Ross Barnes

In teams, there is a spectrum between AI usage.

There are people who are using it for everything.

There are people who are using it well, not very well, and there are people who aren't using it at all.

And it's really hard as a team then to find that right way of working.

I think there used to be, I think curiosity is the most important trait now that a leader can have.

I always, I think the reason I got into search is I kind of, I hate being in a, in a room where I, I don't understand what someone's saying to me.

If there's an acronym, for example, if there's an acronym, the first thing that I don't understand, the first thing I will do is I will Google the acronym and it's like, but a lot of, a lot of leaders.

I mean, just like an AI, using an AI, a lot of leaders think it is their job to provide the answers.

But now a leader has to be curious to ask their business the right questions, which is a very different way of thinking about leading.

And that curiosity about new technologies, you have to have time to be good with AI because

People will be able to pull the wool over your eyes.

They will be able to, you know, there is busy work.

There's data leaving your business.

There are people who are over-employed because AI is doing their job for them and you don't know about it.

So be curious.

Completely.

I mean, AI improperly managed has the risk to do catastrophic things to your business.

But properly managed has the ability to give the perfect conditions for everybody, not only to be doing jobs that benefit the business, but jobs that they want to be doing.

Jobs that are uniquely human.

And to me, that is freeing up conditions.