AI IS NOT KILLING CREATIVITY...OUR LACK OF MASTERY IS

I have spent thousands of hours writing books and decades leading communications teams, while testing ideas in the “real world.” That long life of learning and leading has taught me something many miss in today’s AI debates: a tool only becomes powerful when real expertise is already in place.

I use AI every day. Not as a shortcut, but as a partner. It helps me scan information quickly, test narrative angles, and surface new possibilities. Those outputs matter only because I already know how to judge, refine, and shape ideas into something meaningful.

Without that background, AI is just noise.

This is why the hand-wringing over “AI plagiarism” in universities is so revealing. Students who lean on AI to produce work they can’t create themselves (by themselves or with the guidance of caring, professional faculty members) undercut their own education. They get the appearance of knowledge, not the substance. Professors are right to worry: when novices outsource the struggle, they graduate with hollow skills.

So when I hear, “AI makes people lazy” or “AI kills creativity,” I push back. Bad writing and shallow research existed long before machine learning. The problem is not the technology, but rather how unprepared people are to use it well (or properly).

The real question is: what happens when AI is in the hands of people who already bring discipline, judgment, and creativity? This is where the true frontier lies. It should unsettle us, because the threat is not AI. We suffer from our failure to cultivate and reward mastery in the first place.

WHY WE KEEP PRODUCING BAD BOSSES -- AND HOW TO STOP TRAINING THEM THAT WAY

The leadership industry’s paradox

We spend staggering sums on leadership programs, books, and degrees—yet far too many people still dread their manager, distrust their executives, and disengage from their work. I have watched this pattern across sectors for years as a Marketing and Communications executive and a ghostwriter working with senior leaders.

The core problem isn’t a shortage of content. We face a capacity problem—leaders who can translate values into everyday communication behaviors that people actually experience as trustworthy, humane, and useful. That’s the heartbeat of my book, The Authentic Leader, which argues that authenticity isn’t a slogan, rather authentic leadership is a practice people can feel in the room, on video, and in the words one writes. Authenticity serves as a North Star, guiding a culture that brings out the best in teams and colleagues.

What young leaders actually need

When I work with emerging leaders, I see similar gaps in their development: an instinct to “sound leaderly” rather than being leaders and a habit of polishing messages, while avoiding difficult truths. Early-career leaders don’t need more pep talks. They need a short list of observable behaviors. Here’s mine: start with the human stakes, explain your logic plainly, set an update cadence, and close the loop publicly. In The Authentic Leader, I lay out three initial steps: embrace your story, practice radical transparency, and lead with empathy—each framed as action, not attitude.

Start with authenticity (and make it observable)

Authenticity begins with self-knowledge, but it shows up as what people can see you do:

• How you open a message

• How you acknowledge impact

• How you respond to a tough question

As I explain, “Authenticity is more than being true to yourself… an authentic leader is also attuned to the needs and emotions of others.” In other words, focus on actively listening, reflecting back what you’ve heard, and making support visible. These behaviors help create psychological safety and deeper engagement, rather than performative “openness.”

Transparency is the second pillar. Young leaders often ask, “How transparent is too transparent?” My answer: default to clarity about what you know, what you don’t, and when you’ll update. Authentic leaders don’t hide behind a veil of secrecy…transparency builds trust. Direct communication—even about sensitive issues—isn’t cruelty; it’s respect. I profile leaders who “address the elephants in the room,” modeling candor as a cultural norm.

“Authentic leaders don’t hide behind a veil of secrecy… transparency builds trust.”

Empathy is the third pillar. Leaders who name the burden on others, provide resources, and stay present reduce stress and raise engagement. In my resilience writing, we show how authentic communication and empathy foster trust and psychological safety, particularly during uncertainty—conditions under which teams don’t merely endure; they improve.

Train for communication behaviors, not performances

If we want fewer bad bosses, we have to stop training leaders to perform persona and start training them to practice presence. That shift is concrete:

• Open with a value sentence (“We’re prioritizing quality over speed to protect customer safety”)

• Acknowledge human impact before directives

• Explain why in plain language: state what’s known/unknown and the next update time

• Invite dissent on purpose; thank the first tough question

• Close loops in public: what changed (or didn’t) because of feedback

These are teachable moves that convert empathy and integrity into felt experience. The result is creation of a culture people can trust.

