AI’s Impact on L&D and Workplace Roles with Josh Cavalier

"AI should be an enhancer, not a replacement."
-Josh Cavalier

In today's digital age, how is your organization adapting to the artificial intelligence revolution? Are your teams leveraging AI to optimize efficiency and enhance human interaction, or are you struggling with the implementation maze? In today’s episode, my guest and I delve into the transformative world of AI in the workplace.

My guest is Josh Cavalier. With over 30 years of experience, Josh is a preeminent figure in Learning & Development. As the founder of JoshCavalier.ai, he has revolutionized learning strategies for diverse clients, including global corporations, government entities, and educational institutions. Josh's expertise in melding cutting-edge Generative AI technologies, like ChatGPT, with traditional learning methodologies, has markedly enhanced performance and engagement outcomes.

Before launching JoshCavalier.ai, Josh served on the AI Advisory Board for a leading $5 billion supply chain enterprise. This role underscored his knack for pioneering AI-driven strategies, which he continued leveraging to drive transformation across various organizations. He offers a unique blend of services: strategic consulting, interactive workshops, and in-depth online courses, all tailored to harness the power of AI in learning environments.

Josh is a business leader, passionate educator, and influencer. His popular YouTube channel delves into the intricacies of Generative AI, making complex concepts accessible to a broad audience. As a sought-after speaker, he has enlightened attendees at prestigious conferences like DevLearn, Learning Solutions, ATD ICE, TechKnowledge, NAB, and Adobe MAX. His engaging talks offer a glimpse into the future of AI in learning and development, inspiring professionals worldwide.

In this episode of Talent Management Truths, you’ll discover:

• The significance of curiosity and knowledge about AI technology to fully embrace its capabilities
• The potential impact on job roles and the importance of upskilling
• The role of leadership in aligning AI usage with organizational objectives

Links

• Josh Cavalier on Linkedin
• 250 Prompts for Learning and Development (to use with AI tools)
• ChatGPT For L&D Masterclass Use Code: CHATGPT25

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Transcript

[00:00:00] 

In today's digital age, how is your organization adapting to the artificial intelligence revolution? Are your teams leveraging AI to optimize efficiency and enhance human interaction, or are you struggling with the implementation [00:01:00] maze? In today's episode, my guest and I delve into the transformative world of AI in the workplace.

My guest is Josh Cavalier with over 30 years of experience. Josh is the founder of Josh cavalier.ai. He helps organizations blend, cutting edge, generative AI technologies like Chap GPT with traditional learning methodologies. Before launching Josh cavalier.ai, he served on the AI advisory board for a leading $5 billion supply chain enterprise.

Josh offers a unique blend of services, strategic consulting, interactive workshops, and in-depth online courses, all tailored to harness the power of AI in learning and environments. He's a business leader, passionate educator, and influencer. He's got a great YouTube channel that delves into the intricacies of generative AI and overall is a nice guy.

In this episode of Talent Management Truths, you'll discover the significance of curiosity and knowledge about AI [00:02:00] technology to fully embrace its capabilities, the potential impact on job roles and the importance of upskilling. The role of leadership in aligning AI usage with organizational objectives.

This is a very timely, very important episode. I know you are going to find a million key points here and be pointed to a whole bunch of resources. Enjoy.

Josh Cavalier_GMT20240326-191108_Recording_separate1: hello and welcome back to Talent Management Truth. I'm your host, Elisa Mitchell, and today I'm joined by Josh Cavalier. Josh is the founder of Josh cavalier.ai. Welcome to the show.

Josh Cavalier_GMT20240326-191108_Recording_separate2: Hey, good to be here.

Josh Cavalier_GMT20240326-191108_Recording_separate1: So let's kick off. I'd love to have you tell the audience a bit about who you are and your background leading up to when you founded your company.

Josh Cavalier_GMT20240326-191108_Recording_separate2: Sure. This is my 30th year in learning and development, and I got started in the mid nineties as an art [00:03:00] director for a boutique e-learning development firm that was caught up in the bank, mergers that were happening in the mid nineties.

