S4:E34AI RECAP🎙️LIVE with Debbie “The Data Diva” Reynolds

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Here now to tell us more and share her insights about the new law is Debbie Reynolds. She is a global data protection and privacy specialist at the law firm Imer Stahl, where she advises Fortune 500 companies on data privacy issues. Debbie Reynolds, welcome to Chicago Tonight. Have you been getting those messages about new privacy policies and so forth that you have to accept before you can continue on their website?

I have, and everyone will probably continue to get them.

For some time. So let's start at the beginning. What exactly is the GDPR, the General Data Protection Regulation?

What is it?

Organizations must think beyond regulations to make privacy a business advantage.

If Debbie weren't already known as the Data Diva, I'd vote to elect her as the Data Privacy Maven. She's connected to everyone, always on top of the issues and constantly creating value for business owners and the greater privacy community. Data privacy, ethical innovation, artificial intelligence governance. These aren't just buzzwords. They're battlegrounds for the future of business and leadership. And no one navigates them with more clarity and conviction than Debbie Reynolds, founder and CEO of Debbie Reynolds Consulting and host of the number one global privacy podcast, The Data Diva Talks Privacy. Light bulb.

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I research on those types of things, and a lot of the times when you read really deeply into like, how did this data breach happen? Right? And a lot of this, you know, oh, it's the old data on the old server, and no one cared about, you know, but a lot of those things that maybe didn't have a high business value, no longer, they have a high privacy or cyber risk. So almost all of them are a result of that.

Well, thank you so much for bringing in cybersecurity, because it seems like there's a lot of overlap between privacy and cyber. How should chief information security officers like myself, or security leaders and executives, really frame privacy as a board-level concern, like you mentioned earlier, not just a legal compliance?

Yeah, I think, you know, I tell people that cybersecurity and privacy have a symbiotic relationship, right? So there is some overlap, but they are not the same. And so companies, when they're thinking about privacy, privacy and cyber to me are like horizontal to the organization, right? So it could possibly touch almost any type of data that you're using with the organization. And just to simplify it for boards, I've spoken with companies all over the world about this. You know, what you need to know is that data that has some type of regulatory or even a consumer concern around it, around privacy needs some type of special handling or special consideration. So if you think about it that way, I think it will help you understand. It's not like, let's say you have your house, let's say you have your house and you have a key to your house, right? Like maybe your deed to your house is locked in a box or in a special place, right? It's probably not on the coffee table. It's not like plaster on the window. So thinking about your data in that way and how you want to protect certain things in maybe a special way or a different way, that's really what privacy is.

Wow, that's pretty cool. It reminds me of what we've learned in the Navy, defense in depth, right? So you have different control to— I guess in my opinion, if a bad guy has the resources and they have a desire, right, they can almost get to any data they want really, if they have the time.

I think after I had people like McDonald's call me about privacy and PBS calling about privacy, I thought, well, maybe I should focus there, right? So a lot of people were calling me about that. I thought, well, this is going to be like a big interest. And it has, it's turned out to be a really big interest. It was funny at the time because when I would be telling people about it, they were like, well, is there like a summary of this? And I was looking, I'm like, no, there's no summary of anything because no one's really looked at it. Right. So over those years, I had tried to create a lot of articles, a lot of speaking things. So there will at least be some guidance for people who are looking for stuff as opposed to reading 300 pages of a regulation. So I did a lot of that early on and I still do that.

Wow, that is quite, uh, amazing. Now you've built a global brand right from the ground up. So what were some of the early challenges you faced, especially as a woman of color in tech, and how did you overcome them?

That's a good question. Um, you know what, I've had some phenomenal mentors. Just being a woman in tech and a Black woman in tech, a lot of times, you know, I go to conferences or I go to shows or go to meetings, and a lot of times I was the only woman and I was the only person of color anywhere, right? And so eventually I start to see little sprinklings of other people like, hey, who are you? You know, trying to introduce ourselves to one another. And so I think the thing that really helped me is that I've had mentors from just all over, right?

So regardless of color, you know, race, creed, Welcome to this session on leading with data, dignity, and discipline. Today, we dive into the principles that Debbie, the Data Diva Reynolds, has defined, um, for ethical leadership in a complex digital world.

Mm-hmm. Got it. So what strikes you as the cornerstone of her approach, especially in these times of AI disruption and surveillance capitalism?

Well, it's like, um, listening truly is the foundation. Debbie emphasizes that You can't really learn if you're not listening. This idea ties back to her upbringing. Her mother taught her to listen, and her father taught her to ask deeper questions.

Yep, absolutely. That makes a lot of sense, because without truly understanding the concerns of your team and stakeholders, you can't lead effectively. Can you expand on how this principle applies in a boardroom?

Certainly. In boardrooms or war rooms, Deep listening builds trust. It's not just about waiting for your turn to speak, but really grasping others' perspectives. This is crucial whether you're discussing operational strategies or, say, the lifecycle of data.

Right, that's key. Speaking of data, Debbie also reframes privacy as a leadership challenge, right? Not merely a legal issue.

