people who contained all their stuff right here and only doled it out when they felt they had to, right?

237
00:21:09,109 --> 00:21:11,189
This is a different kind of shakeup for them.

238
00:21:12,709 --> 00:21:17,749
And yet, all the rest of us like to be good at what we're doing, right?

239
00:21:17,749 --> 00:21:21,509
We like to feel that competence, feel that confidence.

240
00:21:21,989 --> 00:21:25,989
And so then now we layer in continuous learning.

241
00:21:26,469 --> 00:21:31,669
we start shifting that discussion to, no, we're all learning this.

242
00:21:32,069 --> 00:21:34,069
You've heard some of that phrasing today.

243
00:21:34,389 --> 00:21:52,469
And I want you to think about how you take that back out to your teams and your companies to say, yeah, right, what we know from all the years past, and quite frankly, the last 120 plus years of business, right, is that on the paradigm shift, when the paradigm moves,

244
00:21:52,869 --> 00:21:58,469
It doesn't matter how good you were before, what matters is how you figure out how to go forward, right?

245
00:21:59,189 --> 00:22:03,109
And so I think about that loss of confidence as well as unclear expectations.

246
00:22:04,149 --> 00:22:10,869
Generally, most people show up on the job with the expectations of doing good work.

247
00:22:11,589 --> 00:22:15,189
Very few people show up every day going, yes, how could I mess this up?

248
00:22:16,389 --> 00:22:19,189
Again, you need to talk about it and come see me else, stick around afterwards.

249
00:22:19,189 --> 00:22:27,029
But in general, right, we're trying to show up and not get fired, earn a living, do our best, right, in those roles.

250
00:22:27,509 --> 00:22:34,389
So what I'm seeing is a clear lack of, I don't know what's good now because of this, in this middle.

251
00:22:34,949 --> 00:22:44,869
And so that's where we have to talk about proficiencies, right, to be able, and there's a model that I love, like when we're new to something, when we're a novice, we still don't know what we don't know.

252
00:22:45,549 --> 00:22:49,269
And then my favorite stage is called advanced beginner, maverick.

253
00:22:50,069 --> 00:22:53,989
That's the person who knows enough that you're like, oh, they're making me nervous.

254
00:22:54,469 --> 00:22:54,949
Okay?

255
00:22:55,429 --> 00:23:00,389
That we have to get through that to get to competence and proficiency and expert level again.

256
00:23:01,669 --> 00:23:09,749
So when I think about that self-protection, one of the questions you could use in your own conversations is, tell me about that.

257
00:23:10,149 --> 00:23:11,589
What are you worried about?

258
00:23:12,429 --> 00:23:19,749
What is it, right, that they may just be holding on to because that's kind of what they're protecting.

259
00:23:19,829 --> 00:23:21,989
I like being an expert at this.

260
00:23:22,669 --> 00:23:24,869
I like being really good at my job.

261
00:23:26,069 --> 00:23:27,989
And that's where that starts showing up.

262
00:23:29,909 --> 00:23:32,469
Before I move on, any questions or comments to that?

263
00:23:33,869 --> 00:23:36,629
Anything you're wondering about or that I could clarify a little more?

264
00:23:42,629 --> 00:23:46,189
So I want to go through for just a few more minutes those shifts.

265
00:23:46,189 --> 00:23:49,189
So we're going to take those forms of resistance.

266
00:23:49,189 --> 00:23:50,789
We're going to break it down in three ways.

267
00:23:50,789 --> 00:23:53,829
So I've got some pretty full slides breaking each of these down.

268
00:23:53,829 --> 00:23:54,749
Again, they're all yours.

269
00:23:54,749 --> 00:23:55,509
Take pictures.

270
00:23:55,789 --> 00:23:56,389
I'll send it.

271
00:23:56,389 --> 00:24:01,029
We'll, but this is another way that we're breaking it down.

272
00:24:01,029 --> 00:24:05,949
To navigate adoption, we have to recognize, again, what's changing in daily workflow.

273
00:24:06,229 --> 00:24:08,869
So we have, we said it's emotional before technical.

274
00:24:09,189 --> 00:24:11,749
So we have the emotional shift from familiar to uncertain.

275
00:24:12,069 --> 00:24:17,269
We have the structural shift that's happening from role-based to judgment-based.

