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Author: sarah.nicastro@ifs.com

March 11, 2024 | 5 Mins Read

Q&A: AI’s Unique Opportunity to Shape a More Inclusive Future

March 11, 2024 | 5 Mins Read

Q&A: AI’s Unique Opportunity to Shape a More Inclusive Future

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By Sarah Nicastro and Angel Vossough, CEO and Co-Founder of BetterAI

Amid Women’s History Month our month-long focus on the International Women’s Day theme of inspiring inclusion, it’s important to challenge ourselves to think creatively about all the ways we can make greater progress in gender parity, equity, and inclusion. This includes evaluating how today’s technological capabilities, like AI, can help us to mitigate bias, improve recruiting and hiring practices, and provide new opportunities for women seeking personal development and career growth.

On this topic, we’re excited to share the perspective of Angel Vossough, CEO and Co-Founder of BetterAI, a Silicon Valley-based AI service provider. Angel, a technology leader and serial entrepreneur, holds dual bachelor’s degrees in mathematics and computer engineering, as well as master’s degrees in software engineering from San Jose State University and data science from UC Berkeley.

Angel was previously a Senior Network Engineer at Cisco Systems, specializing in Network Architecture for major telecommunications companies including Verizon Wireless. She subsequently founded DiverseUp, a public-benefit corporation building a professional community for technical and scientific women and is also Co-Founder & Managing Partner at Caspian Capital, an early-stage investment firm focusing on deep tech, biotech, and AI.

It's inspiring to see AI company helmed by a female data scientist CEO and it's the perfect time to discuss how women's career platforms like BetterAI’s DiverseUp can play a role in the progression of not only women’s individual careers but in greater gender equality in the workplace. The DiverseUp platform anonymously collects data focused on gender-equality practices from current and past employees and aggregates it to provide a holistic view on how female-friendly specific employers are. Its intelligent matchmaking algorithm then pairs prospective female employees with potential employers to help increase retention. The company aims to bring transparency to workplace practices, measure policies’ effectiveness, and help the tech sector retain female talent

Future of Field Service: How do you feel AI can play a role in advancing gender equality in the workplace?

Angel: AI has the potential to significantly advance gender equality in the workplace by offering unbiased data analysis and decision-making processes. For platforms like DiverseUp, AI can analyze vast amounts of data regarding corporate policies, culture, and practices to identify biases and recommend improvements. More than 50 percent of women in tech leave their positions mid-career, making retention of female talent one of the big challenges for tech companies. AI can assist in developing more equitable hiring practices, identifying gender pay gaps, and suggesting corrective actions. AI can also help in creating personalized career development plans for women, taking into account their unique circumstances and preferences, thereby promoting a more inclusive workplace environment and increasing retention.

Future of Field Service: How can women use AI in their career search to help make wise selections?

Angel: Women can leverage AI in their career search by using AI-powered job recommendation engines that align with their career goals, personal values, and work-life balance needs. AI can analyze their profiles, skills, and preferences against job listings to recommend the best fits. Additionally, AI can provide insights into company cultures and practices, helping women choose employers based on their personal preferences, such as flexible working hours, maternity leave, and career development programs. AI can empower women to make informed decisions when it comes to career choices.

Future of Field Service: What are some of the ways women could be leveraging AI for personal/career development and growth?

Angel: AI can offer personalized learning and development recommendations, identify skill gaps, and help with upskilling or reskilling in their chosen field. It can suggest courses, workshops, or assignments to bridge these gaps. It can also help with networking by connecting women with mentors, peers, and professional communities that can support their career advancement, using matching algorithms to find the best mentor-mentee relationships.

Future of Field Service: How can organizations use AI to help ensure their recruiting practices are equitable?

Angel: AI-driven analytics can help organizations identify patterns in hiring and turnover, and predict shortcomings in their recruitment processes, enabling them to make data-driven adjustments. Organizations can employ AI to design job descriptions that are neutral and appealing to all genders, analyze resume data without bias, and standardize interviews. However, post-recruitment retention of female employees is as important as recruitment and is a challenge for tech companies. For example, unlike men, women display a pattern called “returnship,” where they leave their careers to focus on family life and return to the workforce a few years later. These qualified candidates are often overlooked by recruiters because of this gap in work history. By training AI on this known pattern, AI can identify and target these potential employees for recruitment and retraining.