After that, I founded Load Stone, which was one of the top Adobe authorized training providers in the United States at its heights, I had five offices around the United States, and my role in particular was going into Fortune 500 organizations and spinning up education technology, so going into l and d departments and getting them acclimated to new tools. That were appearing, whether it be web or animation or e-learning development tools or whatever the case may be, and ran that for 20 years. Then I decided to get back into corporate. So I think I needed a change and I didn't. It's funny because I really wasn't. A hundred percent as [00:04:00] far as corporate, but it just kind of worked out that way to where I was kind of like putting feelers out there and there was an opportunity and it was a good fit and decided to jump right in. And so for three years I worked at American Tire Distributors, which is a $5 billion supply chain company as an individual contributor. So I was a learning architect, but handled some of the biggest projects within that organization. Before I left, I was on the AI advisory board for that company, which is interesting.

So I got some insights as far as a company that large and the way that AI at least, was gonna fit into that, that business.

So it's actually, it's interesting because the timing of that particular experience for syncs up with Covid. So I got this role five weeks before Covid hit and I left. Approximately the same time that Covid was officially over here in

Josh Cavalier_GMT20240326-191108_Recording_separate1: It was your Covid job.

Josh Cavalier_GMT20240326-191108_Recording_separate2: you could say that.

[00:05:00] Yeah. Definitely more positive than Covid within itself. So it was a great experience. I worked with some extremely talented people and really got to see how a business like that functions.

And you know, that was kind of fascinating, but. Being in technology and being a lifelong educator. When I saw chat GPT for the first time, I knew it was a massive inflection point. The same with the personal computer, mobile phone, internet. I knew that this was different and I had to jump in, and so the way that that shows up is now for approximately a year, I have been running Josh Cavalier ai, which. I go into corporations and spin up their l and d teams on artificial intelligence due through workshops or webinars. I work with HR departments to go ahead and give baseline understanding of AI to whole organizations, and so that shows up that way. I have online [00:06:00] courses that I run, and I do a lot of speaking at a lot of conferences.

And this year I, I'm giving my first keynotes, so that's That's interesting.

Josh Cavalier_GMT20240326-191108_Recording_separate1: Very good. Okay, so lots to dig into here. I'm really excited about this conversation. So a few things that I wanted to mention. First of all, Josh. You have a great resource on your website and I just wanna make sure listeners know about it and I'll put a link to it. 250 prompts for L and D professionals, I believe.

And as an l and d professional myself, I have been availing myself of these prompts and they're terrific. And it, it's been a really great jump off point for me to, to really get using chat GBT. In my business and life, just, just the amount of time it saves for some research and so on, and, and then I can, it sort of raises my capacity and kind of the level of thinking that I'm operating at.

So, thank you. The, the other thing too that stood out for me was just, we were talking about the mid nineties and and, and working with all the different technologies. All I could think of was EPSS. [00:07:00] Do you remember that acronym?

Josh Cavalier_GMT20240326-191108_Recording_separate2: Yeah.

Josh Cavalier_GMT20240326-191108_Recording_separate1: So electronic performance 

Josh Cavalier_GMT20240326-191108_Recording_separate2: support system. 

Josh Cavalier_GMT20240326-191108_Recording_separate1: So way back in the mid nineties, that's when I was exposed to that and got to build a from scratch, EPSS or knowledge base in kicks green screen.

Like, like for one of the big banks here in Canada for one of the big five. So, I mean, takes me right back. So I have some sort of, there's some overlap here with the technology piece, but certainly you've really centered your career around, around that and, and how technology is used in, in the land of, of people, HR and L and d and so on.

So it's really interesting. Yeah. Yeah. Well, so. You are out at conferences and speaking and working with all kinds of organizations and ai, like this is the zeitgeist for our time as you were pointing out. So what are you hearing out there? You what, what's kind of the, the gist of, of, you know, the [00:08:00] types of questions that come up.

Josh Cavalier_GMT20240326-191108_Recording_separate2: I still think that there is a lot of confusion around the implementation of ai. You know, you have so many reports and, and so many movement movements towards building in proficiencies using ai, but organizations within themselves. Are not geared up just yet to handle each function's implementation of ai.

