#61: Stop Using AI Like Google — Start Using It to Change Your Life with Geoff Woods

Organizations today were not designed to move at the speed in AI-driven world now demands. Most people are using AI for right-better emails. Jeff Woods is using it to rewrite how leaders think. In this episode of Max Life, Jeff reveals the one shift that unlocks clarity, alignment, and exponential growth, starting from within, coming up next on Max Life. In one of those core ways, we can redesign how orgs work, so that you drive speed to alignment, speed of decision, and speed of execution, so you have speed to value. We are completely restructuring how executive meetings run. That's how you start to restructuring these companies. You don't bolt AI on, you blow it up and start AI first. I'm going to have them tell me their biggest problem that if we could solve it, would unlock a new category of growth from the company. And I'm going to write crit, and in 10 to 20 minutes, solve it on stage. That blows people's minds, because then they realize it's not about using this to write better emails, or to be a really smart Google. It's a thought partner to elevate how you think, how you lead, how you solve problems. That's a game changer. That's becoming an "Ager of the Meter." When change becomes inevitable, alignment becomes everything. Welcome to the Max Life podcast. I'm your host Ben Laws, and today we have a guest that I've been trying to get on here. I consider him a friend, and we go back a couple years, but welcome to the podcast Jeff Woods. Thanks for having me, Ben. I am so fired up to have you on here. In part, number one, you're always an interesting conversation, and you always have incredible sound bites to come by. But I think more importantly, I think that I'm really excited to bring you on, because I think that you bring a level of sanity to this AI conversation. And quite frankly, I think that you have put out the most usable, readable book around AI. And it's called the AI-driven leader. But the thing is, it's an oxymoron, because I think that most people in the. See that book, they think that this is just for business. But the reality is that all the things you put in there, we're talking about being a leader in life. And so thank you for that. And I have to tell you in terms of if you haven't read his book, you're missing out. And I promise you that when you do read the book, you're going to be about. Or if you do the audio book, you're going to be about 20 minutes in, and you are going to be. If you're listening to it on the car, you're going to pull it over to the side of the road. And within 20 minutes, you're going to have actionable things that you're going to like take action on. So thank you. Thank you. I want to talk a little bit about just kind of setting the scene here. Like, why did AI kind of catch your fancy, right? Because previous to like, now you known as kind of like the AI guy, but before that, you were like the growth guy. I mean, walk me through someone like the statistics, you know, like you were a chief growth officer, right? And I mean. Let's go back here further. So we got to go back to my senior year of college. I'm doing an internship then, and I sit down with the CEO and I asked him what job he thought I should get after school. And he leans in slowly and says, "Jeff, you're asking the wrong question." You really should be asking, "What are the skills I can master that are so valuable, they're going to serve me no matter where I go?" Then find jobs that will help you build those skills. One, it's the best career advice I've ever received. I legitimately got it my senior year of college. Two, it's the first time I had ever been introduced to the idea that there are great questions and not great questions. And three, I had no idea that the skill that I would probably spend the rest of my life harnessing and mastering was the skill of asking the right questions. I co-founded a company based on a really popular business book called The One Thing, which I know a lot of entrepreneurs have read. Gary Keller, who started Keller Williams, real estate company, was the lead author. As their book took off, they wanted to turn it into a company. Gary's One Thing was running Keller Williams. His co-author, Jay's One Thing, was writing books with Gary. My One Thing became turning their book into a training and consulting company. This is where I really had to master the skill of asking the right questions. Because suddenly I'm going into some of the biggest companies in the world facilitating their strategic planning. And by asking the right questions figured out we could unlock new levels of growth for them, which became a huge superpower. I sold my stake in the business in 2022 and got pulled in house by a company that I had been advising called Gindal Steel. This is a big public company out of India, about 100,000 people around the world. I have been the coach to the chairman of the board and his whole C-suite. They asked me, "Will you come in house?" I said, "Maybe. What's the job?" And he said, "You know our business. You tell me." And the way they're structured, they own, it's almost like a family office. They own a ton of companies that are all within this group's infrastructure. And I found myself wondering, is there a way that you could make all of them grow by putting the right growth processes at a parent company level? And it was processes around strategy, execution, people and technology. Strategy was asking questions like, "What's the business that would put you out of business?" And what would it look like if you were the one that built it first? Because when you ask that question to a leadership team, you align on what their future competitive advantage is. We would start there. And once we knew that, execution, can we have a focused business plan that we stay focused on? But then I had this huge realization, Ben. People. Why do we hire people? We hire them to achieve our goals. But how often do goals and priorities change in a company? Always. But how often do you formally change job descriptions? Never. That's a problem. And I found myself wondering in our case, how do you dynamically renalign a work forces of our size? As goals and priorities shift, well, you'd have to look to technology. And it was the focus on those four drivers of strategy, execution, people, technology. We moved the market cap from 750 million to 12 billion in four years. It was December of 22 when I saw AI for the first time. And when I saw it, Chatchy PT had literally been out for two weeks. I was amazed by it. But I also had most of the thoughts that most leaders have, which is, I'm busy. I'll get to it later. Or IT will figure this out for me. Or I'll just hire a consultant to do it for us. But then I wondered, what if this was the next skill? What if this was the skill that was worth mastering that if I could master it, it would serve me no matter where I go? So I just made a commitment. I'm going to use it once a day. The problem is I was using it the wrong way. I was using it to be a faster Google or to help me write better emails. And that's when I realized I have all of my success has not been attributed to my ability to write the best emails in a company. Meaning I'm using AI to major in the miners. That's when it hit me. My career has been defined by asking leaders the right questions to unlock new levels of growth. But here I am asking AI questions. Could I turn the tables instead and get it to interview me to elevate how I think, to elevate how I lead? That was a game changer. I was in Delhi. I was going every quarter to India and I'm at the chairman's house and I'm showing him how I'm using this for strategy. And I have a prompt framework called crit stands for context role interview task. I wrote a crit where I said context. Here's our annual business plan. And I literally dragged and dropped the business plan of the company into a secure instance of chat GBT. Role your role is to act as an aggressive growth minded board member with deep expertise in the steel industry vertically integrated from distribution to mining. I want you to interview me. Ask me one question at a time up to five questions to gain deeper context about where our plan is insufficient. Then your task is to tell me all the places the plan is sufficient and how to plug the gaps in the next 30 days. So we deliver to the market on our next earnings call. I did that in front of the chairman and he goes. This is incredible. I go, yeah, it's the future and he goes, I agree. And I said, I think we should drive through the whole company. He goes, I agree. I said, you got to own this is chairman of the board and he goes, I disagree. How about you do it? One problem then. I know nothing about AI. I am not a tech guy. I'm a growth guy. But something I learned from my old partner Gary Keller is anytime you're hitting a ceiling of achievement, you're missing a person. And as Dan Sullivan would say, it's asking who? Not how. If you were asking, how do I drive AI through my company? Are you asking the right question? Rather than asking who am I missing that could enable me to drive this through the company? And