Future of Field Service: What do you think the next five years holds in terms of the increasing impact AI and other technologies will have on women in the workplace?

Angel: In the next five years, the impact of AI and technology on women in the workplace is likely to increase significantly. We can expect more sophisticated AI tools for career development, networking, and mentorship, specifically designed with women's needs in mind. AI will also play an important role in eliminating biases from recruiting processes, which can help more women enter tech roles. Furthermore, as remote and flexible working becomes more prevalent, AI will help women balance their professional and personal lives more effectively.

Future of Field Service: What else related to this topic is important for us to keep in mind?

Angel: It's essential to approach AI with a critical eye, recognizing its potential to both challenge and reinforce societal biases. As we integrate AI into the workplace, continuous efforts must be made to make sure these technologies are designed and implemented in a way that promotes equity. This includes diverse teams in AI development, transparent AI models, and ongoing assessment of AI's impact on workplace equality. Through thoughtful application of AI, we have a unique opportunity to shape a more inclusive future for all.

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How We're Celebrating International Women's Day

March 6, 2024 | 3 Mins Read

How We're Celebrating International Women's Day

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Episode 255

In this episode of the Future of Field Service podcast, host Sarah Nicastro discusses how Future of Field Service plans to celebrate this year’s International Women’s Day theme of inspiring inclusion and shares some of her favorite words of wisdom from women featured on the podcast this past year.

If you enjoyed this episode, make sure to subscribe, rate, and review on Apple Podcasts, Spotify, and Google Podcasts.

Episode Highlights:

  • [03:25] - In episode 206, Cait Donovan challenges the common belief that avoiding burnout is solely an individual's responsibility, arguing instead that it's a broader issue tied to societal and organizational factors.
  • [04:32] - In episode 209, Trina Stargard Nielsen enlightens us with her wisdom on leadership in the era of digital transformation. She champions the essence of humility in leadership, highlighting the necessity of embracing a team where members may surpass you in intelligence, education, or even salary.
  • [07:00] - In episode 217, Mita Mallick unpacks the myths holding us back from real progress. In her latest book, "Reimagine Inclusion," Mita challenges 13 common misconceptions, encouraging us to confront the uncomfortable truths that prevent meaningful change.
  • [08:40] - In episode 221, Marie Cobessi stresses the importance of gender equity within the organization, advocating for increased representation of women at all levels, from technicians to management. She believes the visibility of women in diverse roles is crucial for inspiring change and promoting the idea of "Why not me?" among potential female candidates.
  • [11:00] - In episode 224, Lauren Winans highlights the importance of treating employees as human beings, stressing that neglecting soft skills can lead to significant turnover costs. She advocates for viewing every business element through a lens that asks whether it will benefit or harm employees.
  • [12:50] - In episode 226, Christine Miners and Rick Lash share priceless insights on redefining leadership beyond simple task completion. They note a common pitfall where leaders equate their value simply with getting tasks done, neglecting the essential roles of reflection, clarity, and empowerment. This mindset shift is crucial for fostering a culture of innovation and empowering employees.
  • [15:05] - In episode 236, Sara Smith unveils her inspiring journey from a toxic background to becoming a trailblazer in field service by overcoming gender-based challenges and harassment in her early days as a service technician. Her story is a powerful reminder of the importance of creating supportive and inclusive workplaces, especially for women in technical roles.
  • [18:54] - In episode 241, Linda Tucci underscores the role of authentic communication, compassionate leadership, and the power of vulnerability and self-reflection. Linda's journey highlights how facing challenges can deepen our understanding of leadership, making her insights incredibly valuable.
  • [21:26] - In episode 246, Caroline Häggström Marklund dismantles the myth that putting people first is ineffective, highlighting how it empowers teams, fosters complex problem-solving, and enhances customer relationships. By trusting and enabling her 400-strong team to navigate their roles with autonomy towards shared goals, she showcases the importance of adaptability and trust in today's work environments.
  • [24:20] - In episode 248, Ann Sørensen explores the shift towards valuing attitude and behavior alongside technical knowledge. This approach, increasingly adopted by service organizations, underlines the critical role of diversity in all its forms, not just gender equity but diversity of thought, background, and perspective. Such diversity fuels innovation, creativity, and growth, which are essential for business evolution.

