Attributes And Skills Of Highly Effective Credit Union Managers
Research ReportAttributes and Skillsof Highly EffectiveCredit Union Managersideas grow hereMichael NeillPresidentMichael Neill & AssociatesPO Box 2998Madison, WI 53701-2998Phone (608) 665-8550www.filene.orgPUBLICATION #265 (3/12)
Attributes and Skillsof Highly EffectiveCredit Union ManagersMichael NeillPresidentMichael Neill & Associates
Copyright 2012 by Filene Research Institute. All rights reserved.Printed in U.S.A.
Filene Research InstituteDeeply embedded in the credit union tradition is an ongoingsearch for better ways to understand and serve credit unionmembers. Open inquiry, the free flow of ideas, and debate areessential parts of the true democratic process.The Filene Research Institute is a 501(c)(3) not-for-profitresearch organization dedicated to scientific and thoughtfulanalysis about issues affecting the future of consumer finance.Through independent research and innovation programs theInstitute examines issues vital to the future of credit unions.Ideas grow through thoughtful and scientific analysis of toppriority consumer, public policy, and credit union competitiveissues. Researchers are given considerable latitude in theirexploration and studies of these high-priority issues.Progress is the constantreplacing of the best thereis with something still better!— Edward A. FileneThe Institute is governed by an Administrative Board madeup of the credit union industry’s top leaders. Research topicsand priorities are set by the Research Council, a select groupof credit union CEOs, and the Filene Research Fellows, a blueribbon panel of academic experts. Innovation programs aredeveloped in part by Filene i3, an assembly of credit unionexecutives screened for entrepreneurial competencies.The name of the Institute honors Edward A. Filene, the “fatherof the US credit union movement.” Filene was an innovative leader who relied on insightful research and analysis whenencouraging credit union development.Since its founding in 1989, the Institute has worked with overone hundred academic institutions and published hundreds ofresearch studies. The entire research library is available onlineat www.filene.org.iii
AcknowledgmentsI would like to thank all the credit unions that generously sharedtheir time by participating in this study. I would like to recognizeProfiles International and especially its chief research officer, ScottHamilton, PhD. I would also like to thank my clients—past, present, and future—for their trust, friendship, and partnership and forproviding me with the opportunity to do what I was born to do.Finally, I want to thank George Hofheimer of Filene for believingin me and changing my world for the better and Tony Hendrix fordoing the hard job of trying to work at my pace and keeping all theplates spinning.We would like to acknowledge CUNA Mutual Group for its generous support and commitment to developing the next generation ofcredit union leaders.iv
Table of ContentsExecutive Summary and CommentaryviAbout the AuthorixChapter 1Introduction2Chapter 2Methodology and Analysis6Chapter 3Implications16References22v
Executive Summary and Commentaryby Ben Rogers,Research DirectorThe western end of San Francisco Bay in California is marked by oneof the world’s great bridges: the Golden Gate. Famous as much forits iconic orange coloring as for its size, at the time of its completionin 1937, it was the world’s longest suspension bridge at 4,200 feet.Hundreds of vertical cables connect the deck to the gracefully arching main suspension cables. For our purposes, it is these verticalattachments that are interesting.A suspension bridge works because its stable towers support a longcable between them, and the bridge’s deck literally hangs on the vertical suspenders extending from the main cable. The support towersof the Golden Gate Bridge represent a firm’s senior leaders and theirstrategic decisions, and the middle managers are the vertical linesthat keep that strategic direction in contact with the deck where themembers drive. A suspension bridge without these vertical cables isno better than a suspension bridge without towers.What Is the Research About?Filene takes credit union leadership seriously—both the towers andthe cables—and this report builds on years of analyzing not just theorganizational performance of credit unions, but the human factors that make credit unions tick. From a 2005 inquiry linking teamdynamics to financial performance, to a 2010 study that showed howbest to move