276
00:24:17,829 --> 00:24:24,149
And then we have the cultural shift that now we're not only looking at individual competence, but collective learning.

277
00:24:25,269 --> 00:24:27,349
Okay, so those are the three shifts.

278
00:24:27,349 --> 00:24:29,909
I have 3 detailed slides breaking out each of those.

279
00:24:30,229 --> 00:24:31,989
For this point in the day, just soak it up.

280
00:24:32,629 --> 00:24:35,549
And in three weeks you can go, that's right, she talked about that.

281
00:24:35,549 --> 00:24:36,149
There's that.

282
00:24:36,469 --> 00:24:39,829
You can find me and I'll send you anything you're looking for.

283
00:24:39,829 --> 00:24:40,829
So let's take that first one.

284
00:24:40,909 --> 00:24:41,749
familiar and uncertain.

285
00:24:41,749 --> 00:24:44,789
This should reinforce some things you've already seen today.

286
00:24:45,669 --> 00:24:49,509
Tasks and pace are changing, leading to this internal crisis.

287
00:24:49,509 --> 00:24:51,269
Like, am I really good at my job anymore?

288
00:24:51,749 --> 00:24:52,869
Like we start questioning.

289
00:24:52,869 --> 00:24:54,709
I've had some conversations.

290
00:24:54,709 --> 00:24:59,989
We've really been looking at a lack of confidence in leaders these last couple of years.

291
00:24:59,989 --> 00:25:01,909
It started with a phrase around dumpster fire.

292
00:25:02,669 --> 00:25:04,069
Okay, just in case anyone's used it.

293
00:25:04,389 --> 00:25:11,829
And then, because most of what we do is leadership development and then this kind of embedded work.

294
00:25:11,829 --> 00:25:21,669
But in the leadership development, I was just finding more and more questions from leaders at all levels going, I don't know, isn't there someone smarter than me that's supposed to know the answers to this?

295
00:25:22,069 --> 00:25:22,309
Right?

296
00:25:22,309 --> 00:25:25,349
Isn't, I love using the example of turning 56 very soon.

297
00:25:25,509 --> 00:25:31,309
Like, isn't there someone supposed to be wiser or smarter in the room, like older than I am that's supposed to answer these things, right?

298
00:25:31,909 --> 00:25:36,069
But we all have that little voice in our head that says, am I good at this?

299
00:25:36,069 --> 00:25:39,349
Like, I thought I learned something, but maybe I didn't or I'm new.

300
00:25:39,749 --> 00:25:42,629
So we're just seeing a lot of anxiety about professional relevance.

301
00:25:43,109 --> 00:25:44,069
Can I learn it?

302
00:25:44,989 --> 00:25:49,829
And so I think we've got a confidence issue that's just going to continue to grow over the next couple of years, right?

303
00:25:49,829 --> 00:25:54,189
So how do we help people gain, that's the small wins, right?

304
00:25:54,189 --> 00:26:00,149
That's the environment of continuous learning, that quiet fear of replacement, right?

305
00:26:00,549 --> 00:26:01,749
And because we don't know.

306
00:26:01,909 --> 00:26:04,629
We can say, but then headlines hit, right?

307
00:26:04,629 --> 00:26:05,989
There are more headlines today.

308
00:26:06,229 --> 00:26:08,869
Wiping out jobs due to AI.

309
00:26:09,109 --> 00:26:10,309
It's a shift, right?

310
00:26:10,309 --> 00:26:11,749
We know the work is going to shift.

311
00:26:11,749 --> 00:26:12,709
We just don't know how yet.

312
00:26:12,709 --> 00:26:13,829
And then people get nervous.

313
00:26:14,189 --> 00:26:16,149
And that hesitation to ask questions.

314
00:26:17,029 --> 00:26:19,829
I'm finding not only the hesitation, I just don't know what to ask.

315
00:26:20,229 --> 00:26:24,469
Like, I don't even know how to form that question because there's just so much.

316
00:26:25,749 --> 00:26:30,829
So I really want you to think about where do you see people going quiet instead of curious?

317
00:26:30,829 --> 00:26:33,349
So that change in behavior piece, right?

318
00:26:33,349 --> 00:26:37,309
If someone, we really want people to be curious about this.

