This essay is based on a conversation with Daniel Snell, co-founder and CEO of London-based 53-year-old Arrival.. The following has been edited for length and clarity.
As efficiency begins to improve, non-performers are squeezed out whether they are driven by AI or not.
I have been running management consulting and the arrival of social impact companies for 20 years. Recently, I have been an investor and business leader and hope that AI will unlock efficiency, productivity and performance to help grow the organization again.
We've worked with senior leaders from companies like Tesco and GSK to help develop high-performance teams, so we tell our clients that putting their heads in the sand is the worst strategy when it comes to AI.
To play yourself as an employee of the AI revolution, you really have to be involved. Don't be overwhelmed by it, and don't buy it in a horror story.
1. Test your company's AI
Don't limit yourself to what your business is giving you or what it does with AI.
Run some projects, do some experiments, do some external research, and find out which organizations use AI very often. Take these ideas to your manager and boss to see if they are allowed to participate. It is solution oriented. Please don't be a problem.
Think about how to apply AI in a coordinated way, immerse yourself in executive strategy and intent, and understand what your company perceives as a problem, opportunity, and challenge. Use it as a guide to test your AI model within a specific context and understand how you can contribute to your real value.
2. Show the value of your work
Many people think that activity is productive. Sharing a lot of insights and working really hard is not directly related to perceived value or productivity.
When you're at work, be sure to be really clear about how it's valuable to the company and how it aligns with your strategy. Whether this project or this team is perceived as part of the organization's future growth, don't drift into a project or role without testing in your mind.
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If you're not clear about it, you can easily put it in a team or department that isn't easily rated or not well rated.
3. Match the leaders who are part of change
You are invisible when you align yourself with a leader, department, project, or department that is not about the future of growth. So, match your leaders who are part of the change agenda.
It is crushed to realize you are not invited to an exciting conversation, and you are not in a meeting where the best talent is on the way. That's obvious. Find a way to get into a circle with a business passion.
Contribute or value based on better efficiency, productivity, performance, and the way AI drives it.
4. Skip meetings and projects that waste time
Sometimes you're at a meeting and wondering why you're there, what the purpose of the meeting is, and where it's heading. Often it doesn't go anywhere.
Forgive yourself from meetings where you know there is no clear decision or that you won't get value. When I work with leaders, I tell them to refuse a meeting if they can't clearly articulate what the decision is and why they are there to make it.
Projects often start that are not attached to the central strategic focus of the business. You can remove these projects and it's not a complete difference. In fact, it improves performance.
Understanding which projects and meetings are not needed will bring better exponential value and reward you for that. But if you think that many meetings, activities, projects, and insights bring value, you're grossly wrong.
Do you have any career advice to share? Please contact this reporter, Agnes Applegate aapplegate@businessinsider.com.