Episode Notes:

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Q&A: Advice for Leading Multi-Generational Teams

March 4, 2024 | 4 Mins Read

Q&A: Advice for Leading Multi-Generational Teams

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By Sarah Nicastro and Scott De Long, Ph.D, author of I Thought I Was a Leader: A Journey to Building Trust, Leading Teams & Inspiring Change

I have a lot of respect for people who prioritize continual learning and personal development rather than reaching a point where they relish in the complacency that even success brings.

When you consider how the talent landscape has evolved in service, and across many other industries, it requires leaders to reflect on what it takes to lead well in today’s circumstances – not those of yesteryear. Whether this is navigating external challenges, like COVID or the economy, redefining traditional roles based on the modern possibilities of technology, or simply balancing the needs of an increasingly diverse team; leaders are being called to level up.

Scott De Long, Ph.D, author of I Thought I Was a Leader: A Journey to Building Trust, Leading Teams & Inspiring Change, wrote his book to reflect on his approach to leadership. Scott is a speaker, educator, and serial entrepreneur with three successful company exits and a doctorate in leadership studies. He teaches practical applications at the university level and, as CEO of Lead2Goals, he provides coaching for growth-oriented organizations. Additionally, he co-hosts The CEO Podcast, discussing pivotal topics for business leaders.

In this Q&A, Scott weighs in on what he feels is helpful in leading a multi-generational workforce.

Future of Field Service: Gen Z often receives negative labels or reputation. What does this perception say about how our thinking needs to evolve?

Scott: The negative perception is that they won't stay long at a company, and that they really don't want to work. Where we can change this is by providing the type of environment and leadership that fosters their desire to stay. They are seeking organizations that prioritize environmental sustainability, diversity, and offer ample opportunities for personal and professional growth. Leadership must actively listen to their concerns, rather than ignoring or dismissing them, if we aim to cultivate a thriving workplace.

Future of Field Service: What do leaders know about the differences in communication style among generations?

Scott: Millennials and Gen Z are generally more comfortable with technology, having grown up with devices at their fingertips and communicating through text-based platforms. There's often a perception among them that older generations have not fully embraced technology, leading to a divide. This is an area where older individuals can play a crucial role in emphasizing the value of face-to-face communication. It's important to recognize that digital communication may not effectively handle conflicts or differences of opinion; such interactions are better suited for face-to-face discussions or phone calls. Therefore, it's our responsibility to educate rather than simply expect them to adapt.

Future of Field Service: What should leaders keep in mind about what each generation is motivated by?

Scott: It's tempting to categorize generations and make predetermined assumptions about what motivates them. However, the reality is that leaders must invest time in understanding the unique needs and values of each individual under their guidance. While this approach requires patience, the rewards of treating people as individuals and actively listening to them are invaluable. Building such relationships fosters longer-term loyalty to the organization and stronger interpersonal connections, ultimately leading to increased productivity and a more robust organizational culture.

Future of Field Service: Mental health is an important topic in the workplace today – how do the needs differ among generations?

Scott: Again, if we were to generalize, we might observe that Gen Z and even millennials tend to experience feelings of being "overwhelmed" more frequently compared to older generations who were often instructed to simply "deal with it." While there may be assumptions about the greater resilience of older generations, I don't necessarily subscribe to that belief. Older generations were often taught to suppress emotions, whereas younger generations tend to express their emotions more openly. I believe everyone faces challenges, and it's crucial for us to strive to understand the needs of our people. It's akin to therapy for businesses. By engaging in open conversations, actively listening to our employees, and seeking to understand their perspectives, we can mitigate the impact of the mental health crisis by helping individuals navigate through their struggles.

Future of Field Service: What advice do you have for leaders on how best to meet the diverse needs of a multi-generational team?

Scott: Similar to the previous point, the first step for leaders is to comprehend the issues faced by our team members. This requires empathetic listening—asking insightful questions, attentively listening to responses, and striving to understand their perspectives. Only then can we discern how best to support them. However, I contend that empathic listening itself constitutes a significant portion of that support. People need to feel heard in order for solutions to be effective.