319
00:26:37,309 --> 00:26:46,789
So layer in how we might talk about curiosity more or how we might say, I wonder how that might work.

320
00:26:47,109 --> 00:26:54,109
I think it's gonna bring us back to some of the quality methodology tools, some of the innovation thinking, just to get people to

321
00:26:54,789 --> 00:26:57,349
expand their brain again in some new ways.

322
00:26:57,509 --> 00:26:59,749
Some organizations got that dialed in.

323
00:26:59,829 --> 00:27:03,109
Others of us, maybe haven't been as actively working on that.

324
00:27:03,109 --> 00:27:04,949
It's a great time to bring that back up.

325
00:27:05,989 --> 00:27:08,069
Shift 2, role-based to judgment-based.

326
00:27:08,069 --> 00:27:09,669
So I mentioned these three shifts.

327
00:27:10,469 --> 00:27:16,149
AI changes what gets done, but more importantly, it changes what people are responsible for thinking about.

328
00:27:17,149 --> 00:27:19,029
And that's one of those pieces that I really feel.

329
00:27:19,029 --> 00:27:22,629
So the old way of just get stuff done, right?

330
00:27:22,669 --> 00:27:23,429
And

331
00:27:24,149 --> 00:27:26,509
So I didn't mention it at the beginning with my bio.

332
00:27:26,509 --> 00:27:27,909
I'm a recovering HR director.

333
00:27:30,189 --> 00:27:32,709
Okay, just checking to see if I still had you with me there.

334
00:27:33,029 --> 00:27:35,829
So I've written a lot of job descriptions.

335
00:27:35,829 --> 00:27:38,709
I've issued lots of policies, right?

336
00:27:38,709 --> 00:27:52,869
And so how do we now say, but we're hiring you for a job with this set of expectations, and here's the pay bands, and here's the legal components of that, and adjust for what we need to go forward

337
00:27:53,389 --> 00:27:57,349
around it was routine execution, creating volume, delivering output.

338
00:27:57,549 --> 00:27:59,189
What are the outcomes you were delivering on?

339
00:27:59,189 --> 00:28:09,269
We still are, but there is this evolving piece or conversation around how do you make decisions, informed decisions based on data, right?

340
00:28:09,469 --> 00:28:10,789
What's the judgment call?

341
00:28:10,789 --> 00:28:15,429
Because I can ask an AI tool to do that for me.

342
00:28:15,669 --> 00:28:18,069
I'm still accountable for the outcomes.

343
00:28:18,629 --> 00:28:19,029
right?

344
00:28:19,269 --> 00:28:21,589
We still need the human in that.

345
00:28:21,789 --> 00:28:26,949
And so we have to talk about just because Claude told me that, right?

346
00:28:26,949 --> 00:28:32,149
Or Copilot came to that conclusion, I'm still responsible for the outcome.

347
00:28:32,669 --> 00:28:34,469
And that's where we still need your brain, right?

348
00:28:34,469 --> 00:28:37,429
That's where we still need your experience, right?

349
00:28:37,429 --> 00:28:40,869
It's not going to take away your 5, 10, 30 years of experience.

350
00:28:41,269 --> 00:28:46,149
But we also not only need to review for that quality, we need to be able to explain decisions.

351
00:28:46,389 --> 00:28:48,389
How did we get there?

352
00:28:50,469 --> 00:28:55,349
The gap we're seeing for is many people are hired for execution, but not judgment, right?

353
00:28:55,749 --> 00:29:03,949
And judgment, most often when I train or teach on judgment decision-making, judgment is that overall, we call it considered decision-making.

354
00:29:04,789 --> 00:29:12,149
And you know it intuitively, when somebody walks towards you and says, hey, let me tell you what I just did, if your immediate response is, oh, no,

355
00:29:12,549 --> 00:29:14,149
Like inside voice, not outside voice.

356
00:29:14,469 --> 00:29:21,989
But inside voice, like, oh, you might have some experience with them about not making the greatest decisions and you just got nervous.

357
00:29:22,469 --> 00:29:28,149
As compared to somebody else who comes walking towards you or messages you and says, hey, let me tell you what I just did.

358
00:29:28,149 --> 00:29:28,949
And you're like, yeah, what's up?

