Getting Started With AI for CliftonStrengths Coaches

Jim Collison:
[0:00] I am Jim Collison, and this is Gallup's Called to Coach, recorded on June 24, 2025.

Jim Collison:
[0:06] Called to Coach is a resource for those who want to help others discover and use their strengths. We have Gallup experts and Gallup-Certified Strengths coaches share tactics, insights and strategies to help coaches maximize the talent of individuals, teams and organizations around the world. If you're listening live, love to have your questions in chat. And if you're listening to the podcast audio or YouTube video after the fact, you can always send us your questions: coaching@gallup.com. Don't forget to subscribe on your favorite podcast app or right there on YouTube, so you never miss an episode. Dean Jones is our guest today. Dean's a Senior Learning Expert responsible for leading the business strategy for Gallup's community of more than 32,000 CliftonStrengths coaches worldwide, with a focus on strategic growth and global impact. In this role, he works to expand and support our thriving global network of corporate cultures, internal champions and independent practitioners, all contributing to Gallup's goal of helping 1 billion people discover and apply their CliftonStrengths. Dean, as always, great to see you. Welcome back to Called to Coach!

Dean Jones:
[1:05] Thanks, Jim. I'm glad to be here. It's great.

Jim Collison:
[1:08] Always good to have you. It's an exciting topic today. I have to say, I haven't been this excited about a topic in a while because it kind of, it's in the tech sweet spot for me. So I'm glad you're here talking about it. We're talking about getting started with AI for CliftonStrengths coaches. You got some great content. Why don't you get us started on the topic today.

Dean Jones:
[1:27] Yeah, I love that. I hadn't thought about that today. That, this is kind of in the sweet spot for you. It's technology and coaching together. Super exciting for you. Super exciting for me, too. I'm excited for this. So our topic today, we'll just jump right into it. Our topic today is called, Getting Started with AI for CliftonStrengths Coaches. And I'll tell you why, you know, just as a way of kind of getting into this, why we ended up here, right? I have been doing some research on our coaching community, what people want, what coaches are telling us that they want, what are the coaches that are telling us that they need? And I was really struck by all the feedback I'm hearing, all the things that I'm hearing coaches say to me. The thing that they weren't saying to me a lot was, "Tell me about AI. Tell me about how I should be using AI in my role." They just weren't asking about that. And I realized, no, no — they should be asking me about this. Right? This is a super important topic. this is changing everything and changing everything fast. And so I realized like, gosh, we got to start talking about this more intentionally and thinking about this more intentionally.

Dean Jones:
[2:35] So, you know, AI is no longer really optional for the workplace or for coaches. If you look, pretty much every organization and every leader in the world right now is focused on AI adoption. We just released some data. I don't know if you saw the article; Jim can put it in the chat for us. But you know, one of the things, frequent AI use is more common among leaders. So it's at the leadership level. When we think about AI use, the use of AI is relatively still low among U.S. workers, but it's increasing pretty fast, right? The frequent AI use is more common among leaders. So at 33% of U.S. leaders that were included in our poll are using AI on some kind of regular basis. 40% of U.S. workers say they use AI a few times a year. That's up from 21% two years ago, right. So that's definitely increasing. What's interesting is, is day daily use of AI is still pretty low, but it's doubled over the last over the course of the last year, from 4% to 8% over the last year.

Dean Jones:
[3:42] So the thing that I think as coaches we have to be aware of is, this is coming, right? AI will be part of the working lives of the people that we coach. And we need to know how to help people navigate workplaces where AI is part of the landscape and integral to getting work done. One of the things I think about, you know, I've been in the workforce for a while. And one of the things I think about is that one of the best places that people learn new technology is in the workplace. People learn how to use software in the workplace — and computers. People learned how to use the Internet. People learned how to use email. People learned how to use messaging. All those things, people learned how to use technology as part of being in the workplace.

Dean Jones:
[4:27] So this is a time when, you know, being in the workplace, it's a great time to be in the workplace, because we're all going to start to be using AI in the work that we do. And clients can help, or excuse me, coaches can help their clients, whether they're internal clients or external clients, to thrive in this new kind of human-plus-AI environment that we're all going to be living in. We need to be ready for a world, first of all, where the needs are going to be different. Things are starting to change. And the way people work and the way people think about work, the speed with which people work, that how people go about getting their work done is going to be different.

Dean Jones:
[5:07] And one of the things that I can tell you is adoption is also going to be fast. The more people use AI, the more they see the value of AI. One of the, one of the, there's a piece of research that we did earlier this year that I think is super interesting. It's, it's one data point, but I think it's really indicative of how fast we're going to see AI adoption inside organizations. So we did this this, we did this research earlier this year where we compared employees who had used AI to interact with customers with employees who had not. And 68% of employees who had firsthand experience using AI to interact with customers said it had a positive effect on their customer interactions. Only 13% of employees who had not used AI with customers believed it would have a positive effect. So, you know, if you look at that, that's just a marked difference, right? Employees using AI immediately see the impact it has and that it has a positive impact. Only 13% of employees who had not used AI believed it would have a positive impact.

Dean Jones:
[6:12] So the more people use AI, the more they're going to use AI. I will tell you, I use AI in my role every single day of my life now. And a year ago, I didn't. And it is one of those things that I think is going to transform everything. I felt a little sheepish. I feel like I have to give kind of a little caveat at the beginning here. I feel a little sheepish, like, all of a sudden doing a podcast on AI, right? And I didn't become an AI expert overnight. It's not, this is not what I went to school for. This is not, you know. But I did spend the first half of my career in the technology industry, you know. And I say that just because I feel like I've seen the adoption of technology in the workplace over and over and over again. I've seen how technology gets adopted and how it really transforms the workplace.

Dean Jones:
[7:04] And I'm in this inquiry as well. I'm learning. And I think, you know, the more I realized, gosh, it felt like there was an absence of a conversation in this community, our strengths coach community, around AI, the more it became imperative for me that I wanted to make sure that we were opening some kind of dialogue, where we as a community of CliftonStrengths coaches are sharing what we learn, sharing how we're doing it. So far, literally, I've had one coach that reached out to me. He's on the other side of the world and was working on this and wanted to talk to me about this, right? And so, anyway, so this episode is designed to, I want to talk a little bit, it's designed to really equip you to get in the conversation, right? I don't know that there's all the answers here, but there's, I want to be able to equip everybody to kind of get in the conversation. I want to provide some context, some tools, maybe a little ethical guidance, some starting points around this. And my goal is really is that as coaches, we can start to reframe the value that we have and the leadership we provide in an AI-augmented or AI-enabled workplace, right? So — go ahead, Jim.

