“Listen to your employees vent and take their words into account with every decision you make.” 

“Allow your employees the freedom to work however they please and only intervene when necessary.”

How ridiculous do the statements above sound when you really think about them? If you are a business owner who has spent years developing a successful brand, why would you want to all of the sudden check your personal and financial well-being at the door for an employee

who may only work there for a few years? As harsh as it may sound, a workplace is a preschool and business leaders aren’t there to take care of their workers every need; that is even if their workers have to be physically present in the office. Your role isn’t to make sure that your employees are achieving self-actualization or some combination thereof. You have provided them an opportunity to develop and hone their skills under the umbrella of the context you’ve created, nothing more, nothing less.

This doesn’t necessarily mean that you can’t be empathetic or have to be a “jerk.” But it does mean that there is a growing sentiment that people are tired of hearing about how important the vast range of ideologies that have become mainstream now are, and becoming more concerned with the economy and how their businesses will survive the coming months. There is an economic storm brewing (which there has been for some time) and the last thing on any CEOs priority list should be what size ping-ping table to get for the break room.

Work can be a “fun” place to be as you connect with your colleagues and employees. However, the idea that work has become a playground for those who now don’t have to report to anyone in-person anymore has to go. It’s time for modern business leaders to recognize the changes in the modern employee and adjust accordingly.

And adjusting doesn’t mean offering ridiculous benefits or providing employees with free Starbucks because it makes them more inclined to have a caffeine-rush or productivity and be in a good mood because you’ve saved them $7.50. It’s about recognizing the importance of getting back to “business as usual,” or however you want to define it. It’s time to simply get back to the basics of hiring employees that are qualified for the job, providing them adequate tools and resources to grow and develop their skills, and maintain a positive relationship that ultimately benefits the company. Your role as a business leader shouldn’t be much more than that.

If you would like to learn more about how an experienced business coach can help you navigate today’s modern business climate, I’d love to hear from you.

“It’s going to take my job.”

“It writes just as perfectly as I ever could.”

“My advertising and email copy is going to be the best in the industry.”

“I don’t have to do nearly as much work.”

You’ve probably heard some combination of the above over the last few weeks. And to be honest, they all sound ridiculous. To go one step further, most of them are a gross oversimplification. There isn’t any functionality that ChatGPT has that doesn’t require human interaction (a bit more on this later.) And there isn’t an aspect of any business that can be completely reliant upon a piece of technology with an unproven track record of success. We all love the bells and whistles of new technology, we just can’t be so quick to abandon ship and begin thinking that the way business is done has completely changed overnight. AI isn’t the answer right now. But we are getting closer.

Here’s a perfect example of a workflow between a new client and a digital marketing agency (the digital marketing agency using ChatGPT to accomplish the client’s stated objectives).

CLIENT: I’d like for my customers to know my value proposition is sustainability. All of the products we make are from 100% recycled material and are shipped using carbon neutral transportation.

DIGITAL MARKETING AGENCY: “*ChatGPT: Can you write an email marketing copy for a company that is focused on sustainability to let customers know they use 100% recycled material and carbon neutral transportation?”

CHAT GPT: “Sure! “Are you worried about the future of the planet?” In short, climate change is a real problem and to navigate the challenges it presents we need to focus on as many strategies as possible that reduce carbon emissions.”

How would you feel if you were the client and that was the email copy that digital marketing agency presented to you? What would you think? I would be mad. Yes, ChatGPT did provide some fancy words and sort of made it seem like it was talking about something the company has in their value proposition, but really has zero substance. It’s a terrible email copy. AI doesn’t account for anything unique about the business. It doesn’t know anything about the company, it’s never met the client, it’s never seen the company’s customers and interacted with them to better understand how their product could be improved or changed. ChatGPT just doesn’t know.

