Todd Davis
speaker
423 appearances
6 recordings
3 series
first heard Dec 2024
last heard May 2025
Todd Davis’s voice in public audio — every appearance, attributed to the second.
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Appearances
Yeah, I love that example. I'm going to borrow that from you too, because to your point, music. For most people, it's such an inspirational element in a visualization exercise. So that's, yeah, that's very cool. Same idea for sure.
To be open to AI. I would tell any of them. Now, I don't think AI will ever replace the interpersonal skills that we're talking about and the emotional intelligence. But I can't tell you how many times I've had to, we'll get a customer assignment from a client. I was just teaching a course on leading generations. And while I've done a fair amount of work in leading different generations,
I'll use chat GPT and say, hey, here's the elements I want to add and here's what I want to talk about. Boom, it'll pop out a pretty sophisticated skeleton or framework that of course needs your element now, your personal touch. But I usually get the question, how do we make sure that AI doesn't, is there still a need for seven habits because of AI? I usually get the opposite.
We just did or participated in and read the reviews of a study of 290 business practitioners that use AI on a regular basis. And they were asked in this survey, what are the most important skills, even with all that AI can do for us, what are the most important skills that are needed to grow your business? And the top three were integrity,
creativity and interpersonal skills or human skills, things that AI can't really do. I don't know that AI will ever be able to listen to you or me empathically and reflect back to us what we're really feeling, but boy, I would embrace it. I apologize that I'm not the expert on telling you all the ins and outs of AI, but I just know from a practical standpoint,
how much it's helped me to get my creative thinking going by asking a question or saying, help me develop a framework for such and such. And then it's a great starting point for me to take off from.
Yeah, well, in our 7 Habits, we have a learning platform at Franklin Covey that all of our content, not just 7 Habits, but all of our work solutions are on. And we have a platform for that so that it measures, in companies and organizations, it measures the learner's progress and growth. And in the seven habits portion of the platform, there is an AI tool to practice empathic listening.
And so you can set up a situation in this tool that we have through AI on the platform, and you can put together a scenario. Okay. This person, I'll go back to the friend that didn't like you or the person that didn't like you. Okay, I work with someone, and for whatever reason, we are not syncing. And everything I say, she criticizes or he criticizes.
And so you can feed that information to it and say, I'd like to have a conversation. How would you begin the conversation? And AI will say to you, I would start by saying, Joe, I'm really hoping that we can get to a great working relationship. And I want you to know my only intent in bringing this up is to see if we can figure out how to improve our communication skills.
You know, it'll tell you things to say. You're going, oh, wow, that's a really, and you're writing down notes. I'm going to say that. I'm going to say that. So, I mean, that's just one example of AI out in the world, but how we use it on the platform to practice communication. seek first to understand, then to be understood.
Thanks for calling that out, Heather, because that is why, while this was written 35 years ago, it's based on principles that are true. Gravity was true forever and will be true forever. These are principles. So they don't age out. Now their applications age out. The way we use them, we have to change all the time.
And so to your well-stated point, the way we use those now in this world of technology and all of the being proactive, putting first things first, how about three? Boy, putting first things first has always been difficult. But now when we have so much information coming at us, you know, in every minute, I mean, think about that.
I can't imagine your email piling up right now while you're taking this time with me. And so how do we learn to prioritize and determine what are the most important things? I can't do it all. Nobody can do it all. So how do effective people decide what am I going to accomplish this day, this week? And what am I going to be okay with not getting to?
In this age of technology, that's one of the most important questions I think we can figure out for ourselves.
Yeah. In the 7 Habits course, in the work session, we go into workshop activities where people use very real situations, and they have to pick a situation they're comfortable sharing with somebody. And then people have reps that they can only ask questions. They cannot comment or advise or probe. They just have to say, well, gosh, so how did that make you feel?
And of course it feels scripted and it feels a little bit uncomfortable, but it gets people understanding that how much they didn't even realize they kind of respond autobiographically. You know, it's human nature to listen with the intent to reply. I'll bet everybody that's listening right now
if they're being truthful, would say, yeah, there are many times when I'm face-to-face with someone, they're talking and I'm not talking and I'm looking at them and I'm nodding my head, but in my mind, I'm already formulating my response. We all do it. And I think it comes, I believe it comes from a good place. It's not helpful, but it comes from a place that we want to help. We want to solve.
We want to fix. And so I hear just enough of what you're saying to think, oh, I know how to solve this. As soon as she stops talking, I'm going to jump in and And while that sounds helpful, because my brain is focused on what I'm going to say, I'm missing out on half or three-fourths of what you're saying. And so habit five, based on the principle of respect, we're saying suspend those feelings.
Don't throw them away, but suspend your thoughts, your response long enough to really hear the other person to the point where when they finished, you say, gosh, help me understand more about that. Or when you said frustrated, tell me what about that. And I'll tell you, when you start to listen with empathy to someone, they are shocked, but shocked in a good way because so few of us do it.
And so you have that person, those people, and when we do it – when I was the chief people officer for 18 years, this is very true. I can't tell you how many times I'd be in my office with two leaders that didn't get along or even just one-on-one with someone that were trying to work out a problem. And if we were there for an hour, I would talk maybe I'll bet eight to 10 minutes of that hour.
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