Now, that's not across the board. There are some organizations that really have their act together, and from an organizational standpoint, they do have a strategy around ai. They have AI ops or operations in place, and it's starting to trickle down into the individual functions, and that's fine. But for most people, I speak to. It's a very bottom up experience to where within the l and d or HR function, everyone is experimenting and trying to use AI within the guidelines or policies around AI that [00:09:00] companies have and. It seems like that is the majority of the activity that's occurring today to where you have, you know, probably about 40% of the people that I engage with at conferences, whatever they're using, chat GPT, you know, couple times a week to help out or to see if it can solve a problem or add some creativity to whatever they're writing, or even help out with multiple choice questions, whatever the case may be. But again, this is very much a bottom up. Type activity that's occurring out there.

Josh Cavalier_GMT20240326-191108_Recording_separate1: So, so when you say bottom up, you're talking about sort of like, grassroots, almost.

Josh Cavalier_GMT20240326-191108_Recording_separate2: exactly. As opposed to, you know, where you have like a top down where the organization itself has a business strategy, both internal and external around ai and then there's a AI operations that are in place. In other words, you know, we have models that are, associates can use and we have an AI policy in place and there's guidelines and there's, you know, again, that strategy then is. [00:10:00] Trickling down into each function. That's great. But the reality is that we see individual functions trying to figure out ai, how does it fit within our workflows? How can we use it within the guardrails of our organization if they are even in place? Another data point on that is, you know, when I speak like this last time I spoke last week, 400. L and d professionals, leaders in this online webinar, and 40%, 35 or 40% of them, it's the wild west. There is no AI policy in

place. There is no guardrails.

Josh Cavalier_GMT20240326-191108_Recording_separate1: Yeah. It is not, it's not surprising because every single day there's some new example of, Hey, did you know you could do this? Like, the whole thing with I don't think it's chat, GBT, but it's another, another one, one of the competitors of the mini video. Or you take a video and it. Just explodes it into 40 different pieces of content.

I can't remember where I saw this. And I could just picture the marketing execs drooling over this. Right, and, [00:11:00] and how it kind of. You know, you don't have to spend as much on all of these different kinds of productions and, and so forth. So, but the, but that was just one example. So now maybe marketing folks that weren't thinking about it before, you know, that piece of news sort of came into their, into their aura, I don't know what to call it, but into their knowing and they're thinking, okay, what do I do?

I need to act.

Josh Cavalier_GMT20240326-191108_Recording_separate2: I think one of the most difficult aspects of what's currently happening out there, and this could be really for any function, it doesn't necessarily have to be for hr L and d, is that when we take a look at the way that we put solutions out there. For our audience members and the channels that they're delivered in, whatever the case may be. All the vendors that we work with are implementing some type of ai. It is extremely confusing. So when you look at the whole entire HR l and d tech stack, going from everything from [00:12:00] Microsoft Platform, Google Business, going down to the HR. Your workdays, your Oracles, l xps, LMSs, you know, individual tools, everything is going to be impacted by ai. And as a professional, it's extremely confusing to take a look at the horizon and understand exactly how is that going to impact me and my role. And you know, at the end of the day, at least for the l and d function, it's all about human performance.

So the way that that shows up is also extremely complicated because, you know, if we just take just the L and D function, one, they have to become proficient in AI within itself.

So there's literacy around it and building in some capabilities around prompting and building a prompt library and so on. Then you have to train the whole organization. [00:13:00] There's the, a massive gap within the organization around AI proficiencies. And so you as a, you know, l and d leader would have to go ahead and partner with other leaders of other functions and determine, hey, is there a way that we can go ahead and source information around data and programming that you, that you need to build in AI capabilities? Right? Then there's partnership with hr. Everything that happens around AI because roles are changing. AI has a direct impact in roles. So what does that mean from an L and D function? Like are we going to go ahead and take an individual who unfortunately may get, you know, the role may get changed because of ai and I, you know, immediately I think of like call center

and chatbots, right? You know, there is a report that came out in February. From a company called Klarna, and they do [00:14:00] e-commerce transactions for Macy's and Nike. They're

huge. 