359
00:29:30,229 --> 00:29:36,469
Because you just have some history with them in how they make decisions or the judgment they exercise.

360
00:29:36,789 --> 00:29:39,189
But that is really hard to interview for.

361
00:29:40,389 --> 00:29:40,789
plausible.

362
00:29:40,789 --> 00:29:45,189
We tried to put some questions together and some exercises, but it's really hard to get at.

363
00:29:46,389 --> 00:29:52,549
And so I think about just the way, why, where are you asking for more judgment, but not naming it?

364
00:29:53,509 --> 00:29:55,589
So what do they do with the data in front of them?

365
00:29:55,589 --> 00:30:00,069
How does that process move and how do we anchor that back to does that serve our customer?

366
00:30:00,949 --> 00:30:01,349
right?

367
00:30:01,589 --> 00:30:11,349
Does this tool, this technology, this workflow, this conversation about how this is shifting, how does that ultimately, some anchoring questions.

368
00:30:12,549 --> 00:30:16,149
Last one on that, individual competence to collective learning.

369
00:30:16,629 --> 00:30:19,509
Competencies isn't knowing, it's learning.

370
00:30:19,949 --> 00:30:25,269
And so I really have probably a strong passion, we talk about all evening, that

371
00:30:25,909 --> 00:30:28,949
We have to get comfortable saying, yeah, I don't know yet.

372
00:30:29,269 --> 00:30:30,269
My team would tell you.

373
00:30:30,269 --> 00:30:34,869
I said, I don't know, but we're going to learn something, is my ongoing mantra.

374
00:30:35,189 --> 00:30:39,189
As I'm like, I don't know, let's see what this does, right?

375
00:30:39,229 --> 00:30:49,269
Encouraging shared experimentation, which means when my team experiments, I really, I have to, so I talk about guardrails.

376
00:30:50,149 --> 00:30:51,189
We need guardrails up.

377
00:30:51,669 --> 00:30:53,829
But there's also something around nudge theory.

378
00:30:54,149 --> 00:31:07,149
So nudge theory is talking with our team members about, so when that gut moment hits you and you're like, I'm not sure this is a really good idea, that's a nudge, right?

379
00:31:07,149 --> 00:31:09,189
To check where your boundaries are in your guardrails.

380
00:31:09,589 --> 00:31:17,429
So when we talk about shared experimentation and I let my team run with some stuff, we also talk about what are guardrails?

381
00:31:17,829 --> 00:31:19,509
Like how do you know you hit the bumper?

382
00:31:19,989 --> 00:31:20,389
right?

383
00:31:20,469 --> 00:31:23,109
And that's a point to bring it back.

384
00:31:23,509 --> 00:31:38,549
Or nudge of when it just doesn't feel right, Or something, you keep trying something and it keeps not working, that should be your nudge to go, I don't know that we're approaching this in the way, or it's not the right time, or it's not the right set of tools.

385
00:31:39,229 --> 00:31:42,389
And reducing shame around not being fluent in new tools.

386
00:31:43,509 --> 00:31:46,229
We just see that continuum of

387
00:31:46,869 --> 00:31:49,029
Learning at different paces, right?

388
00:31:49,749 --> 00:31:54,949
It's a combination of inside voice and outside voices of can I do this?

389
00:31:55,429 --> 00:32:00,949
Back to that confidence issue, but recognizing everybody's going to move through that at different paces.

390
00:32:03,309 --> 00:32:07,589
What would change if learning was treated as part of the job, not something extra?

391
00:32:08,149 --> 00:32:17,069
Some of you have been working in cultures in your companies that have been taking this on or seeing it coming and really trying to move that direction.

392
00:32:17,069 --> 00:32:18,149
Good, keep going.

393
00:32:18,869 --> 00:32:21,509
For maybe some of us, that's been a harder stretch.

394
00:32:22,149 --> 00:32:25,909
And so what would your next steps be towards that?

395
00:32:26,349 --> 00:32:30,389
And I always encourage small moves because if you walk back out after today,

396
00:32:30,909 --> 00:32:33,749
And you go back into your workplace tomorrow and go, all right, here we go.

397
00:32:34,229 --> 00:32:35,749
I got a whole new line of stuff.

398
00:32:35,749 --> 00:32:37,989
They're going to go, please don't go back there ever again.

