Tuesdays: 5:00pm - 6:00pm (EST)
EPISODE SUMMARY:
Listeners will learn how leadership is changing globally, what leaders need to know more than ever, how leadership identity connects with these global changes, and how technology can be leveraged to get there.
Dr. Jonathan Kirschner is the Founder and CEO of AIIR Consulting - a global business psychology consulting firm dedicated to increasing the effectiveness of leaders around the world. He is also the CEO of AIIR Analytics, a people analytics organization focused on building great assessment tools and technology to drive the next generation of talent and succession planning solutions. He is a leadership expert and regularly writes and speaks on the topic of leadership. Dr. Kirschner graduated from New York University with a BA in Psychology and Religion. He holds a Doctorate in Clinical and Business Psychology from Widener University.
Jonathan will share what he has learned from serving some of the top leaders around the world and how they need to keep up with global changes. He will also share insights from his ongoing surveys of leadership needs.
#leadership #leadershipdevelopment #leadershipconsulting #leadershipcoaching #TheHardSkills
Tune in for this empowering conversation at TalkRadio.nyc
The initial part delved deeper into Dr. Jonathan Kirschner's background, detailing his journey through studying and training in clinical psychology. Furthermore, he pursued a course in executive coaching, where he discovered valuable insights that enabled him to apply his clinical psychology expertise to leadership development, merging the two concepts. Dr. Kirschner proceeded to explain the essence of AIIR Consulting, outlining its core values: integrity, innovation, science, and results. Highlighting that while every business and leadership approach varies, it's essential to tailor interventions accordingly. This guarantees the effective integration of data into targeted interventions, applying behavioral principles to promote lasting sustainability and elevate leadership effectiveness.
Five major challenges were discussed that leaders must be mindful of. These encompassed AI, workforce dynamics, navigating uncertainty stemming from political, economic, and conflict-related factors, leading through change, and finally, addressing and combating employee well-being and mental health concerns. Dr. Kirschner stressed the importance of resilience, self-awareness, and self-care in managing oneself and actions, particularly during times of high stress. Furthermore, he highlighted the subsequent importance of prioritization, communication, and trust. Ending the segment, the focus was on the principle of self-care, highlighting the importance of prioritizing our own well-being to be more effective in supporting others.
The leadership framework encompasses three main domains: leading oneself, leading others, and leading the organization. Within these domains, there are twelve dimensions that further dissect the characteristics and motivations relevant to each area. To dive in deeper there are 45 skills that can help assist in gaining proficiency within those dimensions or even domains. Dr. Kirschner noted that leaders might initially feel overwhelmed when viewing the chart from an external standpoint. However, it's not about mastering it outright; instead, it's about becoming familiar with it and gaining a basic understanding. This enables leaders to identify areas where they may lack proficiency, allowing them to compensate by focusing on other areas and ultimately becoming more well-rounded. Furthermore, recognizing that identity is fluid and individuals continuously evolve, exceptional leaders can embrace humility, vulnerability, and courage as essential components for personal growth and development within their roles and identities.
The discussion covered the evolution of technology, focusing particularly on changes in conference hosting methods, such as the transition from Skype to Zoom. Furthermore, it explored the potential for additional features in conference broadcasts to enhance appeal and facilitate multitasking during online coaching or mentoring sessions. Additionally, it's crucial to regard AI as a tool rather than a complete replacement for coaching. Instead, AI can enhance coaching by facilitating a more client-centered approach and accelerating the identification of progress and other key insights. It reduces manual labor and enhances assistance, complementing the coaching process effectively. “Aiiron”, the new AI coaching assistant, brings significant advancements in tracking progress, setting reminders, and improving coaching. However, it's important to recognize its limitations. While it complements coaching effectively, it cannot replicate the personalized interaction of one-on-one coaching with a live coach. The unique experience of feeling understood remains beyond the capabilities of AI in a coaching setting.
00:00:51.790 --> 00:00:57.529 Mira Brancu: welcome, welcome to the hard skills podcast, and show with me. Dr. Mira Branku
00:00:57.950 --> 00:01:07.329 Mira Brancu: on this show, we discuss how to develop the nuanced hard skills needed to become an exceptional leader who can drive significant systemic change to make real impact.
00:01:07.550 --> 00:01:16.540 Mira Brancu: I work with leaders in healthcare research stem and other technical fields working toward that goal. But we also go beyond that to other industries as well.
00:01:16.670 --> 00:01:33.949 Mira Brancu: This is the second season as a reminder. So we're naturally focused on the second stage of my strategic leadership pathway model which is developing leadership identity. And today we are talking with Dr. Jonathan Kirchner on how to leverage technology while staying authentic
00:01:34.120 --> 00:01:37.050 Mira Brancu: as a leader. Welcome, Jonathan.
00:01:38.040 --> 00:01:40.760 Jonathan Kirschner: Hey? How you doing? Thanks for having me on the show.
00:01:40.990 --> 00:01:51.159 Mira Brancu: Absolutely so. Excited to have you on as a reminder. Audience. We value evidence based practical solutions. So be ready. Take notes.
00:01:51.200 --> 00:02:00.679 Mira Brancu: reflect deeply, write some things down. I always do, and identify at least one small step to further develop your hard skills muscle.
00:02:00.960 --> 00:02:04.349 Mira Brancu: All right, let me introduce to you Jonathan
00:02:04.690 --> 00:02:11.379 Mira Brancu: John Dr. Jonathan Parchner is the founder and CEO of air consulting a I-i-r.
00:02:11.390 --> 00:02:22.580 Mira Brancu: which does sound stand for something. So we'll find out what that is in a second air consulting a global business psychology, consulting firm dedicated to increasing the effectiveness of leaders around the world.
00:02:22.780 --> 00:02:35.129 Mira Brancu: He's also the CEO of air analytics, a people analytics organization focused on building great assessment tools and technology to drive the next generation of talent and succession planning solutions.
00:02:35.520 --> 00:02:40.919 Mira Brancu: He's a leadership expert, and regularly writes and speaks on the topic of leadership.
00:02:41.550 --> 00:02:52.859 Mira Brancu: Dr. Kirchner graduated from New York University with a BA. In psychology and religion that's interesting and holds a doctorate in clinical and business psychology from Widener University.
00:02:53.410 --> 00:02:55.270 Mira Brancu: Welcome, Jonathan.
00:02:56.130 --> 00:03:02.739 Jonathan Kirschner: Thank you. Thank you so much for having me. Yeah. Now. So I met you from afar.
00:03:02.910 --> 00:03:15.349 Mira Brancu: First learned about you when I was watching him being presented with an early career award from the society of consulting psychology, and they were describing this company he had built. And I thought, Oh, this
00:03:15.450 --> 00:03:18.230 this company sounds interesting. I need to learn more.
00:03:18.240 --> 00:03:34.870 Mira Brancu: So let's ease into that a little bit. How did you combine your Phd in psychology with business? And you have this religion background which is really interesting. How did you get to this point where you were interested in working with leaders in the business world?
00:03:35.070 --> 00:03:36.770 Jonathan Kirschner: Yeah. Well, it's to.
00:03:37.010 --> 00:03:40.750 Jonathan Kirschner: It takes me back. It takes me back
00:03:41.200 --> 00:03:43.880 Jonathan Kirschner: about 20
00:03:44.260 --> 00:03:50.789 Jonathan Kirschner: 3 years ago to a park bench in Jerusalem where I was just watching some pigeons.
