Episode 98: AI-Driven Decision Making: Shaping How We Lead & Scale

Every once in a while, you uncover a gem in your content archives that still feels just as relevant today as it did the day it was created. That’s exactly what happened when we revisited a live panel discussion we hosted at VividFront HQ featuring two brilliant minds in artificial intelligence: Ted Souder, former Google executive and global AI thought leader, and Andrew Spott, founder of VividFront and CEO of HR Signal.

This episode centers on a practical, honest conversation about artificial intelligence — not the hype-driven version, but the kind business leaders are actually grappling with. Moderated by Madison Riddell, President of VividFront, the discussion focuses on how AI shows up in real organizations, how leaders should be thinking about adoption, and where caution is still warranted.

Rather than leading with tools or tactics, the conversation starts with mindset. AI is not framed as something to fear, nor as a silver bullet. It’s positioned as a powerful capability that requires intention, experimentation, and leadership to use well.

This episode centers on a practical, honest conversation about artificial intelligence — not the hype-driven version, but the kind business leaders are actually grappling with. Moderated by Madison Riddell, President of VividFront, the discussion focuses on how AI shows up in real organizations, how leaders should be thinking about adoption, and where caution is still warranted.

Rather than leading with tools or tactics, the conversation starts with mindset. AI is not framed as something to fear, nor as a silver bullet. It’s positioned as a powerful capability that requires intention, experimentation, and leadership to use well.

Ted Souder introduces one of the episode’s central ideas: leaders and professionals need to become part of what he calls the “AI class,” or risk having AI happen to them rather than with them. Drawing on his decades at Google and his current work advising organizations around the world, Ted emphasizes that AI is already here and already reshaping work.

He makes it clear that understanding AI doesn’t require technical mastery, but it does require curiosity and engagement. Those who take the time to learn how AI tools work — and how they apply to their own roles — will be better positioned as organizations inevitably make decisions about automation, efficiency, and scale.

Andrew Spott reinforces that urgency while also offering reassurance. He explains that despite the rapid acceleration of AI tools, we are still in the earliest phase of adoption. He compares today’s moment to the infancy of the internet, before digital workflows became second nature across organizations.

Andrew points out that most leaders currently approach AI from the top down, thinking about governance, platforms, and risk. While those considerations matter, the real transformation happens when individuals throughout the organization begin using AI in their daily work. That’s when productivity increases, creative capacity expands, and teams feel meaningful impact.

Rather than recommending sweeping AI strategies or new executive roles, the panel encourages leaders to start by identifying friction. Where are teams spending excessive time on manual work? Where do processes slow down momentum? Where are people compensating for outdated tools with longer hours?

Ted explains that once leaders understand where friction exists, they can more effectively evaluate whether AI or automation can help move teams toward greater efficiency and clarity. The goal isn’t to adopt AI everywhere at once, but to solve real problems with intention.

Madison shares how this approach plays out at VividFront, where the team audited roles across the organization and set a measurable goal to reclaim time through AI adoption. By tying AI initiatives to specific benchmarks, the team was able to track progress and treat AI as a business lever rather than an abstract experiment.

The episode also explores important boundaries. Andrew speaks candidly about the risks of using off-the-shelf AI tools with sensitive data, particularly in areas like HR, intellectual property, and confidential business information. Not all AI tools are designed for all use cases, and leaders need to understand where additional safeguards are required.

Ted adds that AI should never replace trust-building human interactions. Sales conversations, leadership moments, coaching, and relationship-driven work rely on emotional intelligence and connection. AI can support these functions, but it should not substitute for the human element that makes them effective.

One of the most practical segments of the episode focuses on how AI can augment — not replace — sales teams. Ted walks through how leaders can use AI to help salespeople prepare for objections, refine messaging, and strengthen their confidence in the field.

By using AI to surface patterns, anticipate questions, and support training, organizations can make their teams more effective without removing the human interaction that drives trust and results.

The panel also addresses the ethical considerations surrounding AI, particularly in marketing and people analytics. Andrew explains how intentional decisions around inputs and guardrails help prevent biased or harmful outcomes, especially when AI is used to influence careers or customer experiences.

The broader takeaway is that just because AI can personalize or predict doesn’t mean it always should. Trust, transparency, and long-term credibility must remain central to any AI-driven strategy.

When the conversation turns to the future, the tone remains optimistic. While both panelists acknowledge that AI will disrupt certain roles, they also emphasize that new opportunities, industries, and ways of working will emerge.

As AI continues to absorb more routine and repetitive work, humans are freed to focus on judgment, creativity, and problem-solving. The nature of work will change, but the potential for more meaningful and impactful work grows alongside it.