good ideas through an organization, to 2009 researchthat explored the motivators of under-30 credit union employees,Filene recognizes that examining the human side of credit unions isessential.Employee performance expert Mike Neill has extended those findings in search of the common characteristics of 94 of the creditunion system’s best middle managers. The anonymous participantsin Neill’s survey were nominated for consistently performing inthe top 20% of managers, receiving the highest possible performance evaluation, and earning the highest possible bonus if one wasoffered. Using statistically valid data that show what is typical forNorth American professionals, Neill’s research identifies the relevantinstances where these high-performing credit union middle managersdiffer from the norm.vi
What Are the Credit UnionImplications?This report should be used as a tool for hiring and promoting inthe middle management ranks. Beyond simply gathering data forcomparisons and academic use, this report is useful for showing whatkind of employees make superlative middle managers and how yourcredit union can identify and promote them—putting down cablesto the right places. First, here are some of the most interesting traitsin which superior middle managers differ from average employees:t Learning. Because highly effective middle managers must learnquickly and be adept at problem solving, 87% fall at or aboveaverage in the Learning Index. This is the most pronounceddeviation this study uncovered.t Energy. The “tendency to display endurance and capacity for a fastpace” is a key characteristic, with 86% scoring above average.t Decisiveness. Using the available information to make decisionsquickly is critical, with 80% of respondents above average.t Verbal skill. Among good middle managers, 69% are above average in verbal skills, making them better able to communicateeffectively with members, subordinates, peers, and executives.Just as important for understanding what makes good managerstick is where this group underscores the averages. Being lower thanaverage is not negative; it simply highlights traits where good middlemanagers are atypical:t Objective judgment. Interestingly, great middle managers are farless likely than average employees to rely solely on data in decision making. The fact that 79% fall at or below the average indicates a strong reliance on intuition rather than bald facts.t Manageability. Highly effective managers want their own leadersto define outcomes and then let them complete those goals withrelatively free rein—72% score below average in manageability.t Accommodating. Good middle managers are significantly lessaccommodating than the norm. With 73% scoring below average, good middle managers know when they shouldn’t go withthe flow.Whether you use a formal screening mechanism like the one outlined in this report or simply rely on interviewing and your ownintuition, understanding these factors and how they play into effective credit union management will allow you to hire and promotemore effectively, strengthening the cables that connect your memberson the deck with the strategy in your towers.vii
“At the end of the day, you bet on people, not strategies.” That,according to Larry Bossidy, the longtime CEO of Allied Signal(later Honeywell), is what drives a company and creates a culture(Tichy and Cohen 2002).viii
About the AuthorMichael NeillMike is the president and founder of Michael Neill & Associates,Inc. (MNA), and the author of two books, Creating and Maintaininga Credit Union Sales and Service Culture (CUES, 2001) and Coachingfor Performance (CUES, 2004). Additionally, Mike is one of the mostsought-after speakers in the credit union system. Prior to startingMNA in 1998, Mike worked as a credit union senior executive, leading the credit union to a number two ranking in member productpenetration and the top 25 in “value to member.” In addition to having an undergraduate degree in organizational development, Mike iscertified as a Servant Leader through Gonzaga University and as anExecutive Coach by the International Coaching Federation. Mike isclosing in on the completion of an MA in organizational leadershipat Gonzaga University.ix
CHAPTER 1IntroductionAlignment of an organization’s team membersis what makes a company successful. Fileneresearch shows that a middle manager withthe right skill set can have a positive impacton the performance of a team at the organization level, and good middle managers are alsoimportant conduits for good ideas.
