Talking to AI-Generated Content

The coding behind AI generated content

Talking to AI-Generated Content

The coding behind AI generated content


Great writing is hard to find these days. And people have been taking shortcuts for years, with copywriting often falling to the lowest bidder.

Now, here comes AI generated content. For those of you who are fearful of what AI does and can mean, here’s a blog post that I’ve co-written with Bing’s version of AI, including my feedback. Enjoy!

First, I asked the software to “instruct me how to manage multiple generations in the workplace, as if I am a manager and I have a team of 5 people, ranging in age from 22 to 62.” The following are its written content (in quotes) and my responses, in italics, commenting on its content suggestions.

It started by restating the question (as we were taught in school): “Managing multiple generations in the workplace can be challenging but it can also be rewarding if done correctly. Here are some tips that can help you manage your team of 5 people ranging in age from 22 to 62:”

  1. Overcome Generational Stereotypes: No matter which generation you belong to, stereotypes will often cloud your thinking about other generations. It’s important to recognize that each generation has its own strengths and weaknesses and that these differences can be leveraged to create a more productive and innovative workplace.”

I actually like this response, but I’d have stressed that not only does each generation has its own strengths and weaknesses, each person has individual strengths and weaknesses. This is one of the pitfalls of stereotypes: they obscure and replace individuality.  

2) “Find Common Ground: Managing multiple generations to overcome stereotypes requires you to help the individuals on your team find common ground with other generations. This can be done by encouraging collaboration and mentoring of multiple generations in the workplace.”

I love the idea of multi-generational mentoring, but this doesn’t take into account how differently some workers feel about work. That is, for some younger workers, work is a transactional experience: they don’t want to do more than was in their job description. Collaboration is key for teamwork, but if I’m going to encourage mentoring, that should be in the job description going forward, yes?

3) “Embrace Generational Differences: Each generation has its own unique perspective on work and life. Embracing these differences can help you create a more inclusive workplace where everyone feels valued and respected.”

Yes, everyone needs to feel valued and respected. But this expands far beyond age. Some people are better problem solvers. Some enjoy creativity and some feel petrified by it. Some enjoy working in groups, some prefer individual work. There are generational differences as well as personality and talent and work-style differences. Expecting that someone of a certain age will have a specific perspective might be self-defeating. Embracing all differences is a better approach.   

4) “Cross-Generational Communication: Communication is key when managing multiple generations in the workplace. It’s important to use multiple communication styles to ensure that everyone on your team feels heard and understood.”

This is one of my favorite topics that always comes up. The generationalizations are: Boomers and Gen X prefer email; Millennials prefer texting. Gen Z talks with emojis. I prefer to ask individuals how they prefer to receive communications, and what they’d react to most quickly if something is hot. Isn’t that better? This way, you know how to best reach your team.

5) “Customize How You Manage Each Employee: Another great way of managing generational diversity in the workplace is to customize the way you manage each employee. This is why it’s so important to have one-on-one meetings with each of your employees; not only does this help management avoid generalizations, but it also allows you to customize how you manage each of your team members.”

 Yes! This is the first piece of advice I can embrace without reservation.

6) “Create a Positive Work Environment: Finally, employers should create an environment where each generation can work comfortably. One way to engage and motivate all generations in the workplace is to offer suitable training and development opportunities.”

Yes, I agree that it’s critical to understand which of your employees is interested in training and development. And it’s equally important to share with employees what limitations there may be for their advancement if they choose not to continue their learning.

 My hesitation with this advice, however, is with the term ‘positive work environment.’ I think it means a nice place to work, but how do you create that when you’re not around to influence it? People on my team will interact without me involved – so how do I ‘create a positive work environment’ aside from ensuring there’s no bad behavior going on where I can see it?   

 I asked the software to tell me how to create a positive work environment. It responded:

I asked for a definition of “unified workplace culture” and got the following response:

A unified workplace culture refers to a shared set of values, beliefs, and attitudes that employees have about their work and their organization. It can help reinforce accountability and allow for employees to feel more engaged, which can improve the overall work environment. Does that help?

This is a lot of words that really don’t mean anything to me. A shared set of values, beliefs, and attitudes? That sounds like a cult, actually. But I love how it ends in a question: “does that help?” So I replied to the question by saying, “No. That sounds like a cult.”

And that was the last straw, as far as the software was concerned. It wrote back:

I’m sorry but I prefer not to continue this conversation. I’m still learning so I appreciate your understanding and patience.🙏

Learning: be very careful how you talk to the software. It’s been programmed for certain keywords.  In the words of content AI, I hope this helps!


Talent Management of the Future for Millennials and Gen Z EmployeesHow to attract & keep younger (Gen Z) talent

Millennials (born 1981-1996) and Gen Z (born 1997-2012) are the youngest generations in the workforce, and they present unique challenges for CEOs looking to attract, onboard, train, and retain top talent. This free white paper gives valuable steps to helping CEOs and leaders create a positive culture for the future workforce.