in my case, that led to partnering with Google. I was flying to their headquarters in Delhi every quarter. I learned a lot about tech. And as we started to drive it through the company, it became increasingly clear. The tech is not the difference that makes the difference. It's the leader who harnesses it. But leaders, nobody was talking about the leader and who you would have to become. And so I burnt the ships resigned. Said I'm going to write a book about this. I'm going to build a company based on it. Addriven Leader is now the number one book in the world for AI, and we have built a company called AI leadership That helps companies redesign how they align make decisions and execute So they can create value at the speed in the ad driven world now demands That's incredible Jeff one of the things that I find really interesting it especially You and I spending time together is this idea of Really good questions and it seems like so like well, it's like breathing in and out like so What's the weather like outside right and we people know how to ask questions, but can you break down? The anatomy of a really good question because I think it's so critical not because I think that people think that it's about like Okay, you do AI it's about like the prompts, but I think that more so Knowing how to ask these good questions and how you break this down is also it's actually bringing You deeper into the beingness of being a human Right because it because it requires presence and awareness So can can you break down the anatomy of like a really good question? I remember the first time I was introduced to really studying this It was a coach who said you know you've asked the right question When somebody goes Hmm Great question If you're asking questions that people already know the answers to then are you actually helping them grow? And as I started to very deeply study the art and science of asking the right questions It became clear that there were three core elements one The question is aligned with the goals that person has Meaning if we answer it it matters A lot of people are asking questions that don't matter two Is it simple and clear to understand? If you ask a complicated question people can't search for that answer and three it has to provoke deeper thinking I love asking questions that people hear it and they hit the wall labeled I don't know Good that's where your current ceiling is now Let's continue to search until we find an answer and the way I started to master this skill is Every day I would sit down and I would try to write 10 great questions and it would be like how do I grow my business this year? Nope How do I grow my business by 50% this year? No How do I grow my business 50% while working half the number of hours? Hmm great question And I just I really have perfected this ability and now have figured out how to partner that with AI Where AI can be the one to ask you these questions not as your assistant But as a thought partner to elevate how you think and how you lead Yeah Oh Jeff, where do you but where does a good question like come from? I mean like because you're like hey, how do I grow my business like that's like a Directionally Make sense that you know, and then you go like the 50% growth right and again, it's you know aspirational But how do you combine those it's sort of like that? It's like that like famous music video, you know like pineapple apple pen, right? It's like you know like how do you put the two? How do you put the two to to together to get? Does that make sense like how do you get to that point and if someone's listening to this going? Getting to that Fifth six level of light practice. I mean literally I was issued a challenge And this is when I was building the company behind the one thing He said I want you to reread every chapter of the one thing and for every chapter I want you to write down 10 great coaching questions and so as I was reading the book If there was something that I thought was interesting I would then try to turn that into a question and I'd cross that thing out Three to five times because I'd go okay, I can make this bigger I can make this provoke deeper thinking or I can make this more clear more simple or this isn't Directionally lined up with their goals enough and I would really think through How to architect the question and I did that every day for a period of time That changed the game for me because then once you start to figure out what those questions are I started to use them In practice with people and I would pay attention to one of the questions that People could answer Versus the questions that would stop someone dead in their tracks and make them go Great question like I opened with one of them which is what's and I've reframed it now But what's the AI driven business that would put you out of business? And what would it look like if you were the one to build it first? Mm-hmm you could you probably have to search for that answer. That's a great question Yeah, that is great question. What do you feel like are the right now? I mean you're in front of CEOs boards of like some incredibly like large organizations all the way down to In your Collective you know in front of you know every day entrepreneurs. What are the three questions that you see? That are pinging people the most today like across that spectrum Like what are the ones that they're not asking that they? Probably need to have asked What's the adrived business that'll put me out of business and how do I build it first that's one? What are our internal capabilities as a company that are valuable, rare and costly to imitate? That if we could enable with AI Would allow us to build a moat the competition could never compete with And another one is around themselves What are my God-given strengths the truly differentiate who I am from every other human in the world and What would it look like if I was able to harness AI to turn those strengths into superpowers? And if that were the case, how would I transform my job description and how I invest my time? I love it how are you turning those questions in As it comes to like who you are becoming like as like personally Same or I I mean I think so often people are seeing the the benefits of AI about what's about being more productive Right and all these different you know asking the questions or you know in using your crit model which again If you if you have not seen Jeff's crit model number one like get his book He walks through it, but basically how he walk through it is how you should utilize Maybe we do maybe we do it live here. Maybe we do it live. I like that idea But I think though Jeff like I think that the next frontier is about truly What does it mean to be a human being? That people have not been spending very much time. It's why self-development is like such a big deal It's why therapy and therapists and counselors are all like basically have incredible job security because The workplace is focused on and valued your productivity rather than your being tibit I studied this Chapter two of the book I knew I had to address the risks around AI and I found myself thinking We've been here before History repeats itself. This is not the first time in history technology has disrupted things So I went back in time and studied all the major technological disruptions from the printing press steam engine assembly line electricity Internet and Ben I was looking for the patterns What were the patterns that showed up time after time after time again that if we as leaders could know now could help us lead our companies and our lives into the future I came across this interesting story of John D. Rockefeller. He's running standard oil. It's 1900 you got factories booming everywhere and with it the need for people to work in those factories the problem is He's he realizes that the kids who were graduating school Didn't have the skills that were required to be successful in an industrial world and So he decided to do something about it He started something called the general education board in 1902. He ended up over a 20-year period giving a hundred million dollars Which is about 2.3 billion today With one goal Re-shape the curriculum of the public education system so that kids coming out of school would have the skills required To win in an industrial world What were those skills? Show up to school on time Take direction from a teacher do something repetitively with minimal air with maximum efficiency so you can get a good grade and one day get a good what then? Good job. Yeah, so that what? You can show up to work on time take direction from a boss do something repetitively with minimal air with maximum efficiency you can get promoted, make more money, and one day live a good life. Here's what happened though. We stopped focusing on developing and mastering the skills that make us human and started mastering skills. Reflective of machines. We stopped acting like humans and started acting like machines. And the skill is like a muscle. If you don't exercise it, it atrophies. How open-minded would you be to the idea that today the majority of what we do is acting like machines? Any tactical task, write this email, send