Jim Collison:
[8:12] Dean, I do want to say, from a community standpoint, we have been, there's been some inkling of these conversations over the last year and almost a little bit of fear. This is kind of why I'm excited to have this kind of conversation because almost a little bit of fear is, and the No. 1 question I get is, "Is it going to replace coaches?" Like, is, and so one of the things I'm hoping is, as we, as we work through the content, we see, we kind of grasp the, what it can do, what it can't do, and where we are today, thinking about the process of this. Because there's some real strengths to it. There's some real weaknesses still in it. And I think we can't, our tendency is to want to make a decision on, It's great! Or it's terrible! When it's really just a tool. And there's some things that it does really well, and some things it still doesn't. And so I'm excited to think through that process with you as we do this, and that it's not just a binary "Yes" or "No," but it's a, we've got some new things to think about, and there's some stuff that you're going to be a better coach because of it. And there's some other things to keep your eye on as we do this. So take us through, take us through this, Dean.

Dean Jones:
[9:20] Yeah, that's great. I thought I'd start and kind of just talk a little bit about, I'm not high Context, but I thought that it would be useful to just kind of talk about the evolution of work and particularly the evolution of knowledge work as we start to think about knowledge work. So if you look at the last century, work has evolved significantly. So when, you know, my grandfather was born at the end of the 1800s, right, beginning in the 1900s. And, you know, over his lifetime, you know, work changed fundamentally. Predominantly at the beginning of the 20th century, work was predominantly manual labor. That was where the focus was, right? And if we've looked, you know, work has really evolved from predominantly manual labor to a focus more on knowledge work. You know, in the earliest 20th century, the industrial economy that we were in, emphasized physical labor. So things like routine tasks and factory-based production. The jobs in that time were often repetitive. And the big attribute that you needed to have was strength and endurance more than creativity or decision-making.

Dean Jones:
[10:27] Especially after World War II, technology started to advance, but especially there was a coming out of World War II, as technology advanced, the economy has shifted toward more things like information and services, giving rise to what Peter Drucker called the "knowledge worker" — somebody who was using their minds more than their hands and relying on things like critical thinking and analysis and communication and problem solving. And out of that, out of that movement, there were new roles, roles that were emphasized, right: engineers, teachers, consultants, data analysts, all sort of emerged out of this shift to thinking about and working with knowledge, right?

Dean Jones:
[11:08] The nature of knowledge has evolved, right? So if you look at where we were 30, 40 years ago, we had limited access to information. To now, where, via the internet, we have instant access to information, to the world, you know, to the to the world's knowledge, essentially. And we now have tools, and Jim, as you were talking about it, tools like AI that start to help us to filter and interpret and make sense of all that information and apply that information to issues and problems and opportunities with insight and with relevance, right? It's also, as we've had that shift in the nature of work, it's also redefined for us what value is, right? We've gone from that the value you created was producing a good, producing a thing to value where generating and applying ideas were part of that shift. So the knowledge economy places a premium on education and adaptability and learning, right? And that's really the foundation for our AI-enabled workplace, where thinking and decision-making are being supported by these intelligence tools.

Dean Jones:
[12:19] One of the things I was super impressed about, I don't know if you all have seen, but Microsoft has been doing this research around the future of work. And they talk about in the study that we've had over the last couple of years, I think Jim just put a link to their future of research or future of work research in the chat. Over the last couple of years, they, we've had some speakers from Microsoft at Gallup talking about their "Future of work" research. And, and the, the research shows that the future of work is really collaborative, but it's collaborative in an interesting way. it's collaborative, not just humans interacting with other humans, but it's collaborative in that humans will interact with other humans and interact with artificial intelligence.

Dean Jones:
[12:59] One of the things they talk about in that research that I thought was particularly interesting is they talked about how, over the last decade or more, we've moved from, you know, we've added essentially a third dimension of work. The first dimension of work that we started looking at was the difference in time, being able to work synchronous and asynchronously, right? So we were able to start, you know, it used to be that work was all synchronous. We had to do it together. So we'd go to the office and we'd do it together and like that. And then the internet and email and other kind of tools allowed us to be able to start to do asynchronous work, where I can work at night and send emails to people around the world, or people can work around the world when I'm sleeping. And so work continues to get done, and it gets done asynchronously, right?

Dean Jones:
[13:48] During the pandemic, we shifted the space that we work in. You know, it used to be that we had to be co-located in an office to get work done, or at least that's what we thought. And now, you know, all of a sudden we start talking about remote work and people working remotely. So we've had these shifts in the time of work moving from synchronous to asynchronous. The shifts in the space of work, moving from being co-located in an office to being distributed and working from home and working from other locations, right?

Dean Jones:
[14:18] This third dimensional kind of shift is moving from humans only interacting with other humans to humans interacting with artificial intelligence. And that, I think, is this cool kind of shift that we're in the middle of and that we're experiencing, that we now have a workplace where we're going to interact with other human beings and interact with artificial intelligence and bring those together. It's interesting, Jim and I were talking before the podcast, you know. People, oftentimes, they're, just talking about that brings up people's fears or concerns about interacting with artificial intelligence — feels uncertain, feels unknown, and they're not sure if they can trust that. But, you know, it sounds funny, but I think as coaches, we all know this, it's the same way when we interact with human intelligence. You know, we meet a new person or we have to work with a new team, and it's uncertain and it's unknown, and we don't know if we can trust them, right? And we work all that out. I think that's the process that we're in is figuring this out, right? Overcoming that uncertainty and that concern and that fear and building trust with a new set of tools, right?

Dean Jones:
[15:28] So one of the things I think has been interesting is if when we look at it is, if you look at that history of work, right? I just did the last century in a couple of minutes. But if you look at that history of work, shifting over the last century from manual labor to knowledge work and now to AI-enabled work, coaches and leaders have helped people shift their mindsets and their skill sets at each one of those inflection points. And I think we know this, we see this as coaches and people that work in workplaces, right? We've helped leaders, managers, individual contributors navigate workplace culture and become more effective and higher performing in their roles. We've helped people navigate change as workplaces became global, became remote, became asynchronous, right, and became more complex for people. So we've helped people to be able to navigate those changes.

Dean Jones:
[16:22] You know, I remember during the pandemic, as we all had this big change thrust upon us, and part of our job as coaches was helping people navigate that and building resilience for individuals and teams and organizations. Coaches will be needed to be able to help people adapt to this new workplace, where workers are interacting with both human and artificial intelligence. I think that coaches will play a vital role in helping businesspeople to be able to navigate this transition by focusing on the human side of change. I think that's something that AI won't be able to do, right, is to be able to help us focus on that kind of human side of change.

