How You Can Apply a Hybrid AI Model to Your PMOs with Ruth Pearce (45)
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Chris: In this episode of great practices, I'm talking with Ruth Pierce, owner of Pierce Insights Affirm dedicated to creating workplaces that foster mental health using research-based practices that are easy to implement. Listen in as Ruth shares the principles and insights that she's learned from her hybrid AI coaching model and discusses how these principles can be applied to the PMO and project management landscape.
Plus, you'll see why there's a need to have a healthy dose of skepticism when it comes to AI and how guessing Ruth's weight shows the importance of independent thought. [00:01:00]
We'd like to welcome you to this episode of great practices, andToday we're tackling a challenge that every PMO leader and project manager knows well, problems if everything ran perfectly, if technology never became outdated, if competition never forced innovation, we wouldn't have projects to manage.
But these are the problems and the challenges that we need to work through. And problems aren't just job security, they're opportunities for growth, innovation, and transformation. Now, the way we solve problems, however, is evolving. AI is changing how we work, how we coach, and how we lead, and that's exactly what we're diving in today with Ruth Pierce, owner of Pierce Insights, A firm dedicated to advancing mental health in the workplace and fostering healthier work [00:02:00] environments.
Ruth has taken an all in approach to AI and coaching, blending one-on-one coaching, group coaching, and AI powered coaching into a hybrid model. So what can we learn from this hybrid approach? How does AI fit into leadership strategy and professional development?
And could this model be a game changer for PMOs and project teams? So that's what we're gonna be discussing today as we explore how AI driven coaching can enhance problem solving, decision making, and team collaboration, and how you can apply these insights into your work. Ruth, we'd like to welcome you back to great practices because you were one of the early adopters.
You are episode number four, which is hard to believe now that we're like 45, 46 episodes in.
Ruth: I remember it well, and I remember I had a lot of fun. I did not, I'm not sure if I realized at the time that I was one of the early birds.
Chris: Go ahead and [00:03:00] tell us a little bit about yourself and what you do, because we've got many more listeners over the years now.
Ruth: So I'm a collector and a connector. I would say. I have collected all sorts of weird and wonderful qualifications over the years. I love to study, so I am an attorney, or I'm qualified as an attorney. I have a Master's in economic theory, which is a particularly painful topic to have any familiarity with at the moment.
If you live in America, and I am a coach. I have a certificate in positive psychology. I was a project manager in financial services and state government and some nonprofit for 25 years, and what I do is I blend all of those things together to do what you said at the beginning, which is to really work with individuals and groups on making our workplaces better places to work.
Chris:
I know that you've kind of developed, [00:04:00] a hybrid coaching model that relies upon AI or incorporates AI into that.
Chris: Can you tell us a little bit about what that model looks like?
Ruth: So each time you've said that, I'm all in on ai. I've wanted to laugh out loud because when AI first became a thing, you know, we stopped us talking about it and suddenly we could all get access to chat GPT and some of the. Early AI tools, I actually swore I would never use it under any circumstances ever.
Now, for those who don't necessarily realize I am British, so there is that Luddite tradition that if there's an automated way of doing it, we are gonna say no. But I was really, really adamant about it and I'm very thankful that I'm surrounded by people who are happy to challenge me. And one of my colleagues said, before you dismiss it, try it.
Which seems like a pretty reasonable, you know, I was just dismissing it [00:05:00] on faith that it was a bad thing and she said at least experiment with it. So I did, and what I discovered was I can do a lot more of what I do when I use AI to support me. It doesn't change what I need to know. It doesn't change the learnings that I have.
If anything, it frees up time for me to learn more things because I don't have to be doing mundane, repetitive things. And it occurred to me that I could actually reach more people, which is as a coach as I am now, that's really what I'm about, is reaching and impacting more people. So I started to get curious about it.
Chris: What, what was your, what was your initial hangup like? I, I didn't realize that you weren't all in all along, so what was your initial hangup or your
reservations around it?
Ruth: well, there's a few things. One is it, it gives me concerns about the environmental impact. I think we all know that it's very energy intensive. It uses a lot of water, that kind [00:06:00] of thing. Of course, there are the scary movies I've seen. various AI movies where people anthropomorphize their AI tool and it takes over the world and all of this kind of stuff.
So there was some of that. There was a basic feeling of why would I want something that's not human to. Act in a way that is. And so I was just very suspicious of it. I am, people don't always realize, but I am a pretty suspicious, skeptical person. So, um, not a complete surprise
Chris: Okay. And, and so, but now clearly you have, you have embraced it. so, so what is this hybrid coaching model that you've created? I.