399
00:32:38,149 --> 00:32:40,949
OK, so small moves, small moves.

400
00:32:42,149 --> 00:32:52,309
So what I want us to think about and going into this last section then, what do you want leaders to do most when it comes to AI adoption and implementation?

401
00:32:52,309 --> 00:32:53,749
So you may be that leader.

402
00:32:54,149 --> 00:32:55,709
Or you may be thinking of other leaders.

403
00:32:55,709 --> 00:32:59,909
And again, my definition earlier was people leader, project leader, technical leader, expertise leader.

404
00:33:00,149 --> 00:33:02,789
They could be formal senior leaders in an organization.

405
00:33:03,029 --> 00:33:06,149
They could be your frontline team with customers.

406
00:33:06,149 --> 00:33:07,989
But I want you to process this for a minute.

407
00:33:07,989 --> 00:33:13,189
We're going to go back for one more minute, back to the people you just introduced yourself to a few minutes ago.

408
00:33:14,149 --> 00:33:16,149
And I just want you to do a gut check.

409
00:33:16,149 --> 00:33:22,629
Like if you had a wish list right now, what would you want leaders to do to make this easier?

410
00:33:23,349 --> 00:33:29,709
Okay, so put yourself, like, what would you want somebody who's got some authority around you to pave the way with?

411
00:33:30,389 --> 00:33:33,029
Say hello back to that person again or persons.

412
00:33:33,349 --> 00:33:34,709
And what would you want?

413
00:33:34,709 --> 00:33:37,029
Like, what's on your wish list for leaders right now?

414
00:33:37,429 --> 00:33:39,589
Could be in your organization or somewhere else.

415
00:33:40,189 --> 00:33:44,709
And if you sat next to a coworker and it's them, good.

416
00:34:15,269 --> 00:34:15,629
Thank you.

417
00:34:22,549 --> 00:34:25,149
Yes, successful.

418
00:34:47,509 --> 00:34:57,909
Hey, how are you?

419
00:34:57,989 --> 00:34:58,469
Good to see you.

420
00:35:00,709 --> 00:35:02,229
It's been a couple years.

421
00:35:02,229 --> 00:35:03,029
It's been a few years.

422
00:35:04,469 --> 00:35:04,909
Good to see you.

423
00:35:05,189 --> 00:35:05,749
I'm glad you're here.

424
00:35:12,069 --> 00:35:27,029
All right, start finishing up that conversation.

425
00:35:30,109 --> 00:35:31,589
Start finishing up that conversation.

426
00:35:31,589 --> 00:35:32,509
We'll bring it back around.

427
00:35:46,549 --> 00:35:51,349
I would love just to capture what's on your wish list.

428
00:35:52,229 --> 00:35:55,989
I'm looking for a couple of volunteers just to shout it out and I'll repeat it back for everybody.

429
00:35:55,989 --> 00:35:56,709
What would you like?

430
00:35:58,589 --> 00:35:59,829
My goal is 3, just so you know.

431
00:36:01,109 --> 00:36:01,669
Yes.

432
00:36:07,209 --> 00:36:10,569
Okay, so how would you define governance?

433
00:36:30,469 --> 00:36:30,629
Yeah.

434
00:36:32,629 --> 00:36:34,469
So that initial idea of governance, right?

435
00:36:34,469 --> 00:36:37,989
Some sort of structure, parameters, guardrails, right?

436
00:36:37,989 --> 00:36:40,309
But also some clarity around what's our goal.

437
00:36:40,309 --> 00:36:43,269
So in experimentation, what are we looking for?

438
00:36:43,269 --> 00:36:44,629
What are we going after?

439
00:36:44,789 --> 00:36:47,069
How are we going to use this, right?

440
00:36:47,069 --> 00:36:49,669
How will we take those lessons and redistribute them?

441
00:36:50,309 --> 00:36:54,109
Because the lack of that, right, we get free range, I think were your words, right?

442
00:36:59,749 --> 00:37:06,469
I spoke at another conference yesterday around ethics and I'm like, okay, this, we, it's a deep one, right?

443
00:37:06,469 --> 00:37:10,869
Because that's a whole continuum, right, of personal judgments, right?

444
00:37:11,189 --> 00:37:11,749
What was yours?

