Ross Barnes

Completely.

And those intangibles are the things that we need to be focusing more on.

And, you know, just be, you know, it's just the way that it's being done, as you described, it's so adversarial to the employee in the organisation.

Whereas we could just make it a benefit so that we're all doing stuff we're good at.

You know, because I mean, the way I've always managed my teams is, and the way I have had in my old job, the most incredible boss and mentor and all she did for me, not all she did.

Her objective for me was to get stuff out of my way.

And let me do the things that I was good at.

And if there was something that I didn't want to do or didn't like to do, I mean, that sounds a bit spoiled, but if there was something that stunted me or stopped me, then we'd find a different way of doing that.

And that would now be with AI.

And you want people doing the things they're best at.

And yeah, exactly.

And that is not contrary to any organization's success.

There will still be things that can automate and there will still be things that may shrink team sizes.

But the decisions you make

about people should be about much more intangible things that we just aren't tracking or paying attention to.

Again, and this is all about people again.

There is enthusiasm and fear.

Both of them are a problem.

Because fear means inaction to our legal team of our earlier example.

And working with those people to show that AI can be helpful for them.