00:03:50.840 --> 00:03:53.629 Jonathan Kirschner: and my mind was
00:03:54.120 --> 00:03:57.250 Jonathan Kirschner: not thinking which is the best times it
00:03:57.420 --> 00:04:06.530 Jonathan Kirschner: find yourself and it it kind of all came at me like in this Aha! Moment that my purpose was really to take
00:04:07.060 --> 00:04:10.469 Jonathan Kirschner: a fascination with
00:04:10.560 --> 00:04:14.370 Jonathan Kirschner: psychology and some
00:04:14.660 --> 00:04:18.699 Jonathan Kirschner: strong problem solving skills that I've cultivated growing up
00:04:18.790 --> 00:04:24.180 Jonathan Kirschner: and combine those to really serve, others to help and and
00:04:24.400 --> 00:04:30.889 Jonathan Kirschner: Now, the number one mistake. If you try to apply to graduate psychology programs is
00:04:30.920 --> 00:04:37.019 Jonathan Kirschner: they? They literally say in every book, don't say I want to help people I was like, but that's what I want to do.
00:04:37.370 --> 00:04:45.520 Jonathan Kirschner: And being the defined person I was at, that was the essay I wrote, and and I really
00:04:45.960 --> 00:04:52.440 Jonathan Kirschner: The clarity that I arrived at in that moment was that I wanted to become a a clinical psychologist. So
00:04:52.520 --> 00:05:01.880 Jonathan Kirschner: you know, positioned myself throughout undergrad and ultimately graduate school to become a clinical psychologist. And
00:05:01.930 --> 00:05:06.200 Jonathan Kirschner: in my third year of training.
00:05:06.390 --> 00:05:13.729 Jonathan Kirschner: you know, I thought, Hey, listening to people's problems. That's cool. I'm good at it. I enjoy it. It's it, it
00:05:13.770 --> 00:05:23.190 Jonathan Kirschner: it definitely like activates this creative thinking side of me. And it's lighting me up from a meeting, making side of me. But like.
00:05:23.240 --> 00:05:24.870 Jonathan Kirschner: might I get tired
00:05:24.920 --> 00:05:37.630 Jonathan Kirschner: doing that? 40, 50 HA week? Could I possibly get burnt out, and I thought about How do I maybe like not put all my eggs in one basket, took a course in executive coaching with a fair degree of skepticism.
00:05:37.810 --> 00:05:40.570 Jonathan Kirschner: And
00:05:41.940 --> 00:05:44.940 Jonathan Kirschner: I left that first class being like, Wow.
00:05:45.200 --> 00:05:46.810 this is fascinating.
00:05:46.830 --> 00:05:54.470 Jonathan Kirschner: I can take these skills that I've learned in the clinical orientations and and domain.
00:05:54.500 --> 00:05:57.630 Jonathan Kirschner: and apply it within this other context.
00:05:58.010 --> 00:06:01.010 Jonathan Kirschner: and had the second class, the third class
00:06:01.120 --> 00:06:02.260 Jonathan Kirschner: and
00:06:02.570 --> 00:06:07.939 Jonathan Kirschner: the cognitive side of me was lit up right?
00:06:08.210 --> 00:06:11.080 Jonathan Kirschner: but it wasn't until I understood
00:06:11.220 --> 00:06:14.330 Jonathan Kirschner: what leadership is all about.
00:06:14.410 --> 00:06:19.990 Jonathan Kirschner: And the impact this work can have on leaders that I really became.
00:06:20.050 --> 00:06:24.889 Jonathan Kirschner: you know, hyper, clear, and focus on what I wanted to throw myself at.
00:06:25.010 --> 00:06:35.130 Jonathan Kirschner: And you know what I be. What became immediately clear to me is that leadership is one of the
00:06:35.370 --> 00:06:37.489 Jonathan Kirschner: greatest levers for change
00:06:37.740 --> 00:06:44.940 Jonathan Kirschner: and leaders have a disproportionate amount of influence within a system that affects many, many people.
00:06:45.080 --> 00:06:53.300 Jonathan Kirschner: So if I can move the needle on behavior change and help a leader become more effective at what they do
00:06:53.350 --> 00:07:05.670 Jonathan Kirschner: to the extent that what they do is virtuous and value added to society, to the world, and to the extent that they're connected to many people. Then I could have exponential change
00:07:05.730 --> 00:07:11.109 Jonathan Kirschner: in relationship to that work which felt really really powerful, and so
00:07:11.220 --> 00:07:26.119 Jonathan Kirschner: that it was just. There was no turning back after that. And so I got really into it. That was the hook for me was leadership, and applying all the skills that I had learned to leadership, and it was so compelling to me that I
00:07:26.270 --> 00:07:47.439 Jonathan Kirschner: kept re wrestling with like, how do I do this in a way that I'm not limited by the 50 60 h that I'm working? A week. How can I build something that is truly scalable beyond just what I can deliver myself? And that was what brought me on the course or the path of of starting a business.
00:07:47.960 --> 00:07:51.280 Mira Brancu: It very interesting, a very relatable
00:07:51.370 --> 00:07:54.889 Mira Brancu: I did not come to
00:07:54.970 --> 00:08:02.770 Mira Brancu: sort of recognize the impact through leadership myself until I went into leadership roles
00:08:02.860 --> 00:08:05.919 Mira Brancu: and recognize for myself.
00:08:06.140 --> 00:08:12.589 Mira Brancu: The more that I could prepare myself could improve, could affect the teams around me.
00:08:12.820 --> 00:08:17.220 Mira Brancu: The more we could affect greater and greater change. And and
00:08:17.230 --> 00:08:27.979 Mira Brancu: as my leadership grew I sort of realized that I could have a greater impact. And so I didn't, you know, in in the beginning I started out as a clinical psychologist, too. I
00:08:28.000 --> 00:08:31.539 Mira Brancu: spent like 5 s being a clinical psychologist before
00:08:31.610 --> 00:08:33.820 Mira Brancu: going right into management and leadership. But
00:08:34.049 --> 00:08:45.049 Mira Brancu: for you know, during internship, and when when I was practicing I still had in my mind, like my impact, is individual by individual
00:08:45.080 --> 00:08:48.069 Mira Brancu: right, each individual, and that it's still
00:08:48.120 --> 00:08:56.189 Mira Brancu: to me important. It makes a difference. You know, each individual you impact impacts other people. But I hadn't sort of made that connection
00:08:56.460 --> 00:08:59.640 Mira Brancu: the ripple effect until I sort of
00:08:59.780 --> 00:09:02.779 Mira Brancu: connected it to my own life and experienced it. So
00:09:02.910 --> 00:09:09.210 Mira Brancu: I really relate to net that tell us a little bit more about
00:09:09.450 --> 00:09:12.059 Mira Brancu: you you thought about
00:09:12.150 --> 00:09:14.470 Mira Brancu: the business as a mechanism
00:09:14.570 --> 00:09:22.289 Mira Brancu: to scale greater impact. Right? What is? What does air stand for? Why did you choose that?
00:09:22.800 --> 00:09:35.989 Jonathan Kirschner: Yeah, that's that's great. Well, what you just shared before actually had me reflecting on the fact that that I don't think I've actually had ever had a real job outside of thing, like a camp counselor and you know, some practice comes in internships.
00:09:35.990 --> 00:09:54.650 Jonathan Kirschner: So you know, I remember getting into this as much as I loved it. It was all very theoretical, and I had imposter syndrome up the Wazoo because I'd never actually like worked within the system before. So it is. It's it's really cool that the lens that you that you arrived at this work from
00:09:54.750 --> 00:10:06.640 Jonathan Kirschner: air is not misspelled. So AI R is our is an acronym for our methodology, for sustained behavioral change. So it stands for assessment.
00:10:06.750 --> 00:10:10.259 Jonathan Kirschner: insight, implementation, reinforcement.
00:10:10.370 --> 00:10:14.400 Jonathan Kirschner: And you know, it's it's a fairly
00:10:15.290 --> 00:10:19.710 Jonathan Kirschner: logical model for creating change.
00:10:20.220 --> 00:10:30.220 Jonathan Kirschner: And it's it's specific enough that it differentiates us. But generic enough that you can. You can sort of drop in most
00:10:30.890 --> 00:10:32.260 Jonathan Kirschner: viable.