this message, do this task, generate this report, is something a machine can do. So people are worried about AI taking their jobs. What is a job? It's an algebraic formula. You could look at job equals, skills you apply, times processes you follow. A job is just skills you apply and processes you follow. The pattern that is existed throughout history is that technology has made the value of certain skills skyrocket in value and the value of certain skills plummet in value. So now you have a choice to make on where are you going to invest your time? Are you going to invest your time mastering skills that are going to appreciate in an AI driven world or skills that are going to depreciate in an AI driven world? Will AI take your job? No. Will AI make certain skills and processes obsolete? Yes. If you choose to hold on to the skills that are going to depreciate in value, you are choosing to close the door to career opportunities. But here's the good news. What's unique to us as humans? The ability to learn and grow. None of us were born with the skills required to do our jobs today. We learned them, which is why this is not about the technology. This is about you as a leader getting in the game, which brings us back to this idea of humanity. Is it interesting that it might be a machine that returns us to making us human? How do you find human and humanity in the human skills? I mean, outside of learning and growing. Yeah. I think of the ability to solve problems, to communicate, to collaborate, to create, to think strategically. Those are five distinct human skills that I believe are going to go up in value. And this is what I'm talking with my kids about. It's not about the job. It's about the skills. Are you learning to think strategically? Are you learning to solve problems? Are you learning to communicate? Are you learning to collaborate? Are you learning to create? And I've gotten to the point that we actually pulled our kids out of traditional school because they were literally manufacturing them to think and act like machines. Just moving them forward in the curriculum because that's what the course timeline says. It's time to move forward, regardless of what they've learned. And now they're in an AI first school where they get their entire school work done in two to three hours with an AI agent that figures out exactly where they have cracks in the foundation. And it doesn't move on until they've mastered that crack and then it moves them forward. And then the rest of the day they actually invest in developing skills that are going to matter in the future. Yeah. So talk to me about the skills though. Like if there's a parent listening to this, like, what are those skills of the future? These are the ones I have identified. I'm sure there are others as well. Am I putting my kid in a situation where they're going to have to think strategically? Not be rewarded for having the right answer, but being rewarded for asking the right question and searching for it. I don't answer questions for my kids. I often turn the tables on them and ask what do you think? And I'm more interested in being a guide in shepherding them to search for the answer. That is a skill. Because in school, you are literally rewarded for having the answer. You either know it or you do not. If I'm asking questions that you know the answers to, I am doing you a disservice because I'm not stretching your possibilities. So can we start asking our kids questions that they have to search for the answer for and teaching them how to be comfortable in searching for that answer? Problem solving. Can I put them in challenging situations where they have to recognize patterns and be able to solve problems? When Daphne was four years old, this was great. I was working from home. And I remember she came into my office, grabbed a piece of paper and scissors and just started chopping it all up. And all of a sudden she puts it in a little Ziploc baggy and walks out the front door. My wife was out. I'm like my four-year-old just ran out the door. I told the people on the zoom I was like, guys, my my child just ran out the door. I got to be right back. And by the time I got out the front door, she was knocking on the neighbor's door. And I go, Daphne, get back here and she comes back in. I pull her into the kitchen. I sit around the counter and go, honey, what were you doing? She goes, daddy, I was selling paper. I go, why? And she goes, because I wanted to. And I go, I asked her, were you selling paper because it's what you wanted to sell or because it's what people wanted to buy? And I watched her search and the light bulb went off. And that's when I explained to her how you make money is by creating value. And how you create value is by solving big problems. The next week she goes to her teacher and says, I make big money. And the teacher goes, what? How do you do that? She goes, by creating value, how do you do that? I solved big problems. What kind of problems? I don't know. But at four years old, I was teaching her, it's about learning to solve problems is how you create value, which is how you create all the opportunities you could ever want in your life. So can we ask our kids questions? They don't know the answers to so they learn to think strategically. Can we teach them how to solve problems and then communication? Are we just looking at punctuation or are we learning how to read body language and hold ourselves accountable not to our intent but the way the communication is received? Because that's true effective communication, collaboration. Sure, you can get things done by yourself. But can you win with other people and now with technology? We are moving away from being the players of an instrument in the orchestra and to being the conductor of teams and technology, moving both and unison and then creativity. I mean, especially with AI, this is an amplifier of creativity. Anything you can think up, you can now create, you can now put into practice. It's not about if you have the expertise there because now you have access to the expertise of the world. The question is, can you be creative enough to come up with a use case in harness that data for your advantage? Strategic thinking, problem solving, communication, collaboration, creation. Boom. You know, it's interesting is that the core of all of that is that you're dealing with other human beings. So it's about harnessing also the most potent and most important energy in the world, which is relationships. Can I give you real-world use case? Yeah, please. Let's talk about my former executive assistant. Mariannella was my EA. I told her on her first week. These are the various KPIs that I am scoring you on. It is your responsibility every week to make sure you get time with me to ask me to score you on a scale of one to ten on each one of these verticals. And if I give you anything less than a ten, it is your responsibility to ask, what can I do differently next week so it would be a ten? Her first 30 days were grueling because I was relentless on standards. But by day 31, she started to hit a stride. And by four months in, she was a 10 out of 10 on everything, which meant the role that she was in was too small for her. It was time to expand her possibilities. On our one-on-one, I told her, you've done a great job. It's time to create more opportunity for you. I want you to use AI. And I want you to write crit in my prom frame or context role interview task. I want you to have AI interview you about what are your core strengths that truly differentiate you? That you may or may not even be harnessing because you've been checking my email and managing my calendar and doing like basic admin tasks. I doubt I'm truly actualizing your strengths in the role. I want you to cast a vision for how you can bring ten times to a hundred times more value to the company. She goes, okay, now let's be clear. Before working with me, she knew how to spell AI. That was it. She had never even used it. Okay. So she came into my company. She learned about Chad Gbt. She read my book. That's the training she got the end. And she comes back to me the next week and she goes, "I'm ready." Then I sit with what? And she goes, "My vision." I'm like, "Oh, let's go." And she goes, "Okay. Based on my strengths, if I want to bring 10 times more value to the company, here's the 20% things I'm currently doing that I got to double down on. They can bring 10 times more value." And based on my strengths, here's the things I'm not even doing that I got to start doing because they can bring 10 times more value. But if that's the case, here's the list of all the things I got to stop doing because they will stop me from bringing 10 times more value. I've segmented those into three groups. Here's the list of the things we should just stop doing. They don't matter. They are distractions. Here's the things I think we can use AI to augment or automate so they still get done just not by a human. And here's the ones that still need to be done by a human. Based on that, here's a job description for my replacement. Here's their 20% priorities. They'd have to master. Here's their 90 day onboarding plan. Here's the