Josh Cavalier_GMT20240326-191108_Recording_separate1: name. Yes. 

Josh Cavalier_GMT20240326-191108_Recording_separate2: And the CEO said that 700 or jobs were basically taken over by a chatbot to the tune of $40 billion in savings.

You know, and 

so, and, and so what's interesting about that though is that, you know, if you have. 700 people working in call center, they are still valuable to the organization. How can we take that individual and get them into another role or upskill them so that they're not leaving the organization? And I think that's gonna be the biggest challenge around talent moving forward, is the gauging of how AI is gonna change a role, and then how not to lose an associate because. There is gonna be a labor shortage as we move forward.

Josh Cavalier_GMT20240326-191108_Recording_separate1: Well, it's, it's fascinating because I've been having this conversation all over the place. Like in the senior practitioners group [00:15:00] that I'm part of, we, we had a, I facilitated a whole piece around AI in this very question, but, you know, what it makes me think of is, is Bloom's taxonomy, right? So for l and d people that are listening.

You would probably be familiar with that if you ever study instructional design. And it's this, you know, whole idea that, you know, there's, there's at the bottom level, there's facts, right? That, that when you're designing something, you want people to be able to remember facts and then we move to kind of skill.

But then there's, there's different levels of thinking, including synthesis, evaluation, higher levels of thinking. And that is the fear that seems to come up with a lot of the execs and leaders that I talk to is, yes, we we're all talking about up. Skilling, how do we take the call center agents of the world?

That's my background, by the way. So I'm very passionate about this. You know, how do we, you know, ensure that these people are able to move into, you know, roles that AI can't do, right? Like what, but it's, it's pushing that thinking level, that skill a little higher. [00:16:00] So what are your, what are your recommendations around, around how do we, how do we help help them do that?

Josh Cavalier_GMT20240326-191108_Recording_separate2: Yeah, so I, I think, you know, one of the first things, and I, I meant just mentioned this, is making sure that from an organizational standpoint, that everybody is bought in on ai, right? And, and again, that's, that's a whole culture shift.

Because, you know, you have still issues with bias and ethics and everyone's individual relationship with ai.

16:07 ?ISH Where do they stand with it? You know? But once you, once you get past that, then it's a matter of making sure that the systems that you have in place can effectively support what's occurring in the marketplace in regards to AI shifting and changing roles, and then making sure that you have some type of skill ontology or taxonomy system in place. To identify which roles are within your organization and then based upon the existing skills of those [00:17:00] associates that are getting maybe pinched by ai, where can we shift and move those individuals so that they're productive and that our performance is going to go up? It may be some kind of, you know, radical change to where, you know, hey, if, if we can go ahead and move that person who is doing call center work, maybe they're doing a sales support role.

Josh Cavalier_GMT20240326-191108_Recording_separate1: That's a 

Josh Cavalier_GMT20240326-191108_Recording_separate2: all this product knowledge, right? Why, why can't we leverage that?

And so it's gonna take some really different type of thinking around the organization and skills and how AI impacts it to make sure that, you know, again, that mobility within the organization is intact.

Josh Cavalier_GMT20240326-191108_Recording_separate1: Yeah. Well, and this is where, innovation must breed innovation, right? So we've got this, this new technology. It's really, it's, it's, it's just gonna create wave after wave of change, I think. And so, you know, we talk about change is the only constant. I think change management and helping, helping individuals and leaders facilitate and navigate change is going to become even more important if, [00:18:00] if that's even possible.

Just like you're saying, right, to help people upskill, but to completely. You know, look with new eyes at a systems organizational structure and ecosystem I wanted to go back to this idea of AI policy because it kind of ties with what you were saying, you know, ensure your systems are in place that like there has to be some structure or governance ultimately that, that connects to the ethics question and so on.

So how, what proportion of people that you meet actually have an AI policy in place, have thought about it and put it in place.

