I’ve written recently about AI x real estate, and how leaders need to focus on the team before the tech. This has always been true, but it’s even more so in the era of AI. Things are changing faster than ever before, and it’s tempting to go full speed ahead, without pause.
I certainly have found myself pulling longer days because I’m so excited about what I’m building with these new tools. But as leaders, we must be conscious not to over-optimise everything, and as a result, compromise the relationship with customers and our team. The AI conversation tends to focus all of its attention on the customers, but not the team.
A couple of years ago, I hit burnout mode big time. We’d lost a top salesperson, so I was plugging the revenue gaps, selling more houses than I’d like. I’d become so focused on performance and outcomes, and what we were doing, while neglecting to think about how I was being.
Psychological safety
I was chasing results, without creating psychological safety – the very thing that underpins trust in a company. I keep coming back to this notion of safety, which tends to be triggered in times of great change (whether internally and externally).
As leaders, we must create the conditions for our people to feel safe to voice concerns, challenge the status quo of how things are done, and have a seat at the table. This also means creating the space for tough conversations such as that an employee has outgrown the business or that their personal life is affecting their performance.
There’s a lot of noise about AI taking jobs and making some roles redundant. As leaders, we must be aware of the messaging that might threaten some people, whether they realise it or not.
Psychological safety is not just nice to have now, but a must-have for the future. And it starts with you, as the leader.
Want to chat more about creating safety in your sales team? Book a free 15-minute call and let’s discuss where you’re at.