Ruth: Again, you say I've embraced it. I'm still skeptical and I'm still concerned, and there's some great things that I've read that really enhance my concerns. What I've found though is that I think there's a way to position ai. Thoughtfully and [00:07:00] intentionally that doesn't compromise those things I first mentioned, it doesn't compromise the idea of humans are humans and AI is not.
Um, and so what, what I came to realize by talking to other people and experimenting with AI is there is a place for AI in what I do that is not in place of me. It is an adjunct. A compliment to what I do. So for example, if someone needs a coaching session at three o'clock in the morning, my time, they're not having it with me because I am not gonna respond to a text or a call or anything like that. They can access an AI tool that's been trained by me that is clearly labeled as an AI tool that doesn't look like me or sound like me, but does have some of the approaches or most of the approaches that I take. They can do that to tide them over in those times when maybe they're lying awake, worrying [00:08:00] about something and they don't want to wait until.
Next Tuesday's coaching session to move forward on it. So what I started to explore was how do I use AI to improve the outcomes for coaching clients, for those that want them without compromising those various things I mentioned at the beginning, and what I came up with was I can offer the AI coaching tool that has been trained by me, has very strict security protocols and also.
Abides by the IICF code of ethics. I can offer that as an adjunct so that if you are in coaching with me, either in groups or one-on-one, you can use the tool between sessions. You don't get access to the tool if you are not, or have not been in coaching with me. So that you always have that comparison.
You always have that awareness of what would it have been like to be coached by Ruth, the live coach, before you start working with an AI complement. [00:09:00] And it's positioned as a coaching assistant. It is not positioned as a coach. Um, some people, some coaches have been creating these tools that are then 2.0 or.
They're clone, they're calling themselves their clone. And I do have opinions on that, but it's not for me to opine on that. For me, though, that's not how I'm positioning it. I'm positioning it as an assistant to me, that can keep you moving between sessions.
Chris: I, and I love that, and I think you said it earlier, you said there's a place for AI in what you do, but it's not in place of you. I mean, that's ultimately what comes down to, and, and to your point, my, my experience with AI so far has been that it allows you to do maybe some of those things that would take
A little bit of little time to do. frees up so much more time to do those quick things and then you can think about, you know, maybe more strategic things or higher level things, or things that are gonna bring more value to the organization or whatever it is that you're doing. So you can just use it as a [00:10:00] tool, right?
I mean, I think that's the thing to keep in mind is that it is a tool to use.
Ruth: And, and to use it as, as a tool in ways that. I never really thought about at the beginning. So for example, as entrepreneurs, we always are advised to identify who's our target client, who is it that we are trying to reach? And one of the things I realized is I am fortunate, blessed to have lots of testimonials, and I realized that I could anonymize those, feed them into AI and say.
Who's signing up with me so that I could check that the target I'm going for is the target I'm reaching. And consider if there is, is a gap, am I targeting the wrong people? And maybe I should be more sensitive to the people who are already choosing me. Can I serve them better with the resources that I provide?
And that was something that would take me a hundred years with a spreadsheet and it did it in 10 minutes. Is it perfect? No. Do I need to go back and double check that it didn't? [00:11:00] Take testimonials from someone else's website. Absolutely. It's a good starting point though that I would just never have got to and I would never have been able to prioritize that task.
Chris: Yeah, it just, it almost gives you superpowers to a degree, is really what it does, and extends that ability. Then, so in, in your, in your coaching model. So what, it sounds like you've got some elements of, you know, like one-on-one coaching. I assume there's gonna be some group coaching in there as well. And then you've got this, this AI component.
You know, that's a compliment to all of that. So, is there like a particular ratio that you would say works ideal in that situation? Are there pros and cons in any of those areas? What does that look like in actual practice?
Ruth: So I don't prescribe a certain. Breakout of the different components because I think different people respond to different things. So I was talking to someone the other day that had had one-on-one coaching with me and fits into a particular audience group [00:12:00] where there are lots of people who might be interested in something similar.
And I said, I'm. Contemplating doing a group coaching, and she said, I'm sure the group coaching would be great, but I wouldn't sign up for it because it was the personal time, the meantime that was so important. There are other people who are quite self-conscious about being coached one-on-one, and they actually feel, ironically, they feel more confident and more comfortable when they're in a group because they can sit back a little bit and see what other people have to say and normalize some of their ideas before they start sharing them.