Josh Cavalier_GMT20240326-191108_Recording_separate2: So when I, when I speak at conferences, which is about on average once a month, these days I do a straw poll. Like I'll go ahead and, you know, whatever group I'm in front of, say, Hey, how many of you have an AI policy in place? It's around 25 to 30% now.

Just last week when I was doing a webinar for about, again, 400 professionals, l and d professionals, it was up to about 40%.

So that was very interesting. I think we're, what we're seeing is more [00:19:00] organizations putting a policy in place, but again, what about that other 60% and what is happening with those associates in those organizations? What are they doing with ai? Is there concerns around intellectual property? Is there concerns around personal data? If there's no policy in place, I would say yes. There's most definitely concerns there.

Josh Cavalier_GMT20240326-191108_Recording_separate1: Right. Okay. And so is there a place that that listeners could go to that you recommend where they could even just start to ideate you know, get some information about AI policy? Like can chat GBT maybe get. Started around that.

Josh Cavalier_GMT20240326-191108_Recording_separate2: Well, you know, they, they said that chat, GPT is a great problem solver, and I don't see why not, you know, why not have a conversation around that? But I, I know that before I engage a customer. They must have an AI policy in place. I have actually worked with certain organizations teaming up with it, legal, hr, and l and d, and those functions seem to be catalysts for the AI policy.

[00:20:00] Everybody has a spec, you know, specific role in their, and also communications because eventually you're gonna have to communicate that out. So, but those groups. Are essential in getting to the table and hammering out an AI policy in place, especially if you have situations where the ip, if it gets out, that there's gonna be some type of negative situation that happens to an associate because of IP getting out.

Through a model or whatever the case may be. Right. So, you know, I'm thinking healthcare and legal banking you know, any kind of government function, things like that. So, you know, the HR has the role around maintaining the integrity of the organization with those protections in place is critical.

Josh Cavalier_GMT20240326-191108_Recording_separate1: Yeah, it's the whole fiduciary responsibility piece. Yeah. So with the ethics, you know, you brought up that there's, you know, ethical issues. So how does that play into this whole equation and, and is that something that's typically addressed in the AI policy, or like [00:21:00] what do, what do you recommend?

Josh Cavalier_GMT20240326-191108_Recording_separate2: So around ethics you know, again, there's so many different nuances to that. I, I think it depends upon, you know, one from an organizational standpoint, how are we doing our work? If we are leveraging ai, is that a conversation that should be had? In other words, like the work that I'm producing, that I'm gonna show for, you know, for a subject matter expert or leader or whatever the case may be. Am I gonna have a conversation that, yes, I used AI for this, but I changed X percent, that kind of thing? Or is it the case where. In the recruiting function that we're leveraging ai. And this has been done for decades, AI to look at resumes, but now are we introducing bias? Or are people, certain groups getting looked over because of the way that the AI is set up? You know, so there's some ethical issues there around AI usage and. Going through tons of resumes. And so I think you have these [00:22:00] different, like shades of gray around ethics, around AI usage. Both in, you know, from an individual standpoint to where it's within their body of work that they're producing.

I. How does AI show up and is it known to their leaders that they're using AI to within the organization itself and the systems that we use? You know, once AI is introduced, then there's ethics around each implementation of AI that needs to be addressed.

Josh Cavalier_GMT20240326-191108_Recording_separate1: So I just got off a call before you and I started recording with a, a client who, who wants me to, to lead a session and, and helping her team kind of pause, step back, and really. Create a team charter that they can live into. So this term team charter was coming up and I do a lot of team coaching.

So this comes up a lot. And the, the phrase that just wandered through my mind as you were talking there was AI chartering. You know, it's, it's, I think organizations needing to figure out, you know, like step back and say this is real, right? And we've got different people in different pockets of the organization trying [00:23:00] things out.

There's some grassroots stuff over here. You know, the executive team who maybe had a couple of preliminary conversations. And let's start talking about like, what are. Risks For sure. And, and the opportunity and, and then you know, what's within our control. How, how do we choose to start, how do we choose to start using it, right?

Versus just letting it happen and it becomes a big monster and get way like a runaway train.

