Latest / Daily Influence / 831. Why AI Adoption Fails: Dr. Gleb Tsipursky on Psychology, Trust & Leadership

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831. Why AI Adoption Fails: Dr. Gleb Tsipursky on Psychology, Trust & Leadership · Daily Influence

• 0:10
  [SPEAKER_01]: Welcome to Daily Influence, your daily dose of positive influence.
• 0:14
  [SPEAKER_01]: I'm Brian Smith founder of IA Business Advisors and co-author of the Iain team series.
• 0:19
  [SPEAKER_01]: Each day we share stories and insights to help you find be and build your influence in a positive and responsible way.
• 0:27
  [SPEAKER_00]: And I'm Greg Clino, partner at IA Business Advisors, and co-host of Daily Influence.
• 0:32
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• 0:48
  [SPEAKER_00]: Welcome to Daily Influence, I'm Greg Lino.
• 0:50
  [SPEAKER_00]: Today, I'm joined by Dr. Gleb Spursky, a behavioral scientist by Selling Author and CEO of Disaster Avoidance Experts.
• 0:59
  [SPEAKER_00]: Known as the office whisper, Dr. Gleb has spent more than two decades helping leaders navigate major workplace change by combining behavioral science with practical business strategy.
• 1:11
  [SPEAKER_00]: His newest book, The Psychology of AI Adaption at Work,
• 1:15
  [SPEAKER_00]: from resistance to results, examines why so many AI initiatives stall, even when the technology itself works.
• 1:25
  [SPEAKER_00]: His research and consulting show that most significant barriers are often human, anxiety about job security, threats to professional identity, uncertainty about responsible use, and a lack of trust in leadership's intentions.
• 1:42
  [SPEAKER_00]: Drawing on more than a hundred consulting projects and interviews with leaders from organizations including Microsoft, Uber, and Experian, Dr. Glyb offers a practical framework for helping organizations adopt AI without sacrificing judgment, accountability, or their people.
• 2:03
  [SPEAKER_00]: Dr. Glyb, welcome to Daily Influence.
• 2:05
  [SPEAKER_02]: Thank you, Greg.
• 2:06
  [SPEAKER_02]: I really appreciate that.
• 2:07
  [SPEAKER_02]: Glad to have a conversation with you.
• 2:09
  [SPEAKER_00]: Before AI became the dominant workplace and conversations it is today, you are already studying decision-making, cognitive bias, workplace change, and organizational behavior.
• 2:22
  [SPEAKER_00]: What experiences in your personal and professional journey led you to focus on the human side of transformation?
• 2:29
  [SPEAKER_00]: And what eventually convinced you that psychology, not technology, would become the defining issue of AI adoption.
• 2:39
  [SPEAKER_02]: So I was 18 in 1999 when companies like WebVan and Pets.com were booming and so I was coming of age and I saw them being praised in the Wall Street Journal, Fortune Forbes and just a couple of years later when I was 21, 2001, 2002, these companies all went bust.
• 2:58
  [SPEAKER_02]: and the full Wall Street Journal, Fortune Forbes, for criticizing them.
• 3:02
  [SPEAKER_02]: But you know what?
• 3:03
  [SPEAKER_02]: The leaders were the same.
• 3:04
  [SPEAKER_02]: The companies were the same.
• 3:06
  [SPEAKER_02]: They weren't making decisions that you were different.
• 3:08
  [SPEAKER_02]: And it was just a context.
• 3:10
  [SPEAKER_02]: So that helped me realize that, first of all, Wall Street Journal, Fortune Forbes don't really know what they're talking about.
• 3:16
  [SPEAKER_02]: When they praise the leadership decision-making and company leaders also don't really necessarily know what they're talking about about the decisions they make.
• 3:23
  [SPEAKER_02]: And so that led me to study decision-making
• 3:27
  [SPEAKER_02]: as we adapt to the future of work.
• 3:30
  [SPEAKER_02]: Because that is the crux of the matter.
• 3:33
  [SPEAKER_02]: When things are stable, decision making is easy.
• 3:35
  [SPEAKER_02]: When things change, decision making is hard and leaders make many bad mistakes.
• 3:41
  [SPEAKER_02]: So as a result, I've been doing research on this topic.
• 3:44
  [SPEAKER_02]: I have a PhD from
• 3:47
  [SPEAKER_02]: I thought as a professor in at Ohio State and I've also been doing Moonlighting as an academic consulting for companies as you can't really talk about all those over 100 consulting projects.