00:10:32.460 --> 00:10:46.010 Jonathan Kirschner: you know modalities, whether it's like cognitive behavioral psychology. A/ct psych psychodynamic theory. It in in many ways. It's an eclectic
00:10:46.140 --> 00:10:48.230 Jonathan Kirschner: model,
00:10:48.550 --> 00:10:55.279 Jonathan Kirschner: and it and it kind of goes like this, if I want to change something. I have to first and for first and foremost know
00:10:55.340 --> 00:11:05.690 Jonathan Kirschner: what it is that I want to change. And so we're big proponents doing a valid assessment on the front end rather than just diving in and adding value before
00:11:05.890 --> 00:11:10.519 Jonathan Kirschner: really getting clear on the target behaviors or the things that we want to work on.
00:11:10.600 --> 00:11:16.170 Jonathan Kirschner: So it always starts with a good assessment. And then, you know, meaning making.
00:11:16.320 --> 00:11:28.780 Jonathan Kirschner: That's one of the unique things that we, one of the unique gifts we have as humans. If I just dropped a bunch of data and said, Let's go. Here's what we need to work on. Hmm, yeah. Maybe you'd go through the motions.
00:11:28.840 --> 00:11:34.320 Jonathan Kirschner: But if I can find ways to really like meaning, make that information
00:11:34.350 --> 00:11:40.970 Jonathan Kirschner: and co-create an action plan that you're really bought into. Then you're going to generate
00:11:41.170 --> 00:11:44.560 Jonathan Kirschner: moment. You're gonna generate motivation that
00:11:44.580 --> 00:11:56.300 Jonathan Kirschner: goes beyond just the relaying of information. And so that's our insight phase which culminates in creating a action plan because insight alone isn't gonna get you too far.
00:12:02.170 --> 00:12:09.019 Jonathan Kirschner: It, you know, to the test. And and that's where we get into our regular cadence of coaching sessions.
00:12:09.080 --> 00:12:16.370 Jonathan Kirschner: In our implementation phase. And then we're a lot of folks. A lot of folks stop there, and they don't think about
00:12:16.430 --> 00:12:27.069 Jonathan Kirschner: what happens when I leave. And this interventions over, how do I maximize the probability for sustained behavioral change so that things don't just revert back
00:12:27.180 --> 00:12:46.920 Jonathan Kirschner: to how they were to the baseline. And so that's our reinforcement phase, which occurs even before the reinforcement phase. But we do have some formal activities, and discussions that really basically is about no more new stuff. We're gonna practice practice practice
00:12:47.100 --> 00:13:16.669 Jonathan Kirschner: and tighten the gains that we've made. So you can be set up for maximum success going forward. And so each one of those phases sort of draws on different aspects of psychology, like the reinforcement phase is a very behavioral psychology onset, whereas, like the insight phase draws on many of the premises of psychodynamic theory, which is that like insight. It's inside alone can be mutative. Right? And so it is truly an eclectic
00:13:16.860 --> 00:13:18.849 Jonathan Kirschner: framework for creating change.
00:13:19.480 --> 00:13:24.720 Mira Brancu: Yeah. And at the same time, though I'm glad that you mentioned that.
00:13:24.950 --> 00:13:45.980 Mira Brancu: you still bring a psychological lens to this. I mean, yes, the model is logical. You you sort of it makes sense that you start with some kind of assessing the situation. And you implement. And then right? But the psychology behind this is actually really
00:13:46.120 --> 00:13:48.489 Mira Brancu: important, because there are a lot of
00:13:48.800 --> 00:13:57.259 Mira Brancu: consulting agencies that don't bring this lens to it, and what happens is they'll throw like the entire kitchen, sink at the problem.
00:13:57.330 --> 00:14:15.029 Mira Brancu: overwhelm the system, make it more complicated than necessary. There's no precision to the intervention when you do a solid assessment, and you know how to vet really strong assessments that connect and meet the needs of the population you're working with, because it's been.
00:14:15.310 --> 00:14:26.150 Mira Brancu: you know, psychometrically sound and things like that. And you know how to interpret the information well enough to know. Like, okay, if this combination of data is seen.
00:14:26.160 --> 00:14:39.880 Mira Brancu: then we're going to develop and design this kind of intervention because it makes sense. It's precise. It's targeted to this kind of need. And then we're going to apply behavioral change principles so that we know
00:14:40.070 --> 00:14:45.759 Mira Brancu: that it will stick once we implement right? These are the kinds of things that
00:14:45.810 --> 00:14:49.290 Mira Brancu: normally you do not see
00:14:49.380 --> 00:14:54.040 Mira Brancu: when it's not designed by people who have expertise in
00:14:54.160 --> 00:14:56.259 Mira Brancu: behavioral and organizational change.
00:14:56.310 --> 00:15:08.249 Mira Brancu: So I'm just gonna like, really highlight that that's that's a critical element behind this. What sounds like a very simple model is actually very thoughtful and intentionally, you know. Done
00:15:08.740 --> 00:15:20.359 Mira Brancu: so with all of that, said. We are entering a brief outbreak. You're listening to the hard skills with me, Dr. Mirabranku and our guest, Dr. Jonathan Kirchner.
00:15:20.370 --> 00:15:35.899 Mira Brancu: We air on Tuesdays at 5 Pm. Eastern. If you'd like to join us online right now and ask questions that we can answer in real time. You can find us on Linkedin or youtube@talkradio.nyc. And we'll be right back with our guest in just a moment.
00:17:48.920 --> 00:17:57.630 Mira Brancu: welcome back to the heart skills with me, Dr. Maya Bronku and our guest today, Jonathan Kirchner of air consulting and air analytics.
00:17:57.770 --> 00:18:03.750 Mira Brancu: So we just got done learning what air stands for.
00:18:03.800 --> 00:18:08.310 Mira Brancu: And now, let's take a deeper dive into
00:18:08.350 --> 00:18:18.490 Mira Brancu: really what you're seeing these days, you know, having worked with hundreds and thousands of leaders and teams. Nationally and internationally. I know that
00:18:18.740 --> 00:18:32.049 Mira Brancu: every year you do a study that and and your your study just came out, you know, just recently on white paper. And it talks about the current challenges and needs of leaders today. So I'd love for you to share some of the
00:18:32.070 --> 00:18:41.789 Mira Brancu: highlights. What you're seeing as the greatest challenges globally. You know. Where are you leaning into these days as a company to meet those needs.
00:18:41.980 --> 00:18:44.080 Jonathan Kirschner: Yeah, excellent
00:18:44.450 --> 00:18:53.010 Jonathan Kirschner: And then the timing is great because we just released our trends report last week. It's our seventh year doing this.
00:18:53.060 --> 00:19:06.250 Mira Brancu: I'm just gonna put a plug in here. It's exceptional. I loved it. Folks, please go to the website and download it. It's really good, and I don't just like, say, random things like that so seriously, it was good.
00:19:06.500 --> 00:19:16.419 Mira Brancu: I'm slightly biased, but I think it's also top notch. So we really with. With this trans report we mind the intelligence of our 200 plus
00:19:16.600 --> 00:19:19.819 Jonathan Kirschner: base of of leadership experts.
00:19:20.340 --> 00:19:41.199 Jonathan Kirschner: And this past year we also surveyed leaders, and we used to a a little bit of a different process. We asked, as we always do, what are some of the challenges that leaders will face in the year ahead. So 2024 and but this year we used our leadership genome tool, which is a
00:19:41.710 --> 00:19:47.809 Jonathan Kirschner: a really cool way of getting at the specific skills required
00:19:48.070 --> 00:19:57.719 Jonathan Kirschner: or whatever the question you have. So if the question is. what does a high potential look like in our organization?
00:19:58.130 --> 00:20:01.030 Jonathan Kirschner: the leadership genome can answer that. If it is.