Dean Jones:
[17:05] Excuse me. So some of the ways that, I wrote down some of the ways that I think that coaches are going to help people to adapt. Right. And I think this, like, if you're going to take notes. Right. These are some of the things I think. I think sometimes it's, it's helpful to start to kind of explore these and think, What are the ways that I can, as someone who's a strengths coach and somebody who's a business coach, How can I help people to be able to adapt here, right? These are some of the things that I think you can explore. And I suggest, as you're listening to these, kind of map them on yourself, right? And think about, where have I done that before, you know? And so that I know that I can do that again. What are the things that I think my, the people I work with inside my organization, what are the people, the clients maybe that I work with in organizations, what are the things they're going to need or want around this change? So here's the six things I came up with, right?

Dean Jones:
[18:03] One is, is helping people with mindset and adaptability, right? One is, it's just helping clients overcome their fear or their resistance by reframing AI as a tool rather than a threat. I think that's going to be a big thing right now, as adoption increases, that we're going to see people dealing with a lot of fear or a lot of resistance. And what will be helpful is helping people to cultivate a kind of growth mindset, that who they are is not fixed, as our friend Carol Dweck says, right? Is that we know that having a growth mindset will help us to be more resilient and help us to adapt around these learning new technologies and workflows.

Dean Jones:
[18:47] I also think a big thing around this is normalizing continuous learning, that we want to, I think, sometimes, particularly, I think, if you're a knowledge worker, and you make your money, you know, as a consultant, or a coach, or in that, you think you need to know it all, right? And I think that we all, we all prey, we all fall victim to that, right? And I think a good thing to, right now, in this, in this time of rapid change, is to normalize for people experimentation, continuous learning and play, right? It's OK, like the fastest way, if you're a learning geek like I am, we know that one of the fastest ways that people learn, the way the fastest people, that people integrate new things into their behavior is through play. Play is super important, right? Experimentation, super important, and that we're all learning. So I think we've got to normalize that. So the first thing is mindset and adaptability.

Dean Jones:
[19:43] The second thing is strengths-based integration. And this is where I think we've got a leg up, right? We understand people's talents, right? We understand people's strengths. And I think we're in a place where we can show the people we work with how to amplify their strengths with AI, right? How do we take their natural talents, the things that they're inclined to do, or the things that they love doing, and help them streamline the way that they work in a way that's going to help them, that's going to free them up to really use their talents and strengths?

Dean Jones:
[20:14] And so I think one of the cool things that I've found with AI is it just speeds up work. And it particularly speeds up some of the tedious parts of work. And it's just, it's faster. Jim and I were just talking about this before the podcast. You know, you figure out these ways that all of a sudden work gets faster. Now, maybe it's just because I'm Activator No. 1, but I love that, right? But, you know, it really, so you get to spend more time doing things that really play to your talents. So helping people to, I think one of the ways we can do is help them understand how AI can complement their natural talents rather than compete with them. I think people are too worried about, is AI going to take my job, or is AI a threat? Or are we going to, what's the Terminator thing, is it just going to become Skynet, and we're all going to be, you know, are robots going to keep us as pets? You know what I mean? I think we're all worried about that, right? I think that's a few years off, right? I think right now, we ought to think about, how are we going to get better and be able to really use our talents and strengths in more powerful ways by using AI to help us speed up our work?

Dean Jones:
[21:21] The next one, the third one, is skill development and role clarity. I think that this is a really important time, where if you're, I know that most of our coaches who are inside organizations work in HR or learning or OD, right? I think this is an important time where we can be an internal resource for the organization, thinking about how do our skills need to evolve in the organization? How do we need to be thinking about what are the kind of skills that we need to be cultivating? Is it critical thinking? Is it data literacy? Is it technology literacy? Is it communication, right? How do we start to help leaders in the organization and others to be able to identify which skills need to evolve? So I think that's going to be a big thing, I think, for us, right? Another is thinking about how roles need to evolve, right? What are going to be new expectations for roles? How are they going to, how is your, how is a role now going to involve collaborating with AI, with AI tools or Copilots, right, around that? So that third one is skill development and role clarity.

Dean Jones:
[22:23] The fourth is just maybe an obvious one, but ethical and responsible use. I think part of being a coach is helping people reflect. And I think part of the job will be, I think, encouraging reflection on when and how to use AI and how are, you know, when do I, what's the right decision about transparency and fairness and data privacy? I think there's a lot of, as we, as, you know, there'll be normative behavior, I think, that starts to emerge around this, around kind of fairness and transparency and ethics around this, around this. But I think this is a time when we want to be just thoughtful about that. And also, I think, transparent around that. So, and I think as coaches, we can help say, Hey, you know, people are going to have questions about that and helping people to think through their organizational ethics and values, their personal ethics and values around that, and then live those out. I think that's a great thing for coaches to be involved in, right?

Dean Jones:
[23:20] The fifth one is relationship and culture support. Helping teams navigate kind of the emotional and interpersonal impacts of automation. It's going to change our team dynamics, you know, as we move things — how we establish trust, the kind of engagement or morale that we have, the communication that we have. I think teams are going to, as they incorporate AI, things are going to change. And I think helping teams adapt in that way is going to be important. I think it's also us being explicit and overt, in terms of facilitating conversations about that. And thinking newly and having conversations with teams around team dynamics and collaborations and accountability, given that we're going to start to AI-enable all the work that we do.

Dean Jones:
[24:08] Last one is strategic thinking and sense-making, is helping leaders in interpreting insights from AI and applying them to complex decisions. And then helping leaders and managers in the organization take a step back and say, OK, How — are we using AI? How could we be using AI? What does this mean for our team? What does this mean? What is the impact on our customers and our clients? What's the impact on our strategy? What's the impact on our budget and our costs associated with this? I think this is, again, we're in this time of, and going into this time of great change, I think that kind of thinking strategically and making sense of what's happening will be super important. So those are the six things I came up with as areas to kind of explore.

Dean Jones:
[24:56] I'll be interested, I'm interested, as you think about these and take these on. I'm interested in what you come up with. I'm going to say the six things again, because I think it'll be, it's just useful. The first one was having a growth mindset and adaptability, coaching around that. The second is integrating, strengths-based integration, integrating our strengths into our work and looking at how AI can complement that. The third was skill development and role clarity. How are we identifying skills that need to evolve and new expectations for roles? The fourth is ethical and responsible use. The fifth is kind of relationship and culture support as we deal with the change that this is going to provide around this. How are we making sure that those connections in the workplace are being maintained? And then the last is kind of strategic thinking and making sense of what's happening. So those six things are things I think that, as coaches, we can really help people navigate and organizations navigate the change in that way. Jim?

Jim Collison:
[26:01] Dean, I will say, as we get kind of to our halfway point here, if you do have questions, throw those in chat. I am keeping those questions, seeing them both on YouTube and LinkedIn as those are coming in. And then as we get towards the end here, we'll bring those questions in as well. Dean, I think your next section is really, really important here, and it alludes to something I talked about earlier in the fear of this taking over and replacing coaches. Can you spend some time talking about that? I think this is a really important section here.