• 3:58
  [SPEAKER_02]: Only on AI adoption of course, I will add more on other topics related to the future of work.
• 4:05
  [SPEAKER_02]: So that's been my expertise.
• 4:06
  [SPEAKER_02]: I have published a number of bestselling books.
• 4:08
  [SPEAKER_02]: You might have heard my name from never go with your gut.
• 4:11
  [SPEAKER_02]: How I knew English leaders make the best decisions, or perhaps you heard it from the blind spots between us.
• 4:16
  [SPEAKER_02]: How to overcome unconscious cognitive bias, and build better relationships.
• 4:19
  [SPEAKER_02]: I appear regularly in the New York Times, Howard Business Review, Fortune Forbes, and an article in Howard Business Review published about my new book, a Doption Twork, just recently.
• 4:29
  [SPEAKER_02]: And so that's what I focus on.
• 4:31
  [SPEAKER_02]: That's what I do.
• 4:32
  [SPEAKER_02]: And that has really shown me specifically with regard to AI adoption.
• 4:39
  [SPEAKER_02]: But leaders are making some bad decisions because they're focusing on previous technology adoption patterns.
• 4:45
  [SPEAKER_02]: And AI just doesn't fit them.
• 4:46
  [SPEAKER_02]: And they can talk about why.
• 4:47
  [SPEAKER_02]: But I want to rush too much.
• 4:50
  [SPEAKER_02]: I'll want to see where you want to take it Greg.
• 4:52
  [SPEAKER_00]: very thank you.
• 4:53
  [SPEAKER_00]: That foundation is important.
• 4:55
  [SPEAKER_00]: Organizations often assume that once people understand what a new tool can do, they will naturally embrace it.
• 5:03
  [SPEAKER_00]: Your work suggests the opposite can happen.
• 5:06
  [SPEAKER_00]: Can you share a specific moment when a leader changed the way they approached an AI rollout and you saw a meaningful shift in employee trust engagement or performance.
• 5:17
  [SPEAKER_00]: Sure.
• 5:18
  [SPEAKER_02]: Yeah, happy to share examples from my experience.
• 5:22
  [SPEAKER_02]: So let me talk a little bit about the context first.
• 5:24
  [SPEAKER_02]: So the context with AI adoption is different than previous technology.
• 5:29
  [SPEAKER_02]: If you think about something like adopting a sales enablement to look sales for, or some other CRM system, or marketing system like Mailchimp, or ERPs, or HR management, or finance management software,
• 5:45
  [SPEAKER_02]: The difficulties are twofold.
• 5:46
  [SPEAKER_02]: One is learning the new system, learning where to click, how to click, how to do things, and second is habit change.
• 5:53
  [SPEAKER_02]: You have to go from dealing with various Excel to look up financial information or client information and looking up this new system, so you have to change your habits.
• 6:02
  [SPEAKER_02]: So difficult to learn, difficult to change habits.
• 6:04
  [SPEAKER_02]: So that's the typical technology adoption where the resistance comes from.
• 6:09
  [SPEAKER_02]: Now, with AI, it's really different in both ways.
• 6:12
  [SPEAKER_02]: AI is much easier to learn.
• 6:14
  [SPEAKER_02]: You can talk to it.
• 6:14
  [SPEAKER_02]: You can ask it how it can help you and adapt to whatever you need to do.
• 6:21
  [SPEAKER_02]: And so that's one, it's a different technology.
• 6:23
  [SPEAKER_02]: And that means that people need to be really motivated to do it.
• 6:26
  [SPEAKER_02]: You can't have standard operating procedures that are forced to have down, like you have with a sales enablement or CRM software that like, hey, use it this way.
• 6:35
  [SPEAKER_02]: So that's one.
• 6:36
  [SPEAKER_02]: Second, people are not really a resistance to learning.
• 6:41
  [SPEAKER_02]: Because it's easy to learn.
• 6:42
  [SPEAKER_02]: The resistance comes from free underlying factors.
• 6:46
  [SPEAKER_02]: One of those factors is feeling anxiety.
• 6:49
  [SPEAKER_02]: So people are really afraid, but AI will replace them and they're training a tool that will replace them.
• 6:56
  [SPEAKER_02]: And I talk about that in my book, specifically in chapter six, as a psychographic profile called the AI alarmists.