From the digital marketing agencies perspective, they gave the client what they wanted and they were able to do it without much effort at all. From the client’s perspective, they got an “email copy in a box” with no substance. And until somebody who is in charge of ad-spend notices that the email copy they are paying for is basically useless, the agency will continue to get paid for executing a digital marketing campaign with no value. A campaign written entirely from the lens of artificial intelligence.

So what can you do? You can make a concerted effort to understand everything you can about this new technology, and as it progresses, rely on those with experience to help you understand it better. And when the time comes, implement it into smaller tasks within your organization and see how things go. If it makes certain aspects of the operations of your company easier, it’s perfectly fine to continue on. As the technology advances, so will the ease of which it can be integrated into your existing IT infrastructure. It’s only going to get better. But we can’t rely on it just yet.

It’s perfectly fine to be optimistic about the future of artificial intelligence and the capabilities it might bring to your business. But it is not the “final answer” to all of your company’s unique needs. While it might make certain aspects of your daily work schedule a bit less tedious, none of the AI solutions offered by ChatGPT and similar programs will replace the operational infrastructure that makes your business “tick.” You simply won’t find an AI-driven software that can carry out the necessary combination of activities and agile prioritization that is present within a well-run organization. Delegation isn’t something ChatGPT is programmed to do. Nor is the ability to make quick decisions which are underpinned by emotional intelligence. There is simply far too much going on within the ecosystem of modern business for us to let AI completely take over.

So, you might be asking yourself, why are you telling me all of this? To be honest, it’s something that needs to be addressed in every meeting across every industry over the coming weeks at least briefly. Employees need to be aware of this new technology and how it might bring a potential benefit to their daily work lives… they should be informed and understand how they can properly use it to make their day easier and certain tasks a bit less tedious and repetitive. But they should also have a very clear message from those in charge that this technology isn’t a substitute for the processes and experience that have made the company successful or brought it to this point. AI doesn’t know your customers or your product, and it certainly doesn’t know how to delegate tasks among a group of people with diverse needs and interests. And it can’t quickly adjust to a changing marketplace where the price of goods can skyrocket, supply chains can bottleneck, consumers preferences can shift, and so many other variables.

In order to succeed in 2023 with all of the new advancements in technology that have everyone riled up, it’s crucial for business owners and leadership teams to take a step back and reflect on the actual value new technology and processes provide, rather than going all in. We just need to see more evidence first.

FOCUS TIME, ENERGY, & FINANCIAL RESOURCES INTO WHAT YOU DO BEST

There isn’t any way of getting around continued labor and material shortages for most businesses over the next few years. Simply put, most of them are going to spend an unprecedented amount of energy into making sure they can keep the lights on and actually physically retain the products they are selling; supply chain woes seem to also not be going away. This is why after solidifying your existing client relationships and ensuring that you are determining success appropriately, it becomes time to seriously evaluate what you do best. What has gotten you to this point? What has caused your company to grow? When taking some time to reflect, most companies experiencing today’s economic uncertainties can come up with an answer. Sometimes it’s about getting back to basics and ensuring that your company has a strong foundation moving forward. If there is an area of your business that isn’t necessarily helping propel the long-term vision, maybe there is room to cut back.

INVEST IN YOUR EMPLOYEES

Similar to losing clients, it is incredibly expensive to replace employees. When you think about the resources spent on getting your workers up to speed and providing them all the technology and equipment they need to do their job, it quickly adds up. Most companies spend thousands of dollars and countless hours with human resources just starting the process of employment. Consequently, now is not the time to begin losing their loyalty. Adequate investments should be made to ensure they are offered continued training, benefits, and opportunities for growth.

All of the above won’t be “end-all, be-all” solutions to the coming economic storm that will impact most businesses. However, they do serve as fundamental ways that any company looking to maintain resilience can incorporate into their strategy. It has always been good business advice to ensure that your clients are happy; regardless of their status or how many times they’ve purchased something from you. It is also never a bad idea to solidify where your business stands and what the plans for the future are. If your long-term plans don’t align with your current strategic direction, it’s time to make a change. And last, but certainly not least, using adequate resources to keep your employees happy and give them a sense of purpose will always be smart.