Two simple mental models (not another 300-slide deck)

When I train young leaders, I give them two scaffolds they can remember under pressure:

The EAT Model (Engage → Adapt → Transform) is a process lens: first win attention and belief (Engage), then iterate message/channel/rituals from real feedback, both for yourself as a leader and audiences/people you engage with (Adapt), and finally prove change with policies, cadences, and evidence (Transform). I developed EAT initially to explain how culture works—not as a “thing,” but as a process people experience and reshape. That verb-like quality helps leaders design communication people actually ingest and use.

The 6-M Communication Model (Mindset, Message, Medium, Mechanisms, Membership, Measurement) is a design checklist. Mindset puts values and ethics first; Message clarifies framing and story; Medium matches channel to intent; Mechanisms turn words into repeatable routines; Membership ensures real voice and dissent; Measurement shows salience, sentiment, behavior, and trust. Use it every time there’s a stake. It prevents “clever-but-unethical” campaigns, message theater without follow-through, and “change” with no proof.

Together, these models keep young leaders from improvising charisma and instead coach them to sequence change and design communication so people experience respect, clarity, and steadiness.

Why so many programs fail (and how to build ones that don’t)

We create toxic managers when we reward optics over outcomes and charisma over care. Many curricula skip the part where leaders have to show up consistently and make support tangible. In our leadership development at Workplace Options, we emphasized that safety and engagement require cadence, boundaries, and human connection—not slogans. Leaders who model clarity, encourage balance, and keep conversation channels open cultivate resilience rather than burnout.

We create toxic managers when we reward optics over outcomes and charisma over care.

For young leaders, the path forward is clear: treat authenticity as a daily discipline. Write the value sentence first. Be honest about uncertainty. Make empathy visible. Discuss and publicize what changed because people spoke up. Do these things, repeatedly, and the culture will begin to mirror the leader.

A better beginning

The future doesn’t need more boss-shaped performances. We need leaders who communicate with courage, clarity, and care. If you’re training the next generation—or becoming it—start with the practices I outline here and in The Authentic Leader. We want to help leaders develop skills that are short on theatrics and long on results: Lead with empathy…actively listen…create a safe space for authenticity to flourish.

The future doesn’t need more boss-shaped performances; it needs leaders who communicate with courage, clarity, and care.

If this resonates, consider picking up a copy of The Authentic Leader. And, if you want to put these ideas into action, pick one communication this week and run it through these behaviors, particularly the EAT Model and the 6-M checklist. Remember: the only leadership that works is the kind people can feel.

2030: YOUR BUSINESS IS DYING...

...Because You Didn’t Hire Enough Humanities Graduates...

Critical and contextual thinking are the new superpowers!

Walk the halls of any failing organization in 2030 and you will see the same patterns: brilliant engineers with no sense of context; marketing departments drowning in dashboards, but blind to meaning; and leaders who can’t connect decisions to human experience.

The tragedy isn’t lack of intelligence...but lack of perspective.

For years, executives doubled down on “hard skills.” They thought: “Hire more coders. Scale the analysts. Push productivity through process.” And yet, here we are: disengaged employees, customers who don’t feel understood or valued, and cultures that suffocate innovation.

What organizations (and their leaders) missed is that human beings drive business, not algorithms or workflows. And human beings are messy, contradictory, and infinitely complex. To make sense of that complexity requires something more than efficiency metrics. It requires context, empathy, narrative, and the ability to hold multiple truths at once.

“Complex problems need people who are energized by tackling big, complex challenges.”

— Bob Batchelor

This is precisely what the Humanities teach. Graduates who have wrestled with history, philosophy, literature, creative writing, or art bring more than cultural awareness. They bring tools for thinking systemically, questioning assumptions, and connecting disparate dots. They can spot patterns across centuries, frame ethical dilemmas in ways that unlock better strategy, and articulate meaning when others only see noise.