• 7:04
  [SPEAKER_02]: So that's again, that's original research.
• 7:05
  [SPEAKER_02]: That's why Georgetown University Press, peer reviewed, then you publish my book.
• 7:10
  [SPEAKER_02]: So that's one.
• 7:11
  [SPEAKER_02]: The second group that we need to talk about is people who feel an identity friend.
• 7:16
  [SPEAKER_02]: So people don't feel threatened to their identity by having to look up information in the CRM versus in spreadsheets.
• 7:24
  [SPEAKER_02]: But they feel threatened when the AI takes over tasks like writing great sales emails or great articles or creating great videos or images that they feel proud of doing.
• 7:37
  [SPEAKER_02]: That's tied to their identity.
• 7:39
  [SPEAKER_02]: and so that's two.
• 7:41
  [SPEAKER_02]: The third group, and that's the group I call the pragmatic resistors.
• 7:46
  [SPEAKER_02]: Now, the third demographic profile has to do with something that's not, doesn't block individually, I adoption, but blocks team collaboration, and that's shame.
• 7:57
  [SPEAKER_02]: People are ashamed of talking about how they're using AI for social media, for doing articles, for doing various things like writing emails, and they're stigmatized for it.
• 8:10
  [SPEAKER_02]: And so that's kind of the fundamental issue that needs to be addressed.
• 8:15
  [SPEAKER_02]: And I call this a graphic profile.
• 8:17
  [SPEAKER_02]: Very often adopters.
• 8:18
  [SPEAKER_02]: The people who've experienced this.
• 8:20
  [SPEAKER_02]: So with these three-cycographic profiles,
• 8:26
  [SPEAKER_02]: and approaching these different leads, each of these groups needs a different approach, but yes, for one example.
• 8:31
  [SPEAKER_02]: So let me give you one example.
• 8:33
  [SPEAKER_02]: So with one company I work with.
• 8:35
  [SPEAKER_02]: Before I came in, they had a lot of people who are worried about AI replacement, losing their jobs and so on.
• 8:42
  [SPEAKER_02]: So, I tell the leadership to do, is change their attitude and change their communication.
• 8:48
  [SPEAKER_02]: So, one thing that they need to do was a company-wide policy that comes from a leadership decision-making consensus that, hey, if
• 8:58
  [SPEAKER_02]: where AI will make us more productive, we will not focus on cutting jobs.
• 9:02
  [SPEAKER_02]: We'll focus instead of growth.
• 9:04
  [SPEAKER_02]: So they made a job neutral pledge.
• 9:06
  [SPEAKER_02]: They will not cut anybody.
• 9:08
  [SPEAKER_02]: They will not be hiring people for now, unless they really necessary.
• 9:12
  [SPEAKER_02]: But they'll not be cutting any jobs.
• 9:14
  [SPEAKER_02]: They will focus instead of growth.
• 9:17
  [SPEAKER_02]: And that's actually quite a credible promise.
• 9:18
  [SPEAKER_02]: There was a study out of Stanford showing that companies that are adopting AI most effectively compared to other companies in the same industry are growing their head count 6% faster, but they're growing their revenue 9% faster.
• 9:34
  [SPEAKER_02]: So they're using less resources to do the same things that they did before.
• 9:38
  [SPEAKER_02]: But they're still growing their head count.
• 9:40
  [SPEAKER_02]: So the people who are losing jobs are losing jobs
• 9:45
  [SPEAKER_02]: So that's one out of two things that the leadership team did that helped turn things around.
• 9:50
  [SPEAKER_02]: The second thing that they did was on another communication change.
• 9:54
  [SPEAKER_02]: This was more of a communication change.
• 9:56
  [SPEAKER_02]: And the previous one, of course, has to be communicated.
• 9:58
  [SPEAKER_02]: But this is a more individualized communication change.
• 10:00
  [SPEAKER_02]: Really, so this was not simply at the leadership level, but at the supervisor level, so middle managers.
• 10:08
  [SPEAKER_02]: What they did
• 10:09
  [SPEAKER_02]: and what we work on them with doing and coach them and doing is talking to the individual AI alarmists.
• 10:15
  [SPEAKER_02]: So the specific people who are afraid of losing their jobs and explaining to them the tape, the people who stick around who will keep their jobs.
• 10:22
  [SPEAKER_02]: So I'm gonna fire anyone because of not you because of AI will make us more effective.
• 10:27
  [SPEAKER_02]: But we are certainly going to let go of people who aren't productive or as productive as others.