Future of Field Service: What works in terms of fostering collaboration and a sense of camaraderie among teams with multiple generations?

Scott: Spending more time together, even if it's virtual, is crucial for fostering collaboration and a sense of camaraderie among teams with multiple generations. This time should be dedicated to getting to know each other as individuals rather than just focusing on job functions. Every meeting should serve a purpose, and I believe that purpose can include allowing time for team members to see each other and actively listen to one another. This approach is essential for meeting them where they are and building stronger connections across generations.

If you’d like to hear more from Scott, visit http://scottdelong.net or catch Scott’s show Lead2Goals and TheCEOpodcast on YouTube. You can also stay updated with Scott on Instagram @scottdelongphd.

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Aligning Service Skills to a Modern Value Proposition with Frank Odogu

February 28, 2024 | 2 Mins Read

Aligning Service Skills to a Modern Value Proposition with Frank Odogu

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Episode 254

In this episode of the Future of Field Service podcast, host Sarah Nicastro is joined by Frank Odogu, Director of Lifecycle Services at Atlas Converting Equipment, for a discussion around moving beyond seeking only technical skill in service and taking a more holistic talent approach to meet future needs.

Frank has over eight years of leadership experience in the global service sector at Atlas Converting Equipment, where he is committed to providing outstanding customer support and leading revenue growth. Frank holds a Six Sigma Green Belt certification and is highly skilled in IIoT solutions, process engineering, and enhancing manufacturing processes.

If you enjoyed this episode, make sure to subscribe, rate, and review on Apple Podcasts, Spotify, and Google Podcasts.

Episode Highlights:

  • [02:46] - Businesses are increasingly distinguishing themselves through superior service, which demands a workforce skilled in technical aspects, emotional awareness, and business acumen. This trio of skills is crucial for delivering outstanding customer experience. However, finding talents who excel in all three areas is challenging, especially regarding business awareness and emotional intelligence. Developing these competencies requires a thorough approach, including training and real-world application, to prepare a well-rounded and effective workforce.
  • [12:03] - Effective leadership is key in steering the focus of talent beyond immediate tasks to embrace the broader organizational vision. This involves providing teams with the necessary tools and knowledge for their roles, as well as fostering a culture of engagement and continuous improvement. Leadership should recognize and develop solutions that serve both customers and employees, ensuring the integration of digital innovations benefits all stakeholders.
  • [16:00] - Navigating the challenge of balancing immediate needs with future planning, especially in talent management, is essential for sustained growth and innovation. Frank highlights the importance of integrating long-term strategic planning with daily operations through effective budgeting, stakeholder engagement, and management buy-in. By setting aside time to review and adjust strategies regularly, businesses can ensure they are meeting both current and future demands.
  • [24:25] - To foster growth and retain young talents who crave career progression, companies should offer a dynamic work environment where employees can explore various roles and responsibilities. Mapping their strengths and interests into different areas of business expansion allows businesses to create personalized growth paths. This enhances employees' skill sets across a broad spectrum and keeps them engaged and motivated.

Watch the full episode here:

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An Employee Engagement Focus is Critical; Can AI Help?

February 26, 2024 | 3 Mins Read

An Employee Engagement Focus is Critical; Can AI Help?

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By Sarah Nicastro

Countless companies have turned to employee engagement initiatives to help boost morale, reduce burnout and improve retention. And, in my opinion, rightly so. It’s high-time we put proper emphasis on the crucial role our frontline teams play in the customer experience and company objectives. The question is, what’s the right way to track employee engagement?

I was interested in the findings of a recent Marketresearch.biz report on the growing market for employee engagement software. According to the report, revenue is going to reach $4.4 billion by 2033 with a compound annual growth rate of 16%. The software not only gathers employee feedback, but also evaluates performance and provides tools to encourage specific behaviors and improve engagement. These can include things like mobile learning portals, onboarding/training, streamlined communication tools, and recognition/reward solutions.

When it comes to the capabilities of AI-driven tools, though, what’s the proper balance between wanting to assess employee engagement without breaching employee privacy? I came across a write-up recently in The Hustle titled “How Companies are Using AI to Spy on Slack,” which was exploring news of how companies like Walmart, Delta, Chevron and Starbucks are using an AI tool called Aware to monitor employee messages.