00:20:01.060 --> 00:20:21.690 Jonathan Kirschner: what does this future Cfo in our organization need to look like from a skill standpoint? It'll answer that question. And that's the succession planning context. So we use that leadership genome to ask the following question, what are the skills that leaders are gonna need to be successful in 2024 and and so we have the qualitative themes
00:20:21.700 --> 00:20:35.709 Jonathan Kirschner: from mining our coaches as far as the the macro themes and challenges, and we also have the quantitative data from our leadership genome study. And so I'll I'll kind of give the the snapshot
00:20:35.720 --> 00:20:39.300 Jonathan Kirschner: first of all, there's no better title
00:20:39.360 --> 00:20:43.339 Jonathan Kirschner: than your podcast hard skills like these skills.
00:20:44.030 --> 00:20:46.489 Jonathan Kirschner: these leadership skills that people
00:20:46.770 --> 00:20:59.600 Jonathan Kirschner: have historically referred to as soft skills are not easy. They're in fact, quite hard. And I think leaders increasingly, I mean, probably always because leadership is
00:20:59.610 --> 00:21:09.089 Jonathan Kirschner: always been hard, but it is particularly arduous right now. And has been right since since since Covid prop. Arguably
00:21:09.160 --> 00:21:13.139 Jonathan Kirschner: the the 5 main themes
00:21:13.320 --> 00:21:16.559 Jonathan Kirschner: from a macro standpoint that we're seeing
00:21:16.580 --> 00:21:28.699 Jonathan Kirschner: are, you know, first and foremost, AI all over the place. Right? AI, AI, AI! And the proliferation of this technology
00:21:29.130 --> 00:21:37.220 Jonathan Kirschner: far surpasses our ability to like, stay abreast and keep up with it. And so that has
00:21:37.440 --> 00:21:40.439 Jonathan Kirschner: presented tons of opportunity. But it's also
00:21:40.510 --> 00:21:57.580 Jonathan Kirschner: overwhelming. You know, for for the average person and for leaders, it's like, How do I get ahead of this. How do I get ahead of this thing that I can't get ahead of? So so navigating AI and the the rapid pace of technology. Innovation.
00:21:57.610 --> 00:22:00.019 Jonathan Kirschner: is is one major challenge.
00:22:01.250 --> 00:22:20.310 Jonathan Kirschner: You know, we're still hybrid workforce dynamics. We're going on like year. 4 of that. And I don't think leaders have. You know we still haven't mastered it. I'm hoping 24 into 2024 is the year where we figure this out, but it is nothing figured out and still causing a lot of upheaval.
00:22:20.760 --> 00:22:27.429 Jonathan Kirschner: and and and distress within organizations. And the third theme is really the
00:22:27.550 --> 00:22:30.779 Jonathan Kirschner: economic and geopolitical uncertainties.
00:22:30.830 --> 00:22:43.189 Jonathan Kirschner: Yes, so we've had some pretty sky high rates. Which has a lot of effects on the macro. A a economy. And then geopolitically, you know, you just have to open.
00:22:43.260 --> 00:22:54.770 Jonathan Kirschner: You don't have to open newspaper. It's right there. Smack in front of you. Some of the the tragedies going on throughout the world, and and the precarious place that we are.
00:22:54.860 --> 00:23:02.199 Jonathan Kirschner: As as a as a world right now. And so that's created a fair degree of uncertainty.
00:23:03.010 --> 00:23:05.629 Jonathan Kirschner: Leading through change.
00:23:05.710 --> 00:23:16.830 Jonathan Kirschner: So you have the change in technology. You have hybrid there, there's just so much change going on that
00:23:16.900 --> 00:23:21.260 Jonathan Kirschner: that is just creating a ton of friction
00:23:21.630 --> 00:23:25.180 Jonathan Kirschner: for workers, for leaders.
00:23:25.390 --> 00:23:26.550 Jonathan Kirschner: And then
00:23:26.690 --> 00:23:30.309 Jonathan Kirschner: that friction translates into
00:23:30.340 --> 00:23:33.829 Jonathan Kirschner: I mean it. It just weighs on a lot of people. And over time.
00:23:33.850 --> 00:23:43.920 Jonathan Kirschner: It's really creating well being and mental health issues, and in many, many cases. And so you know, those are the the 5 macro themes that we think
00:23:43.980 --> 00:23:45.650 Jonathan Kirschner: leaders need to be
00:23:45.910 --> 00:23:48.720 Jonathan Kirschner: hyperaware of AI.
00:23:49.380 --> 00:23:51.889 Jonathan Kirschner: The, you know, workforce dynamics
00:23:51.910 --> 00:23:54.300 Jonathan Kirschner: navigating
00:23:54.810 --> 00:24:00.830 Jonathan Kirschner: a lot of uncertainty with regard to economy and and and and politics
00:24:00.860 --> 00:24:12.520 Jonathan Kirschner: and and wars, and leading through change, and then really combating and addressing effectively employee well-being and mental health. So those are the the 5 macro challenges
00:24:12.880 --> 00:24:21.739 Jonathan Kirschner: what we think leaders need based on the leadership. Genome Survey is, first and foremost, a high degree of resilience.
00:24:21.940 --> 00:24:29.329 Jonathan Kirschner: That came in first place right? The ability to weather the storm, bounce back and be strong.
00:24:29.490 --> 00:24:33.900 Jonathan Kirschner: there's an element of that where?
00:24:34.090 --> 00:24:47.049 Jonathan Kirschner: you know, we we need to do a lot of working out right because resilience is kind of like a muscle. It's like a psychological muscle. There's also an element of we need to take time to fuel up the tank.
00:24:47.330 --> 00:24:59.549 Jonathan Kirschner: And so I think of that. We think of that as self care, which is a leadership skill. So we need to slow down to speed up. We need to take out time for ourselves and be very intentional about that
00:24:59.840 --> 00:25:10.209 Jonathan Kirschner: and we also have to be really self aware, we always have to be self aware. But when we're under immense amounts of uncertainty, pressure, and stress.
00:25:10.290 --> 00:25:29.710 Jonathan Kirschner: that's usually the first thing that goes right. And we start to operate in a reactive mode where we're vulnerable to being triggered. We're not gonna be making great decisions. We're not gonna be leading effectively. So, being aware of our state, the ability to observe oneself, to say, Hey, I need to take a deep breath, or I actually need to take a pause
00:25:29.850 --> 00:25:38.810 Jonathan Kirschner: to be aware of where your strengths reside, where your opportunities or weaknesses reside, and to augment your team, augment yourself.
00:25:38.880 --> 00:25:47.780 Jonathan Kirschner: Accordingly. That's going to be crucial. So we got resilient self awareness and self care which are all in that sort of self management
00:25:47.920 --> 00:25:59.239 Jonathan Kirschner: bucket and then we have navigating change. Right? So there's tons of change and uncertainty going on. That's gonna be a crucial skill for leaders.
00:25:59.300 --> 00:26:01.110 Jonathan Kirschner: prioritization.
00:26:01.740 --> 00:26:19.249 Jonathan Kirschner: That's an incredibly important skill right now. Because with AI. And with all of the efficiency that will pick up, there's just gonna be even more information, more initiatives, more things we wanna do. And so how do we prioritize and even say, learn to say no more
00:26:19.360 --> 00:26:30.170 Jonathan Kirschner: effectively. That's gonna be extremely important. And then the last 2 they've been evergreen. They showed up this year within our top 7 communication
00:26:30.700 --> 00:26:33.829 Jonathan Kirschner: table stakes for any leader and trust.
00:26:34.020 --> 00:26:51.270 Jonathan Kirschner: So those are the 7 skills out of 45. So we we have 45 skills in our leadership framework and the screenshot that you're sharing Mira. That's the the ones in Orange are the 7 that we believe are gonna be most important this year.