Dean Jones:
[26:30] Yeah, I think, here's the thing. It's is, I, one of the big concerns that I hear from coaches is, Hey, is AI going to take my job? You know, and I think people are concerned about that. I don't — it's interesting, if you look at our research, and I didn't have this off the top of my head, but I think I'm going to quote this wrong. I'm going to, I'm going to quote this wrong, but I think it's like 15% of U.S. workers are concerned currently about is AI going to take their job (that may be a wrong stat, so don't quote me on that, OK)? But it's in that article that Jim put in the chat here. But the concern about it is relatively low. I think it's a little higher with people in white-collar professions, or, I think it's in the 20s for people that are in white-collar professions around that.

Dean Jones:
[27:15] The question I get sometimes is, Will AI replace coaches? And certainly there are lots of coaching hubs right now that are designing and building AI coaches around that. And I don't know that I've got any unique kind of window on the future. I'm high Futuristic. I like thinking about the future. So I don't know that I can say definitively, No, AI is never going to replace coaches and like that. I think for the foreseeable future, I don't think we have to worry. I think for the foreseeable future, I do think that there's going to be AI coaches that get built, I think they are going to be far and away better than we've ever seen. And I, and, but I, I, again, I think that there's things that human coaches provide that are a complement to what AI coaches are going to provide. I think they're going to work in a complementary fashion.

Dean Jones:
[28:11] I do think that if you have built your coaching business around things or your coaching practice inside of an organization, if you have built it around doing things that are fundamentally tactical. Building, like if everybody comes to you to build a Team Grid, right? Or if everybody comes to you and so you can tell them about a strength or you're the person that, that, that, that has all the resources around that, I think that's going to get displaced by AI pretty quickly, right? I think those are things that AI can do better and faster and in a much more individualized way than any human being is going to be able to do. And so I think if you've, if you've made your practice around those things, yeah, I would be concerned that those things are probably going to go to AI pretty fast, right?

Dean Jones:
[28:57] One of the ways that I have been talking to people about this is I've used an article that was in the Harvard Business Review. I've recommended this to, gosh, almost every coach I've talked to recently, because I think it's such a great article. It's by a gal named Ruchira Chaudhary. And I apologize if I'm saying her name wrong. It's called Four Styles of Coaching — and When to Use Them. And she just — by the way, I promise you, I'm getting no kickback on this. She just wrote a book as well. And I just think this article is dynamite. And I think the reason I like it is, I think it helps people to understand, not, you know, AI, no AI. I think people, it helps people to understand the different kinds of styles of coaching that are out there. One of the things that she does is she makes a distinction between "push coaching" and "pull coaching." By the way, I'm coming back to AI here in a second. I just want to be able to talk about this for a second because I think it provides some insight here, right?

Dean Jones:
[29:54] She talks, she makes a distinction between "push coaching" and "pull coaching." Push coaching is the kind of coaching where you're telling, you're providing feedback, you're providing information, you know, you're providing information and knowledge, right, that — there's a lot of that kind of stuff that's happening, right, in push coaching, right? And it tends to be direct, it tends to be instructional, it tends to be fast-paced, right? Pull coaching is the kind of coaching that I think, you know, when those of us who are familiar with ICF's model, for instance, you know, it's that model of asking and listening and collaborating and supporting decision-making, but it's, you know, It's helping people to really integrate what they've learned in a reflective way, right? That pull coaching tends to be more reflective, integrative and developmental in its approach.

Dean Jones:
[30:48] I think as we go forward, I think that AI is going to excel at push coaching. I think the kind of coaching that, when they're building coaching, coaching models in AI, it is going to provide direct instructional kinds of fast-paced kinds of coaching in the moment. Right. And so when people say, Hey, I've got Deliberative and Achiever, I need to go do this. Tell me what to do. Tell me what I should work at. Like going to an AI to be able to provide that, I think that's good. That's where AI is really going to excel.

Dean Jones:
[31:22] I think pull coaching is where human beings are really going to excel. I think that that moment that I've gotten some really hard feedback, right? And I'm not really sure how to integrate that into who I am and my behavior and like that. When I'm confronted by things or I've got to really look, I really got to engage with something that's a blind spot of mine. I think that's a place where human coaches are really going to excel. And I think as we think about the differences, we know that human coaches are good at synthesis, right? They help us to synthesize things and integrate things. They help us contextualize things. They can integrate nuance and emotion and values, things that AI — at least at this point, and probably for the foreseeable future — won't be able to fully do, right? Right.

Dean Jones:
[32:10] Sometimes the role of a coach is to provide an uncomfortable or a kind of uncompromising mirror to our clients that is some, and, you know, we, sometimes we have to help our clients, whether they're internal clients or external clients, integrate difficult feedback into their behavior. I think that's something that human coaches are going to really excel at. Right. I think that part of what we've got to be able to do is, rather than being concerned about parts of our role being displaced by AI, I think we need to be leaning into, How can those parts, how can we be using those parts of AI to do those parts of those roles?

Dean Jones:
[32:48] I think it's interesting for me, you know, when I, when I lurk in our, in the Certified Coach Facebook group or on LinkedIn, our Certified Coach group on LinkedIn and like that, and listen to the kind of questions people have, right? And it's like, Hey, I'm about to coach a leader who's responsible for this, and they have Deliberative and Achiever and Competition, right? And what would you recommend, right? Those are great questions for AI. That's a great question for AI, is to be able to say, to give that. That's the kind of, I think those are the things we can start to be able to use AI for in a really interesting way and see what happens.

Dean Jones:
[33:29] One of the things that it's interesting for me, of the last couple of years, again, as we've had folks from Microsoft at Gallup talking about AI, one of the things they emphasize over and over again is AI has access to all this knowledge and information. AI is good at going and synthesizing that, right? AI is very fast. But AI is, the error rate is higher, right, for all that speed. So part of working with AI is you have to be somebody that you always have to have a lens on what's happening. You have to have a lens on the results you're getting back and put those through your sense of, hey, is this actually accurate? Is this right? And so you're still going to need to be able to do that.

Dean Jones:
[34:14] So I thought I'd do just a little bit of practical stuff here. I've kind of talked mostly conceptually about AI and our role as a coach and like that. I thought I'd kind of turn a corner here a little bit and just talk a little bit about some of the kind of practical things that I think strengths coaches should be thinking about, and how you can start to kind of incorporate AI in the work that you're doing. OK, so I want to just give you some, I'm going to, I'm just going to do this briefly, but I want to give you some kind of practical use cases for strengths coaches using AI. Right.