The Authentic Leader argues that leadership is ultimately about one question: Are we helping people? Leaders who can’t answer that—who can’t even see it—build organizations that crumble when faced with complexity. Humanities graduates, by training, are equipped to keep asking that question, even when the numbers look good on the quarterly report.

This is not an argument against technology, finance, or engineering talent. Rather, it is a call for balance. If you want to future-proof your business, you need people who can code and people who can contextualize. People who can design systems and people who can challenge their consequences. Professionals who can solve problems and people who can imagine futures worth solving for.

Ignore this at your peril.

The companies that thrive in 2030 won’t be those with the most data. Instead, think of a future in which leaders and teams know what the data means for human lives. Complex problems need people who are energized by tackling big, complex challenges.

The EAT Model created by Bob Batchelor

Bob Batchelor is an Assistant Professor in the Department of Communication, Media, & Culture at Coastal Carolina University. He is a critically-acclaimed, bestselling cultural historian and biographer. He has published widely on American cultural history and literature, including Stan Lee: A Life and books on The Doors, Bob Dylan, The Great Gatsby, Mad Men, and John Updike. Batchelor earned his doctorate in English Literature from the University of South Florida.

PSYCHOLOGICAL SAFETY THROUGH THE EAT MODEL: A LEADER'S ROADMAP

In my recent conversation with Donald Thompson for WRAL TechWire, we explored the profound role of psychological safety in today’s workplace. For me, the discussion reinforced just how vital this idea is—not just as a feel-good concept, but as a business imperative. In the EAT Model—Engage, Adapt, Transform—psychological safety is not an afterthought. It is a core driver of how leaders create resilient, innovative, and high-performing cultures.

Donald noted that, in a time when trust in institutions has eroded, employees often trust their employers more than they trust media or government. That’s a remarkable shift—and a responsibility. Leaders have become stewards of trust, which means our ability to create a safe environment for ideas, questions, and even dissent is directly tied to business performance.

That’s Engage—the first pillar of the EAT Model. Engagement here is more than “communication” in the corporate sense. Rather, it is focused on creating authentic, human connections that give employees permission to share their perspective without fear of retribution. Without that foundation, psychological safety can’t take root.

But psychological safety isn’t static. This is where Adapt comes into play. Too often, adaptation is seen as something purely external—adjusting to market shifts, competitive pressures, or new technologies. In the EAT Model, adaptation is both external and internal. Leaders must continuously recalibrate their own behaviors, language, and even emotional intelligence to reinforce safety.

But how do leaders operationalize this idea?

• Responding constructively to mistakes

• Actively seeking feedback on how safe people feel

• Making visible changes in response

Don’t forget, though, the organization’s role in creating psychological safety. Organizations must evolve policies and practices to reflect new realities, thereby shifting from one-way communication to genuine dialogue, for example, or embedding inclusive decision-making into daily routines.

When leaders commit to engagement and adaptation over time, transformation occurs. This is the third pillar of the EAT Model: cultural change that becomes part of an organization’s DNA. In practice, transformation looks like higher retention, more innovation, and stronger collaboration. But at a deeper level, it’s about creating an enduring culture of trust and learning. Then, psychological safety becomes a cultural safety net when the organization needs resilience, like weathering economic downturns, facing competitive disruption, or even experiences societal crises. As Donald pointed out, psychological safety is not only the right thing to do, it’s a competitive advantage.

From my perspective, applying the EAT Model to psychological safety gives leaders a clear roadmap:

1. Engage with empathy and authenticity

2. Adapt with both structural and personal change

3. Transform by embedding safety into the culture

The result is a workplace where people feel safe to speak up and are motivated to contribute their best thinking. This is an important outcome. In an era where the quality of ideas can determine the survival of an organization, that’s more than a nice-to-have. It’s a necessity.

The Leadership Value Proposition

The beauty of applying the EAT Model to psychological safety is its scalability. It works in small teams, global corporations, and even cross-cultural contexts where trust and open dialogue are harder to build. For leaders in marketing, communications, and digital industries—where creativity, speed, and collaboration are paramount—the EAT Model offers a lens for diagnosing cultural barriers and a roadmap for removing them. The return on investment is tangible: stronger employee retention, better decision-making, and a workforce that innovates faster than the competition.