445
00:37:11,749 --> 00:37:19,829
I was going to say just several different departments in the organization and kind of thrown it out to the leaders of those departments.

446
00:37:20,589 --> 00:37:28,629
Spend some time reflecting and trying to identify anything under your purvey that you think might be a candidate for some AI optimization.

447
00:37:28,949 --> 00:37:37,149
And we haven't done a good job of following through on soliciting those things, but that's where we were kind of using as a starting point for brainstorming, I guess.

448
00:37:37,349 --> 00:37:39,829
Brainstorming, where can we optimize?

449
00:37:39,989 --> 00:37:42,069
How could we put a plan together, right?

450
00:37:42,069 --> 00:37:48,949
And then the wish list that comes out of that is not just as one more thing, but plan sequence of things.

451
00:37:49,269 --> 00:37:51,589
And that follow-up part is hard, right?

452
00:37:51,589 --> 00:37:55,829
Because even in good brainstorming, then you're like, great, I got 30 other things I need to go do.

453
00:37:56,309 --> 00:38:05,509
So I love the phrase, and it's a little bit on a tangent, but I love the phrase, we overestimate how much stuff we can get done in a year in our companies, okay?

454
00:38:05,749 --> 00:38:07,349
So just live with that for a little while.

455
00:38:07,749 --> 00:38:13,669
And I really, if that helps you to go, okay, out of these amazing 20 ideas,

456
00:38:14,189 --> 00:38:18,629
Let's pick two and do them well with some structure and some guardrails, right?

457
00:38:18,629 --> 00:38:19,989
What would that look like?

458
00:38:20,629 --> 00:38:25,349
And of course, this is being done in sequence with everything else in your organization.

459
00:38:25,829 --> 00:38:28,709
So of course, we've got to be able to tend to that.

460
00:38:29,429 --> 00:38:30,789
And the tsunami is real.

461
00:38:30,789 --> 00:38:33,669
Like there's more stuff coming behind this.

462
00:38:34,069 --> 00:38:41,509
But if we can exercise some of those muscle groups now, right, we're going to be more ready for what comes next.

463
00:38:42,469 --> 00:38:43,509
One more comment on that.

464
00:38:43,509 --> 00:38:44,789
Anyone else want to add in?

465
00:38:46,709 --> 00:38:47,109
Success.

466
00:38:47,749 --> 00:38:47,989
Yeah.

467
00:38:48,869 --> 00:38:51,349
So I love around success stories.

468
00:38:51,669 --> 00:38:55,269
It's the celebrations that give us energy for what comes next.

469
00:38:56,389 --> 00:39:00,069
It gives us energy and what we celebrate, frankly, we become, in my opinion.

470
00:39:00,389 --> 00:39:04,469
So when I look at organizations and people say all sorts of things like, Selena, only nine people participate.

471
00:39:04,469 --> 00:39:04,749
Great.

472
00:39:04,749 --> 00:39:05,909
Did the nine have a good time?

473
00:39:06,589 --> 00:39:07,429
And who watched them?

474
00:39:07,509 --> 00:39:08,469
like 20 other people.

475
00:39:08,469 --> 00:39:09,149
Great.

476
00:39:09,149 --> 00:39:10,709
And 29 people had a good time.

477
00:39:10,949 --> 00:39:12,069
They just had fun differently.

478
00:39:12,389 --> 00:39:18,789
But that celebration piece around, we've got to celebrate even the next level of win.

479
00:39:18,789 --> 00:39:25,989
So I was doing a huge change transformation project within a company, new software update, new enterprise wide system.

480
00:39:26,069 --> 00:39:26,709
You can relate.

481
00:39:27,229 --> 00:39:31,909
But I asked the accounting team six weeks after go live, name a win.

482
00:39:32,069 --> 00:39:34,909
Okay, the financial people, the accounting people were not happy at this point.

483
00:39:35,349 --> 00:39:43,669
And they said, and someone, right, because I speak snark, said, well, we're only three weeks late closing the books this month.

484
00:39:44,189 --> 00:39:44,789
And I'm like,

485
00:39:46,229 --> 00:39:48,149
Can we count that as a win, right?

486
00:39:48,149 --> 00:39:50,709
Can we count that as like, yay?

487
00:39:50,709 --> 00:39:53,829
Because when I see you in six weeks from now, where are you going to be?