compensation research. And based on that, I recommend we pay them X, do I have your permission to hire that person? I'm blown away. Like, approved. Great job. I'm super impressed. What's next on our agenda? And she goes, "Thanks. We're not done yet." Excuse me? Jeff, that was for me to bring 10 times more value. That's not what you asked. You asked me to cast a vision to bring 10 times two. A hundred times more value. Ben, I sit back in my chair. I'm like, "Oh, this is going to be good." And she goes, "Here's my realization. There is no way I can bring a hundred times more value unless I make you one hundred." A hundred times more value, Bull. Here's the prompt I've architected so that AI will interview you, Jeff, to identify how you can bring a hundred times more value to the company. My chin is dropped. And I go, "I can't wait to do this." And she goes, "Good. You're going to do it now. I'll wait." Ben, she literally sat there and waited on Zoom while AI interviews me for 15 minutes, spits out a vision, but it also spat out a system of rules. We would have to embed in the company to transform how we allocate my time. It's the most valuable prompt I've ever done. And I tell her that and she goes, "I really appreciate that, but we have a problem." What's that? You. You love to break the rules. And I'm going, "Damn, she's right." And she goes, "Yeah, I know. Don't worry. I got you." Here's another prompt I've architected where AI is going to interview you about every way. You're going to try to wiggle out of these rules. And it's going to create a defense system. So anytime you want to break one of these rules, you're going to have to go through AI first. I literally, I mean, I can literally show you the defense GPT inside a chat GPT or anytime I want to break a clear rule. I have to go through AI and it interviews me and pressure tests and shows me the economic impact of my time and me saying yes to something that the rule says I should say no to. She is now my executive multiplier. Her job description is three things. One, make me 100 times more valuable. Two, lead our advisory engagements for Latin America and three, run the 20% strategic processes for our company. She moved from checking my calendar, managing my inbox and doing random admin tasks to literally studying me and every week trying to figure out how to make me 100 times more valuable. She's literally running advising major companies in Latin America, driving our systems and them to transform how they align, execute, make decisions. And then she's handling like full blown major growth projects inside our company. She's nine months into the job, total with me since the first time I hired her. That is an example of using AI to tap into someone's strengths and turn them into superpowers. For you, that's one way to tease out. But then I'm thinking about your own journey for you. It's clear that you have been a thinker long before you had a thinking partner with AI. But I'm curious when you have really high functioning, just people whose brains have maybe been unlocked maybe earlier or they've just been blessed with just more horsepower, it seems like to me that you also in addition to finding hidden potential, you need to eliminate like sometimes hidden and sometimes super obvious debris in your life. Sure. And I'm curious how has your journey to like being like one of the foremost leaders in AI by understanding questions and problems, all of being in creativity and discernment and how have you had to go back when you think about your own life journey and excavate some of the bullshit for you to really be able to because I mean, that's also part of a hundred X-E is not just what are your possibilities, but it's also more of it's about what you're going to stop. Yeah, what you're going to stop and what do you need to change the narrative of? Do you mind sharing your journey? This is where I get to give a lot of gratitude to Gary Keller and Jay Papazine, my old partners who wrote the one thing. The premise behind the one thing is a question. What's the one thing I can do such that by doing it, everything else will be easier or unnecessary? It's the 80/20 rule on steroids. The problem, you know, when people think about 80/20 and living it and if we say just identify the 20% put it in order of priority till you identify the one thing at the top of the list and just do that, people immediately go, "What about the 80%?" And it's a false assumption that you necessarily even have to tackle the 80%. And the way I've described this to people is, you ever tried juggling then? Yeah. How many balls can you juggle? I think I got up to four. Seriously, your mom is right, you are special. Most people, Capit 2 or 3, you, sir, you're super. If I give you a fifth ball, what's going to happen? Oh, it's going to fall apart. Exactly. Now imagine I throw 20 balls up in the air in like a movie. They freeze. You've already made peace with the fact that most of them are going to hit the ground, right? Yep. Now imagine 17 of the 20 are rubber balls. When they hit the ground, what will happen? About. Mm-hmm. Three of them are a delicate thin glass like a Christmas ornament. What's going to happen when those hit the ground? They'll shatter. Yeah. The rubber balls are the 80%. It's all the things that's on your plate. You tell yourself you got to catch them. Tell yourself they got to get done, but the truth of the matter is they only drive 20% of the results of the business. If they don't get done, it's not that impactful. It bounces back. The glass balls are the 20%ers. They drive 80% of the results for the company. You even drop one of those balls. It's significant. Which are you going to try to catch first bit? The ones that will shatter. Yeah. This is the thing that I have learned through practice over the last decade. When you really get clear on what the 20% is and you focus a disproportionate amount of your time on the 20%. The company grows. You live a pretty good life. The 80%ers that matter, they kick and scream and fight their way to your calendar. The others, you just start to realize it was all a story that it had to get done. Do you have to reply to your email today? Do you? Because if you don't respond to an email and it really matters, you know what happens? It finds you in the form of a text message, a phone call, somebody literally physically tracking you down. So we tell ourselves these stories that we have to get it all done when there is more to do than there is time. And so to come back to your question, when I look at AI and I'm talking about use cases of how to supercharge the 20% and you're asking, how do you clear the decks of the 80? I don't worry about that yet. I start by focusing on the 20% and supercharging the things that are going to bring the majority of the impact to the company. And then what happens is you start to notice that there are certain processes, certain ways of working that are the 80% that are a real bottleneck, that if you could release it with AI could actually make a pretty big difference. And then you go ahead and you focus on getting that thing in place or you find a who, whose job. is to build that process. Make sense? Yeah, 100%. Seems like the remaining 80% is just one process away from literally being a non-issue. Yes. And to put on a bumper sticker, major in the majors, not the minors. The end. Jeff, you know, I'm going to have you share some of like the some of your sort of gotcha moments that you've had with companies that have been like most people would just be shocked that they're even having like, you know, they're like, oh, they're getting this ceiling complexity. And I think that a lot of people know you as like, Jeff, you're this guy who's like transforming how people are interacting and having relationship with themselves with AI. But I'm curious, have you always been this guy? I mean, I want to go back to like your childhood. I mean, like, have you always just been this guy? You know, you're you're up, meeting with one of the largest airlines in the world, like you're up in Montreal, right? And but has that always been you or is there been a version of you that had to like exist first? My entire childhood. I was bullied significantly. I never had a friend at the same school until college. So my early years were shaped by rejection and criticism. My outlet for that, that really the my way of coping with that trauma was to achieve. I thought if I was successful, people would respect me. My outlet was Marshall Arts, study, Shalankempo for 18 years, got pretty good. And, and, you know, even had loving parents, great supportive community through our temple were Jewish. And I always remember my parents and my parents' friends saying, we don't worry about Jeffrey, he's going to be just fine. He's going to be really successful. I didn't understand why I was naturally always good at communicating with adults. I inability to build rapport, mirror, match, have conversations for as long as I've been conscious, at least aware of it. But it was that drive to achieve. There was real that really did shape me. It did come to a head though. Because when I sold my last company, I realized the mistake that