00:26:51.270 --> 00:27:06.039 Jonathan Kirschner: For leaders, whether you're in Pharma, a nonprofit, oil and gas, whatever the sector, whatever the size of your business, we believe these are the the thematic skills that leaders really need to be focused on this year in particular.
00:27:06.360 --> 00:27:14.519 Mira Brancu: awesome. And you know, as you were talking through this. The one thing that was reflecting on is that the very thing that leaders need most of right now
00:27:14.720 --> 00:27:24.660 Mira Brancu: right to focus on in order to address those big areas of technology. Hybrid workflow force needs economy, geopolitical, leading through change. Well, being.
00:27:24.740 --> 00:27:29.110 Mira Brancu: they are exactly what
00:27:29.340 --> 00:27:37.479 Mira Brancu: employees are finding most challenging. Right? They're finding it challenging to stay resilient.
00:27:37.710 --> 00:27:42.080 Mira Brancu: There's finding it challenging, too. Take care of themselves.
00:27:42.190 --> 00:27:46.969 Mira Brancu: They're finding it challenging to prioritize
00:27:47.000 --> 00:27:59.520 Mira Brancu: and navigate, change and communicate effectively without being reactive and build trust. And so the very thing that people need of us is the very thing we need to build in ourselves. First.
00:27:59.620 --> 00:28:04.989 Jonathan Kirschner: precisely a hundred. This is this is the year where I mean
00:28:05.140 --> 00:28:22.120 Jonathan Kirschner: it sounds cliche. But you gotta put your seatbelt on first or your gas met your your mask on first. Yeah, like, we have to be very focused on taking care of ourselves in order that we can be effective for others, and you can only take people as far as you've taken yourself.
00:28:22.260 --> 00:28:32.870 Mira Brancu: Right? So that's that's a very common psychological principle like at, you know, every time. Yeah, I often talk with with
00:28:32.960 --> 00:28:43.439 Mira Brancu: leaders. As they're sort of moving into that next level role or challenge that they've never encountered before, and the fact that.
00:28:43.470 --> 00:29:02.070 Mira Brancu: whatever it is you haven't resolved for yourself is the very thing that you need to be leaning into at that new level of change or challenge, because people are gonna need that of you. And if you haven't sort of thought it through, resolved, it strategize, moved into an intentionally you can't
00:29:02.340 --> 00:29:04.270 Mira Brancu: effectively be there
00:29:04.330 --> 00:29:08.189 Mira Brancu: for other people. Right? You have to have
00:29:08.290 --> 00:29:10.910 Mira Brancu: resolve it for yourself and
00:29:11.120 --> 00:29:18.060 Mira Brancu: we are moving into another. Add break. But what I'd like to talk about after the add break is, how
00:29:18.130 --> 00:29:30.029 Mira Brancu: how do we think about these? From the perspective of the developing leadership identity, which is our theme for this season? And authentically
00:29:30.040 --> 00:29:47.619 Mira Brancu: leaning into that like, what is the connection there that you see? So we're gonna pause. Have you think on that? And we're gonna move into that. Add, break you're listening to the hard skills with me, Dr. Mirabu and our guest today, Jonathan Kirchner, and we'll be right back in just a moment.
00:31:48.720 --> 00:31:57.019 Mira Brancu: Welcome back to the hard skills with me, Doctor Mirabu and our guest to day, Doctor Jonathan Krutchner of air consulting and air analytics.
00:31:57.030 --> 00:32:10.450 Mira Brancu: So we were just talking about how the newest leadership trends from your leadership trends. Report came out, and the greatest challenges which I totally agree with. I see the same thing
00:32:10.460 --> 00:32:19.000 Mira Brancu: for leaders today is, how do you keep up with the pace of technology, especially including AI.
00:32:19.040 --> 00:32:43.450 Mira Brancu: How do you continue to address the hybrid workforce needs the economy and geopolitical issues that are impacting our just our, you know, day to day lives and attention. Leading through change and well being and mental health issues. And you know, we were talking about how to meet leaders needs. And addressing this, these things through
00:32:43.560 --> 00:32:55.150 Mira Brancu: building resilience, prioritization, self-care, navigating change, trust and communication, and you know how. It's so critical to
00:32:55.180 --> 00:32:56.969 Mira Brancu: you know, being able to
00:32:57.030 --> 00:33:13.820 Mira Brancu: sort of meet those needs for yourself, and know where you stand, and where you want to lean into, and how how to work with those things. In order to be able to do the same and offer the same for the employees who are you know, struggling with these things. So
00:33:14.040 --> 00:33:20.139 Mira Brancu: What are your thoughts on? How this connects to developing our leadership identity.
00:33:22.790 --> 00:33:24.080 Mira Brancu: Oh, and you're on mute.
00:33:35.190 --> 00:33:36.990 Jonathan Kirschner: Yeah, that that
00:33:38.160 --> 00:33:41.900 Jonathan Kirschner: document you were sharing of the 45 skills
00:33:42.640 --> 00:33:53.220 Jonathan Kirschner: that you know. That's our. You know, we, our our leadership framework, you know, would would posit that. There's 3 broad domains of leadership leading others, leading the organization
00:33:53.580 --> 00:34:03.370 Jonathan Kirschner: and 12 dimensions. And and these are probably relatively stable over time. So the 12 dimensions are in the charcoal grey, like self management, decision making
00:34:03.430 --> 00:34:09.930 Jonathan Kirschner: time and energy leadership brand. And it goes on, there's 12. But then under those are these 45 skills.
00:34:10.480 --> 00:34:18.080 Jonathan Kirschner: And this it's a, it's a pretty comprehensive leadership framework. That came out of our research.
00:34:18.230 --> 00:34:19.449 Jonathan Kirschner: And
00:34:20.750 --> 00:34:33.760 Jonathan Kirschner: the the first, when I when I show this to leaders, person like, Wow, there's so many things. And then the next thing is like, Oh, my God! I feel overwhelmed. Why do you feel overwhelmed? So how can I possibly achieve mastery? Over 45
00:34:33.870 --> 00:34:36.150 Jonathan Kirschner: skills of the and and
00:34:36.409 --> 00:34:38.619 Jonathan Kirschner: here's the thing. And
00:34:38.920 --> 00:34:43.889 Jonathan Kirschner: leaders do need good leaders. Effective leaders do need to have proficiency.
00:34:44.100 --> 00:34:50.899 Jonathan Kirschner: Within those 45 skills. But mastery? No, it's impossible.
00:34:51.130 --> 00:34:53.730 Jonathan Kirschner: It's impossible. And so
00:34:54.000 --> 00:34:54.860 Jonathan Kirschner: what's
00:34:55.530 --> 00:35:02.870 Jonathan Kirschner: what becomes imperative for a leader. To succeed ultimately is to understand
00:35:02.960 --> 00:35:08.620 Jonathan Kirschner: what are my super powers, you know, within that set of 45,
00:35:08.750 --> 00:35:12.329 Jonathan Kirschner: what are my greatest strengths or my signature strengths?
00:35:12.520 --> 00:35:19.660 Jonathan Kirschner: And then also, like on a relative basis, like what are my opportunity areas, or what are the areas that I just
00:35:19.740 --> 00:35:21.899 Jonathan Kirschner: no matter how hard
00:35:21.970 --> 00:35:38.310 Jonathan Kirschner: II try to engage in delegation like it's all. It's always a struggle, right? Cause I'm a total control freak, right? So so I have now a sense, you know, from my own. You know we have an assessment on this called the Ld. 12,
00:35:38.580 --> 00:35:43.710 Jonathan Kirschner: where you're able to see your signature, strengths, and your opportunities for myself. Visionary
00:35:44.070 --> 00:35:53.039 Jonathan Kirschner: strategist. Those are the strengths that I have a few others, but those are the primary strengths. That I possess
00:35:53.720 --> 00:35:56.909 Jonathan Kirschner: and things like time management delegation. It's like.