Dean Jones:
[34:51] And I think about it kind of like, what can you do before the, the, the coaching session that you deliver? What do you do during that coaching session? What do you do after that coaching session? Right. And this might be a one-on-one coaching session, might be a team coaching session. Right. But certainly, I think one of the cool things you can use AI for, going into, whether it's ChatGPT or Gemini or Copilot, any of the other AI tools that you've got out there, right? One is to start to be able to say, Hey, this is the team. This is some of their concerns. This is some of the things that I know about the team. What coaching questions would you ask? What would you be concerned about? What would you, how would you, as you think about this, what do you think are likely to be their issues, right? What are some insights you think around this, right? And so starting to think about it from that standpoint. I think a sample prompt to put into ChatGPT is, Hey, I'm about to coach someone, and they have Ideation, Individualization and Connectedness. What are three coaching questions you think I ought to be asking them?

Dean Jones:
[36:01] Another thing that's kind of interesting that you could do is role play with AI. And so you're about to have someone, you're about to coach somebody, and you want to, and you're preparing for that. You know, talk about, you know, put in their Top 10 CliftonStrengths into AI, and ask that person and what you know about that person. And sometimes that just means uploading the background notes that you've got on that person, right? And be able to say, hey, I'd like to do a little role play. I want to do a little practice. You know, it might be, and you go back and forth and be able to say, hey, and it gives you a chance to be able to role play that conversation in advance of having that conversation. Right? With AI, one of the cool things that AI can do is pretend to be someone or something. Pretend you're this. Right? So I think that's a cool opportunity there.

Dean Jones:
[36:55] One of the things, I've said this for years as I've trained consultants, is one of the things you look at professionals in every other industry, and professionals practice a lot. You know, if you're a professional athlete or professional musician, professionals practice a lot. Business professionals tend not to practice as much as they should. And I think this is an opportunity to practice, right?

Dean Jones:
[37:16] One of the things during your session that I think is an opportunity, if your client is willing, is to record the session and then take the transcript from your session and upload it into AI and have AI give you some feedback. What does, AI will, you know, and one of the cool things you can ask AI to do is say, hey, pretend that you are a master coach. Pretend you're Jacque Merritt. What would you say about this session, right? Or compare my session to ICF competencies. Where would you see that those competencies that I was aligned with those? Where do you see that there's a gap for me? And let AI kind of give you some feedback on the coaching sessions that you've had. Now, certainly you need your client's permission to be able to do that, right?

Dean Jones:
[37:58] And then after the session, I think AI is great at doing those things that I think some of us as human beings are bad at. So doing things like drafting follow-up summaries or recaps, a recap on a team session that you had, right? Being able to draft those so you've got something quickly to send to the team or send to the individual to say, hey, this is what we talked about. This is what we talked about. This is what we agreed we're going to do next. Here's some of the insights that we had. Here's some of the questions I'd like you to think about. And work with AI, going back and forth, to kind of build something like that that you can send quickly so that they get left with an action plan. You can even have AI generate some learning nudges for you so that you can schedule out to say, hey, a week from now, hey, in our session last week, we talked about this. How's that going? Right? So there's opportunities to be able to do follow-up around that.

Dean Jones:
[38:54] So I think there's some, as we start thinking about those use cases and incorporating that, one of the things we're working on at Galp, we're looking at putting together a course on AI for CliftonStrengths coaches, right? And as we think about that and think about that, we're thinking about all the use cases, and what are all the use cases? What are all the ways that you can incorporate it into your work as a CliftonStrengths coach to make you better at doing that? So that's one. Yeah, go ahead, Jim.

Jim Collison:
[39:25] Dean, can I, can I just chime in real quick too? On these, on these sessions, all these recommendations you have, the other real piece of advice that I've given is, Don't always take the first answer. Challenge it. Ask it to repeat it. Give it feedback on the, the, the information you got back and let it churn again, right? Let it go through, you, maybe you misunderstood. Be, give it good feedback, because I have found oftentimes, the first answer is maybe not the best answer. And so continue to dialogue with it through some of those. You know, you mentioned, you know, thinking about the follow-up summary or team recaps, and it gives them suggestions. Say, "I don't like any of those. Give me five more." Right? One, it doesn't have feelings, so you're not hurting its feelings by doing that. Right? But two, I think sometimes that churn helps it think more clearly or helps give you some more.

Jim Collison:
[40:21] And for me, right, it's just, it's, it's just helping me quickly get to ideas I would have to have come up with anyways. And so it allows me to go through those, take the best of those, and get moving, get my Activator moving, so we can continue to make progress. So I'd encourage folks, work with it. Don't, it's not a one-and-done. Work with it in those prompts as you're working through it. You're going to talk a little bit about those prompts, but work with it in those prompts. Give it some feedback on what you didn't like about what it gave you and, and then try it again.

Dean Jones:
[40:56] Yeah, that's great, Jim. I think the first levels, I was laughing the other day, so I follow on Instagram, I follow some of the funny consultants and MBAs that have funny memes about what it is to be a consultant, like that. And there was this whole thread the other day where they were teasing boomers like me about using AI just like a Google search, right? But I do think that the way that you start to kind of get clear about, start to use AI is to start to have that kind of conversation, right? One of the things, so when you're using AI, the thing that you do is you write a prompt, right? And you're essentially prompting, and I think as coaches we know this because we've, as great coaches, our job is crafting questions and thinking about how do we prompt our clients to be able to be reflected or to think about something. So I think one of the core competencies we've got as coaches is thinking about prompts. And just in the way that you would think about prompting a client, I think you've got to think about prompting AI in the same way. Instead of prompting another human, you're prompting artificial intelligence.

Dean Jones:
[42:17] And we know that some of the, one is that, as Jim said, that you want to be thinking about this in a way where it's conversational. And again, as coaches, we're used to having a conversation where we go back and forth, and we say, "Well, think about it this way, or I'd like it. That's interesting. But what if you thought about it this way? Or what if you directed it?" So your job, all those skills that you've got as a coach in shaping the way that humans use their intelligence to become more self-reflective, to become more aware, more insightful, to be able to produce, to be more effective in the work that they do. You can use all those skills in interacting with artificial intelligence, right?

Dean Jones:
[42:59] So just some basic, and Jim alluded to this, some basic prompt kind of principles. One is, be really clear, really specific, and provide a lot of context. So better prompts are clear, they're specific, and they have a lot of context. The more context you provide, the better the result that AI is going to come back with. Right? So you want to be as clear as possible, as specific as possible, and provide tons of context. You want to also make sure you're clear about what's the goal or the outcome? Where are we going with this? And who is this for, right? And who's going to be listening? Now, sometimes it's like, hey, pretend you're the CEO of my organization. This, you know, she's this way, this way, this way and this way, you know, and you're reviewing this note, what would you say? Or you're reviewing this deck, what would you say, right? So state the goal, state the audience. What's the format around that, the more you do it?