I had made, which is I attached my identity to my job. You know, as a, as a kid who really, like literally hate himself, his entire life until a few years ago. When I was the face of the one thing, it gave me everything that I thought I needed. It gave me a level of fame. It gave me authority. I'm going into these boardrooms or sea level meetings of some of the biggest companies in the world, asking them questions, being a guide to them in my 30s. Like it fed my ego big time. But it wasn't until I sold my stake in the company that I woke up the next morning, then and I was deeply depressed. Because I sold my identity. I didn't know who I was anymore. This is why I think so many people are actually afraid of AI. They think it's because they're going to take their jobs. But on a deeper level, it might be because they worry it's going to take their identity, their sense of self. What I learned is that you are you, you are not what you do. The opportunity now is to align who you are with what you do. Because when that happens, you realize very quickly, AI can only enhance you. It doesn't replace you. Most of what you see today is a reflection of me living the gym, your the average of the five people you spend the most time with. I remember I was a medical sales. That our national sales meeting were in Tahoe. I was in a session and viscerally was so disgusted with myself that I had to get up and walk out of the room and I meant I can remember it vividly staring up at the mountains thinking, when am I ever going to be able to quit this job and go do something different. Problem is I didn't know what that was. I knew I wanted to get an entrepreneurship, but didn't I didn't know anybody and I had that gym roam quote in my head. You're the average of the five people you spend the most time with. And I had actually made a list and wrote down the names of five amazing friends. But my aha moment was that they were amazing friends. They were not amazing mentors. They were not living the kind of life that I wanted to be living, but I was seeking guidance from them when they weren't qualified to give it. I walked into the room for the next session and on every chair was a copy of the one thing. And then J. Papisdan who co-authored the one thing was the keynote speaker the whole time he was speaking. I'm thinking to myself, what would my life look like if a guy like Gary Keller or a guy like Jay were two of my five. And when he stops speaking he gets the standing ovation. 1500 people. Everyone sits and I'm still standing. It was a defining moment. I remember my mind telling me to sit but my heart telling me to run and literally then I start sprinting down the side of the ballroom because I had to be the first one to intercept Jay and that began a dialogue and a relationship. I had no idea that Gary and Jay were hunting for somebody who could turn their book into a training and consulting company. And through a series of interactions that became my opportunity. So I have been very purposeful for probably the last 15 years of surrounding myself with people who were where I wanted to be and absorbing how they would think, absorbing how they would act. And through time was able to create a filter of not just copying them, but running it through a filter of is this an alignment with who I am. So the way I talk, the way I think now, the way I, the way I lead has been shaped by people who have been beyond me. Yeah. Well, I love that. And that is like providence. That's providence, my friend. I mean, it's crazy. The one thing, I'm curious Jeff with entrepreneurs. There are the things that feel like life to us, like breathing, creating value and to like in the how we create the value. And being like in that thing, it's not like done for you or to you. It's actually done through you. Right. You know, Dan calls it unique ability. Others call it like genius zone. And you know, I think it's like it's the, it is like the God DNA like imprint, you know, the thing that just like that makes us uniquely us, right? But I'm curious from your standpoint, because you know, I've seen you like, you know, in rooms where I'm coaching, like you, you, you involved not just as an entrepreneur as a thought leader, but like as a human being in terms of what, who are you when you're not in the boardroom? And so I'm curious, have you seen that also as you started to realize and identify that your identity is actually not the value that you create for others, but it's actually in the identities as father, partner, friend. Can you talk through that? Yeah. Well, first, I identify as being a family man with a business, not a businessman with a family. And I surround myself with other men who identify the same way. In fact, like we'll come together a few times a year in person, sometimes like 50 to 100 of us. I don't know what over half these guys do professionally. We don't even talk about it. We talk about how are you showing up as a husband? How are you showing up as a father? How are you showing up as the best version of yourself? And we go deep on those things. So like, I actually legitimately surround myself with people like that. I've also done an interesting exercise. There was an image in the one thing called the Seven Circles. It's like seven areas of your life, your spirituality, your physical health, your personal life, your key relationships, your job, your business, your finances. And at one point, I did an exercise where I asked, fast forward someday from now, what would extraordinary spirituality look like? I cast that vision. What would extraordinary physical health look like? I cast that vision. What would extraordinary personal life look like? Cast that vision, key relationships, job, business, finances. And once I cast that vision, it's not that you say, great, these are my goals. I'm going to get you, you can't go after all of it. But I then drove five circles next to each of those circles. Who are the five people in my life that are reflective of that vision that I want to be living in that circle? Knowing that it's okay to have blinks. Never something circles I had no one. Some circles I was full. Some circles were partially full. That was an interesting exercise because then I got to ask the question, "How do I feel about that?" And based on the season of life that I'm in right now, where is my focus going to be? And if that's the case, do I have the right five? Do I have the right who's in my world so that I can model them or maybe it's people that you need to hire? That's how I've approached it. That's really cool. How have you then built in the crit for yourself in those different areas? So if someone's sitting here and they're going, "I think one of the things, like, crit in itself, super simple. I love the structure of it. It is so simple, but simple often means that there's layers of complexity that people don't even fully understand because then they have to understand what context they even give. What roles the right role? Can you talk through, like, if someone is going, "Man, Jeff is speaking my language here in this average of, obviously, in terms of talking about professionally, but in terms of these other identities. I'm a family woman. I'm a family man that does fill in the blank. What would be a crit prompt that someone could build in so that they actually start to maybe tease out on what is extraordinary spirituality? Like, sure. So I'm going to, I'm going to riff here. And this is now one of my superpowers because I've internalized crit on such a deep level that I can rattle a prompt off that you're going to want to pause, rewind, and put it on, like, 0.5x speed or pull the transcript and then put it into your AI model, which I would recommend that you do, by the way. Crit stands for context, role, interview, task. The difference between bad food and Michelin star food really is quality and structure. And this is a framework to give you quality and structure when it comes to communicating with AI. Well, AI has been trained on the information of the world. It does not know you, your personal life, your business, the way that you do. You've got to give it tons of context. The, the, the subtle complexity is when you think you've given it enough, you give it more. And when I do this on stage, I will press people to go three levels, levels deep. Like, when they're done, I go, what else? And when they're done, what else? Like, that's how deep I want them to go on the context section. Roll. This is where you realize, I don't know, been how many books have you read in your life? I don't know. Maybe, maybe if I had to give a range, 500, 2000. Like, I've actually, actually, say in terms of like book books, I probably read it, like maybe two, three thousand, but a book of like work consequence that it wasn't just pleasure reading. Yeah. But I want you to think of all those books you've ever picked up or listened to, every page, every word. What percent of that collective knowledge can you recall and apply this very second? Probably one to two percent. Exactly. And that's maybe one percent of the information of the world. These AI models so far have been trained on about 500 million books worth of data. Guess what percent it can recall and apply? 