In so many words, I didn’t make my parents’ lives any easier growing up. Far too often I would find myself having to explain a ridiculous scenario in which I couldn’t exactly pinpoint where I went wrong. I was just a kid. But, one day I made a mistake that my parents couldn’t let happen again.

It was a hot summer day in west Texas. Both of my parents lived and worked nearby, but my sister and I were left to fend for ourselves during the day. This would often lead to silly arguments and all-sorts of trouble around the house. It would be fair to say that there was more than one occasion that my sister and I got into a fight,  I didn’t take out the trash, mow the lawn, or something else disastrous happened that any other kid would likely be responsible for.

However, one day my friend who lived just a  few miles away called me to ask  if I wanted to go to the pool. But there was a problem. His neighborhood was across a busy highway and I really didn’t have any safe way to get there. My bike wasn’t an option and I obviously couldn’t drive. As a result, I decided to take it upon myself to walk there. In my adolescent mind, it was completely safe to cross the highway. My Dad wholeheartedly disagreed.

I had made him mad before, but nothing close to this. He was absolutely livid. How could I make such a short-sighted decision and risk my life just to go visit  my friend? However, this line of reasoning really didn’t resonate  with me. I thought he had lost his mind. I was 10. I was a grown man. After a long argument and nearly losing my voice, I received probably the most unique “punishment” of my life. He decided that I needed to sit down and do something very different.

He asked me to write an essay. But not just any essay. A 10-page “manifesto” that explained to him the following: what I did wrong, why it was wrong, the steps I could take to try and avoid the situation, and ultimately what the consequences would be for  making this mistake again.

Sounds ridiculous, right? Wrong. At that moment, my father was teaching me a very valuable lesson. Extreme ownership. 

While the situations we encounter in the modern business world won’t be this humorous or only result in having to create a school-style essay, there will be times when we make mistakes that we have to take ownership of.

Jocko Willink, former Navy SEAL and accomplished author, podcaster, and leadership consultant has had more than his fair share of tough situations.

In 2021, while serving in Iraq, the unit he was commanding was met with heavy fire outside of Ramadi. Iraq. Assuming that the sudden onslaught was coming from enemy insurgents, Willink ordered his team to return fire and repel the attack. In the midst of all of the chaos, a decorated Navy SEAL lost his life.

In 2021, while serving in Iraq, the unit he was commanding was met with heavy fire outside of Ramadi. Iraq. Assuming that the sudden onslaught was coming from enemy insurgents, Willink ordered his team to return fire and repel the attack. In the midst of all of the chaos, a decorated Navy SEAL lost his life.

However, as It turns out, they weren’t being fired on by enemy insurgents… It was another SEAL unit. The soldier lost his life due to friendly fire.

So, what happened? Willink was in charge. The blame was clearly upon his shoulders. There wasn’t any getting around the heartbreaking reality of the consequences of his decision to return fire that night.

In his mind, there was really only one decision. He not only admitted his mistake, he took it a step further by practicing what he would go on to call extreme ownership.

Extreme ownership involves taking responsibility for not just your own failures, but those of your team as well. When a mistake is made, there isn’t any time to waste with finger-pointing or playing the “blame-game.”

In the wake of the tragic death, what good would it have done to try and pass off the blame?

How much do we respect those who want credit when something goes right, but don’t want any of the blame when something goes wrong? Over time we simply lose our sense of trust in them. We can’t be expected to follow someone who isn’t willing to admit when they have made a mistake or isn’t willing to practice transparency. Regardless of where we stand on the organizational hierarchy, we all subconsciously understand our shortcomings.

According to Willink, in order to practice extreme ownership, there are 4 steps you must take:

STEP 1 – ADMIT YOUR MISTAKE

Without any hesitation, immediately admit that you’ve made a mistake. Explain what went wrong in detail and clearly

STEP 2 – EXPLAIN WHY THE MISTAKE WAS MADE

Now that your team understands there is a problem you’ve taken responsibility for, it’s important to tell them why you’ve made a mistake. Why did you choose this particular course of action? Why did you go with one strategy over another? These are two questions everyone around you should be able to answer.