The Filene Research Institute is interested in credit union leadershipresearch for two primary reasons. First, the attraction and retentionof talented employees is the surest route to competitive advantage.Second, the cooperative, nonprofit structure of credit unions lendsitself to unique challenges and opportunities in attracting and retaining leaders. While much of what you can read in the Harvard Business Review or business leadership books is universal, credit unionsare peculiar enough to warrant their own research.Filene’s leadership research has looked closely at “voice”—the extentto which employees speak up and managers take note—in creditunions. The findings lendweight to the importance ofSixty-one percent of credit union employees indicated that theymiddle managers as conduits ofhad more ideas than what they ultimately communicated toimportant ideas. In one study,their supervisors.61% of credit union employeesindicated that they had moreideas than what they ultimately communicated to their supervisors(Burriss, Detert, and Harrison 2010). So regardless of whether asenior leadership team encourages voice, middle managers that aren’tinclined or trained to pass ideas along will gum up the works.Even more crucially, formal upward reporting methods are the leasteffective way to get good ideas from the branches of an organization to its core for two reasons. First, all it takes is one leader whoneglects to pass the idea on and it effectively dies. Second, whileupward mechanisms like suggestion boxes indicate that managersare open to new ideas, they are not as effective as active solicitationin getting ideas to the top. In short, it is significantly more effectivefor an organization to “pull” ideas to the top through solicitationand closing the loop than it is for rank-and-file employees to try to“push” them up. But in either case, good middle managers enable thetransfer. For example, in one seven-branch credit union, employeesat each branch responded very differently to the question: “I speakup about problems.” Each branch presumably operates under the3
same corporate guidelines, but clearly different branch managersbuild different cultures.Employees also show a strong propensity to speak up to managers who have highly satisfied subordinates, even if those employeesdo not report directly to that manager. The converse is also true, asemployees in the research showed clear judgments about which managers they could safely address and which managers they felt wouldrespond to their concerns.Leadership issues are the most important professional considerationfor young credit union employees, according to a 2009 Filene surveyof 200 young professionals (Rogers 2009). Two out of three (63%)said their relationship with their direct supervisor was extremelyimportant and 34% said it was important. This measure rankedmuch higher in importance than cash compensation or other benefits. Middle managers, as the day-to-day supervisors of entry-levelemployees, are the linchpins of the credit union’s retention and talentmanagement success.The 2009 survey also showed that 92% of under-30 professionalsjudged the credit union’s values—often learned from and modeledby middle managers—as either important or extremely important indeciding whether to select or stay with a job. And finally:Train superlative managers. Young employees crave immediate supervisors with whom they can learn and develop a good relationship.This is particularly important because less experienced employees maynot have as much access to inspiring leaders elsewhere in the creditunion . . . These results support the adage that employees join goodcompanies and leave bad managers. (Rogers 2009, 5)Filene leadership research has shown clear bottom-line value in building team-oriented cultures,the kind in which good middle managers can thrive. Executive teams that exhibit the true teambehaviors of high communication, high cohesion, and low personal conflict significantly outpacetheir peers in ROA performance.Finally, Filene leadership research has shown clear bottom-line valuein building team-oriented cultures, the kind in which good middlemanagers can thrive. Executive teams that exhibit the true teambehaviors of high communication, high cohesion, and low personalconflict significantly outpace their peers in ROA performance (Barrick, Kristof-Brown, and Colbert 2005). By pursuing team goalsrather than cobbling together individual goals, such groups outperform comparable credit unions by almost 40 percentage points.4
These results contrast with those shown in “working group” cultures,in which independent members work together toward goals set forthe individuals rather than the team. The 2005 research shows thatthese credit unions tend to be outperformed by true team organizations. Perhaps most interestingly, almost as important as whethera credit union has a true team or a working group at its helm, iswhether the group acts like it claims. For example, leadership groupsthat claim to be true teams but act like working groups (and viceversa) trail groups that know what they are and act like it.Establishing an effective team depends on an alignment betweenthe level of interdependence required among team members andthe frequency and quality of group processes that characterize theirinteractions. When the level of interdependence and group processesis high, team and organizational performance is maximized. However, teams with low interdependence (more accurately categorizedas working groups) that exert very little time or effort on groupprocesses also can positively impact performance at the team andorganization level.Although this past research focused on executive teams and usedtheir credit unions’ ROA as a proxy for performance, it stands toreason that similar principles hold with teams or groups overseen byeffective middle managers. Knowing whether you run a true team ora working group can be just as key for the middle of the organizationas it is for the top.This research on middle managers supports Filene’s ongoing leadership priorities of finding the right skills for managers who canaccomplish credit unions’ unique goals as financial cooperatives andof keeping the right overall talent in credit unions.5
CHAPTER 2Methodology and AnalysisA targeted survey of superior credit union middle managers reveals that this group is surprisingly different from average North Americanworkers. Measuring this sample’s variance fromthe mean in different categories helps illuminate which personality traits to look for in goodmanagers. This chapter also includes a discussion of professional interests common to excellent middle managers.
