How to Be Direct Without Being Rude | How to Prepare for a GenAI Future You Can’t Predict | Germany Is Hopelessly Addicted to Cash

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You Might Like � � � You Might Like � � � � � � � � � Don't like ads? Go ad-free with TradeBriefs Premium How to Be Direct Without Being Rude - Harvard Business Review    Telling it like it is” can be a big asset, especially for people leading teams. It’s best not to camouflage critical feedback, provide people with vague guidance, or set unclear expectations. Clearly communicating what you want and need from your people, and why, makes everything more efficient. The issue arises when leaders toe the line between being direct and being abrasive. This can be incredibly difficult for new managers, who are trying to show authority while also forming a trusting relationship with their team. How do you find a healthy balance? You’re pressed for time and have a zillion emails sitting in your inbox. You also need to send your boss the weekly sales report ASAP. You quickly shoot a message to your team: You don’t agree with her assessment, but the feedback is not entirely new. Last week, during a brainstorm meeting, someone pitched an idea you thought would never work. You said: “Your idea isn’t going to work because of X, Y, and Z. You haven’t considered those roadblocks. I highly recommend we go in another direction.” Afterward, your manager said that you came across a little too strong. Continued here How to Prepare for a GenAI Future You Can't Predict - Harvard Business Review    Given the staggering pace of generative AI development, it’s no wonder that so many executives are tempted by the possibilities of AI, concerned about finding and retaining qualified workers, and humbled by recent market corrections or missed analyst expectations. They envision a future of work without nearly as many people as today. But this is a miscalculation. Leaders, understandably concerned about missing out on the next wave of technology, are unwittingly making risky bets on their companies’ futures. Here are steps every leader should take to prepare for an uncertain world where generative AI and human workforces coexist but will evolve in ways that are unknowable. Recently, the CEO of a prominent bank phoned me to discuss the promise of generative AI. We initially worked through scenarios to improve fraud detection and customer service, but with the ongoing spate of recent announcements, it was clear he had grander ambitions in mind. Like many industries, banking has a workforce problem: There is a discrepancy between the demand for skilled personnel and the supply of workers who are willing to return to an office and play by pre-Covid rules. Generative AI, he thought, might be a silver bullet of sorts. It could create cost savings and efficiencies through automation, but might these new tools also solve the talent shortage issue? To put it plainly: How soon could AI replace human workers? Continued here Germany Is Hopelessly Addicted to Cash - Foreign Policy    The last international agreement on digital crime was in 2001. Why are experts so worried about this one? Analysis: Germany Is Hopelessly Addicted to Cash Sign Up Continued here

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