100%. How long does it take AI to read through two, or through 500 million books to simulate the exact expert that you ask it to simulate? My guess is 120 seconds or less. Under a second. Oh, geez. So when you give AI context, but then you give it a roll. Your role as to act as an expert in, you are literally harnessing the expertise and data of the world where it can simulate any expert for your advantage. You want it to be an aggressive growth minded board member? Done. You want it to be your ideal customer. Done. You want it to be a chief growth officer who thinks every goal is too small and then proves themselves right. Done. You want it to be a strategic CFO who's very nitpicky, but identifies the top five things you don't know about your business. You should know about your business done. You're only limited by your creativity. So give AI lots of context. Then assign it a role of the experts you want it to become. The real game changer though is the interview. I don't ask AI questions like Google as that with that baseline context as that expert. I want it to turn the tables and ask me questions to pull deeper context out of my head than I would have ever thought to have created or shared. That will automatically then shape the task, which is whatever you want AI to do. Your question was how to apply this to being a family man or a family woman with a business, right? I'm just going to rattle. First thing I do in all caps, I write context and then I hold down the shift key and hit enter return three times. So you skip lines, then roll, pull down shift, hit enter three times, interview, pull down shift and enter three times task. Now you've got crit in the context window. Now you just got to fill in the blanks context. I'm listening to this podcast max life and and and these two guys are talking about what it means to be a family man with a business, not a businessman with a family or a family woman with a business, not a business woman with a family. And I'm sitting here really reflecting on if you followed me around with a camera and document in my actions is the majority of my focus and effort toward the business side or toward the family. And I find myself wondering how I even feel about that right now. And I find myself wondering what objectively, what percent of my time my business man and what percent of my time and my family man. And what would I like that balance to be? And based on that, what would be the top 20% changes I could make in the next 30 days that would drive 80% of the transformation for additional context. And then this is where I would just rattle about how you're showing up business, family, the feedback I'm getting from my colleagues, the feedback I'm getting from my family, blah, blah, blah, I would go to town. That would be the context section. Roll your roll is to ask it as act as a world class executive coach, whose specialty is not just taking a stand for the professional, but taking a stand for a person. And is able to hold up that vision of the best self, who is that family man with a business, not a businessman with a family, and distill it down into simple actions that I could take. They would drive that transformation. Interview me, ask me one question at a time up to five questions to gain deeper context. Task, I want you to give me a score of what percentage of my time I'm businessman and what percentage of my time and my family man and make a projection of what you think the ideal balance would be if I were to strike it and then I want you to give me the top three high impact non-obvious actions I could take immediately so that within 30 days I rebalance the scales. I would literally pause this episode and rewind. And if you're on YouTube, you can actually just pull the transcript from this section, or you could literally, if you're playing this on your phone, go to your computer and pull up Chagy Beat, you're any one of them and do speech to text, like click that little microphone, and just play the podcast and let me write the prompt for you in your AI model and then stop the podcast, stop the recording on your AI tool and then go in and fine tune the context section and send that. Yeah, I love that, Jeff. Thank you for doing that. And I wanted to give the audience a sense of like, hey, here's an applicable something that to like how to impact you as a human being. But I want to go to the other on the spectrum here because you've taken this exact same model that we just did for something about you as a person in your life and how you're living and how you want to live. And you apply this the exact same thing to people solving billion, 100 billion, you know, one trillion dollar sort of exercise. Could you walk through how you are using this exact same framework with some of these like, like companies that majority people on here wouldn't know. And how that this exact same thing is driving billion dollar results plus billion plus billion dollar results within two hours or less. Sure. So there's two parts to this. One, how do you become an AI driven leader? Then two, how do you start to build an AI driven organization? When I look at AI, there's only three ways it can bring value in a company. It can make people more productive. It can make operations more efficient. It can make your product or service more valuable. The mistake I'm seeing companies make is they're racing to drive it into product or service or to put it into operations to take costs out of the business. Why is that a mistake? Imagine Even if your entire life you've only seen black and white. And then I ask you to describe color. Can you do it? No way. That's what's happening is the leaders at the top of the org chart who have the decision-making authority. Hef are still seeing black and white. They have not become AI-driven leaders themselves yet they're deciding what AI use cases to focus on for operations or product or service. You can't transform your ops or your products or service offering until you've transformed yourself. And so, usually we're starting and this is what I'm doing today at Air Canada is I'm talking to the top 400 and in an hour I'm going to give them stories of how to use CRET and I'm literally going to pull somebody out of the audience. I don't even know who they are yet. Never talk to them. Don't know their job. Don't know their problem. Blind. I'm going to have them tell me their biggest problem that if we could solve it would unlock a new category of growth for the company and I'm going to write CRET and in 10 to 20 minutes solve it on stage because it's that accessible. That blows people's minds because then they realize it's not about using this to write better emails or to be a really smart Google. That's becoming an AI-driven leader. Then it comes to how do you start to build an AI-driven organization which requires restructuring how you work. One of my biggest realizations is that organizations today were not designed to move at the speed in AI-driven world now demands. You want to win in an AI-driven world? You have to move exponentially faster. Our work comes down to how can we, what are those core ways we can redesign how orgs work so that you drive speed to alignment, speed of decision and speed of execution so you have speed to value. This is crazy. I'm trying to think which one to tell you. How do most companies set goals, Ben? I think in a company setting usually there's a leadership team gets in the room and they look at where they were revenue-wise, where they would like to go revenue-wise, oftentimes if they're publicly traded based off of a end in mind of a share price like Target. Mostly it is probably revenue-driven. They get off-site. They probably have Sharpies and Sticky Notes. They might even have a facilitator who asks a question. Everybody writes their answer down on Sticky Notes. They put them up on the wall. You look for the themes. You talk about it. "Koombaiyaa, you have what you think is alignment. You've set your goals for the year." Here's the problem. One, that process is dead. Over. Bye-bye. You still walk out with way too many initiatives and not true alignment. You, the loudest voices dominate and it might be you who's listening to this. While some of the smartest ideas lie dormant and three, the planning process takes forever, we found ourselves wondering could AI help us do this smarter, faster, better? We got brought in by a big company. They're top 40 people. To help them drive their strategic planning. Instead of Sharpies and Sticky Notes, we have a proprietary model called an AI Thought Partner where we took all their company context and engineered very specific prompts for this company. All 40 people opened the thought partner and then the dashboard was a button. They clicked the button. That executed an eight-page long prompt that we architected for them. They could never architect that. We can. AI just started to interview every person for 15 minutes been about what they thought the goals of the company should be. What would be the top priorities? What would be the top blockers? How would the culture have to change? And after 15 minutes of pulling detailed