The study included a purposive sample of 94 midlevel credit unionmanagers who had been identified as top performers by credit unionCEOs. A purposive sample is a sample selected in a deliberative,nonrandom fashion to achieve a certain goal. In the case of thisstudy, the goal was to determine the shared behavioral and cognitivecharacteristics of top-performing managers.The subjects in the manager sample share the following employmentcharacteristics:t A minimum tenure of two years in management and at leastsix months in current position.t Reports to a member of the credit union’s senior managementteam.t Performance rated in the top 20% of all managers by the creditunion CEO.t Low voluntary turnover in the department managed.Figure 1: Distribution of StudySample by Credit Union SizeCredit union size in assetsN%Less than 500M5761 500M– 999M2425 1B 1314Total94100t C onsistently rated at the highest performance level on performance evaluations.t Typically exceeds expectations.t Typically receives highest available bonus, if one is offered.The test distribution of the sample was assessed based on thesize categories shown in Figure 1.AssessmentEach of the credit union managers in the study sample was administered the ProfileXT (PXT) assessment to determine their characteristic levels in nine behavioral, five cognitive, and six interest traits.A multidimensional assessment program, the PXT evaluates a person’s behavioral traits, interests, and cognitive abilities. These threeareas of assessment are used to identify characteristics that can leadto a better fit between person and job. Each of the areas measured inthe assessment demonstrates excellent construct and criterion-related7
validity and reliability. The PXT also meets or exceeds the guidelinesrecommended for reliability, validity, and adverse impact as established by the US Department of Labor, the American PsychologicalAssociation, and the American Educational Research Association,among others.ScoringIn the PXT scoring system, raw scores are converted to scaled scoresand reported as STEN (standard base-ten) scores distributed acrossthe working population. The raw scores are converted so that thescores of approximately two-thirds (68%) of the population fallbetween 4 and 7, 16% fall above 7, and 16% fall below 4. This produces a normal distribution of scores.AnalysisDescriptive statistics were calculated for each scale of the PXT todetermine the relative placement of the study sample within thenorming population. Frequency distributions of STEN scores wereanalyzed to determine the proportion of the samplebelow, at, or above average for each scale to helpFigure 2: Descriptive Statistics for the PXTdevelop a profile or benchmark for a high-performScale Scoresing credit union manager. The descriptive statisticsStandardfor each of the PXT scales is shown in Figure 2.NMeandeviationLearning Index946.191.554Verbal Skill946.711.960Verbal Reasoning945.741.778Keeping in mind that the mean STEN score for anyscale in the working population of North Americais 5.5, Figure 2 provides an indication of where thesample group falls below, at, or above that mean.The data show that the mean STEN score for thestudy sample is at or above the working populationmean on all but seven scales:Numerical Ability945.731.896Numerical al/Administrative946.381.913People Service946.181.626Technical Interest944.112.112Mechanical945.541.882t AssertivenessCreative945.952.192t SociabilityEnergy Level946.291.910Assertivenesst Manageability945.111.589Sociability945.072.206t AttitudeManageability944.411.875t AccommodatingAttitude945.401.996t Objective 2.082Independence946.811.914Objective Judgment944.461.7768t Technical InterestIt must be noted that being below the populationmean on any of these scales does not connote anegative or failing score. Nothing could be furtherfrom the truth. Scores that fall below the meansimply show that those particular characteristics,
Figure 3: ANOVA for Assertiveness byCredit Union Sizealpha 0.05Credit union size in assetsNMeanLess than 500M574.88 500M– 999M245.04 1B 13Meanwhile always present, do not need to be as prevalent asthe others in order for an individual to perform well ina credit union manager role. For instance, it stands toreason that a manager of a financial institution probablydoes not need to be as accommodating as the averageperson in the working population.Analysis of variance (ANOVA) was conducted amongthe scale scores for managers from different size categories of credit unions. The only significant difference observed wasamong the mean scores on the Assertiveness scale. Figure 3 providesthe results of this analysis.6.23Note the results in Figure 3: As much as we may think that creditunions must require vastly different management skills based ontheir size, only 1 of the 20 attributes assessed varies significantlywith regard to size. It would appear that the unique culture of creditunions is a more significant determinant of attributes needed byhigh-performing middle managers than the size of the credit union.While analyzing mean PXT scores provides valuable informationabout where our study sample falls as a whole, a more appropriate way to review the data fora sample of top performers isAs much as we may think that credit unions must require vastlyto analyze the actual distribudifferent management skills based on their size, only 1 of thetion of study subjects along the20 attributes assessed varies significantly with regard to size.STEN score range. Figure 4provides this distribution. Eachcell of the table shows the percentage of study subjects scoring theSTEN score noted along the top row.Looking at the data in Figure 4, we can make some general statements about the study sample:t 87% fall at or above average in Learning Indext 69% fall above average in Verbal Skillt 62% fall above average in Verbal Reasoningt 72% fall at or above average in Numerical Abilityt 83% fall at or above average in Numerical Reasoningt 86% fall at or above average in Energy Levelt 60% fall at or below average in Assertivenesst 60% are average in Sociabilityt 72% fall at or below average in Manageabilityt 60% are average in Attitudet 80% fall at or above average in Decisiveness9