00:35:56.960 --> 00:36:00.830 Jonathan Kirschner: okay, you know. close to being a disaster. But
00:36:01.280 --> 00:36:07.459 Jonathan Kirschner: what do I do with that information? Right? That's the beginning of
00:36:07.960 --> 00:36:18.820 Jonathan Kirschner: forming a leadership. Identity is is really the understanding. What is my differentiated strengths that I bring to the table? And how can I manifest them
00:36:18.960 --> 00:36:21.550 Jonathan Kirschner: in the highest impact way.
00:36:22.250 --> 00:36:27.659 Jonathan Kirschner: and at the same time knowing what my weaknesses are.
00:36:27.800 --> 00:36:31.260 Jonathan Kirschner: how can I either grow those
00:36:31.860 --> 00:36:41.479 Jonathan Kirschner: and or augment myself, build a team around myself that can that can complement
00:36:42.100 --> 00:36:46.539 Jonathan Kirschner: my strengths and and and weaknesses.
00:36:46.600 --> 00:36:51.189 Jonathan Kirschner: So that we have a holistic team that's driving forward.
00:36:51.210 --> 00:37:05.219 Jonathan Kirschner: And and so the best leaders that I've worked with and that I know, and that I've been inspired by are not leaders that are perfect in these 45 areas. It's people who know
00:37:05.230 --> 00:37:14.189 Jonathan Kirschner: where they're really strong and have figured out how to compensate or augment themselves or build around themselves
00:37:14.530 --> 00:37:20.139 Jonathan Kirschner: in the areas that they're not. They're not strong. And I'd say, though, so so it takes
00:37:20.520 --> 00:37:22.010 Jonathan Kirschner: self-awareness.
00:37:22.840 --> 00:37:28.630 Jonathan Kirschner: But that alone's not enough. There's a degree of courage which is like, so I'm I might know that I have
00:37:28.750 --> 00:37:31.710 Jonathan Kirschner: strong visioning skills and strategy skills.
00:37:31.960 --> 00:37:41.799 Jonathan Kirschner: But it still takes a lot of courage for me to get in front of a room to get on your podcast, to to get in front of people and bring it. That takes courage.
00:37:41.870 --> 00:37:42.880 Jonathan Kirschner: Right?
00:37:42.990 --> 00:37:45.899 Jonathan Kirschner: And lastly, I,
00:37:46.060 --> 00:37:48.250 Jonathan Kirschner: you know leadership. Identity
00:37:48.290 --> 00:37:55.350 Jonathan Kirschner: identity is not a static concept. I mean very curious to get your thoughts on this. But
00:37:55.390 --> 00:37:59.049 Jonathan Kirschner: you know. as humans, we're constantly
00:37:59.750 --> 00:38:08.370 Jonathan Kirschner: growing, we're constantly evolving and and so, too, our identity is evolving and growing
00:38:08.540 --> 00:38:11.140 Jonathan Kirschner: and deepening. And so
00:38:11.230 --> 00:38:17.510 Jonathan Kirschner: it's a will to grow which, of course, requires humility.
00:38:17.720 --> 00:38:23.330 Jonathan Kirschner: and and it's those 3 things in my view, you know, strong self awareness.
00:38:23.770 --> 00:38:25.829 Jonathan Kirschner: the courage to bring it
00:38:26.210 --> 00:38:35.209 Jonathan Kirschner: and knowing that like it's not a set it and forget it like this is not a static concept. I'm always going to be evolving and growing.
00:38:35.550 --> 00:38:42.230 Jonathan Kirschner: And that's how you. That's how you. That's how a leader can.
00:38:42.780 --> 00:38:47.880 Jonathan Kirschner: and really like, lean into their identity and have the highest impact.
00:38:48.340 --> 00:38:59.850 Mira Brancu: Yeah, I really appreciate that. Especially the the idea of it not being static. Identity itself is a social. you know, kind of construct. And so
00:38:59.870 --> 00:39:11.150 Mira Brancu: it's not just who we are and what we bring, but understanding the context around us, and how it influences our ability to succeed, and how we can use the resources around us. But if you don't know
00:39:11.380 --> 00:39:16.800 Mira Brancu: what your bringing to the table. That is yours
00:39:17.330 --> 00:39:22.300 Mira Brancu: versus what someone else is bringing that is not yours, or the messaging that you're getting
00:39:22.550 --> 00:39:35.649 Mira Brancu: from national crises. And how you were brought up, and you know all of those external influences. If you can't tease all of those things apart, it's very hard to be clear
00:39:36.220 --> 00:39:43.469 Mira Brancu: on how you're going to sort of move into a situation and show up intentionally.
00:39:43.490 --> 00:39:46.440 Mira Brancu: you know. and
00:39:46.550 --> 00:39:52.090 Mira Brancu: at the same time, in terms of like. It's it's ability to morph
00:39:52.430 --> 00:40:06.079 Mira Brancu: as we adapt, change, grow, adjust, learn new leadership skills, move into new leadership roles move into, you know another sort of company or things like that.
00:40:06.200 --> 00:40:09.150 Mira Brancu: There's a new set of contextual
00:40:09.430 --> 00:40:21.930 Mira Brancu: and cultural rules and norms and things that you have to sort of adjust to and challenges that you may not have met before that cause you to decide. Well, in this situation.
00:40:22.280 --> 00:40:33.659 Mira Brancu: you know. Now, I really wanna practice leaning into these skills. And or now, I really need to surround myself with these specific people with these skill sets
00:40:33.700 --> 00:40:40.439 Mira Brancu: that I didn't really need before. But now I do, you know, and so all of these things require you to be
00:40:40.890 --> 00:40:45.690 Mira Brancu: self-aware, and I agree. Be willing to
00:40:46.010 --> 00:40:51.080 Mira Brancu: be brave enough to adjust, to recognize, to be vulnerable in saying.
00:40:51.090 --> 00:41:12.829 Mira Brancu: that's not something that is my strength. And what am I gonna do about that? Am I gonna ask for help? Am I gonna reach out to a coach? Am I, gonna you know, or a consultant, am I, gonna you know, ask for different team members for this kind of thing. It really does enhance your performance when you think about those kinds of things and are willing to lean into those kinds of things, too. Yes.
00:41:13.190 --> 00:41:16.850 Jonathan Kirschner: yeah, I think there's also a piece around values that
00:41:17.020 --> 00:41:25.309 Jonathan Kirschner: probably. My, when I was originally sharing, you know my 3 things, it might be a fourth, right? I think value just plays a really big role as well. II actually just had a
00:41:25.670 --> 00:41:26.890 Jonathan Kirschner: in addition to
00:41:27.270 --> 00:41:32.190 Jonathan Kirschner: my leadership roles at Eric, consulting their analytics. I also do some executive coaching.
00:41:32.250 --> 00:41:40.359 Jonathan Kirschner: and I was just literally on a call earlier today with the leader, who, you know, extremely effective leader.
00:41:40.410 --> 00:41:50.220 Jonathan Kirschner: Who's like, you know, when I when when I got to dinner with this leadership team and they're talking about their cars and they're talking about. You know, it's in Congress with the mission
00:41:50.350 --> 00:41:57.629 Jonathan Kirschner: focus of this organization, and he's feeling a lot of cognitive dissonance.
00:41:58.080 --> 00:42:01.739 Jonathan Kirschner: between y. He's thrown himself
00:42:02.460 --> 00:42:05.289 Jonathan Kirschner: as a leader at this organization and the mission
00:42:05.890 --> 00:42:10.190 Jonathan Kirschner: and his colleagues and peers, and he said, I don't know if this is for me.
00:42:10.320 --> 00:42:14.830 Jonathan Kirschner: and I think that that's also really really important in terms of identity. It's not just.
00:42:15.510 --> 00:42:26.279 Jonathan Kirschner: you know, cause he could surely find ways to adapt himself and talk about cars and fancy things and engage in that but it doesn't feel authentic to him. And so he's gonna have to make a hard choice.