Yes, exactly. She challenges the common myth that privacy is solely a legal matter. Instead, she argues that privacy starts at the top with ethical leadership. It's about viewing data not just as an asset, but as something that has, um, a life cycle—birth, use, and retirement. And if you ignore that, you build risk one spreadsheet at a time.

Mm-hmm. Interesting perspective. It's almost like privacy is the soul of data integrity in an organization. But isn't there a risk of overcomplicating when leaders get too involved in the minutiae of data governance? That's a good challenge.

While some might say diving deep into data governance could be overwhelming, Debbie's point is that making strategic decisions about data, like retiring data that's no longer useful, is a leadership responsibility. It's not about micromanaging, but rather ensuring that every decision reflects ethical standards.

Yeah, that nuance is crucial. I see. Now, another principle makes a neat analogy. Cybersecurity is to data what a locked door is to your home, but privacy is like securing the deed to that house. How does that resonate with you?

That analogy really paints a clear picture. Think of it like this. You lock your home to protect it from intruders. That's cybersecurity. But the deed, which proves ownership and protects your dignity, is analogous to privacy. Both work in tandem to ensure not just security of systems, but protection of people.

And this thinking advances into another key lesson. Compliance is the floor, not the ceiling.

What do you think Debbie meant by that? It's a reminder that mere regulatory adherence is just the baseline. For instance, when General Motors shared data in ways that, while not illegal, were ethically questionable, it resulted in a loss of trust and loyalty. Compliance should be seen as a starting point. Leaders need to aim higher in terms of ethical conduct.

Yes, aiming for ethical excellence is vital. That's compelling and very forward-thinking. Moving on, what role does AI governance play in all of this leadership chat?

Debbie makes a strong case for human accountability in AI. You might not grasp all the technicalities of an algorithm, but you are responsible for its outcomes. Even if AI decisions seem like a black box, the leadership must own up to the effects. It's like saying, um, I built the stage, so you better enjoy the play responsibly.

Totally. Accountability is non-negotiable. I'm curious though, She predicts that smaller curated language models will eventually outshine the massive ones. How do you interpret that?

It's like, um, a shift from one-size-fits-all solutions to more specialized tools. The idea is that when you're designing models tailored to specific tasks, there's more transparency and control, hence better governance. It's a proactive approach to technology. One that aligns with both business and privacy values.

Yeah, that makes a lot of sense. And there's also the aspect of servant leadership in her message. Small acts done well, whether it's a kind gesture or mentoring someone, build up a leader's legacy. How do you see that principle applying to both tech and military leadership?

Servant leadership transcends industries. In tech, a leader might ensure team collaboration foster innovation, and even make decisions that prioritize ethical data use. In the military, it's about ensuring that every decision builds trust and support among the ranks. It's the subtle art of influencing with, um, integrity and empathy. Absolutely.

It's about making a genuine human connection. That brings us to the idea of leading with your voice and guarding your values. How does this tie into everything we've discussed so far?

This is the capstone, really. Debbie urges leaders to not accept the status quo. If something feels off, whether it's an unethical use of data or a lack of transparency, speak up. It's about using your platform for advocacy. It's like having the courage, um, to be the change you want to see. I love that.

I can definitely see how that would resonate across different fields, be it corporate or military. But let me challenge one point. If leaders constantly need to speak up, how do you maintain balance so that it doesn't come off as, say, micromanaging or over-policing innovation? Great question and a valid concern.

The key is balance. Debbie's approach isn't about nitpicking every detail, but ensuring a culture of accountability. It's less about policing and more about setting clear expectations and values. It's like being a guardian rather than a gatekeeper. Totally.

That balance is critical. And what about mentorship? Debbie credits a lot of her growth to the mentors she's had, especially in navigating the tech space as a Black woman. How important is this element in building ethical leadership? Incredibly important.

Mentorship not only fills knowledge gaps but also builds confidence in diverse voices. By engaging with mentors and building networks, leaders can foster an environment where, um, diversity and innovation thrive. This was crucial for Debbie, given her experiences often being the only woman or person of color in the room.

Absolutely. Diversity is a strength. It sounds like her journey also She also underlines an essential coaching prompt, asking yourself daily, are you listening to respond or listening to understand? That's such a powerful reminder.

Yes, exactly. And she even advises us to take a moment before speaking, ask one more question, reflect on if you're truly hearing what others are saying. This kind of self-awareness is transformational for any leader. Key.

Now let's pivot a bit. Beyond data privacy and governance, Debbie's story also touches on building a global brand. How did starting small help her lead big?

Ah, that's one of my favorite parts. Debbie started with a list of 20 influential people she admired. 19 of them said yes. That leap, beginning small with genuine conversations, snowballed into a global phenomenon. It reinforces that authentic connection and consistent value-driven content can lead to massive impact.

That seems to be a call to action for many of our listeners. Find that one leadership gap in your field and fill it with authenticity and courage.

Exactly. Whether you're in tech or military operations, the future requires leaders who are not only smart but ethical. It's about serving others, building trust, and continuously questioning the status quo. Right on.

To wrap up our discussion, if you had to choose one takeaway from Debbie's philosophy, what would it be?