Figure 4: Distribution of STEN Scores for Study SubjectsSTEN score (percent)PXT 2924351Numerical Ability371728711206Numerical Reasoning22131829151466530262165Learning IndexVerbal SkillVerbal 51511291357People nical Interest15MechanicalCreative3310522141811104Energy e Judgment71391316231361221337931The italicized range represents the standard deviation of the scores.t 73% fall at or below average in Accommodatingt 75% fall above average in Independencet 79% fall at or below average in Objective JudgmentThese findings show a very significant similarity among highperforming middle managers than cannot be ignored. There is apattern of attributes, if properly assessed by using the PXT as apre-employment assessment tool, that can predict with a high degreeof reliability whether the candidate has the “stuff ” to be a highperforming middle manager.Measuring Interests of Highly EffectiveMiddle ManagersThe top three interests of the successful midlevel credit union manager tend to be:t Enterprising.t Financial/Administrative.t People Service.10
While attributes are those areas that create the “makeup” of a person,interests indicate the type of work that the subject is drawn to. It isno surprise that highly effective middle managers are interested infinancial/administrative work and work that allows them to servepeople. However, note that the top-rated interest is Enterprising.This is very important for those who are leading middle managers. As explained briefly in theanalysis of why high-performingIt is important to allow high performers to create strategies andcredit union middle managerstactics to achieve agreed-upon goals. These managers want tomay score lower than the meanview their department or branch as “their small business.”in manageability, it is importantto allow high performers to create strategies and tactics to achieve agreed-upon goals. These managers want to view their department or branch as “their small business.”They desire and appreciate a leader who trusts them to make theappropriate plans. Additionally, these managers will accept responsibility for their outcomes. Just as entrepreneurs know that they areresponsible for outcomes and that the ultimate responsibility rests onthem, so do these high-performing middle managers.Providing Meaning for Attributes inWhich Highly Effective Credit UnionMiddle Managers Score Higher Thanthe North American MeanOverall, high-performing credit union middle managers:t Score above the mean in Learning Index, which is an index ofexpected learning, reasoning, and problem-solving potential; 87%fall at or above average in Learning Index. Highly effective middlemanagers are able to learn quickly and are adept at problemsolving.t Score above the mean in Verbal Skill; 69% fall above average inVerbal Skill, which is a measure of verbal skill through vocabulary. High-performing middle managers have a more significantvocabulary than the average worker. This allows them to communicate more effectively with members, subordinates, peers, andexecutives.t Score above the mean in Verbal Reasoning; 62% fall aboveaverage in Verbal Reasoning, which is using words as a basis forreasoning and problem solving. Except in specialized technicalareas of the credit union such as accounting and IT, most middlemanagers solve problems that are presented to them in spoken orwritten words rather than numbers. Highly effective managersare able to synthesize this information effectively and make sounddecisions.11
t Score above the mean in Numerical Ability; 72% fall at or aboveaverage in Numerical Ability, which is a measure of numericcalculation ability. The credit union system, being a part of thelarger financial industry, requires that effective leaders have betterthan-average math skills.t Score above the mean in Numerical Reasoning; 83% fall at orabove average in Numerical Reasoning, which is using numbers asa basis for reasoning and problem solving. One would expect thisto be an important component of the job, and highly effectivemiddle managers are talented in this area.t Score above the mean in Decisiveness; 80% fall at or aboveaverage in Decisiveness, which is using available information tomake decisions quickly. The ability to be decisive is importantto delivering high-quality member service. This ability preventsthe member’s problem from going through multiple channelsto obtain a solution. The ability to make quick decisions is alsoimportant because most middle managers are the go-to person fortheir employees. When decisiveness is combined with strength inthe attributes of verbal and numerical reasoning, one could expectthat highly effective middle managers make not only