• 10:33
  [SPEAKER_02]: And you know how you can be more productive by using AI.
• 10:36
  [SPEAKER_02]: It's very clear.
• 10:37
  [SPEAKER_02]: Using AI effectively, the people who are using AI most effectively, are going to be the most productive and the most effective.
• 10:43
  [SPEAKER_02]: So you will stick around if you are going to use AI effectively.
• 10:48
  [SPEAKER_02]: People who will not use AI effectively,
• 10:51
  [SPEAKER_02]: Concordantly, will be unlikely to stick around.
• 10:55
  [SPEAKER_02]: So you need to change the communication, and what the leadership team did was flip the script for organization-wide, we talked about the focus on growth, not job cutting, but also individual, and this took middle management.
• 11:08
  [SPEAKER_02]: coaching and visual conversations to help the AI alarmists see that it's not that they're training AI to replace them.
• 11:15
  [SPEAKER_02]: It's that they will be replaced if they don't learn how to use AI effectively.
• 11:18
  [SPEAKER_02]: It's just a reality, but it's not about AI, it's about productivity.
• 11:22
  [SPEAKER_00]: And when you distinguish between those three major barriers to adoption, the anxiety about job loss, the threats to professional identity in shame or stigma around using AI, how can a leader determine which barrier is actually driving someone's resistance rather than treating every concern as a training problem?
• 11:43
  [SPEAKER_02]: Absolutely.
• 11:43
  [SPEAKER_02]: So what I recommend that they do is address all three areas at once and then see which ones are moving people basically.
• 11:52
  [SPEAKER_02]: So let's say with the AI alarmists.
• 11:55
  [SPEAKER_02]: Well, they need to see, okay, is the actual thing, the fear of anxiety around jobs, but they will see a response to the combination of the leadership communication that is described before, and this manager, supervisor level, individual conversations with AI alarmists.
• 12:12
  [SPEAKER_02]: So they will see that people are moved, and people are starting to use AI more effectively.
• 12:17
  [SPEAKER_02]: And so that's for the first group, for the second group, what do you need to do?
• 12:21
  [SPEAKER_02]: So what do,
• 12:22
  [SPEAKER_02]: Companies typically do is they try to automate the most productive aspects of the company's activity support.
• 12:30
  [SPEAKER_02]: Let's say if you're I just did a presentation for tax preparation companies as actual work of preparing the tax report.
• 12:38
  [SPEAKER_02]: for companies like the do article right you can do sales emails and so on.
• 12:44
  [SPEAKER_02]: These are really valuable activities and I can do them pretty well maybe 90% is good as human beings.
• 12:50
  [SPEAKER_02]: Now the problem is that causes a lot of people to feel threatened to their identity.
• 12:56
  [SPEAKER_02]: And so instead when I come into a company what I strongly recommend they do is
• 13:02
  [SPEAKER_02]: work together is fundamental to my work with the company is we do a survey on two things.
• 13:07
  [SPEAKER_02]: One, what are the most annoying tests?
• 13:09
  [SPEAKER_02]: What are the things you'd like to get off your plate?
• 13:11
  [SPEAKER_02]: What are really frustrated by?
• 13:13
  [SPEAKER_02]: That's one area of the survey.
• 13:14
  [SPEAKER_02]: And the second is, where do you have to look across a whole variety of areas?
• 13:18
  [SPEAKER_02]: to get the information you need to do the work that you love, to create that PowerPoint, to create that website, to create the financial analysis report and so on.
• 13:27
  [SPEAKER_02]: If nobody likes to do that sort of stuff, and then we create prompts and agents, so AI tools, but are specifically focused around these two areas, the areas that they hate, and the blockers to the things they love.
• 13:39
  [SPEAKER_02]: And then we'll provide the training.
• 13:42
  [SPEAKER_02]: on those specific areas.
• 13:43
  [SPEAKER_02]: So to the extent that you see people being moved by that and addressing these things will help that group specifically, the resistors.
• 13:53
  [SPEAKER_02]: So that's a second.
• 13:54
  [SPEAKER_02]: Now, for the third group, they're reluctant to doubt this.
• 13:57
  [SPEAKER_02]: What you need to do is, you need to change leadership communication on our communication, but specifically this time about leadership use of AI, how are leaders using AI?