STEP 3 – EXPLAIN WHAT YOU ARE GOING TO DO TO SOLVE THE PROBLEM

After establishing that you’ve made a mistake and why it happened, you must have a resolution that you can clearly communicate to your team. They should understand that the time to move forward has arrived. A clear path forward needs to be illuminated and there shouldn’t be any lack of clarity about the steps required to move on.

STEP 4 – CLEARLY STATE AN INVESTED ULTIMATUM

Now that you’ve done all of the above, it’s time to give your team a “cliff-hanger.” This involves explaining that if the strategies you’ve developed for overcoming the company’s current challenges don’t work again, you will look to find someone else who can do so. This very critical closing step of the extreme ownership process shows that you are willing to risk it all. You are confident in your decision and stand ready to lead your team regardless of what may have happened in the past.

There are nearly countless ways in which we can paint a picture of what it means to take responsibility for our actions. But extreme ownership is a refreshing perspective on what it means to be held accountable. In today’s business world, there isn’t any time to play the “blame-game.” When we make mistakes, it’s important to face the repercussions head on. People will respect you for it.

If you would like to learn more about what it means to lead your team through a challenging time in the business world, we are here to help. Visit the following link to see how we can help you develop a strategy for success in 2022:

It is important to remember that we don’t know everything and every situation requires a different strategy. Leaders in today’s business world should make a concerted effort to accept this reality and develop an agile mindset… 

When Hernan Cortes first arrived on the shores of Mexico in 1519, he had a very different view of the world than the Aztec civilization he encountered. Despite the overwhelming sense of awe his crew felt when first approaching the capital city of Tenochtitlan, Cortes was unfazed. After dismounting his horse in a moment of “shock and awe,” he was absolutely sure that Montezuma, the god-like Aztec leader, was ready to surrender to the will of the Spanish.

In order to speak to Montezuma, Cortes had to bring two translators. Cortes would speak to one of them in Spanish, who would then translate that into Mayan. Then, the next translator would translate that (Mayan) into Nahuatl, the native language of Montezuma. It was a complex chain of communication which made a seemingly simple face-to-face interaction incredibly difficult. Despite these challenges, Cortes believed the Aztec kingdom was his. But, he couldn’t have been more wrong… 

The Nahuatl language was reverential in nature. Essentially, when Montezuma responded to Cortes’ demands by referring to himself as a “child,” he meant the opposite. He wasn’t conceding anything. But, Cortes was from a different world and simply didn’t understand. His entire interaction with Montezuma was based upon a predetermined set of beliefs, behaviors, and attitudes.

When thinking back on our days in school, we know how the story goes. Cortes ultimately took Montezuma hostage and the two sides went to war resulting in the death of millions of people. The consequences of their miscommunication has historical implications that still impact us today.

In Malcolm Gladwell’s best-selling book Talking to Strangers, he goes into quite a bit of detail…

While the situations you may face everyday as a leader may not be as extreme as Hernan Cortes’ conquest of the Aztec empire, there are a few very important lessons to keep in mind…

• Every interaction with a client is going to be different – you can’t assume you know what they want – you also can’t assume they understand your intentions (what you want)

• A one-size-fits-all approach to business limits your ability to discover new opportunities and leverage the unique talents and skills of your team

• As a leader, humility is key – there are going to be times where you simply don’t know everything
• When communicating your goals and objectives, the message should be clear

As an international best-selling author, life strategist, and speaker, Jen Gaudet is here to help you elevate your health, life, and business. She offers a series of programs for both individuals and groups designed to help develop greater personal accountability and support, improve overall health, and enhance organizational effectiveness.

If you are interested in learning more about Jen’s services and how she can help you transform your entire life, visit the following link today.

https://jengaudetcoaching.com