00:42:27.850 --> 00:42:30.859 Mira Brancu: yeah, absolutely. I also think about like
00:42:31.300 --> 00:42:38.830 Mira Brancu: I I've got my, you know, certain set of skills and values and strengths and all of that stuff and
00:42:38.850 --> 00:42:43.670 Mira Brancu: yet you can put me in one environment, and I will
00:42:43.740 --> 00:42:50.599 Mira Brancu: suffer and fail. And you could put me in a totally different environment that meets all of sort of my needs, and I will thrive
00:42:50.840 --> 00:42:52.550 Mira Brancu: right. I'm the same person
00:42:52.670 --> 00:42:57.490 Mira Brancu: in both situations, right? So there's there's that piece as well.
00:42:58.450 --> 00:43:11.070 Jonathan Kirschner: and and we have to be able to give ourselves permission to like. not just use our mind. But also. you know, ask us, is like, what are we? What am I, experiencing and using our intuition.
00:43:11.460 --> 00:43:23.340 Jonathan Kirschner: and gut, to be like this doesn't feel right. Right? Well, why doesn't it feel right? Well, it's violating a core value. right? Or it's coming up against the core value. Yeah. Yeah.
00:43:24.150 --> 00:43:36.760 Mira Brancu: So we've been talking a lot about all of this fluffy psychology stuff and getting to know myself and blah blah blah. And you're also super interested
00:43:36.790 --> 00:43:38.330 Mira Brancu: in technology
00:43:38.380 --> 00:43:50.220 Mira Brancu: which often, like people don't see these things going together. So after this next upcoming break. What I'd like us to talk about a little bit is, how do we then leverage technology
00:43:50.740 --> 00:43:53.769 Mira Brancu: right? Since you've been doing this like
00:43:54.150 --> 00:44:14.269 Mira Brancu: way before, it was cool, right, like the last 10 years. And you have this analytics arm. You've got this AI coaching platform, which some people would, you know, be like questioning a lot of. So how do we maintain the authentic leadership stuff while also leveraging technology to
00:44:14.340 --> 00:44:25.870 Mira Brancu: support leaders to scale to make a greater impact. I'm super curious about that. So when we come back from this next add break, let's lean into that as our next step.
00:44:26.300 --> 00:44:27.500 Jonathan Kirschner: I'm excited.
00:44:27.630 --> 00:44:30.489 Mira Brancu: All right. let's get into the outbreak.
00:46:28.610 --> 00:46:36.909 Mira Brancu: Welcome back to the heart skills with me. Doctor Mirabu and our guest, Doctor Jonathan Kirchner of air consulting and air analytics.
00:46:36.940 --> 00:46:44.280 Mira Brancu: So in this last little bit segment, here we are going to somehow marry up
00:46:44.480 --> 00:46:54.040 Mira Brancu: self care self love thinking about ourselves with technology. Let's see
00:46:54.230 --> 00:46:59.749 Mira Brancu: where the connection is and how we can actually help leaders stay authentic and leverage technology.
00:46:59.770 --> 00:47:08.510 Mira Brancu: And while we do that. I'm also going to share my screen for those of you who are watching this live or going to watch this later on. Video.
00:47:08.530 --> 00:47:18.590 Mira Brancu: I'm going to share my screen some of the sort of interesting technology opportunities here with air. So we have
00:47:18.710 --> 00:47:33.050 Mira Brancu: this leadership genome that he was talking about right where they use a lot of interesting analytics. And then here, this is. The cutest little addition air on
00:47:33.110 --> 00:47:50.659 Mira Brancu: Nice. Who is your new AI coaching assistant, which I think a lot of people would be sort of interested in. Maybe feeling like it may might be controversial. So share a little bit about kind of how you're you're thinking about these things.
00:47:50.680 --> 00:47:54.200 Jonathan Kirschner: Yeah, thank you. I mean, it's a it's a really.
00:47:55.010 --> 00:48:01.959 Jonathan Kirschner: you know, it's interesting, like, I never. It's not like I was. I wasn't the kid who, like took apart the TV
00:48:02.160 --> 00:48:06.549 Jonathan Kirschner: or who built his own computer like that was not me.
00:48:06.750 --> 00:48:24.189 Jonathan Kirschner: I was the one that wanted to have a conversation about, you know. Mushy good, she emotions and and be the therapist on the couch. So so technology wasn't something that I necessarily brought to the table. But when I was contemplating starting air as a company.
00:48:24.880 --> 00:48:26.050 Jonathan Kirschner: I
00:48:26.510 --> 00:48:30.460 Jonathan Kirschner: wanted to maximize the reach
00:48:30.670 --> 00:48:32.289 Jonathan Kirschner: of the work itself
00:48:32.890 --> 00:48:41.600 Jonathan Kirschner: without compromising on the quality. So I really wanted that high quality, executive coaching, but not but but it getting like beyond
00:48:41.810 --> 00:48:43.720 Jonathan Kirschner: the Philadelphia area.
00:48:43.980 --> 00:48:49.620 Jonathan Kirschner: or not limited by me having to travel
00:48:49.670 --> 00:49:01.890 Jonathan Kirschner: or coaches having to travel. So so the immediate idea was, how do we bring video conferencing? How do we use video? Conferencing was just getting started at the time.
00:49:02.030 --> 00:49:19.309 Jonathan Kirschner: You know, you had Cisco telepresence, and there's Polycom and a few other players that had you know, really high def. And these are thousands of dollars, these systems. But then Skype came along and Uvu and a few other players ultimately zoom.
00:49:19.340 --> 00:49:25.510 Jonathan Kirschner: And my, the goal was all right. How do we take the best of execution and bring it to to to video?
00:49:25.520 --> 00:49:35.659 Jonathan Kirschner: So that we could be coaching anytime anywhere, coaching in the cloud, even trademark coaching in the cloud at the time. So you know. Funny story.
00:49:35.690 --> 00:49:37.560 Jonathan Kirschner: We we went
00:49:37.620 --> 00:49:39.620 Jonathan Kirschner: to
00:49:39.870 --> 00:49:56.410 Jonathan Kirschner: you know, developer and said, Hey, we wanna build a skin around the video frame because we don't have a skin that was gonna stop our competitor from just using. You know, Skype, and they said, Yeah, we could do that. But why stop there? Why not have other value? Added tools
00:49:56.430 --> 00:50:08.350 Jonathan Kirschner: which began the journey of the coaching zone, which is now in its thirteenth year of existence. And and the coaching zone is a platform that connects coaching Cochi
00:50:08.920 --> 00:50:17.859 Jonathan Kirschner: and has all these value added features ranging from a calendar to coaching notes to a digital development plan to content sharing
00:50:17.960 --> 00:50:25.329 Jonathan Kirschner: and Then we iterated it to have an Hr component so that they can see track
00:50:25.380 --> 00:50:29.650 Jonathan Kirschner: and and have visibility into engagements and analytics.
00:50:29.970 --> 00:50:44.790 Jonathan Kirschner: And so we built this coaching zone ecosystem. We built Aaron which is our digital AI coaching assistance, and thank you for the compliments on Aaron. He is indeed cute.
00:50:45.200 --> 00:50:48.070 Jonathan Kirschner: and I think the the immediate
00:50:48.300 --> 00:50:59.769 Jonathan Kirschner: sort of. So I say, first of all, there's been an evolution in technology going from things that can add value from like an incremental efficiency
00:51:00.080 --> 00:51:05.000 Jonathan Kirschner: standpoint to things that ultimately can
00:51:05.780 --> 00:51:20.609 Jonathan Kirschner: try to replace humans right? Which is where we're rubbing up on now, right? We probably won't see that for another year or 2. I mean, people are trying, but it, you know. AI will not get to the point where it can truly
00:51:20.810 --> 00:51:34.859 Jonathan Kirschner: be as effective as as a human coach, until probably a year or 2. But it will get there right. And so it raises a lot of concern, obvious concern, which is like
00:51:34.910 --> 00:51:39.440 Jonathan Kirschner: my job is a coach and this could replace me
00:51:39.540 --> 00:51:43.979 Jonathan Kirschner: to more existential and and philosophical concerns
00:51:44.060 --> 00:51:48.520 Jonathan Kirschner: around technology which can lead to
00:51:48.830 --> 00:51:50.280 Jonathan Kirschner: dark places. Right?