Dean Jones:
[43:58] One of the things I said earlier is you want to play around with it. This is a time of experimentation. I'm laughing, because I was talking to somebody that I work with the other day, and I remember when we were all just starting to use the internet, right? And people were worried about using the internet, right? And you're not going to break it. It's just — AI is the same way. You're not going to break it. It's just, it's awesome. Start, I think, the thing that I always encourage people to do is start with questions, right? What are the questions that you've got, like that?

Dean Jones:
[44:28] And one of the cool things about AI is you can be kind of meta with HI. What do I mean by — or AI. You can be kind of meta. And what do I mean by that is, you know, like you can go and say, hey, I'm a coach, and I am not sure how to really start to master AI. What would you recommend for me? That's a great prompt, right? I'll tell you this funny story. I've still been working on this strategy deck, right? So I've been working on this strategy deck for maybe, I don't know, the last six weeks, eight weeks, something like that, right? And I've been doing all this research. And I got to a point when I was trying to synthesize everything together. And I had, you know, like half the deck built, like that. And I just didn't know what to do. And I wanted to talk to somebody, and my manager's in Asia for a month. And I just wasn't sure. So I was like, gosh, I got ChatGPT right here. I'm going to talk to ChatGPT. So I uploaded the deck and said, I'm stuck, right? This is, I'm kind of stuck. Here's what I'm grappling with. And it came back with all these great ideas. And all of a sudden, I was unstuck, and I was off to the races again. And so I think there's big opportunities here, right?

Dean Jones:
[45:41] So some, you know, some examples of some prompts you could start with. These are some interesting prompts. You can say they're very basic, right? Suggest icebreaker activities for a team with high Relationship Building themes. That, I'm telling you, you know, that, most people would take that one and put that on Facebook for the other Certified Coaches. And then either like or dislike what other coaches came back with. Put that in. Try putting that one into AI and see what you get back. Icebreaker activities, team activities. We got an endless, as coaches, we got an endless appetite for team activities. You know, AI is a great place to put those.

Dean Jones:
[46:20] Write me a follow-up email for a team coaching session that was focused on Strategic Thinking. The team was this, this, this, and this, right? Here's some of the things we talked about, right? You know, write me a follow-up email for that team, right? What are some creative ways to explain Deliberative in coaching conversations? What are some creative ways to explain Activator in coaching conversations? Or I'm coaching right now someone who is a marketing leader, and they're having difficulty grappling with their Activator. What are some questions that you would suggest to that person?

Dean Jones:
[46:55] So all those are good kind of examples of things that you could put into AI, right? I saw in the chat people talking about some of the AI tools that you can use, right? So obviously, one that we would encourage you to use is Gallup GPT. Gallup GPT is very focused on CliftonStrengths. It's got access to all of our research and all of our data. And it's, we, you know, so it's a great resource if you have CliftonStrengths-oriented or Gallup engagement-oriented or workplace-oriented coaching questions is to put them in Gallup GPT. That's included with a business subscription to Gallup Access. So if you've got a business subscription, you'll have access to that, right? All right. ChatGPT, ChatGPT is the common one. It's open AI. It's got a free tier of that that you can start to play around with. And then you can get a subscription. I think, I have a subscription through my work. I also I think I have a $20 a month personal subscription to ChatGPT, because I use it all the time. Right. And I have it on my phone. And so like that. So I'm using it all the time.

Dean Jones:
[48:05] Another one that's really easy, the one I started with was Gemini, Gemini AI, which is Google, right? And Gemini AI is kind of interesting, because they have access to a bunch of the different AI models. And, again, there's a free tier there. So you can start to play around with that. If you go to Gemini, by the way, you can Google all of these, right? So super easy around that. Another one that's interesting that I haven't played with as much but I hear great things about is Claude, Claude AI, right? If you have long-form inputs, if you want something that's got emotional nuance, Claude is very good at that. Another open platform is called Perplexity. And one of the reasons people like Perplexity is it's great for research and comes back completely annotated, so you can see what the sources are around it. If you use a lot of visual content, Canva has an AI. So I know a lot of coaches who use Canva already. Canva AI is great for things that are visual recaps or team summaries, things like that that they're visually oriented or useful.

Dean Jones:
[49:10] Another one that, again, that I haven't used as much but I hear great things about is Notion AI that's great for organizing workflows and tasks and plans. It really excels in that particular area. So I'm not endorsing any of these. Actually, I am endorsing one of them, Gallup GPT, so, you know, around that. But beyond that, and the reason I'm endorsing it is not just because I have been at Gallup for 20 years, it's also because it's got access to all of our research, so you know it's going to come. Sometimes when you get, and I've noticed this, when you're putting strengths-based questions into, into chats, into, into AI platforms that aren't, don't have access necessarily to all of our research, some of the, some of the, some of what you get back is a little wobbly, right? And so you get a much more rigorous, with, with Gallup GPT, you get a much more rigorous answer, because it's got access to all of our research around it. So, Jim, you were going to chime in here.

Jim Collison:
[50:10] Yeah, Dean, I'll add one more to this in the Copilot app on both iPhone and Android. If you go into voice mode, you can just talk. Oftentimes in the afternoon, for many of the podcast listeners, they know I debrief my day in my own mind as I'm driving home every day. And I've gotten into the habit of bringing up the AI and having some conversations with the Copilot AI. I call him Mick. I gave him a name, so it feels a little more conversational. And, and we, I debrief my day. And it's been a great way to just talk through what I did that day, some things that maybe I stumbled with, get some ideas on some things I may struggle with. How do I start a, how do I do a podcast intro? I'd give it some things. What do you think?

Jim Collison:
[50:54] So that's also, you know, I think, sometimes we think it's just sitting down and typing. We're getting to a place, too, where you can just begin to have conversations or conversational AI with it also to be helpful. In all that you've said, please check your answers, right? I mean, again, we, you're, you know, you mentioned sometimes I've had it make up themes as I've been talking about them. It's, oh, yeah, that's your, you know, your theme of, and then insert the name that it made up for that. So even with human, what I'm calling HI, human intelligence, we do those checks on people, too. So don't think it can just be carte blanche. Take everything it says. Challenge it. Think about it. Make sure it's giving you the right stuff.

Dean Jones:
[51:39] Yeah, that's great. I thought the last thing I'd do here today is talk, and I think Jim, you kind of alluded to this, is just some reminders around kind of the ethical use of AI in coaching, right? So just, I think it's good to just have that, just some quick reminders around that. I noticed some of the questions kind of in the chat are alluding to this. I think it'd be a good time to just talk about that just briefly. One is I would, I think when you're using AI, you've got to do it with transparency and consent. You have to make sure that you let your clients know that you're using AI to prep or support your work, right? One of the things that I would caution you is I wouldn't put client names or private data into public tools. And so your client may be fine with you using AI, but you should make sure that you've, you're not using their name or any of their personal data as you put those into a public tool.