thoughts out of every single person at the same time, it spits out a detailed report for every person, 40 of them. We click the button. AI reads all 40 reports simultaneously and merges it into one. And on the screen, it goes, here's where the room is aligned. Here's where thoughts diverge. Based on that, here's the elephant in the room we need to be addressing. So here's my question. And our AI model asked the right question to the room. The microphone starts flying around the room with people to get sharing their thoughts to it. Our AI model is capturing every word. It's listening. And based on what was said in the room, it dynamically asked the next question. And the next question, that repeated for 45 minutes until I stopped it. And AI said, great, based on that, here's what your goals should be. Here would be the top priorities. Here's the top blockers. The C suite's going to have to clear. And here's how you're going to have to transform your culture to tolerate this new level of growth. The CEO of a Fortune 500 company stands up and said, this process would have taken us at least three months. We just did it in an hour. But every voice was actually heard, we're actually aligned. Another company made a huge declaration to the market of how they were going to transform over the next three years. There was incredible, incredible, incredible political divide amongst the C suite. And so we were brought in to ask, could we drive speed to alignment? In just about two and a half hours, they all opened the thought partner. They all clicked the button. They got interviewed for 15 minutes and it showed here's where you're aligned. Here's where you're not aligned. And then it asked the question, that first question was so catalytic, then it threw them into a detailed debate for 45 minutes. AI collapsed 45 minutes of conversation into five bullet points. And they go, holy crap. And AI goes, yeah, so here's the next question. And it literally facilitated the meeting for two hours. But the CHRO that company said that would have taken them six months, we did it in two hours. So we call that speed to alignment. We are completely restructuring how executive meetings run no longer do you show up with no agenda and talk one person at a time. The first five, ten minutes of the meeting is a prompt that's architected that pulls everything out of everybody's head and 15 minutes in everything's on the board. Then you actually start to move the ball and then we're actually starting to engineer our thought partner into these companies infrastructure so they can use it in all the meetings. And then we start to go on an advisory journey with them of actually redesigning how their executive meetings run. So they align faster, make decisions faster and execute faster so that it can show up in value creation. That's how you start to restructure these companies. You don't bolt AI on. You blow it up and start AI first. It's incredible. It's absolutely incredible. I wanted the audience to see that they're to enter the spectrum on a deeply intimate personal conversation all the way to literally the reality is that I think that at a company level, the next level and the next orientation of success is not just about terms who's the most productive, but I think it's about companies who have the ability to see here and understand the people within their organization because that's all driven from place of love. And I think that when you love people, they're more creative. They are more, they're more present. And when you're more creative and in your more presence, that means the ideas that are being kicked out or the thoughts or the conversation that are being docked, that then you can document. All of that is literally gold running down a slew box that up until I think AI, quite frankly, I think can tell your book came out has just been dripping and like running not being caught by the slew box. Now I'll tell you where this when change becomes inevitable, alignment becomes everything. I could argue that we are going through the greatest change in human history with AI, the ability to engage the voices of your company to align people to the vision and to the changes that they're going to go through. It doesn't mean they agree, but to align them to it, to surface their voices, to understand where the room is really at. It's everything. I'll tell you from that C-suite meeting, we then came back a few weeks later for their next 25 because these were the people that were going to actually have to execute it. And it wasn't about asking, do you want to go through this change? It was you're going through this change. And then it was asking them questions of how bought in are you really to this and be honest? What are the top things you think you need to focus on to make this happen? What are the top blockers that are going to stop you? What exists in the culture that if we don't address it, we prevent us from driving this transformation? Like those level of thoughts and what's really interesting is when it's an AI model that's interviewing you, the psychological safety is incredibly high. People share way more when an AI model is interviewing them versus if they had to raise their hand in the boardroom and then say it and risk all the political capital. I mean, in 15 minutes, the model is going to be a little bit more than that. service things that had never been set out loud in that company. And I mean, in 90 minutes, it drove them to alignment and the stuff that it called out. When I brought it to the CEO, he was like, holy crap. They thought these people were aligned. They were not, but it showed them the gaps that they needed to go fill and how to actually go fill them within the next 90 days. I mean, that was a 90 minute meeting. On average, from big companies all the way down to, I'm going to say small companies, because that's what makes up 98% of the US economy as small companies, small businesses. On average, what do you find in when people engage in this way, their outcomes? Consistently, I hear we just collapse three to six months into one hour. And that's, it's hard to even comprehend it until you've experienced it. But this is why when I think about competitive advantage, or gaining a lead or falling behind with AI, it's not linear. It's exponential. There's a compounding effect. If you and I each get into our car and you start driving an hour ahead of me and maintain 60 miles an hour, you're not 60 miles ahead of me. You're 180 miles ahead of me. And the following, you're not 360. You're like 2000 miles ahead. The disadvantage of not moving is so significant. So if most companies are sitting there, twiddling their thumbs, following their traditional org structure of how they meet, align, make decisions and execute, and it takes them three to six months to make a decision where that could have been done. And every voice has heard and actually bought in in one to two hours. And then you start to run that cycle every single week. It's hard to comprehend how significant this really is. I think the challenge is, most leaders are failing so slowly. They think they're succeeding. Because they haven't seen this level of impact yet, they think it doesn't exist. But it's like that hockey stick growth bend. Like it's flat for a long time until it hockey sticks. Once you see it, it's too late, which is why for me, like, this is not something you delegate to IT. This is existential for the business. This is something you own. And you don't have to become an AI expert, but you do have to become an AI-driven leader. Meaning, you know, just enough about the technology because you are using it yourself for you to cast vision to define strategy for how you're going to win and to start to lead the change. And then you get to ask, who am I missing? If I could bring into our world, could enable me to go to the rest of the way. But you see color. You don't see black and white. Yeah. As people are listening to this or have maybe are still black and white or maybe they've seen a little bit of color, but they have never seen true, full, Dolby surround sound, like, you know, like awareness. Does crit work across all platforms? Chat, Claude, Brock, right? You can give me any AA tool and you can give me any problem. And we can write a crit. And if you give it sufficient context, if you're clear about the role, if you tell it to interview you by asking one question at a time up to three to five questions to gain deeper context. And then you're clear on the task because you can have the greatest form and shoot in a bow and arrow. But if you're blindfolded and you shoot at the wrong target, you're never going to hit a bull's eye. You give a good task like identify the top three high impact, non-obvious strategies I could deploy to solve this problem. That's my favorite task. Yeah, baby. You're in business. These are different platforms that you find that work specifically better with your crit for specific tasks or roles. Yes. The short answer is yes. And the higher level answer is the question is the wrong question. And here's why I say this. Every single one of these tools is the same. And every single one of these tools is different. The