Leaders who want to operationalize psychological safety—and reap its competitive benefits—should explore how the EAT Model can be integrated into their leadership practice. By focusing on engagement, adaptation, and transformation, you don’t just create safer workplaces—you create stronger, more resilient organizations.

UNPACKING FAME, INFLUENCE, AND IDENTITY: WHY "THEORIES OF CELEBRITY BRANDING" MATTERS NOW MORE THAN EVER

The intersection of identity, media, and influence isn’t simply noise or distraction—it’s a language. Learning how to decode that language is a critical skill for anyone navigating the modern media ecosystem.

“Theories of Celebrity Branding” — A podcast and university course, hosted by award-winning cultural historian Bob Batchelor

From red carpets to YouTube thumbnails, Super Bowl commercials to podcast interviews, we live in a world shaped by celebrity. We don’t just consume culture—we consume people: their stories, values, failures, and reinventions. This intersection of identity, media, and influence isn’t just noise or distraction—it’s a language. And learning how to decode that language is a critical skill for anyone navigating the modern media ecosystem.

Understanding the value of branding and branding history, I launched Theories of Celebrity Branding, a podcast and online (asynchronous) course designed to explore the cultural machinery behind fame, influence, and branding in the 21st century. Whether you are a college student preparing for a communications career or a seasoned marketer wrestling with the pace of change, this podcast series offers insights into how personal and public identities are built, managed, and monetized today. And, what better way to get at branding and celebrity than to analyze it in an online course.

A Podcast That Decodes the Culture of Celebrity

The podcast version of Theories of Celebrity Branding is not just a catchy way to deliver lectures in an online course —it’s a cultural myth lab.

Each episode explores big ideas about branding, storytelling, media evolution, and leadership through the lens of celebrity. But this isn’t about tabloids or gossip. The podcast focuses on examining why Taylor Swift’s rebranding worked, how Oprah Winfrey built generational trust, and what role AI is playing in shaping how we define identity, authorship, and authenticity.

We tackle topics like:

• The globalization of branding and how companies like Kimberly-Clark reframe messaging for global markets.

• The evolution of thought leadership and how public figures like Brené Brown and LeBron James use storytelling to build emotional resonance.

• The ethics of AI-generated content in a world of deepfakes and algorithmic curation.

• How creators like Cecilia Blomdahl or bands like The Hot Sardines use social platforms to craft global personal brands.

Each episode integrates academic theory with real-world experience—from advising C-suite leaders to writing bestselling books like Stan Lee: A Life, The Gatsby Code, and The Authentic Leader.

The result? A podcast that doesn’t just explain celebrity branding—it empowers you to understand your own story and how to share it effectively.

📚 A Course That Prepares Students for the Real World

While the podcast is open to everyone, it runs parallel to the course I teach at Coastal Carolina University in the Department of Communication, Media, and Culture, also named Theories of Celebrity Branding.

Offered both in summer and in Fall 2025, this class pushes students to think critically about fame, media, influence, and identity. It’s not just theory—it’s strategic communication, media literacy, popular culture, history, marketing, and career development rolled into one.

Students learn to analyze how influence is created and sustained—and how they can develop values-based personal brands of their own.

We dive deep into my EAT Model—Engage, Adapt, Transform—and use tools like ChatGPT and Canva AI to prototype messaging and audience engagement strategies.

Stan Lee: A Life by Bob Batchelor; Foreword by Tom DeLonge of Blink-182 and To The Stars

The course isn’t about using AI to replace creativity—instead we focus on enhancing creation while staying rooted in cultural awareness, storytelling, and human empathy.

Why This Podcast and Course Matters

If you’ve read my books—like The Authentic Leader, Stan Lee: A Life, or Roadhouse Blues: Morrison, the Doors, and the Death Days of the Sixties—you know that I’m fascinated by how media, identity, and storytelling shape the modern world. This podcast and class bring those interests to life in real time.