Dean Jones:
[52:41] And I think part of it is helping make sure that, you know, part of letting your clients know that you're using AI will help them, but you've got to also help your client gauge their own AI readiness, right? We've got some questions. I didn't include them today, but we came up with some questions that you can use as a coach around AI readiness. We'll make sure we include that when we post this online. We'll make sure that we include those AI readiness questions there. They're just suggested questions you can use or not. But I think part of it is, as you increase your own AI readiness, right, and accelerate, one of the things you want to gauge is where's your client in terms of their AI readiness?

Dean Jones:
[53:24] Second thing I think I would make sure that I do is you want to make sure that you're using AI as your partner, not a proxy for who you are, right? So sometimes I think, and there's already been funny examples in education, funny and maybe not-so-funny examples, in education of professors putting students' papers into AI. The AI comes back with a critique, and they paste it into the email that they sent back to the student, but they forget that there's the AI prompt at the beginning or the stuff at the end. And you know what I mean? AI doesn't replace you, right? It's designed to enhance your work, but you still have to have your own intuition. You still have to have your own, you need to review everything. You always have to use your own discernment to be able to adapt the outputs or review the outputs and like that. And you have to remember that, as I said before, AI is fast, but it makes mistakes. And so everything you need to do needs to go through your human intelligence around it, right?

Dean Jones:
[54:22] And then —somebody in the chat said this, and I thought this was smart: Make sure that your AI use aligns with your organization's systems and policies, right? So check to make sure that the, that, check with your IT or your legal team or your compliance team before you're using third-party AI tools. They may have guidelines around you using that. Make sure that it, that how your AI use, it aligns with your company's data-handling or security policies. You may have to use a work version of Copilot or ChatGPT that's been kind of cordoned off. And, you know, if you've got enterprise AI tools, Microsoft Copilot or Google Workplace AI or ChatGPT like that, you may already have licenses that are available around that. So just make sure that everything you're doing, you're checking with your organization to make sure you're complying with their privacy, data handling and all their policies around that. So that's just a little bit about the ethical use of AI. I'm sure that as we go forward, there'll be more stuff that emerges around that. Jim, I'm going to throw it back to you.

Jim Collison:
[55:30] Well, let's, you know, we're coming up on time, but, you know, there's, there's a, there's a saying, podcasts aren't too long; they're just too boring. And this is not boring content. So let's just say, I know some folks who are listening live may need to, may need to depart, but we'll have thousands that listen to this after the fact. Let's, you've got, you've got some call to actions. Let's go a little long on this, OK? And then I'll have some advice on folks, if they still have questions, on how to contact us so we can have those individual questions answered if they didn't get answered. You covered a lot throughout this podcast. So we'll talk about that here at the end. Let's, let's go through your mind shift in call to actions.

Dean Jones:
[56:07] Yeah, yeah. I think that just by virtue of kind of wrapping everything up, right, I think just in summary, I'd say your clients, if they're not currently using AI, they're going to be soon. And, you know, your coaching should help them make sense of AI, right? It should, you should be using it, and you should have direct experience doing it. It's part of working in the workplace. It's part of being a leader. And you should be using AI in your work and modeling that behavior. And part of your job is helping people adapt to a changing workplace that includes AI.

Dean Jones:
[56:43] You don't need to be an expert and, or don't have to have any pretense that you are an expert. And I think the way to start is just, is just to start to explore and play. Just take one small step. Try one tool. Write one prompt. Reflect on what worked. Try it again. One of the cool things about AI, and I love what Jim shared earlier is, is it's a conversation. So you literally are chatting. Right. So you'll ask a question and get a result. Well, you know, one of the things that I think — it's funny, I had one afternoon where I was working with AI, and I was going back and forth. I felt like I'd been talking to AI for about three hours working on a project. And it was like I was working with a colleague. And it was really, you know, it was great. And it's one of the cool things about AI is that you get a lot of work done very quickly, right?

Dean Jones:
[57:35] You may ask, how do I show that I'm credible if I'm just starting with AI myself? Remember that credibility doesn't just come from expertise. Credibility comes from being willing to learn and modeling that behavior, not having all the answers — and being willing to explore. You can model AI curiosity and a growth mindset for your clients. The thing we got to normalize, I said this at the beginning today, we got to normalize leading while learning, right? That the model of the future, where there's fast-paced change, is leading while learning, understanding and being curious and leading while learning. And we've got to normalize that's the way that we're going to be operating. That's the way we create success in the future. And then finally, remember that I don't think AI is going to replace coaches. But coaches who use AI will replace the ones that don't. So it's, it's, it's a competency in the future. Can you imagine coaches that never use the internet? You know, you would, you would be out of, out of, out of, you know, you would be out of it in a heartbeat, right? It's just, it's just silly. You, it's, it's now a tool that all of us need to incorporate into our work. And, and, and so it's really important for us to be, to be focused there and starting to use it. So with that, I'll wrap Jim.

Jim Collison:
[59:02] Dean, a great overview. Could you have a few extra minutes to answer a few questions?

Dean Jones:
[59:07] Yeah, I'm happy, yeah, I'm happy to do that.

Jim Collison:
[59:09] Our podcast listeners, we're going to stay on and answer some questions. So hang tight with us. I think there'll be some good ones there. We'll kind of start, I'll pull from just some of the ones that make sense here. So Teresa asks, Would you think clients might be uncomfortable with, with coach use of AI? Have you, have you encountered this? Some, maybe some clients who may be uncomfortable with you using it?

Dean Jones:
[59:32] Yeah, I think, so I haven't personally encountered that. Here's the thing I think — I think people are more curious than uncomfortable. I think, I do think that it, I think you need to disclose your use of AI and, and to to the clients that you work with, and just say, I don't think it has to be, by the way, any — your legal department may, check with your legal department. They may, they may disagree with me. But I don't think it has to be any big thing. It just has to be, Hey, I used AI to prep for our session today. Right. And let me tell you how I'm using it. You know? And I think that that's, I just think it's useful. I do think that, as I've talked to people, you know, somebody said to me the other day, it's like, I don't, I don't disclose every time I use the internet. I don't disclose every time I use Excel. Right. I don't, you know, and like any tool like that. But I do think we're, because we're in a time of change, and because people have reservations about it, I think it's good to be able to share that. And if people have questions, that they can ask you the questions around that. And if they have preferences around that, you'll discover that. But I think being transparent about it is important.

Jim Collison:
[1:00:38] Pranati says, With Gallup GPT in existence, what's the significance of being a Gallup-Certified Coach? Will this matter in the near future? Your thoughts on that, Dean?