quick decisions but also quality decisions.t Score above the mean in Energy Level; 86% fall at or aboveaverage in Energy Level, which is the tendency to display endurance and a capacity for a fast pace. With multiple supervisors,subordinates, and peers and ever-changing responsibilities, highperforming middle managers must have a high energy level.t Score above the mean in Independence; 75% fall above averagein Independence, which is the tendency to be self-reliant andself-directed, to take independent action, and to make decisions.Once again, we see evidence that high-performing middle managers do not want to be micromanaged but want to be allowed toact and think for themselves.Providing Meaning for Attributes inWhich Highly Effective Credit UnionMiddle Managers Score Lower Thanthe North American MeanOverall, high-performing credit union middle managers:t Have less technical interest than the mean working population ofNorth America. This is not surprising, as credit union jobs typically are tied to financial and people service.t Are less assertive than the typical working population of NorthAmerica; 60% fall at or below average in Assertiveness, which is12
the tendency to take charge of people and situations. Assertivepeople lead more than follow. This result may seem curious atfirst glance when we consider the high level of interest in enterprising and the high degrees of independence and decisivenesspreviously noted. This is explainable in that the highly effectivemiddle manager wants to operate with independence but is lesslikely to demand this from their supervisor. Thus, supervisors ofhigh-performing middle managers would do well to differentiateamong managers who need more or less oversight and autonomy.Regarding the below-average results for assertiveness, we mustconsider the environment and culture in which the manager performs. Credit unions typically operate in a democratic manner,with emphasis placed on consensus building rather than moreautocratic decision making. Thus, a manager who scores higherthan the mean in assertiveness may not be a good fit in the typicalcredit union culture. Also note that the score on Assertiveness isnot low—simply lower than the mean. A credit union should notdesire managers who are not assertive. However, managers whoare more assertive than the norm may have trouble developingcooperation and buy-in among subordinates and peers who havebecome accustomed to having input and providing feedback.However, as shown in Figure 3, the larger the credit union, thehigher the average Assertiveness score for the manager. This isnot surprising: As organizations grow in numbers of employees,it becomes less and less feasible to develop consensus and wait tomake decisions until all have provided feedback.t Are
Credit Union Managers Michael Neill President Michael Neill & Associates ideas grow here PO Box 2998 Madison, WI 53701-2998 Phone (608) 665-8550 www.filene.org PUBLICATION #265 (3/12) Research Report. Attributes and Skills of Highly Effective Credit Union Managers Michael Neill President
attributes. In traditional business datasets, dimension attributes often describe products or employees, and measure attributes indicate sales totals or salaries. In Internet-of-Things (IoT) and infrastructure monitoring, dimension attributes may describe device properties and measure attributes correspond to perfor-mance statistics.
Theology 2: Doctrine of God John A. Battle, Th.D. Western Reformed Seminary (www.wrs.edu) CHAPTER 4 GOD’S RELATIVE ATTRIBUTES While God’s absolute attributes are those which he holds in himself, without reference to his creation, his relative attributes are those attributes which God exercises as concerns his creation.
Home Attributes of God Attributes of God Attributes of God – The Meaning “What comes into our minds when we think about God is the most important thing about us.” So says A.W. Tozer in his classic book on the attributes of God, The Knowledge of the Holy.
Review the character and attributes of Hazrat Zainab (AS) In this section, we refer to a bunch of attributes and special authorities of them, and of course, of hundreds of qualities and attributes, we only express some of those that are more related to the position, . prepared at the time of the burning of the tents, If the will of God is to .
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Throughout the Bible, God’s attributes are mentioned by name and seen through their manifestations. The following verses highlight many of God’s attributes, but these characteristics and associated Scripture references are not an exhaustive list. Note that some attributes of God are mentioned in association with other divine characteristics.
Domain – the set of permitted values for each attribute Attribute types: Simple and composite attributes. Single -valuedand multi attributes E.g. multivalued attribute: phone-numbers Derived attributes Can be computed from other attributes E.g. age, given date of birth Database System Concepts 2.4 Silberschatz, Korth and Sudarshan
Artificial intelligence is a growing part of many people’s lives and businesses. It is important that members of the public are aware of how and when artificial intelligence is being used to make decisions about . 7 them, and what implications this will have for them personally. This clarity, and greater digital understanding, will help the public experience the advantages of AI, as well as .