• 14:08
  [SPEAKER_02]: Talk about how leaders you are writing your email, you're doing your performance evaluation reports, you are doing your PowerPoints using AI tools, so you need to change the culture, you need to change higher modeling things.
• 14:21
  [SPEAKER_02]: Now, the training that works for the second group will also help pork for the third group.
• 14:26
  [SPEAKER_02]: It won't help for the first group unless you address the unless you flip the script for them.
• 14:30
  [SPEAKER_02]: So, the training that provides some social norms around what we'll be using AI4.
• 14:35
  [SPEAKER_02]: And then, the third thing that you want to do is create a channel where a slight synchronous channel, like a team's channel or a Slack channel, where people can share about how they're using AI and the leadership can reinforce.
• 14:48
  [SPEAKER_02]: can give them words of praise for all the ways that are using AI and importantly encourage them to share the actual text of the prompts and the agents that they created because it's natural language programming.
• 14:59
  [SPEAKER_02]: You program AI using your natural text and so you can not only share how you're using AI but you can share the actual tools.
• 15:07
  [SPEAKER_02]: So those are the three things that help specifically with the reluctant adopters and so what I recommend the company does is they should hit all three because they likely have some representatives from all free in their company.
• 15:21
  [SPEAKER_00]: And once leaders understand the source of the resistance, they still have to respond in a way that builds trust rather than forcing compliance.
• 15:30
  [SPEAKER_00]: So for a business owner or leader who is purchased AI tools, but as seeing maybe inconsistent use, hidden use or low quality output, what step I step framework, would you recommend for moving the organization from reluctant compliance to responsible adoption?
• 15:52
  [SPEAKER_02]: Like what are the things that you want to do in terms of the AI alarmists, the communication and so on?
• 15:59
  [SPEAKER_02]: What are the things that you want to do relating to the pragmatic resistors, the training?
• 16:05
  [SPEAKER_02]: Other things that they don't want to do, and the things that block them from what they love to do?
• 16:11
  [SPEAKER_02]: and the pragmatic and the reluctant adopters.
• 16:14
  [SPEAKER_02]: So these are the folks for whom we need leadership modeling, whom we are training, and the venue with praise for changing them.
• 16:21
  [SPEAKER_02]: The broader principle here is that you want to understand fundamentally the leader needs to understand.
• 16:27
  [SPEAKER_02]: It's not the previous patterns of technology adoption that you are used.
• 16:33
  [SPEAKER_02]: That's the fundamental framework flip that the leader needs to make within herself or himself.
• 16:40
  [SPEAKER_02]: that it's not what you're used to.
• 16:42
  [SPEAKER_02]: It's not about the technology that it's not a technical issue that's that knowledge is hard to learn and people have a lot of difficulty changing habits.
• 16:50
  [SPEAKER_02]: It's about the psychology.
• 16:52
  [SPEAKER_02]: It's about these free emotional blockers and the free psychographic profiles who represent these emotional blockers.
• 16:58
  [SPEAKER_02]: And so once a leader understands that, then they can figure out what are the strategies that they need to do.
• 17:05
  [SPEAKER_02]: Based on what I was talking about, my book, the psychology of AI option work from instance to results, or simply listen to the spot guests and figure out what are the steps that you need to take.
• 17:15
  [SPEAKER_00]: In measurement is especially important because aid option can quickly become driven by excitement, fear, or assumptions instead of evidence.
• 17:24
  [SPEAKER_00]: Your book recommends connecting adoption to concrete outcomes such as time saved, air reduction, engagement, and business value, rather than measuring activity alone.
• 17:37
  [SPEAKER_00]: What is one common AI implementation failure you have seen repeatedly and what does that failure reveal about leadership?
• 17:46
  [SPEAKER_02]: Yeah, so we've had some conversations in the media already about token maxing, so that's definitely a major failure where you're seeing essentially how much AI is being used.
• 17:57
  [SPEAKER_02]: And so how much AI is being used is not at all indicative of the quality of the results.
• 18:03
  [SPEAKER_02]: There is a concept called AI WorkSlow, where 15% of respondents, according to a Stanford
• 18:13
  [SPEAKER_02]: have found that something like 15% of the activities, something like 10% of respondents, but 15% of the work products that they get from the colleagues are sloppy AI outputs, they have to spend an average two hours correcting.
• 18:28
  [SPEAKER_02]: That is not something you want.
• 18:30
  [SPEAKER_02]: So let's show AI usage, but it's not showing decreased error.