488
00:39:53,829 --> 00:39:55,269
Oh, we're on time, right?

489
00:39:55,589 --> 00:39:57,269
And where are you going to be six weeks after that?

490
00:39:57,429 --> 00:39:59,189
Oh, we're finding new efficiencies.

491
00:39:59,469 --> 00:40:02,229
But they would have never celebrated 3 weeks late before.

492
00:40:02,389 --> 00:40:05,429
They would have been all like, oh, we're getting fired, right?

493
00:40:05,509 --> 00:40:07,189
But no, that was our win.

494
00:40:07,349 --> 00:40:08,469
That was our win.

495
00:40:09,229 --> 00:40:14,709
So let me just add a couple of other things here, see what we've missed so far, see if there's anything else we want to add.

496
00:40:14,709 --> 00:40:16,229
So name what's changing out loud.

497
00:40:16,549 --> 00:40:18,469
Silence breeds anxiety.

498
00:40:19,269 --> 00:40:21,189
I love to say when people don't know, they make it up.

499
00:40:22,469 --> 00:40:28,869
So if you're not talking about what you're doing for what's coming, they're going to fill in their own blank.

500
00:40:28,869 --> 00:40:34,389
So even during times of change, you have to name what is changing and what is not.

501
00:40:34,709 --> 00:40:40,709
So do talk about AI, even when answers aren't final, normalize adjustment time.

502
00:40:41,269 --> 00:40:43,189
I don't know, six weeks from now where we're going to be.

503
00:40:43,749 --> 00:40:49,029
And even when we don't know that reassurance, we're going to figure out separate tools from expectations.

504
00:40:49,429 --> 00:40:52,629
So AI doesn't eliminate accountability, but it does change it.

505
00:40:53,189 --> 00:40:57,709
And so I want us having better clarifications when human judgment is required.

506
00:40:58,069 --> 00:41:00,309
Came up a little earlier, I want to emphasize that.

507
00:41:00,829 --> 00:41:04,469
What still needs review, explanation, and approvals?

508
00:41:05,829 --> 00:41:08,789
Like just because you got that answer out of that tool,

509
00:41:09,189 --> 00:41:09,589
right?

510
00:41:09,909 --> 00:41:15,269
What level of risk do we have that we need to make some judgment on it?

511
00:41:15,589 --> 00:41:17,829
And who has that responsibility?

512
00:41:18,229 --> 00:41:19,189
Oops, excuse me.

513
00:41:19,589 --> 00:41:20,709
Redefining good work.

514
00:41:21,029 --> 00:41:24,789
If AI handles part of the task, how do you define excellence now?

515
00:41:25,509 --> 00:41:30,789
And that's one of the behavior pieces I see all the time, like, oh, like I'm used to doing that.

516
00:41:30,869 --> 00:41:32,789
Now how do I define good work?

517
00:41:33,029 --> 00:41:34,549
And that's one of the changes I'm seeing.

518
00:41:34,549 --> 00:41:36,789
Like I defined myself by that earlier.

519
00:41:37,989 --> 00:41:41,829
Okay, now we take out that task and I'm not sure how to define it.

520
00:41:42,949 --> 00:41:46,229
And certainly we're getting just a good resurgence.

521
00:41:46,549 --> 00:41:51,549
If you've not followed some of the psychological safety work, I would put it back on your reading list.

522
00:41:51,549 --> 00:41:55,509
If you've not seen it or heard it, but really thinking about

523
00:41:56,149 --> 00:42:03,589
how people feel safe to not only feel included like they belong, but safe to learn, safe to contribute, and safe to push back.

524
00:42:03,589 --> 00:42:13,269
Tim Clark, Amy Edmondson, I'll give you any resources on that you want, but I really want us to think about how do we encourage questions without consequences, right?

525
00:42:14,149 --> 00:42:17,509
My last point on this before we go to closing would be,

526
00:42:19,349 --> 00:42:20,469
I just, this is great.

527
00:42:21,509 --> 00:42:22,629
This is what I've been thinking about.

528
00:42:23,069 --> 00:42:29,109
When we don't have governance, when we don't have some open conversations about this, we have the enthusiast.

529
00:42:29,109 --> 00:42:30,229
I mentioned this earlier.