00:51:50.420 --> 00:52:01.689 Jonathan Kirschner: My, my position on technology is really guided by a very simple explanation from my my very close friend, Michael Jabor works for Microsoft. Now
00:52:01.750 --> 00:52:05.030 Jonathan Kirschner: he's the CIO of their education unit.
00:52:05.110 --> 00:52:08.069 Jonathan Kirschner: And Michael said, You know a a pencil
00:52:08.730 --> 00:52:10.700 Jonathan Kirschner: is technology, right?
00:52:10.860 --> 00:52:21.109 Jonathan Kirschner: II could, you know, back in the day pre pencil or chalk, or whatever I could communicate something. But the next day, if I asked you what I say you might be like I don't know, I forgot.
00:52:21.610 --> 00:52:22.580 Jonathan Kirschner: So
00:52:22.960 --> 00:52:25.689 Jonathan Kirschner: this piece of technology was created pencil
00:52:25.840 --> 00:52:33.649 Jonathan Kirschner: to record this. And now, all of a sudden, it's memorialized. and we have a way to remember
00:52:33.740 --> 00:52:40.169 Jonathan Kirschner: right. Don't go there. There's lots of dangerous animals outside this cave. Right?
00:52:40.320 --> 00:52:41.829 Jonathan Kirschner: Very useful.
00:52:42.010 --> 00:52:50.989 Jonathan Kirschner: So technology is ultimately a tool. And in the context of coaching, I view it no different right. It is a tool
00:52:51.200 --> 00:52:52.760 Jonathan Kirschner: to enable
00:52:52.790 --> 00:52:57.300 Jonathan Kirschner: and empower the human and executive coach, not
00:52:57.560 --> 00:52:59.530 Jonathan Kirschner: to replace
00:52:59.990 --> 00:53:19.090 Jonathan Kirschner: or substitute the human executive coach. And so all the investment we're making at error in technology is around figuring out, how do we get like an X factor? How do we bolster the impact that a human coach is already having. How can we make that impact even greater
00:53:19.190 --> 00:53:22.100 Jonathan Kirschner: through technology itself? So Aaron, for example.
00:53:22.180 --> 00:53:36.730 Jonathan Kirschner: it it, it sort of nudges you on your development plan goals. So at that insight phase of our air process you formulate. Here are my 3 to 5 goals. The actions to my goals.
00:53:36.760 --> 00:53:44.179 Jonathan Kirschner: Historically, you would write that down on paper and be like I forgot I lost it then. It's like it became a work document
00:53:44.610 --> 00:53:46.579 Jonathan Kirschner: still not totally fresh.
00:53:47.050 --> 00:53:49.279 Jonathan Kirschner: And can get lost.
00:53:49.450 --> 00:54:00.920 Jonathan Kirschner: Aaron connects to your development plan goals and nudges you on those goals. and if I'm only meeting with my coach once every 3, 4 weeks. That's quite helpful
00:54:01.200 --> 00:54:05.109 Jonathan Kirschner: from simply a behavioral reinforcement standpoint.
00:54:05.130 --> 00:54:13.490 Jonathan Kirschner: It's good to know and to be reminded of what my goals are, and it takes it a step further. Ask some prompting questions.
00:54:13.530 --> 00:54:23.109 Jonathan Kirschner: Now we've advanced, Aaron, to also have a generative AI feature where, if you needed some real time support on something you'd be like. Hey? I have a really
00:54:23.140 --> 00:54:26.439 Jonathan Kirschner: high-stress interaction in 2 h.
00:54:27.100 --> 00:54:33.739 Jonathan Kirschner: and you can actually type that in and get a coaching session from the generative AI component of Aaron.
00:54:34.240 --> 00:54:38.469 Jonathan Kirschner: Very cool, very helpful, for Cochi
00:54:38.650 --> 00:54:41.730 Jonathan Kirschner: gets us closer to
00:54:41.880 --> 00:54:45.169 Jonathan Kirschner: human coach, but not human coach.
00:54:45.250 --> 00:54:50.710 Jonathan Kirschner: and my ultimate philosophy is that no matter how sophisticated
00:54:51.000 --> 00:54:56.269 Jonathan Kirschner: Aaron or any AI engine becomes, it will be impossible
00:54:58.820 --> 00:55:04.590 Jonathan Kirschner: to be able to create the impact and efficacy that is created
00:55:04.630 --> 00:55:07.830 Jonathan Kirschner: in a good executive coaching experience
00:55:08.130 --> 00:55:15.010 Jonathan Kirschner: for for one reason, and and it's probably more than one reason. But it comes down to
00:55:15.110 --> 00:55:27.510 Jonathan Kirschner: for me. Ultimately people want to experience being understood. and that is impossible with an AI.
00:55:27.730 --> 00:55:32.420 Jonathan Kirschner: It is impossible. Is that experience of being understood
00:55:32.580 --> 00:55:33.560 Jonathan Kirschner: that
00:55:34.620 --> 00:55:38.139 Jonathan Kirschner: makes all of the action plans
00:55:38.540 --> 00:55:50.690 Jonathan Kirschner: and the goals and the conversations take root. and you simply can't get that through. AI. And so
00:55:51.320 --> 00:55:55.180 Jonathan Kirschner: I'm I'm a huge proponent that we're not getting replaced.
00:55:56.370 --> 00:55:58.100 Mira Brancu: Yeah. And you know it.
00:55:58.980 --> 00:56:14.469 Mira Brancu: This also reminds me of one of the analogies that I heard is, since you and I both wear glasses. Right? Glasses is a human assisted device that we didn't have before at some point, and now it helps us
00:56:14.620 --> 00:56:16.189 Mira Brancu: navigate better.
00:56:16.210 --> 00:56:20.649 Mira Brancu: But it doesn't completely answer our navigational needs.
00:56:20.680 --> 00:56:24.680 Mira Brancu: There are other navigational needs that we have, in addition to wearing these
00:56:24.920 --> 00:56:38.420 Mira Brancu: extra assisted devices. And it's the same sort of concept of what technology offers is enhanced human, you know, performance. But we still need support a variety of supports for navigation.
00:56:39.070 --> 00:56:41.209 Mira Brancu: Correct? So
00:56:41.450 --> 00:57:01.140 Mira Brancu: we. I can't believe we are already at the end of our program. Here we are, I know. We could go on and on and about this, but if you would like to explore how we can help you with leadership and team development services. You either go to airconsulting.com, or you go to Gotowerscopecom
00:57:01.210 --> 00:57:08.430 Mira Brancu: and think about what you audience learn today. What can you take away from today to apply immediately?
00:57:08.800 --> 00:57:15.960 Mira Brancu: Share it with us on Linkedin at Mirabu or Jonathan Kirchner and Talkradio, Nyc. So we could cheer you on.
00:57:16.190 --> 00:57:18.220 Mira Brancu: Thank you to talk radio
00:57:18.300 --> 00:57:29.419 Mira Brancu: for supporting the hard skills. I'm Dr. Mirabanku, the host of the hard skills show and thank you for joining us today. Dr. Jonathan Kirschner, have a wonderful rest of your day. Wherever you're tuning in from.
Talking Alternative Broadcasting
392 Central Park West Suite 17R - New York, NY 10025
Privacy Policy · Terms & Conditions
Thank You for Visiting TALKRADIO.NYC © 2022.