“This podcast doesn’t just explain celebrity branding, it empowers you to understand your own story and how to share it effectively.”

— Bob Batchelor

Today, anyone with a smartphone can become a brand. But that means the ability to think critically about representation, influence, and authenticity is more important than ever.

This project gives students and listeners the tools to navigate—and lead—in this complex space.

What’s Next?

If you’re a student in my class—welcome. This podcast is your toolkit, guide, and creative prompt.

If you’re a communication professional, educator, marketer, or curious listener—Theories of Celebrity Branding will give you an insider view into how cultural identities are formed, challenged, and transformed.

👉 Listen now on Spotify
👉 Follow me on LinkedIn
👉 Explore upcoming courses at Coastal Carolina
👉 Learn more about me and my books

New episodes drop regularly on Spotify, Apple Podcasts, and wherever you listen.

🎧 Subscribe.
🧠 Think deeply.
📢 Tell your story.
🔥 Lead with purpose.

We’re just getting started.

3 REASONS YOUNG PROFESSIONALS SHOULD READ THE AUTHENTIC LEADER

The workplace is undergoing constant change. As a result, young professionals are stepping into roles that demand adaptability, resilience, and a strong sense of purpose. This type of people-first leadership is at the heart of authentic leadership.

The Authentic Leader: The Power of Deep Leadership in Work and Life is a guide for anyone who aspires to lead with integrity and impact, no matter what stage they are at in their career stage. Here’s why young professionals should read this book and the lessons they’ll take away.

1. Leadership Starts Before the Title

Many young professionals assume leadership begins with a promotion, but The Authentic Leader teaches that leadership is a mindset, not a job title. Leadership starts with self-awareness, responsibility, and the ability to positively influence others—whether you’re managing a team or contributing as an individual.

Lesson Learned: Great leaders take ownership of their work, build trust, and inspire those around them long before they reach the executive suite. By embracing leadership principles early, young professionals set themselves apart and create additional opportunities for growth.

2. Authenticity Builds Long-Term Success

In a world that rewards personal branding and social media presence, it is easy to fall into the trap of trying to be who you think others want you to be. The Authentic Leader emphasizes that real success comes from being authentic, aligning your values with your work, and building trust through transparency.

Lesson Learned: The strongest leaders—now and throughout history—have been those who remain true to their values, communicate honestly, and foster real connections. Young professionals who develop these habits early will build lasting credibility and meaningful careers.

3. Emotional Intelligence is the Key to Influence

The workplace is filled with diverse perspectives, challenges, and moments of uncertainty. The Authentic Leader highlights the power of emotional intelligence in navigating relationships, resolving conflicts, and creating positive workplace cultures.

Lesson Learned: Young professionals who practice empathy, active listening, and emotional self-awareness will be better equipped to collaborate, lead, and create a lasting impact in their industries.

Final Thought

Leadership isn’t something you wait for over days, months, and years. It is your responsibility to develop the necessary skills every day. The Authentic Leader provides the tools and insights young professionals need to become confident, purpose-driven leaders in a fast-changing world. By understanding these principles early, they can build careers that are not only successful, but also deeply fulfilling.

Are you ready to take the first step toward authentic leadership? Pick up The Authentic Leader and start shaping your leadership journey today.

The Authentic Leader by Bob Batchelor

ROADHOUSE BLUES NAMED 2023 INDEPENDENT PRESS AWARD BEST MUSIC BOOK

Cultural Historian Bob Batchelor Wins Independent Press Award® for Roadhouse Blues, Rollicking Tale of 1960s and 1970s America; Published by Hamilcar Publications

BOSTON & RALEIGH, March 20, 2023 – Shrouded in mystery and the swirling psychedelic sounds of the Sixties, the Doors have captivated listeners across seven decades. Jim Morrison—haunted, beautiful, and ultimately doomed—transformed from rock god to American icon. Yet the band’s full importance is buried beneath layers of mythology and folklore.

Cultural historian and biographer Bob Batchelor looks at the band and its significance in American history in Roadhouse Blues: Morrison, the Doors, and the Death Days of the Sixties (Hamilcar Publications).

