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GPT Party 2.0: Lyubov Ovchinnikova – The Unique Approaches to Leadership

In Silicon Valley on October 7-8, GPT Party 2.0 took place — the largest Russian-speaking networking event dedicated to artificial intelligence. Over 300 people gathered at Plug and Play to meet with leading experts, entrepreneurs, and investors, discuss the latest trends in artificial intelligence, and gain practical knowledge.

At the event, Lyubov Ovchinnikova told about the unique approach to leadership and shared tools that can help elevate leadership skills to a new level.

“We at are developing a platform that creates digital employees. I want to share a few examples of what happens now when we communicate with companies about implementing digital employees. One of the panel discussions mentioned that a company’s readiness to implement AI is determined by the structuredness of data, digitization of processes, and so on. At the same time, it is worth considering that the success is also influenced by the company’s culture itself: how decisions are made, how much team members are involved, how company leaders communicate with their employees. Employees who are not informed about the meaning and value of new technologies simply sabotage robots, so the culture of companies and communication is as important as data digitization itself.

“The information presented above is called the Energy Leadership Index Assessment. According to Forbes, this questionnaire is among the top ten that every leader should take. Its uniqueness is that it captures a certain prism through which a person looks at the world. When top managers hit a ceiling and can’t further develop their business, they usually have a bottleneck at one of the levels. They begin to react to situations, rather than consciously choose their reactions. By completing the questionnaire or using other self-awareness methods, a leader stops being led by emotions and starts choosing which lens to apply in a particular case.

Emotions are energy in motion; in English, there is the concept of ’emotion energy.’ Emotions for us are like litmus paper that shows what is happening in the brain, as the chain ‘thoughts – emotions – actions’ is straightforward. Below are seven different levels of energy, divided into anabolic and catabolic. Anabolic energy creates partnership, while catabolic energy destroys these processes.”

Briefly about the levels:

The first level is characterized by victim behavior. For example, a leader might say phrases like ‘they sent me equipment that doesn’t work, I have stupid employees, I can’t rely on anyone, I have to do everything myself.’ Their action strategy is complete inaction.

The second level is characterized by anger. When a leader dislikes something, they start to slip into manipulation and control. This releases adrenaline to provide a huge charge of energy for destroying processes.

The third level combines catabolic and anabolic energy. At this level, a person already takes responsibility for their thoughts and is ready to compromise.

The fourth level is considered anabolic, where many coaches are found. This is the level of desire to benefit the world, where compassion, understanding, and care for employees are manifested.

The fifth level expresses a ‘win-win’ position. Leaders see benefit and value in everything, thus team loyalty and their desire to contribute to the common work are vividly manifested.

The sixth level is the level of intuition. If you have communicated with very successful company leaders, you may recall moments when you felt that the tops make decisions based on information from space. Intuition is the ability of our brain to process a colossal amount of information, plus experience and body features.

The seventh level is mainly inhabited by Buddhist monks, i.e., it seems as if they are completely detached from the earth, but this level is accessible to Elon Musk and Steve Jobs.

When a person takes this questionnaire, they receive a chart with seven levels. The purpose of these levels is to apply them consciously. We start leadership with ourselves and our choice of reactions to situations and then can help our employees reach new levels.”

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