There's. Tons of evidence that shows that learning in community is really beneficial. 'cause my style is always to be exploring. I'm not prescribing anything to anybody. What do I know? I'm, I'm barely an expert in my own life, so I should not be telling other people what they should be doing in theirs. But I do have this wealth of information and knowledge and learning and experience from all of these different areas.
So I [00:13:00] find that. Different people respond to different ratios. The key thing is that they need a coaching relationship with me personally, whether that's group, group and one-on-one or just one-on-one before, I will offer them access to the AI tool so that there is that safety net, and they're always going to be meeting me, so I'll be able to notice things if things are going off track a little bit, or it starts to feel like maybe they're going into a realm that isn't really for coaching.
I can address that. Whereas if it's just left to the AI tool, that all comes down to how did we teach it and did we teach it effectively? so yeah, it really depends on the individual as to what the proportions are and what works for them.
Chris: Yeah, and I, and I think, I think that's a, those are key points you brought out. It was just like, you know, their personality, their style of learning, it's all gonna be very different the way that they absorb information and, and feel free to share information. So, but it's good because you've got, you've got these different buckets, I guess, that you could say that people could fall within, within whatever works [00:14:00] best for them.
Ruth: Yeah.
Chris: So I wanna change gears a little bit now. I want to, I want to take your learnings of what you've done on the coaching side of things, and I wanna, I wanna bring it over to PMO and project management side of things.
So, do you think that it would be possible to apply this hybrid model in A PMO, you know, when it comes to solving problems, creating strategies, and, and what do you think that would look like?
Ruth: I do actually, I, I had a feeling this question was coming and initially I was a little daunted by it because I'm so in that mode of how I make coaching work with ai. And then I started thinking about it and I thought there's a lot of similarity actually, For an individual level, a project manager can obviously use an AI tool that is geared towards project management to work on something.
Whenever they can have that same thing right at three o'clock in the morning, something's bugging them about their project, they can actually do something about it. I have two associates that I've known for several years. You [00:15:00] do amazing work in. Uh, project management who are actually working on a tool to, to help project managers and PMOs be more effective.
And I've seen the work that they're doing, which is very impressive. What struck me though is that AI can help fill some of the gaps. So we all have our blind spots. If you have a group of people in the room and they're doing a planning session together and they're making decisions about how long is this really going to take, well, what better than.
An AI tool that you can say, okay, we've estimated this is gonna take five days. What does a task like this typically with this environment, you know, whatever, define the environment. How does this typically work out? And the AI says statistically, you're more likely to take five months. It's time to have a think.
We we're not saying the AI is right, it's just giving you something to think about. Being able to make decisions when sometimes we've got groupthink. You can absolutely go to the AI tool and say, what are we missing here? [00:16:00] Or what's the other point of view? One of the things I love to do when I'm working on a writing piece is I will have it help me edit my point of view that I'm sharing and then say, what are the counter arguments to this?
And it will share. Here's the evidence on the other side. And again, you have to verify it. It's not magic. It gets things wrong. It causes me to pause and have those thoughts though. And I think that could be tremendously beneficial to A to A PMO and project manager and a team to be able to say, what are we missing here?
What if I was, if this goes wrong, what are the most likely reasons that it's gonna go wrong? What risks have we not identified, et cetera, et cetera. And. Again, it's that starting point. It gives you, is it gonna be perfect? No. But does it give you more than you could probably come up with on your own? Yes.
Chris: and you use the word group think, and you are exactly right because there is, there's a point in time you're gonna get a whole bunch of people in the [00:17:00] room and somebody may, may be reluctant to speak up. I mean, what is it? The whole emperor's. The emperor has no clothes. Uh, you know, example, right?
And somebody, somebody wants to say something, but they're not gonna say it because of, you know, well, everybody else thinks this is the way to go. But if you could bring in this maybe objective tool, this third party into the mix, uh, you know, it can absolutely help come through some of those breakthroughs or, like you said, identify some of those risks.
So I really, I really like that.
Ruth: Well, there's that classic psychological experiment that was done, and I always, I apologize to everybody in the psychology field. Who knows this, like the back of their hand. 'cause I can never remember which of the, uh, psychologists it was that did this test. But they have this test where someone is shown three lines on a page and they have to say, which is the shortest or the longest, or whatever it is, and everybody else in the room is part of the experiment.