• 18:34
  [SPEAKER_02]: It's not showing time saved.
• 18:36
  [SPEAKER_02]: So what you want to focus on is business outcomes.
• 18:43
  [SPEAKER_02]: is that at least as good as a PowerPoint that you would create using human efforts and that it's saved time.
• 18:50
  [SPEAKER_02]: So that's definitely what you want to focus on.
• 18:53
  [SPEAKER_02]: And AI PowerPoints, I find right now, are actually quite a bit better that most humans can create because it can pull together information more effectively and it can present if people know how to use, let's say, chloranthropic, the design,
• 19:07
  [SPEAKER_02]: part of core and traffic.
• 19:09
  [SPEAKER_02]: It creates great output, just put created design system, put your branded logo and then it's great, but you need to know how to use it.
• 19:17
  [SPEAKER_02]: And again, you can talk to core and ask it how to use it and you'll it'll tell you and you'll be fine.
• 19:23
  [SPEAKER_02]: But the crucial thing is not measuring the inputs like how much AI usage there is, but measuring business outcomes.
• 19:32
  [SPEAKER_00]: Your work also emphasizes that the pressure to use AI without clear standards, psychological safety or human review can create careless output and additional work for others is AI becomes embedded in everyday work.
• 19:50
  [SPEAKER_00]: What specific habits or operating practices should leaders adopt to ensure
• 19:58
  [SPEAKER_02]: So the crucial thing in going back to what we were just talking about AI works love.
• 20:02
  [SPEAKER_02]: The crucial thing is not to let people just say, well, I use the AI to do it and AI created this.
• 20:10
  [SPEAKER_02]: Now, the crucial thing is to have humans be accountable for the output.
• 20:16
  [SPEAKER_02]: There's a common myth that human in the loop is enough.
• 20:19
  [SPEAKER_02]: They probably heard this phrase, human in the loop.
• 20:21
  [SPEAKER_02]: But that's not enough.
• 20:22
  [SPEAKER_02]: The human needs to be accountable for the loop, not just participating.
• 20:26
  [SPEAKER_02]: They can't just press the AI button and say, well, I'm in the loop because they press the AI button.
• 20:31
  [SPEAKER_02]: No, you need to examine the output and be accountable for every output.
• 20:37
  [SPEAKER_02]: regardless of whether Quorum Quote AI did it or you did it fully or 100% with AI help or somewhere in between you need to be accountable for the output like AI can do things right 100% like 100% AI can be completely great and completely fine but you need to check it you need to evaluate it.
• 20:58
  [SPEAKER_02]: The skill of the future is essentially not generating the initial report or
• 21:04
  [SPEAKER_02]: or email, the skill of the future is evaluating it, the quality of it and being able to edit it to meet the necessary standards.
• 21:12
  [SPEAKER_00]: Yeah, the balance between speed and responsibility may be one of the most important leadership tests in the next decade.
• 21:20
  [SPEAKER_00]: Your book argues that sound governance does not have to slow adoption.
• 21:25
  [SPEAKER_00]: Clear guardrails can actually increase trust and give employees greater confidence to experiment responsibly.
• 21:33
  [SPEAKER_00]: When you think about your own journey, what advice would you give to your younger self about leading through change, responding to uncertainty and influencing people responsibly?
• 21:43
  [SPEAKER_02]: the most important guidance I would give to my younger self is to focus more in people's emotions than I intuitively do.
• 21:50
  [SPEAKER_02]: I'm an analytical person and I am task oriented.
• 21:56
  [SPEAKER_02]: So I do really well with projects and tasks and so on.
• 21:59
  [SPEAKER_02]: But
• 22:00
  [SPEAKER_02]: what I've learned over time and through my research and through other people's research and looking at studies is that people's emotions determine much, much more of their behavior than seems apparent on the surface.
• 22:13
  [SPEAKER_02]: So you really understand their incentives, you understand their emotions, you understand their psychology, it's really not the technology, it's the psychology as I talked about that's fundamental for AI adoption, so many other things, but really with
• 22:27
  [SPEAKER_02]: than other things just because of people's passions about it.
• 22:30
  [SPEAKER_02]: For example, there was a Pew Research Survey showing that 52% of people, and this was about two weeks ago, 52% of respondents are more anxious about AI tools than excited about it.
• 22:42
  [SPEAKER_02]: Only 9% of people are more excited about it than anxious about it.