While the premise of Aware and similar tools is positioned around gaining knowledge about employee sentiment (as well as monitoring for certain risks), it’s hard to determine how much tracking becomes counterintuitive to the reasons employee engagement is so important today – which is to make employees feel more valued and empowered.

We know that engagement is going to remain a critical topic moving forward in field service. In the most recent IFS State of Service report, the second-highest top concern of service organizations was dealing with a lack of skilled workers and high employee turnover. Efforts to improve engagement can help relieve some of the staffing pressure. Where should those efforts be focused? The Service Councils annual Voice of the Field Service Engineer survey provides some guidance.

That survey found that 45% of service engineers either were not planning to remain in the industry or were not sure; only 28% of those planning on leaving were retiring.

The Service Council report also digs into some areas where technicians are not satisfied with their jobs. Roughly a quarter were dissatisfied with career opportunities, mentoring/guidance, and learning and development opportunities. The survey also found that 43% of engineers did not feel like they were recognized for their results, and 42% felt they were not coached on areas where they could improve.

The Potential for Progress in Employee Engagement is Huge

What I wonder is, would those metrics be far better if not for these two: Just half of respondents agreed that their company prioritized employee engagement, cared about their personal development, or was interested in collecting technician feedback. And only around a third agreed that their employer directly addressed their concerns/feedback or rewarded them on feedback that improved processes or business outcomes.

So regardless of where you stand on the best ways to track employee engagement, the more prominent issue in my mind are the companies failing to recognize the need to do so. As I have pointed out numerous times, and others have emphasized during our podcast interviews, technician engagement is critical for pretty much every program, initiative, or technology deployment. They are not just the face of your company during service interactions, they are also the eyes and ears – they have insights you can't get anywhere else.

Software may be part of your solution, whether that’s in the form of surveys or something like the Aware tool discussed above. But it certainly isn’t the whole answer – employee engagement initiatives need to be more holistic and include not only a mechanism for taking the pulse of your workforce’s feelings and feedback, but also for providing quality training and enablement, strong leadership, career growth opportunities, and more. You also need processes in place to respond to technician feedback and show, through action, that their voice matters. 

The benefits here extend beyond HR-related concerns of high turnover. Engaged, energized technicians provide better service, can help spot new revenue opportunities, and play a critical role in the success of things like digital transformation initiatives.

Have you had an experience or success with employee engagement software? I would love to hear about it; email me here.

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Creating a Customer-Centric Service Sales Approach with Hany Salah

February 21, 2024 | 2 Mins Read

Creating a Customer-Centric Service Sales Approach with Hany Salah

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Episode 253

In this episode of the Future of Field Service podcast, host Sarah Nicastro is joined by Hany Salah, Head of Services Sales at Schneider Electric, to dive into skills, approaches, and tactics in selling today’s service solutions. They also touch on storytelling, customization, and talent challenges.

Hany has over 23 years of experience, mostly in the service sector, and has been working at Schneider Electric since 2008, now leading the service sales team for North East Africa. Besides his corporate role, Hany has a parallel career in education and learning, serving as a certified instructor and consultant in project management, accredited by the Project Management Institute and the Egyptian Syndicate of Engineers.

If you enjoyed this episode, make sure to subscribe, rate, and review on Apple Podcasts, Spotify, and Google Podcasts.

Episode Highlights
  • [04:02] - Today's customer-centric sales landscape success lies in understanding and valuing the customer's journey, prioritizing their experience, and aligning our offerings to their specific needs and benefits. The key is to question and validate your assumptions about customer needs, engage deeply to understand their expectations and ensure every interaction adds value. Instead of focusing on what you offer, shift towards a consultative approach, customizing your services to address the unique challenges and desires of each customer.
  • [06:30] - Regarding the evolving service landscape, Hany has witnessed a transformative shift, expanding beyond traditional service roles to embrace a digital, insight-driven approach that fundamentally enhances the value proposition for customers. This change highlights the critical role of digital transformation in scaling service capabilities and enriching customer relationships through 24/7 connectivity and advanced data insights. At its core, service remains a people-centric business. However, the integration of digital tools and AI capabilities has multiplied its impact.
  • [13:32] - Embracing a holistic, customer-centric approach is essential in today's service delivery, moving beyond simple additions to deeply incorporating solutions across all service areas for a seamless customer experience. Personalization plays a key role in this transformation, highlighting the importance of understanding and segmenting customer personas to tailor services effectively. From addressing unique challenges faced by data center managers to meeting the expectations of facility managers, customizing your approach based on a deep understanding of each persona ensures that your services resonate with the specific needs and expectations of each customer segment.
  • [17:08] - Integrating storytelling with smart customization and personalization strategies allows sales professionals to create compelling value propositions that truly meet customers where they are. Keep in mind that this approach goes beyond simply presenting a product or service; it's about creating a narrative that resonates with the customer, incorporating real examples, success stories, and lessons learned to demonstrate value. Listening is the first critical step towards a customer-centric approach, ensuring that the sales narrative is more than a list of capabilities but a tailored story that reflects the customer's voice and priorities.
Watch the full podcast here:

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Is There a Place for Love in Leadership?

February 19, 2024 | 3 Mins Read

Is There a Place for Love in Leadership?

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In last week’s podcast, I welcomed back Roy Dockery, VP of Field Operations at Flock Safety for what was his fourth appearance on the podcast (making him the most repeated guest!). His insights were featured way back in episode 2, discussing the need for organizations to take ownership of the talent gap. Next in episode 147, with a fresh take on the same topic – this time with the hope leaders were more ready to listen. Again in episode 243, where he actually interviewed me about my 2023 predictions. And last week, where we had a conversation around his new book, The Art of Leading: Truth, Love and Empathy in Action.

After reading an early copy of the book, I asked Roy to speak to some of the points that stood out most to me. One of the biggest is the very first chapter of the book, where he talks about how love is imperative to impactful leadership. He says love is “a fundamental element that can empower you to excel in leadership and drive remarkable outcomes. I don’t disagree, especially if you read his explanation on why and how, but I did tell him I feel this is a bit of a “hot take.”

In services especially, there are a lot of leaders in place who might cringe, laugh, or roll their eyes at the statement that love is essential to good leadership. I think those reactions could stem from a number of things that I won’t delve into here, but I also think those reactions are what prompted me to state in my 2024 predictions that I believe this year we’ll see more and more “old-school” leaders ousted. My point in that prediction has nothing to do with age and everything to do with mentality – including the outdated beliefs that leaders who are caring, vulnerable and empathetic are “soft” and not as effective.

There’s a growing realization of course that those beliefs are, frankly, bullshit – supported by plenty of evidence on how characteristics like vulnerability and empathy actually improve leadership influence and create cultures where overall performance rises.

One point Roy made in his book that we discussed on the podcast, though, is one I hadn’t heard framed in this way before. This is the connection between love in leadership and equity in the workplace. He says, “Equity has become a popular term, but I truly believe that love is the only true path to equity. Tolerance and inclusion can easily become prisons for those in the outgroup because to be given access without true consideration is a cruel illusion.”

This was probably the statement from his book that will stay with me most – and it’s one I think we can’t reflect on too much or too often. We have so many discussions around increasing diversity, creating more inclusion, reaching equity – but are we considering how unlikely it is to really reach those goals without coming from a place of love? It’s such an important point.

Honesty, Accountability Factor In

For anyone reading along thinking, wow – this guy must be all peace/love/feelings, there’s more to the conversation than the importance of love. Roy also discusses how “love without accountability becomes enabling; honestly without tact, empathy or maturity is damaging” and gives some very specific examples of not only accountability but even harder conversations like termination, through a lens of love. While the book shares Roy’s conviction around the importance of characteristics like love, empathy, and authenticity in leaders, it’s also full of real-world examples of what these traits look like in practice, even under challenging circumstances.

So, to answer the question posed in the title of this article – is there a place for love in leadership? Yes, there is – and I believe leaders who don’t find their own authentic way to lean into that reality will struggle to connect with employees in the coming years in a way that will allow them to be successful, in their purpose or their ability to drive productivity.

Roy’s book is well worth checking out! It’s officially available the 20th, but you can pre-order on Amazon now.

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The Art of Leading with Roy Dockery

February 14, 2024 | 2 Mins Read

The Art of Leading with Roy Dockery

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In this episode of the Future of Field Service podcast, host Sarah Nicastro welcomes back Roy Dockery, Vice President of Field Operations at Flock Safety and author of the new book "The Art of Leading," for a discussion around the mindset and practices that lead to impactful and effective leadership.