Dean Jones:
[1:00:47] Yeah, Pranati, I appreciate you saying that. I think it'll matter more rather than less. I think that in the future, I think it's going to be really important that you're somebody that can make sense of research and make sense of tools and to be able to incorporate that. I think that you're, you know, and part of what we're doing is as we incorporate AI in our work is we're, you know, we're looking at how do we make sure we're equipping this community, this community of Certified Coaches to be able to use AI in the work that they do every day and as part of their coaching. So hopefully being a Gallup-Certified Coach means that you're somebody who's savvy in that way and is using those kinds of tools to make yourself a better coach and a more superior coach to somebody who wasn't. So, Pranati, that's a great question, and I hope it becomes a mark of somebody who is truly excellent in the way that they coach.

Jim Collison:
[1:01:43] Justin brings up a good point. I'll cover a couple more here, and then we'll wrap it. He says, I think it's also important to recognize the enormous amounts of power that AI uses, right, and therefore needs to be used wisely, if we care anything about future sustainability and energy use. I, I kind of think back to the early days of the PC, when we put these horribly inefficient computers on everybody's desks, right, and then, and yet those got more efficient over time. They got, we got smarter about the use of them. They got lighter, they got faster, they got, you know, more efficient. And now we're heading into a period of where it's even getting more efficient. But Dean, your, your, your thoughts on that? I think time will tell.

Dean Jones:
[1:02:23] Yeah, I think it's, you know, so again, I spent the first part of my career in the technology industry. The thing that we all lived through was kind of Moore's Law, is that, you know, as the computing screen increased, the size diminished, right? And we could see that the power consumption requirements were less and less and less. The, we also know, I know like one of the things that kind of rocked the AI world — this is a few months ago, four months ago, five months ago, was when the Chinese came out with DeepSeek, and DeepSeek used significantly less power than some of the models that some of the other models, I think OpenAI's model. And so people were gearing up for what was, what were going to be the power requirements or the, you know, were we going to need massive server farms? And so I think, you know, we're at the beginning of this technology. And just like, you know, when we were at the beginning of computers and, and people thought that they were going to have to have entire room compute, you know, a personal computer was going to be the size of a living room. And it's, you know, on our phone now. So I think we're at the beginning of, we're beginning at the beginning of an era around that. But, Justin, having, being concerned about the sustainability is a good concern to have, I think.

Jim Collison:
[1:03:42] I think it is. And we should continue to push for that. I also think we're at the beginning of this second version of the hype cycle. It's free for everybody, but that's not going to be the case forever. And eventually, as we start having to pay for this, the use will be less. You know, everybody's using it because it's free. And now is a good time to test yourself on that, right? Try these kinds of things. Jamey asked, and this will be the last question, Dean, we'll talk about it. He said, Can you say more on using AI plus strengths for role and skill development? My impression is that CliftonStrengths isn't meant to screen or dogmatically align strengths to specific positions as we think about selection, right? We have this conversation. Yet some strengths seem to align to certain types of roles. Your thoughts on this question, Dean?

Dean Jones:
[1:04:26] Yeah, I think so. Yeah, gosh, this could be a whole separate podcast. I'm going to say that in a really succinct way. I'm sorry, could you put the question up again, please? So, yeah. Jamey — sorry, I just wanted to know Jamey's name. Jamey, so I'm talking to you. Jamey, yeah. I think that, so here's one of the things I think. This is my short answer to this. It could be a much longer answer. Again, it's not, we do know that there are talents that align better with certain roles. Right. And so we do know that there are underlying talents that align better with roles. We do know when we built strengths, we built strengths, our intention behind releasing strengths in its current iteration the way we have is that it was designed to be a developmental tool. And by virtue of releasing it that way, it's really helping people to understand how can they use the talents they have and the strengths they have in the role that they've got. Right. And I really, you know, I think as people develop and they get more self-aware around their talents and strengths, they get better at being able to talk about them and communicate them. They also get, and, and then that it helps with that process of shaping a job to who you are or migrating to a job that's a better fit. Right.

Dean Jones:
[1:05:43] So how can AI help with that? I think one is anything as coaches, as we're helping people to understand their own talents and strengths and helping draw them out of them and build their self-awareness around that, I think using AI to think about each person's unique combination of strengths is very helpful. Gallup GPT, I think, is very helpful in that, as you think about the unique combination of each person's strengths, talents and strengths, I think is very, very helpful there. Generating coaching questions to ask people that are designed to spark reflection, help them to be able to think about the use of their strengths or the misuse of their strengths in a way that helps them build self-awareness is very, very helpful. We know that self-awareness is, the more responsibility you have in an organization, the broader your span of control, the more important self-awareness is. So self-awareness is important for individual contributors. It's essential for leaders.

Dean Jones:
[1:06:39] So the bigger your span of control in an organization, the more important it is that you have good self-awareness. And, again, CliftonStrengths can really help with that. And using AI to help people to generate higher levels of self-awareness is really helpful. So I also think — this is going to sound like a funny way to end this podcast, Jamey, but that is a great question that you should put in ChatGPT. How do you think you could help me? Right? Around that, around that. So I think I'd, so it's a great question to ask ChatGPT and see what, see what it says.

Jim Collison:
[1:07:15] Yeah. Yeah. Dean, thank you for taking the time today. I'm sure, I have a suspicion this will not be the last time we have this conversation in the community and we talk about it. No, I think there will be lots of topics on this here in the future. For those joining us live, thank you for joining us and listening to the podcast. We appreciate you joining us and being a part of our community, whether that is as a, as a coach or a Certified Coach.

Jim Collison:
[1:07:39] In fact, if you're looking to become a Gallup-Certified Coach, you can contact us: coaching@gallup.com. You can stay up to date with all the future webcasts if we do this, and — when we do this again, I often post this in our, both our Facebook and LinkedIn groups. We'd love to have you join us there. Or we do have a Gallup webcast YouTube channel that you can subscribe to, and it will give you notification every time we create one of these as well. Dean, thanks for your great thoughts. Thanks for being with us today. I appreciate your thinking around this. Thanks to everybody who joined us in the chat. If we still didn't answer your question, you can always send us an email — coaching@gallup.com — and we can get those specific answers back to you. But let's take this out, and let's talk about it some more. It's, I'm excited about it. There's lots of great things ahead for this. I don't, I get super excited about the future in this area. And listen, and not because it's always right, but because it's a great tool to help us in what we're doing and to make us more productive. And that's all really that we really wanted to be is more productive. So thanks for joining us today. With that, we'll say, Goodbye, everybody.

Dean Jones' Top 5 CliftonStrengths are Activator, Focus, Woo, Strategic and Relator.