• 22:46
  [SPEAKER_02]: and the rest are equally excited and anxious.
• 22:48
  [SPEAKER_02]: Well, guess where executives lie in that breakdown and where they're employees lie?
• 22:55
  [SPEAKER_02]: And so executives feel like I'm excited about it.
• 22:57
  [SPEAKER_02]: Therefore, other people should feel the same emotions that I do.
• 23:00
  [SPEAKER_02]: And therefore, just roll it out and everything will be great.
• 23:03
  [SPEAKER_02]: That's just not the reality.
• 23:05
  [SPEAKER_02]: Your emotions, there's a concept called the empathy gap.
• 23:11
  [SPEAKER_02]: That's what the cognitive bias is I talk about.
• 23:12
  [SPEAKER_02]: So the gap between your understanding of emotions and people's actual emotions can be quite large.
• 23:20
  [SPEAKER_00]: And for the leader listening today, who knows AI is changing the organization, but feels unsure where to begin.
• 23:27
  [SPEAKER_00]: What is one intentional action?
• 23:29
  [SPEAKER_00]: They should take this week that would create greater trust, clarity, and responsible progress.
• 23:36
  [SPEAKER_02]: I think if they take one action, it would probably be of the getting other leaders to agree to focus on growth versus job cutting, because of all the groups that I surveyed and all I've had many, many focus groups and many over 100 focus group responses, many, many thousands of certain responses, the AI alarmist tends to be the largest group, and so the
• 24:03
  [SPEAKER_02]: small action that you can take is talk to the other leaders about changing your focus and changing your messaging from if AI makes us more effective and more productive, then we will focus on growth instead of cost-growing.
• 24:17
  [SPEAKER_00]: Dr. Glob, thank you for helping us look beyond the technology and examine the human decisions that determine whether change succeeds or fails.
• 24:27
  [SPEAKER_00]: If our listener is
• 24:31
  [SPEAKER_02]: Well, if they want to get in touch with me personally, I'm very available on LinkedIn, so people should just go there and tell me they heard me on the daily influence interview because I don't accept people who just send me LinkedIn messages, they get way too much spam.
• 24:46
  [SPEAKER_02]: If they want to find out more about my work.
• 24:49
  [SPEAKER_02]: and specifically about the books, the psychology of AI adoption and work from resistance to results.
• 24:54
  [SPEAKER_02]: That's available on bookstores everywhere, if you like physical bookstores, if you do your shopping online, then go to Amazon, Barnes and Noble, plenty of other stores like this.
• 25:04
  [SPEAKER_02]: And if you want to get a free sample of the book, you should go to disasteravoytonsexperts.com forward slash AI book.
• 25:11
  [SPEAKER_02]: where you can get a free sample of it.
• 25:13
  [SPEAKER_02]: And if you already got a copy of the book, and you want to get an assessment on adopting AI in your company, and the manual, the Southern Critical Mistakes that leaders make in the AI adoption, just put your receipt information, your receipt number, in that same website, disasteravoidanceexperts.com, AI book.
• 25:34
  [SPEAKER_00]: We will put all that information in the show notes for you.
• 25:37
  [SPEAKER_00]: Thank you for joining us and sharing your stories
• 25:41
  [SPEAKER_02]: I thank you so much for inviting me, Craig.
• 25:42
  [SPEAKER_02]: It was a good conversation.
• 25:44
  [SPEAKER_00]: And for everyone listening, influences especially visible during times of uncertainty, the questions you ask, the fears you acknowledge, the expectations you establish, and the responsibility you accept, all shape others respond.
• 26:00
  [SPEAKER_00]: As you move through your day, I identify one conversation about change that requires more clarity, honesty, or intention.
• 26:07
  [SPEAKER_00]: Don't wait for the technology, the policy, or someone else to lead it.
• 26:11
  [SPEAKER_00]: Take one responsible action that helps another person move forward with greater confidence, because every day through your choices and your actions, you are the influence.
• 26:21
  [SPEAKER_00]: Thank you for joining us for daily influence.
• 26:23
  [SPEAKER_00]: Help us spread the positivity by subscribing and sharing with those around you.
• 26:28
  [SPEAKER_00]: Remember, small actions create big impact.
• 26:31
  [SPEAKER_00]: Keep showing up, leading, and growing one day to time.
• 26:36
  [SPEAKER_00]: stands fired and keep having a positive responsible influence.
• 26:40
  [SPEAKER_00]: Bye bye.