And they pick a line that clearly is not the right answer and the individual will end up more times than [00:18:00] not. Agreeing with the wrong answer rather than sticking their neck out and saying, but B is B'S the longest line. Uh, things like that, I mean, that is a plastic example of group think the behaviors that people will adopt.
We did a, an experiment at a recent workshop that I was doing where I asked everybody to guess how much I weigh and I, putting aside that everyone was super uncomfortable guessing how much a woman weighs. We had three groups. We had one group who discussed it amongst themselves.
Ruth: We had one group that each person wrote it on a post-it note and stuck it in a hat, and they calculated the average. And then we had one group that decided on their own, put it into a hat, and then reviewed the answer to see who got the closest. And of course, the group where they discussed it, there was one person in that group that was very opinionated about.
How much women weigh. It was actually a woman, and she said, men always underestimate how [00:19:00] much a woman weighs. And so she pushed them to adjust their number. That happens in groups all the time, you know, and it's a, it comes from the wisdom of crowds. That exercise comes from the wisdom of crowds. But it was interesting.
They were close enough, it was a pretty small group to be divided into three. They were all fairly close, but there was a d definite spread based on the process they'd used to come to that decision. So if you can have a neutral tool like ai, now the question is, is it neutral? What biases are in there?
What made up sources? Is it saying it? AI thinks that I'm a, a successful Canadian politician, whatever. And I mean that every time I ask it to gimme a bio, it says, you know that I've been super successful as a Canadian politician. Who knows where that comes from.
Chris: Well, but to your point, you've gotta, you've gotta vet it out. You gotta validate it, but it's, at least it's a point to start, which, which really kind of. Makes me think through my next question here is like, where, where do you start with ai? Like what comes first? Do you, do [00:20:00] you have like the, the conversations and the, and the group think and the ideas from the people and the one-on-one conversations, and then you feed AI that information?
Or do you start with the AI side of things and then maybe bring that into the group to, to work through? What, what are your, what are your thoughts there?
Ruth: one of the beauties of ai, putting aside the environmental impact for a moment, which is a pretty big thing to put aside, one of the things with AI is you can do it. Multiple times.
And so absolutely you could consult AI first on whatever the decision is that's being made or the analysis that you're doing.
Then do a group feed in that information and either say, how does that change your analysis? Or have it do it from the beginning again, uh, as though it, you'd never asked it the question in the first place. And one of the things that I emphasize to people in using AI is if you're using a tool like chat, GPT or any of the.
The mainline mainstream tools. Do check your [00:21:00] settings because it is generally up to you whether the data that you and the analysis that you generate gets fed back into the general pool of data that's out in the world. And obviously as a coach, I'm very concerned about that. 'cause I do not want any of my, I don't use it to analyze what my clients have said.
They use the tool. That's another one of my. Standards is that I'm not gonna take data that I've received from a client and then analyze it in an AI tool. I don't do that. But if you are doing that analysis, you wanna be sure what's being fed back into the public domain and what is staying in this private level.
And those are all settings in your AI tool. So you can absolutely have, it's a way of doing things in parallel that you can't do in real life. I can't. Do the project this way and do the project that way and do it this way and see which one comes out best. AI can get us closer to being able to say, here are the likely outcomes based on these three options [00:22:00] for this decision.
Chris:
that's definitely good advice and a good approach there. And I, I like that. Yeah. Yes. And you can do this, and you could do this, you could do this. And I think what will happen over time, you'll come up with your own cadence. You know, it's like, I think we're all figuring it out as, as it's coming online right now about what works, what works best for us,
Ruth: And, and I think you make a great point there, Chris, which is that. Decide how you want to use it. Don't use it the way other people tell you.
It should be used because your use, my use as a coach is very different than my use as an individual who's writing an article about something.
And so I use it in different ways depending on what hat I'm wearing in that moment.
And so, and, and not, not to be concerned if you seem to be outta step with other people. Because it may be that you've just thought about it in a different way, or you are coming at it from a different angle. So Yeah, and be intentional about it. The challenge is becoming that we can't always be as an [00:23:00] intentional because AI keeps sneaking into things that we didn't know it was there.
And the other side is that a lot of companies are motivated to claim that their stuff is AI enabled. When in fact it is not, it's not strictly, it's not generative ai. It is machine learning that they've had for the last 10 years. And so that's the other thing is sometimes we can think this is a tool that uses AI to enhance the outcome and in actual fact, that isn't exactly what's happening.