I'd say the overarching message is this: lead with clarity, integrity, and accountability. Whether it's about managing data, safeguarding privacy, or just simply being present, every action reverberates. It's like every decision you make writes part of your legacy.

Absolutely. That's powerful. And for those of us striving to be thought leaders in our fields, this holistic approach, combining ethical innovation with servant leadership, really sets the bar high.

Right. And it challenges us to think critically about not just what we do, but how we do it. It's a call to reimagine leadership for a rapidly changing world. One where technology is omnipresent and ethical governance is paramount.

Yes, indeed. I love that idea of a leadership revolution where decisions, direction, and dignity create a legacy of ethical influence. It really reminds me that, um, true leadership is built day by day through small, consistent acts.

Absolutely. And embracing new challenges Learning continuously, like experimenting with AI models and evolving tech, keeps us ahead. It's like, um, every failure teaches us as much as every success does.

Yeah, each setback gives us insight. Before we close, any final advice for our listeners who are hungry to make a difference in how they lead with data, with dignity?

I'd say start by actively listening. Then take responsibility for every data decision you make and never shy away from challenging the status quo. Remember, leadership isn't just about making decisions. It's about making the right decisions, ones that honor both the rules and the human element. Absolutely.

I couldn't agree more. Thanks for this engaging and insightful dialogue. It's been a journey through leadership's most critical aspects in our digital era. Here's to leading with clarity and, of course, a whole lot of heart.

To meet the future. And so part of meeting the future is understanding that, you know, very simple, people have rights. Those rights are growing in certain jurisdictions. They want transparency, right? And then there's a level of accountability that companies need to have. And then one of the things that sometimes companies forget is that when you're using someone's data, it needs to— that data use should align with the benefit of the person, right? So if you're using data in some way that doesn't benefit person, you're already probably in a situation where a regulator may come knocking at your door, or consumer, consumer will be upset with how their data is being used. So if you think about those things at a foundational level, that will get you most of the way there in terms of complying with, you know, whatever emerging regulation may come out.

True. And, uh, one thing we do like about you is, uh, you always keep up to date even with emerging technologies, including AI, which has disrupted so many industries already. So talking about AI and privacy, What trends or threats should we be watching for in 2025 and beyond?

Yeah, great question, great question. Uh, so in 2025, the things that companies need to think about with AI is that if you're implementing AI, that means you're probably using data in ways that you were not using it before. And a lot of times with these AI systems, depending on what you're using, it creates a lack of transparency, right? And so that goes back to what I was saying where What a lot of these regulations are looking for, what a lot of consumers are looking for is transparency. And so you can't just say, well, we just threw it in a black box, we don't know what's happening, right? That's not a good answer, right? Because it's very important if you're using someone's data, especially in a different way, and it may potentially cause harm to them, you need to be able to explain what you're doing with the data and what you've collected. What you're doing with it and making sure that you're responsible or accountable for it. So I tell people, you know, yeah, I tell companies, I'm like, don't lose a dollar trying to chase a dime, right? So at some point you have to figure out if it's worth it or not for you to collect that data.

I love that. Don't lose a dollar trying to chase a dime. I love that. Talk— talking about regulation, how should leaders prepare for the wave of global data law? GDPR, CPRA in California, EU AI Act, and all of, all of those regulations coming down the pipe.

You know, I do a lot of keynote speaking with companies around the world, you know, maybe companies you've never heard of like PayPal and TikTok and Uber. Uh, and so I, I, the things I tell them is that is, you know, let's get beyond regulation, right? So if you're just If a new regulation comes up and you feel like you have to scramble to comply with that, that tells me you may not have the foundation that you need to be able to meet the future. And so part of meeting the future is understanding that very simple people have rights. Those rights are growing in certain jurisdictions. They want transparency, right? And then there's a level of accountability that companies need to have. And then one of the things that sometimes companies forget is that when you're using someone's data, it needs to— that data use should align with the benefit of the person, right? So if you're using data in some way that doesn't benefit the person, you're already probably in a situation where a regulator may come knocking at your door, or consumer will be upset with how their data is being used. So if you think about those things, At a foundational level, that will get you most of the way there in terms of complying with, you know, whatever emerging regulation may come out.

True. And, uh, one thing we do like about you is, uh, you always keep up to date even with emerging technologies, including AI. If you had one day and only one day to live, what would you have liked your final contribution to be?

That's a good question. I want to, I endeavor every day to make sure I try to do at least one thing to help someone, right? Whether it's a call that I make for someone, whether it's a kind gesture that I can make someone, because all those things count. And I make sure when I meet someone, you know, if I go to a store or whatever, I always smile. One of my mentors told me that it works really well, right? Uh, because you don't know what type of day that person has had or whatever. So maybe that little kind word really helps someone. Wow, powerful.

Okay, so we are now, uh, the final section of the podcast. How can we add value back to you?

Oh wow, aren't you nice? Thank you so much. I would love for people to follow my podcast, the Data Diva Talks Privacy Podcast, and if companies have questions about, you know, data issues or data problems that they want to talk about, you know, feel free to reach out to me. I'm very active on LinkedIn. Just type in—

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