Josh Cavalier_GMT20240326-191108_Recording_separate2: I think there, from an organizational standpoint, there are activations or there's linchpins in place that need to be there, and of course it is leadership, making sure that leadership is on board with how AI is gonna show up for the business. That, you know what, they may not have all the answers initially, but through their work and being aligned. As far as how AI is at least gonna appear before associates access to models, [00:24:00] making sure that from a financial standpoint, that if we are using direct connections into models, we know approximately what the activity's gonna look like. What is the hit on the bottom line from an operation standpoint, leveraging these models, you know, that kind of work. But again, I think what it is. Access. Letting your associates know that they have access to AI models that can help them day in and day out, whether it's like chat GPT or or Microsoft Co-pilot, they know, Hey, one, I can use AI and two here are models that I can use. Or even getting to the third part, which is, you know, now from a vendor standpoint, we are starting to sign new contracts and get systems in place that leverage ai, whether it be from content creation or an L-X-P-L-M-S or an HR system like Workday or whatever the case may be.

Josh Cavalier_GMT20240326-191108_Recording_separate1: Yeah, [00:25:00] and it's interesting 'cause in the entrepreneurial world, I've, I've heard from at least a couple of people that I know that are pitching custom bots, you know, that you, that they'll build this custom query model bot for you based on one of the, you know, chat GPT. It could be that works for what you need to get done.

And I thought that was kind of interesting. I'm like, oh, okay. I never, you know, envisioned needing that kind of service, but that's fascinating.

Josh Cavalier_GMT20240326-191108_Recording_separate2: You know, there's a maturation level, and you know what's gonna happen is we're gonna have automations that are gonna be built into, you know, especially knowledge worker functions,

right? So once those automations are built in and they're tested and vetted from an AI standpoint, then they can become autonomous. That's when things get really interesting, especially at least within the l and d function, if you can have autonomous media being created. So, you know, let's say that on a Friday there's an identified performance issue within sales. Things get green-lighted. Autonomous agents over the weekend create a whole entire [00:26:00] learning journey for frontline sales, and it rolls out on Monday morning.

That's, 

Josh Cavalier_GMT20240326-191108_Recording_separate1: my God, my mind just blew. And did everybody hear that? It just kind of popped and exploded because I, I, you know. If so, listeners, if you haven't played around yet with one of these tools, I really recommend you do look at Josh's prompts, get ahold of those and, and just start, don't be frightened, just, just play with it because I've been using it to kind of help me.

You know, I had this really massive proposal I needed to do and then, and then there was an outline. Portion of it for, you know, a, a program. And I thought, well, let's just see what it does, right? Acting like an instructional designer and you know, give me an outline for aimed at this audience, all that kind of stuff.

And. I was quite, you know, I didn't love all of it, but it was, it gave me this great starting point, so I was a little further along than I might have been in the same amount of time. So, you know, I was able then you, you certainly need to adjust and for personal style and some of, some of it wasn't completely accurate or the [00:27:00] way I, you know, I wouldn't include everything but what you just said about things can get autonomous.

Because I've been at playing with that and seeing just how much it can generate based on a very small amount of information, very specific information. I could see that happening that you, you roll out a custom e-learning and it's on the LMS and rolling to the right people on Monday morning.

Josh Cavalier_GMT20240326-191108_Recording_separate2: correct.

Josh Cavalier_GMT20240326-191108_Recording_separate1: Is this happening now or, or is this 

Josh Cavalier_GMT20240326-191108_Recording_separate2: not at scale. Yeah, but not at scale. Like I, I know for, for a fact that it's happening. But again, it's very compartmentalized and it's not at scale yet. Know, you know, one thing to keep in mind too, just a couple, couple big points. One is, you know, AI is not a solution looking for a problem. Like, you know, you have to keep in mind that. Every business that in the short term they're looking for performance gains and sales or you know, safety, reduced safety incidents or whatever the case may be. [00:28:00] And then organizations also have like a two or three year plan, and then a long-term plan. And, you know, within HR and l and d we're there to support that.