So it's becoming challenging to be truly transparent with people about how you are using ai. There will come a time where probably I imagine. We won't know whether we are and we are not. So that, that to me is one of my big concerns is to not be able to always be completely transparent with clients as to how the AI is being used.
But I know how I use it, and as I say, you know, I'm never gonna take client data and put it into chat GPT, and say, what do I need to do with this client? That that's my skillset, not ai. And it's private, [00:24:00] it's confidential, and confidentiality means everything as a coach.
Chris: Absolutely. So let's say that you are a coach. Let's say you come in as a consultant to. Um, to A PMO or to, you know, a group of project managers and they're like, Hey, I want to give this hybrid approach a shot and wanna incorporate maybe AI into what we're doing. How would you recommend that they even start?
What would that look like from your perspective?
Ruth: I think the first thing to do is to consider why you want to use it. Because there is always a danger that you are going to take AI and accelerate and extrapolate from something that was wrong in the first place. So really understanding what your processes are and how you are approaching your projects and your PMO standards and everything ahead of time.
AI is not, AI I don't think fixes a lot of things unless you're very. Specific about what the problem is that you're trying to [00:25:00] solve? Because of what I just said. If, if you've got a bad process in place, AI is gonna mean that you can do it more times in less, you know, more occasions, in less time. And that's not necessarily a benefit.
So being really clear what you want to use it for, what, what you think AI is going to provide to you that you are not able to do. And maybe it is. Being able to pull from a wider set of data than just your own corporate data or whatever to analyze a, a project problem. Having that clarity, I think is important.
Not just well in and sort of go to AI and say, Hey, I've got this project to run, gimme a plan that it's not specific enough. There are great examples out there of where people have. Put in very specific prompts into AI and have got out tremendous results. And when they've generalized those prompts, the results are less than satisfactory.
So how getting educated, if you're gonna bring AI into something, understand what that [00:26:00] prompting mechanism is. 'cause the question means everything. The question you ask ai, the data that you give it, the sources you ask it to use. Are all critical to the outcomes, so get educated. This is not something that you just play with and hope you don't fall off like a bike.
This is something that if you're gonna use it well and effectively, you need to understand how to do that.
Chris: That's the classic start with the why Or you could just accelerate your race to the bottom that much quicker, you know, is what you could ultimately do. So love that. Alright, Ruth, if our listeners could remember only one great practice from today's episode, what would that be?
What would you like them to walk away with? That they say? Oh yeah, that's the one point I remember.
Ruth: Ooh. That's a challenge I think to be intentional about AI use. It is very easy to. Take any tool that comes our way and use [00:27:00] it willy-nilly. And I think to be thoughtful, to have an intention that you can measure against and say, okay, I'm using AI 'cause I thought it would accomplish this. Do the measures show that?
Is it actually accomplishing this? That would be my advice because then you are using it to best effect and to get the results that you're looking for. You're not just hoping that by using AI you'll be able to do things better, just 'cause you know, AI is supposed to make it better, where you might actually end up making things worse.
Chris: Yeah, it's, it's just do not fall victim to the shiny new object syndrome. You know, that you're just gonna go chase this thing because everybody else is.
Ruth: May I add? I know I'm only supposed to do one, but the other thing I would say is I think there's tremendous value in healthy skepticism. I am very happy that I came at this with the belief that AI was the devil and I should never use it because at every point when I'm using it, I'm asking that question of what are the risks here?
What might go wrong with this? What. [00:28:00] That sounds very negative, but it means that I have the best opportunity to protect my clients and myself because I'm thinking about that. Am I gonna get a perfect No, of course I'm not. Um, so I do think that even if you think AI is amazing, which it is, have that thought of how could this.
Go wrong. How could this be bad so that you are anticipating that and you don't get caught out? I have a, a series that I do with various professionals that is get to grips with ethics before ethics. Get to grips with you, and the ethics of your AI use in your profession are key.
Chris: Well, Ruth, thank you very much for joining us today, giving us your insight into what you're doing as far as this hybrid coaching model. How you're, how you're, uh, implementing AI in that approach there in a. People wanted to learn more about what you're doing in this space, in the coaching space, what's the best way to reach you?
Ruth: Either connect with me on [00:29:00] LinkedIn. I live, eat, and breathe. LinkedIn and or go to my website, which is p insights.com.
Chris: Okay. Excellent. Well, again, thanks for being on today and, uh, we'll look forward to having you as our first three time guest, uh, sometime in the near future.