Roadhouse Blues Wins 2023 IPA Book Award in Music

In recognition of the book’s excellence in writing, cover design, editorial production, and content, the Independent Press Award recognized Roadhouse Blues as the 2023 book award winner in the Music category. Selected IPA Award Winners are based on overall excellence among the tens of thousands of independent publishers worldwide. Roadhouse Blues is the third award Batchelor has earned from IPA.

“Roadhouse Blues is candid, authoritative, and a wonderful example of Batchelor’s absorbing writing style,” said Kyle Sarofeen, Founder and Publisher, Hamilcar Publications. “Taking readers beyond the mythology, hype, and mystique around Morrison, the book examines the significance of the band during a pivotal era in American history. Readers and reviewers have proclaimed that Roadhouse Blues is the most important book about the Doors ever written, just behind the memoirs of Ray Manzarek, John Densmore, and Robby Krieger.”

Cultural Historian Bob Batchelor Wins 2023 Independent Press Award — #GabbyBookAwards

“Independent publishing is pushing on every corner of the earth with great content,” said Gabrielle Olczak, Independent Press Award sponsor. “We are thrilled to be highlighting key titles representing global independent publishing.”

REVIEWS OF ROADHOUSE BLUES

“Fascinating, informative, extraordinary, and essential reading for the legions of Jim Morrison fans.” – Midwest Book Review

“Bob Batchelor writes with great eloquence and insight about the Doors, the greatest hard-rock band we have ever had, and through this book, we plunge deeply into the mystery that surrounds Jim Morrison. It is Batchelor’s warmth and compassion that ignites Roadhouse Blues and helps explain Morrison’s own miraculous dark fire.” – Jerome Charyn, PEN/Faulkner award finalist

“The most important book for Doors fandom since No One Here Gets Out Alive—and incomparably better! Grouped with Ray, Robby, and John’s books, this is the fourth gospel for fans of The Doors.” – Bradley Netherton, The Doors World Series of Trivia Champion and host of the podcast “Opening The Doors”

For more information, please visit independentpressaward.com. To see the list of IPA Winners, please visit: https://www.independentpressaward.com/2023winners

An excerpt “My Doors Memoir” is available at

https://hannibalboxing.com/excerpt-roadhouse-blues-morrison-the-doors-and-the-death-days-of-the-sixties/ (Open Access)

Hamilcar Publications

https://hamilcarpubs.com

Foreword by Carlos Acevedo

ISBN 9781949590548, paperback

ISBN 9781949590548, eBook 

ABOUT BOB BATCHELOR

Bob Batchelor is the author of Roadhouse Blues: Morrison, the Doors, and the Death Days of the Sixties and Stan Lee: A Life. He has published widely on American cultural history, including books on Bob Dylan, The Great Gatsby, Mad Men, and John Updike. Rookwood: The Rediscovery and Revival of an American Icon, An Illustrated History won the 2021 IPA Award for Fine Art. The Bourbon King: The Life and Crimes of George Remus, Prohibition’s Evil Genius won the 2020 IPA Book Award for Historical Biography. Stan Lee: The Man Behind Marvel was a finalist for the 2018 Ohioana Book Award for Nonfiction.

Batchelor’s work has been translated into a dozen languages and appeared in Time, the New York Times, Cincinnati Enquirer, American Heritage, The Guardian, and PopMatters. He hosts “Deep Cuts” on the New Books Network podcast and is creator/host of the John Updike: American Writer, American Life podcast. He has appeared as an on-air commentator for National Geographic Channel, PBS NewsHour, BBC, PBS, and NPR. Batchelor earned a doctorate in Literature from the University of South Florida. He and his wife Suzette live in North Carolina with two wonderful teenage daughters. Visit him at www.bobbatchelor.com or on Facebook, LinkedIn, or Instagram.

Contact: 

Kyle Sarofeen, Publisher, Hamilcar Publications

kyle@hamilcarpubs.com

OR

Bob Batchelor, bob@bobbatchelor.com

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Roadhouse Blues: Morrison, the Doors, and the Death Days of the Sixties by Bob Batchelor