And that is, that is the main driver. For taking a look at how AI can go ahead and support those KPIs or organizational goals, whatever the case may be. That's one. The second point is you have to know your craft to really take advantage of ai. So as an individual, and what I say is like, you know, everybody has a superpower.

Like everybody, you know what you're really, really good at. That's where I would start with ai, because you will be able to take a look at the outputs that you're using with chat GPT or whatever platform or whatever model, look at it and go, wow, okay, this is good. I can use about 80% of this and I'm gonna go ahead and pad the other 20. Right? But if you don't know your craft, that's the issue. And

that's [00:29:00] where mediocrity and integrity issues come into play.

Josh Cavalier_GMT20240326-191108_Recording_separate1: yes.

Josh Cavalier_GMT20240326-191108_Recording_separate2: You know, and that's a huge conversation that I have with, with individuals with an L and d profession is if you don't know how to write a learning objective properly, how can you even assess what AI is giving you in the first place?

Josh Cavalier_GMT20240326-191108_Recording_separate1: Yeah, because some of it was pretty base you know, like I, I, and I'm sure it'll get better over time. Yeah. You wouldn't be able to assess. You've gotta use discernment is what I'm hearing you say. And I couldn't agree more. It's, it's, it's interesting. I, you know, some of what I'm curious about, so you, you just made me think, you know, personally, selfishly, when you said know what you're really good at, like, what I'm really good at is because I've got over 30 years of practice, right.

Facilitating and, and going where our group needs to go, meeting them where they're at, pivoting in the moment. I'm not scared of the senior teams, you know, the top cookie in the corner and, and. I kind of, a lot of people that I know that do the same thing that they, that is not fun for them. They don't [00:30:00] enjoy it.

But I like kind of rolling with it and, and I sometimes go, huh, am I safe? Does that mean, can I just, can I just sleep well at night and think, yeah, I can't ever touch me there. That's such a human to human kind of skill. And yet. Who knows, maybe it could, you know, we'll have bought facilitators at some point, right.

That really do have this, this higher level of, of skill nailed 

30:28 Josh Cavalier_GMT20240326-191108_Recording_separate2: Yeah, I, I think. In some aspects that will happen. But if it does happen, then how can we even enhance the human to human communication? How can

we enhance those interactions

to where it's a multiplier within our organizations? And if you think about it, there's the mundane, there's things that have to happen day in and day out to make the organization run.

And really that's the. That's where I see AI taking off to where now we can really go ahead and when we have a new hire, wow, we really can go ahead and spend tons of one-on-one time with that individual to [00:31:00] spin them up. Because hey, everything in regards to new hire training is autonomous and it's being tracked.

So hey, we know it's gonna get done, or it's being created based upon their personality and their skills and all, whatever the case may be. And so we can spend even more time. With that individual. Maybe they're doing a ride along with sales or, you know, we're gonna put 'em right on the front line with, with another person to coach them up. Right? Because maybe that wasn't an option before, because everyone's so darn busy,

they hardly had any time to, to spin somebody up within that role or the, that function, especially frontline workers,

Josh Cavalier_GMT20240326-191108_Recording_separate1: Yeah, 

Josh Cavalier_GMT20240326-191108_Recording_separate2: and so I, I see this, you know, I see AI as a, as a multiplier. For even us being more human and being have, you know, having more human connections and interactions within l and d and hr.

Josh Cavalier_GMT20240326-191108_Recording_separate1: Yes, it's creating more capacity for that. I liked the onboarding example. I think that kind of paints the picture, right? You know, you can automate a lot of the. Fact-based, you know, mandatory [00:32:00] stuff. And then yeah, create, it's about creating the relationships and trust for the organization. Beautiful.

Okay. Well, so we're coming near the end of our time together, and this is, we could probably go on for hours about this stuff. It's so fascinating. Um, My last question for you is really around you know, if somebody's listening and they're thinking, God, I haven't even dabbled yet. You know, I, I need to dabble, I need to try it out.

What's your. Kind of, I don't know, suggestion for how they might start, get started.