530
00:42:30,469 --> 00:42:32,389
We have the avoiders.

531
00:42:32,549 --> 00:42:35,349
If you're sitting next to them, say, it's okay.

532
00:42:37,589 --> 00:42:38,949
Thank you for coming with us today.

533
00:42:39,109 --> 00:42:40,629
But here's what I love.

534
00:42:40,949 --> 00:42:45,589
And it's a concept I've been looking for of what I'm calling secret user.

535
00:42:46,229 --> 00:42:54,869
Because if we, right, because if as a company, you came here today going, I really need a plan to go back with, when we don't have a plan, people are using it anyways.

536
00:42:55,349 --> 00:43:01,669
And they're using it then on personal devices with personal sign-ins, because your adopters want to adopt.

537
00:43:02,229 --> 00:43:05,189
Find out who your silent users are and put them on the committee.

538
00:43:05,749 --> 00:43:06,069
Okay.

539
00:43:06,549 --> 00:43:10,949
or at least give them some sandboxes to test that out.

540
00:43:11,269 --> 00:43:21,189
Because if they don't have permission to use it, they're going to find a way to use it, and then you don't control what's going in that data or what data is going into that set, right?

541
00:43:21,669 --> 00:43:29,509
And so again, with care and commitment, find your secret users, but it just may be an idea to think about.

542
00:43:30,789 --> 00:43:33,509
As I go into wrap up, I have two quick things.

543
00:43:33,909 --> 00:43:34,549
Number one,

544
00:43:35,269 --> 00:43:38,869
I recognize there's really good research.

545
00:43:38,869 --> 00:43:42,549
You've heard some things today coming out from this amazing institution.

546
00:43:43,029 --> 00:43:48,549
I will tell you if you want to help a small team, help a girl from rural Iowa.

547
00:43:48,549 --> 00:43:53,029
We have recently partnered with Wartburg College, colleague of mine there.

548
00:43:53,269 --> 00:43:57,989
You have some QR codes around and there's extra copies floating around here at the tables.

549
00:43:58,229 --> 00:44:01,669
We have launched a national study a week ago on uncertainty.

550
00:44:03,269 --> 00:44:04,469
Okay, I would.

551
00:44:04,789 --> 00:44:06,549
So I won't know if you fill it out or not.

552
00:44:06,549 --> 00:44:08,629
So you can look as enthusiastic to me as you want.

553
00:44:08,629 --> 00:44:09,429
I can't see it.

554
00:44:09,429 --> 00:44:09,829
Okay.

555
00:44:11,029 --> 00:44:17,269
But we need some momentum and it's shared because we really think we're going to have some things to say on behalf of Iowa.

556
00:44:17,269 --> 00:44:18,949
It's a national study, but I'm a little biased.

557
00:44:18,949 --> 00:44:20,149
I want us leading from here.

558
00:44:20,709 --> 00:44:26,989
And we really think we're going to have some things to say about how we're navigating uncertainty in organizations leading from Iowa.

559
00:44:26,989 --> 00:44:29,989
So if you're willing to give me 15 minutes, doesn't have to be now.

560
00:44:29,989 --> 00:44:33,189
There's QR codes that can be passed around out on the tables.

561
00:44:33,589 --> 00:44:34,469
We would love that.

562
00:44:34,509 --> 00:44:36,229
And you can sign up to get free results.

563
00:44:36,229 --> 00:44:37,909
I would love to be back here next year.

564
00:44:38,309 --> 00:44:40,869
We're planning to have a table to share results.

565
00:44:41,109 --> 00:44:43,029
But if you want to be part of that, we would love it.

566
00:44:43,029 --> 00:44:46,789
There's no other sales, there's no list, there's nothing else with that.

567
00:44:46,949 --> 00:44:52,469
We just think this is prime opportunity for us to be talking about how we're navigating uncertainty.

568
00:44:52,709 --> 00:44:54,309
So enjoy the rest of your day.

569
00:44:54,629 --> 00:44:58,069
Find someone to connect to, use the information coming out of this conference.

570
00:44:58,069 --> 00:45:00,309
And if I can support you in any way, please reach out.

571
00:45:00,389 --> 00:45:01,269
Thank you very much.

572
00:45:01,589 --> 00:45:02,549
So thank you.