If you enjoyed this episode, make sure to subscribe, rate, and review on Apple Podcasts, Spotify, and Google Podcasts.

Episode Highlights
  • [04:21] - Embrace love as the cornerstone of leadership for transformative outcomes. Leading with love isn't just an attractive ideal; it's a practical strategy for cultivating empathy, inclusion, and genuine care in the workplace. Contrary to traditional views that sideline love is inappropriate for professional settings, Roy argues for its power in building deeper connections and ensuring everyone feels valued and heard. In its broader sense, love empowers leaders to create environments where employees thrive.
  • [17:12] - Authenticity in the workplace is more than being genuine; it's about respecting and valuing your unique qualities and encouraging others to reveal their true selves, creating a ripple effect of mutual respect, understanding, and empowerment. Being authentic means sharing your interests, passions, and vulnerabilities appropriately. This fosters a culture of openness and mutual support. Leaders can kickstart this positive cycle by gradually sharing more of themselves, showing it's safe for others to do the same.
  • [25:20] - Embracing acceptance and authenticity is key to leadership and personal growth. It's about recognizing the power of not having all the answers but instead valuing the unique contributions of others. This mindset fosters diversity, unleashing the potential within teams by appreciating various experiences and perspectives and challenging the outdated notion that leaders must know everything. Besides, it highlights the importance of work-life harmony over balance, promoting a seamless integration of personal and professional life.
  • [35:15] - Creating a positive and inclusive workplace culture relies on authenticity and leadership by example. Leaders must demonstrate honesty and embrace life's demands, including family commitments, to develop an environment where employees feel valued and understood. Encouraging open communication, acknowledging the individual needs of employees, and ensuring that actions reflect the company's values are vital, as well as addressing toxic behaviors and maintaining a culture of accountability and respect.

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The Future of Work with AI Report Was Interesting, But the Comments Even Moreso – Are We Listening?

February 12, 2024 | 4 Mins Read

The Future of Work with AI Report Was Interesting, But the Comments Even Moreso – Are We Listening?

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A colleague recently shared a YouTube video of Wes Roth reviewing Microsoft’s 2023 Future of Work report. I was intrigued to see what Roth had to say about the report’s contents, but after watching I found myself even more intrigued reading through the comments on the video and thinking about what I feel we need to take away from them.

The video starts with Bill Gates commenting on why everyone needs to be paying attention to AI, “AI is going to raise productivity generally and you should all pay attention because it’s so dramatic how it improves white collar productivity and later with the robotics, not yet, but blue collar productivity. People sometimes lose sight of the fact that this is the biggest productivity advance in our lifetimes.”

With the emphasis on productivity here, it makes sense why many of the comments are rooted in fear or cynicism. And I think this is a point we need to keep in mind when introducing AI-based change into our organizations – focusing too narrowly on the benefit of productivity gains (especially through the lens of the company wanting/needing more productivity) paints AI into a category of technology workers will be more inclined to resist.

I’m not suggesting we don’t have transparency around both the need for productivity gains and the ways in which AI will help us achieve that. What I am saying is that we need to temper this reality with the reassurance for employees that they are still needed, their contributions matter, and we aren’t valuing productivity at all cost.

Roth goes on in his video to emphasize a number of points that provide a more holistic view than the opening productivity comments, such as that people with access to co-pilot found the task to be 58% less draining (around 4:10). There’s discussion around how AI helps highly skilled workers become more efficient through automation, but also how it helps lower skilled workers through democratization of and access to knowledge.

Then later in the video (around 9:26) the statement is made that, “Skill like leading, dealing with critical situations, navigating interpersonal trust issues, and demonstrating emotional intelligence will be very important – until we all get outsourced to AI and then there will be no more critical social situations, trust issues, and emotional intelligence of any sort.”

While I take this (mostly) in jest, do workers consuming content who fear for their jobs, don’t feel valued by their organizations, or don’t feel supported in upskilling or reskilling as AI takes hold within their industries?

Why Fuel Fear Within a Strained Talent Landcape?

