Emerging Leaders - Controlling Our AI Urge

In our latest podcast, Deri Hughes, Graham Roberts and I explored the peculiar dance between slow and fast thinking, particularly in the realm of Generative AI and recruitment. It's a bit like watching a waltz between a tortoise and a hare, only the hare has an advanced degree in data analysis and the tortoise is contemplating the philosophical implications of every step.

AI in recruitment is the epitome of fast thinking. Imagine a digital overlord capable of devouring thousands of resumes in the time it takes you to brew your morning coffee, spitting out candidates who, according to most employers, are a perfect fit. It’s efficiency on steroids. But here’s the kicker – speed isn’t everything. Yes, AI can quickly identify the best candidates, but only on the basis that the original person setting the parameters really knows what they're looking for. If this is a race to the 'perfect on paper' selection process without the human touch, we risk turning our workplaces into soulless, data-driven dystopias. 

Now, let's talk about the slower side of thinking – the part that doesn't get as much attention or love in our instant-gratification world. Slow thinking is where all the deep, meaningful analysis happens. It’s the process that allows us to weigh the pros and cons, consider long-term implications, and make decisions that aren't just quick, but also wise. It’s the intellectual equivalent of a slow-cooked meal, rich in flavour and substance, as opposed to the instant gratification of a microwaved pizza or shepherd's pie. 

(There's a whole other article I could write about what you should or shouldn't include in shepherd's pie. That is a fiercely emotional can of worms to open. Please add your suggestions at the end of the article…) 

In theory, this slow thinking is critical in recruitment. It helps us understand not just who fits the job on paper, but who fits the company culture and what the watch-outs might be for them, who will grow with the team, and who might bring that unexpected spark of creativity. Leaders who can balance fast AI-driven decisions with this slow, reflective thinking are the ones who will truly excel. They’ll be able to make quick decisions when necessary but will also take the time to think deeply when it counts.

Of course, there’s also the small matter of environmental impact. AI’s efficiency comes with a hefty price tag: energy consumption. Building and powering the massive data centres needed to fuel our AI habit is about as eco-friendly as a coal-fired power plant. As we race ahead with AI, we need leaders who can manage this energy demand responsibly. Maybe even convince the AI to optimize its own energy use – a sort of digital housekeeper who cleans up after itself.

And here's the punchline: the real job threat isn’t AI replacing humans. It’s humans being replaced by other humans who have mastered the use of AI. Imagine the irony – you’re not fired because a robot took your job, you’re fired because Karen from accounting figured out how to use the robot better than you did. The future of job security isn’t about competing with machines; it’s now being portrayed as about outsmarting your colleagues in using those machines. What does that mean for the process of talent acquisition and development in your organisation?

If you are a new leader, your generation will need to be part tech guru, part philosopher. You must embrace AI for its speed and efficiency while ensuring that slow, thoughtful decision-making still has a place. You must navigate the environmental challenges AI poses and lead with a vision that balances rapid progress with sustainability. Sure, embrace AI, but do it with a healthy dose of scepticism, a bit of humour, and a commitment to thoughtful leadership. After all, it’s not just about getting to the future faster; it’s about making sure the future we arrive at is one worth living in.