Ruth: Okay. I look forward to it.
Chris: All right, thanks, Ruth.
Well, that was another great episode of great practices, and we certainly do appreciate Ruth joining us today. What were some of the great practices and insights that came from today's episode? Well, I like the fact that she was not.
Kicking and screaming towards implementing AI in her business. As a matter of fact, she was going the other way. She had a, an apprehension, maybe even a fear to a degree of using ai, in her business. But once she became educated, once she began looking into what it could do for her and to really kind of [00:30:00] augment what she was doing, uh, she kind of took on a very different approach and how she was gonna implement that in her business.
I like what she said, that there's a place for AI in what I do that's not in place of me. So she really positions it as an adjunct or a compliment to what she does, and she's always smack dab in the middle of those relationships and that insight and that coaching model that she has. But she's using AI to extend those capabilities.
how would this hybrid approach or this model that she was using, where she's got one-on-one coaching and she's got group coaching and then she's got this protege, which is the name of her AI coaching tool, how could that, uh, transfer or translate over into a PMO or into a project management space?
And it's, again, it's looking at the different. Aspects or the different ways that we could use ai. For example, she brought up the fact that, yeah, for a project [00:31:00] manager, it could be just that one-on-one hard skills enhancement. Or being able to answer some very specific questions or solve some very specific problems at the project management level.
Or if we're looking at more at the higher end, PMO thinking and the strategy and pulling together plans. Really what AI can help us to do is fill in the gaps. You know, we could ask AI to see what is it that we're missing, what is it that we haven't thought about? What are some of the blind spots that, uh, could trip us up that we would really need to at least have a discussion about?
How she was able to use or how could recommend using AI to break through group think, you know, those very real examples of, you get so many people in a room and everybody's just thinking the same way and just going down one particular path that. Could be a problem if we're not looking at the alternative points of views or what could go [00:32:00] wrong or the risks that are associated with that, or the counter arguments to perhaps this particular approach.
But Ruth, again, is emphasizing the fact that we could use AI in those conversations in order to break through that group think and just really make sure we have analyzed this problem or the strategy from as many different angles as possible.
and I was curious about how is it that you would even begin to implement something like AI into A-A-P-M-O or into a project management space? And I. Really, she brought up the point that the first thing that you need to do is consider, why is it that you want to do this, right? I mean, we always hear about that.
Chris: Start with the why, because if we're starting with, oh, well this is just the next best thing that everybody's doing, and it's a, it's a brand new shiny object, and it's where we need to go. I'm not exactly sure why I need to do it or what I wanna do with it, but I just know I gotta do something with it.
She brought out the point that, well, you could take this [00:33:00] ai, and what it could do is it could accelerate and extrapolate from something that's already a bad position and we just end up in a worse spot that much quicker. So we wanna understand exactly why it is that we want to use AI in our PMOs.
We wanna understand exactly what it is that we're trying to get out of it, and then we wanna make sure that we're measuring those results against what we're trying to accomplish to make sure that we're getting there.
The second thing she said was that we really want to get educated on the use of ai. Uh, when it comes to what types of questions do we put in, what are the sources that we're asking it to look at? What are the, outputs that we want it to provide to us? What's the prompting mechanisms? So if we understand that.
That is really, you know, I mean, I guess it goes down the whole garbage in, garbage out. The garbage in could be just bad queries and prompts and it's just gonna give you garbage out. But if we educate ourselves on exactly what we're looking [00:34:00] for to get out of AI and we're able to put those prompts and those queries in a very educated way and have that conversation, for lack of a better word, with ai, we're gonna get the most out of it as possible.
So. She wrapped it up basically saying, be intentional. About your AI use. You know, look at the measures that show. Am I using it properly? Am I, is it helping me accomplish what my goals were? And then also, you know, have that healthy dose of skepticism. Uh, what are my risks here? What might go wrong? Uh, she takes all of these measurements and these considerations, make sure that she's protecting her clients and herself in her use of ai, but getting the most out of it as possible that can help benefit her business and her clients.
So again, we'd like to thank Ruth for being on today, and do you have a great practice you'd like to share? Well, you can go to the pmo leader.com, click on Resources, great Practices podcast, and then fill out the form at the bottom of the [00:35:00] screen. Someone will get in touch with you shortly. Also be sure not to miss a single episode by subscribing to great practices on your favorite podcast platform.
And if you like what you've heard, we've had some great guests on, we've got many more
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