Josh Cavalier_GMT20240326-191108_Recording_separate2: Yeah, I, the, the

way that I get started is again, think about your role and what you do day in and day out, and just simply get access to chat, GPT or Claude or Gemini whatever platform you can get from a large language model standpoint. I. And work through a problem, you know, go in and, you know, first ask it, Hey, you know, act as an instructional designer or act as a recruiter or, you know, act as a, you [00:33:00] know, some other type of professional and I'm working on this problem and I need some feedback on what do you think about this potential solution? Boom. That's it. You know, and so it's, it's essentially, you know, a role. A task and any details about that task. Again, stay in your, stay in your lane what you're really, really good at and just start to work with it because most people will stop working with chat GPT or the tools like that because they're not getting the results they expect

and they get, just put off and they don't go back to ai.

I personally use it every day and. I think that there's opportunities there for everyone to use it every day, but again, there are nuances in how it can be used and how it works. And that takes some time and some effort. And you gotta put in the reps so. You

Josh Cavalier_GMT20240326-191108_Recording_separate1: um, 

Josh Cavalier_GMT20240326-191108_Recording_separate2: like, have negative experiences at first, but [00:34:00] push through, like, you know, give yourself five or 10 minutes every day and try doing some prompting or learn some prompts, and I think you're gonna get some wins.

And then it's gonna, it'll pick up.

Josh Cavalier_GMT20240326-191108_Recording_separate1: Yeah, and that reflects you know, directly my own experience with it. 'cause initially, well first of all, I couldn't even get in. It was. Too busy. And so it wouldn't, wouldn't let me kind of log in. I ran into that, you know, many months ago. And then so that was a bit frustrating. I sort of forgot about it for a while when, you know, life happened.

Came back to it, tried some stuff and I was like, what is this? But I wasn't asking. I. Good enough questions, right? Like I wasn't being specific enough. And it's so funny because I'm always saying to my teenager 'cause he's, he's always amazed at how fast I can find stuff on Google. 'cause it takes, he's like, first of all, he's a guy, so he is all thumbs.

He's got these, he's this big kid. And but he's not being specific enough. I put in all the key words and then get this almost immediate hit. So, so here I wasn't using my own advice with chat GPT, right? And so now that I am. It's, I'm getting somewhere. [00:35:00] So I just would say to listeners, you know, this is one of those things where be patient with yourself, experiment and embrace the iteration.

Just it's a slow build. Okay? Just, just dip one toe and then dip the other and just think about it, be reflective, and then it'll start to, to gain a little traction for you. I do think it, it needs a little discipline. You have to decide that you want to figure it out, and, and it's incumbent on all of us too.

I think to have some, some idea and opinion about this because it's here. It's not going to go away.

Josh Cavalier_GMT20240326-191108_Recording_separate2: And you know, I know that there's a group out there that just are on the sidelines and. In their mind, they're thinking, well, you know, I'm just gonna wait. I'm gonna wait until these tools do the automations for us, like co-pilot automatically creating a, a PowerPoint deck or writing paragraphs in Word or whatever the case may be. And that's fine. I mean, if you wanna wait, but I, I believe it comes down to agency and understanding how a large language [00:36:00] model, or if you're talking about images, a diffusion model, how do these things work? How do they truly work? And if you get that baseline knowledge when you begin to work with AI and however it shows up in whatever tool, at least you'll know, oh, well that's the reason why I didn't get a good result.

Maybe I need to go ahead and prompt differently in PowerPoint, or maybe I need to go ahead and upload an additional document or image to go ahead and get a different result. But. If you don't understand how these things work, you're gonna be phishing a lot.

You know, you're gonna be like burning some time.

And those efficiencies and performance gains with AI could, could just negate themselves.

Josh Cavalier_GMT20240326-191108_Recording_separate1: Yeah. Yeah, that's a super point. Be curious, how do these things work? That's the best place to begin. Well, thank you so much Josh. Just fascinating. I really, really appreciate your time today and I know that listeners will as well 'cause this is top of mind [00:37:00] for many. And I'll make sure that again, your, your website and the link for those prompts are in the show notes.

And thank you very much.

Josh Cavalier_GMT20240326-191108_Recording_separate2: Thanks, Lisa. I really had a good time.