Perhaps one day this fear will become more real and acute for us all, but that day isn’t on our immediate horizon. What is, however, is the realities of a talent landscape that is already challenging without the introduction of further doubt and uncertainty fueled by the focus on how AI can or will “take jobs.” Sure, really manual, repetitive roles may be consumed by AI capabilities – but with our current challenges to fill open roles and retain talent, can we not find other areas of more value-added work for these employees to take on?

Reading through the comments on Roth’s video brings to life the fear that exists in people’s minds around the topic of AI. A few examples:

  • @ariesmarsexpress – “Raises productivity" is business code for we are going to layoff pretty much everyone, including ourselves, at some point.
  • @RogueAI – Worker:  "I'm now getting twice as much work done with AI. How about a raise boss? " Boss: "Great! We're gonna fire John and give you his work. And since you're so productive we'll even throw in a 5% raise."
  • @xanders-game – The reality is this is going to allow corps to push fewer workers harder, with minimal pay increases to keep up with inflation. If one worker can do more than another with the technology, they are incentivized to lay off the least productive employees to preserve profits.
  • @christophercelmer405 – F productivity. We are humans with our own desires. Mine is not to slave away for someone else for a pittance constantly in a state of precarity so more people will work even harder or be abandoned once they are no longer needed.

To be fair, I left out some of the more extreme negative comments but there are also plenty who are taking a more positive view of these advancements. These ones speak to me, though, because they feel actionable.

What if we take the approach of honesty, but through the lens of how we augment and improve the work (and roles of employees) versus how we automate and replace?

Yes, this lens puts more onus on the company to consider what non-automated work does matter most and how to map the skills of existing workers to that work, with upskilling and reskilling as necessary. But I don’t see a short-term situation where the need for people simply disappears, and I think we need to put more focus on how we’re communicating that fact to our employees in a way that quells some of the distress they feel around their personal futures in relation to the AI wave.

What do you think of all this? How are you communicating with your employees about plans for AI in their future of work? I’d love to hear from you!

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Six Levers to Improve Employee Satisfaction in Field Service

February 9, 2024 | 2 Mins Read

Six Levers to Improve Employee Satisfaction in Field Service

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In this episode of the Future of Field Service podcast, host Sarah Nicastro draws on recent enlightening conversations to compile a list of six focus areas that leaders should be prioritizing to improve employee engagement and satisfaction in field service. 

The six focus areas Sarah’s six focus areas are belonging, connection, clarity, purpose, inclusion, and appreciation. Sarah also dives into how people-first leadership transforms business outcomes.

If you enjoyed this episode, make sure to subscribe, rate, and review on Apple Podcasts, Spotify, and Google Podcasts.

Episode Highlights:
  • [00:24] - Shifting to a leadership and business ethos that genuinely values employee satisfaction as a cornerstone for customer satisfaction and overall business success is not just ideal but essential. This approach challenges outdated leadership styles by highlighting that a focus on people, through creating a supportive, engaging work environment, directly impacts financial performance positively. This concept, far from being altruistic or "fluffy," underscores the importance of transitioning from a short-term, revenue-centric mindset to one that recognizes the value of employee engagement as a critical driver of long-term business success.
  • [07:18] - The first three crucial elements of employee satisfaction within field service roles are belonging, connection, and clarity. Drawing inspiration from Marco Hugo Gutierrez's insights on Tetra Pak's approach to enhancing employee well-being through active listening and engagement, Sarah recognizes the unique challenges faced by frontline workers who often operate in isolation. It's essential to foster a sense of belonging by maintaining open communication and building strong relationships, ensuring employees feel an integral part of the company culture and mission. Additionally, facilitating connections with resources, leadership, and peers empowers them to contribute meaningfully and feel supported. Clarifying expectations and career progression paths also play a vital role in employee satisfaction.
  • [15:26] - Understanding and highlighting purpose is crucial in today's workplace, especially for younger employees who seek to understand the impact of their work on the company, customers, and the greater good, including environmental considerations. Equally important is fostering an inclusive environment where diversity of thought is valued, encouraging input from all levels, and recognizing contributions through various means, including service awards. Lastly, appreciation plays a key role in employee motivation, often surpassing material rewards. Personal gestures of gratitude, celebrating team milestones, and acknowledging individual efforts contribute significantly to a positive work environment.
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