differences are not the 20% that makes the difference. I can tell you the advantages of chat versus clawed versus co-pilot versus Gemini versus perplexity versus rock. They don't matter. It doesn't matter yet, yet, when you are starting your journey of being an ad driven leader, pick a tool doesn't matter. It's way more the three skills that I would encourage you to master when you're starting your journey is one, can you identify a 20% strategic use case? If you aim this at an 80% and you major in the miners, it doesn't matter how good your prompt is. It's not going to drive results. Let's aim at it. It's something that matters. Two, can you communicate effectively by writing crit really well? And three, this is super important. Can you stay in the driver seat as the thought leader? I think one of the greatest risks with AI is people are abdicating their leadership and allowing AI to drive and they are in the passenger seat. When you copy and paste an answer from AI with zero discernment with zero judgment without giving it any feedback, you are allowing AI to replace you. I don't do that. Before I even read the result, it gives me from a crit. I'm already typing. Here's my feedback into the context window and I'm thinking as I'm reading, I'm assuming this is the bad answer. And by the way, it usually reads pretty good. That's the bad answer. Anytime it gives me an answer, I'm thinking, what do I like about this? What do I not like about it? And what changes do I want made to it? And this is what I teach people to do. You get your answer from crit. You immediately say, here's what I like about what you gave me. Here's what I don't like about what you gave me. Here's the top changes I would like you to make. That keeps you and the driver seat as the thought leader. That spikes your cognitive load. That requires you to think even more and be more critical and more discerning. And from that additional context, AI makes it better. And once I do the best that I can do, I don't settle. I then strive for the best that can be done. I tell AI to now invoke the challenger where it's world class, it's stress testing the insufficiency of the plan. And as the challenger, I want it to make it bulletproof by telling me what it likes, what it doesn't like, and the top changes it needs to make. There is gold. Every team, single time, I ask AI to read team the answer. And once I think it's done then, then I ask it to act as my ideal customer, whether it's an external customer or an internal customer, I describe that person into the detail and have it simulate my ideal customer to give me feedback on what it likes, what it doesn't like in the top changes. I play I am the conductor of teams and technology. I wave the baton and I get AI to adopt these different personas to bulletproof my strategies or my communication or our proposals. Well, in the fact is what's cool for me is I was in the room when like the final crystallization of the book was birth when I finished writing it when you finished writing it, right? Which was super cool. But then as you then were working through and like and then sharing crit, it was literally it was like Willy Wonka sort of like giving you the everlasting gobs stopper like for like AI. And so, but I'm wanting people who are listening to this like what is the like I promise like if we're sitting here Jeff a year from now and we've reflected in everyone who's ever listened to this if they actually take what you outlined today, what's the promise like I promise you if you what is that? If you once a day every day write crit in a strategic way, I promise in 30 days you will be thinking and leading on a completely different level and you will see your life through a whole new lens of color. 30 days. One year you won't recognize yourself. I love it. Jeff, as I like to do, especially with people in AI, we're sitting here 10 years from now is everyone just sitting at home because all products and services have all been automated and there's universal base income like or like what what is your prognosication because you are in it. And again, I want people and I'm guessing there's what you think and then what the new says and then the truth is somewhere in between. But I love for you to what is what is our life look like 10 years from now? The more I learn about AI, the more I realize how much I don't know about AI, it's the done and crewver effect like you learn just a little bit in your confidence sky rockets and you learn a little bit more than your come you fall off the cliff. And then eventually it starts to come back up and it plateaus. I'm somewhere like at the base of the cliff to starting to come up. And I know a lot about AI, which means I just know how much I don't know. So I'll preface by saying whatever I'm about to say is probably wrong. 'cause I don't think anybody knows. I'll also say, I can't see beyond three years. You ask 10? No idea, no idea. Three years is close enough that it feels like, "Yeah, it's just three years away." But it's long enough, I think, for most of the way we see our world to be different. I think people are grossly underestimating how big of a change this is going to be to the way that we work. I think things that today would blow your mind will become the novelty will be gone. Like you ever gotten in a Waymo, Ben? Self-driving car? It's like the first time you're like, "What's going on here?" 10 seconds into it driving, you've normalized it. 10 seconds and you've normalized it. I think we are gonna be living in a completely different world in the next three years. And I think we will have normalized it by then. I think the way that we work, there will be things that consume the majority of your time today that will be completely off your plate and it will be normal. I think your job description in terms of what you're even doing as a human is gonna be different in three years. I also think there's gonna be a lot of people that have been acting like ostriches and bearing their heads in the sand that are gonna be feeling a lot of pain in three years. And I think there are gonna be people who have been looking at this as an opportunity and have been acquiring the skills and learning to see color instead of black and white. The quality of their life is gonna be increasingly vibrant. And so for me, this is about, it's not about the tech, it's about a call for leadership. Eric Schmidt, the former CEO of Google, said, "Everything you know about how your company runs "will be different in five years." Not 10, five. He said that a year and a half ago. So it's not just me. It's other people who are in it, who are saying, the clock is ticking, but just 'cause you haven't seen it yet, doesn't mean it's not coming. It is coming. Will it be an opportunity or will it be invoked challenge? I actually think it's up to you. I don't know whether or not you learned to become an AI-driven leader and harness this red banish. - I love it. Jeff, if people wanna know more about you, they wanna follow you, they want to just consume more of your thought leadership that you're putting out there. Where do they go to find you? And. - A simplest thing is our website is aileadership.com. You can learn about everything there. The book is the AI-driven leader. I would strongly recommend that not only you read it, but you get it for your team, it literally will change the way that you act very fast. It's on all formats. Print, audio, Kindle, the AI-driven leader podcast, video and audio. We have conversations with actual C-level executives who are AI-driven leaders driving this in their companies. That's part one of an episode. And part two is when I turn the tables and literally write a crit to solve one of their biggest problems so you can see real world application. Our newsletter is written for CEOs that don't read email. And we have a 60% open rate from people that do not read email because every week we are sharing a real use case that a leader was facing in the actual prompt that you can employ yourself every single week. That's where you can start. There's gonna be a lot more coming out on social, on LinkedIn and YouTube and X, 'cause I hired a guy to follow me around with a camera now who's literally walking into, like literally, you see me in T-Mobile doing this stuff or in herbal life doing this stuff. I'm trying to get him to come to Nike with me to get approval for that. Like, we're in with the C-suite and you can see the actual conversations we're having and how we're driving this. That's gonna start going up on the socials which is gonna be kind of cool. - Now dude, now that gets me fired up because I just think that the audience doesn't fully understand in terms of the literally hundreds of billions of dollars of that Jeff has added in probably collective total. If you said five companies and he spent two hours each with them, like it is kind of stupid. So, hey Jeff, I'd love to have you on. Thanks for coming on. We may have to have like a part two of this in terms of, I have a feeling that we're gonna get a lot of really great feedback on this. But as you know, in my podcast, I like our guests to leave the last thought, the last ripple, maybe the last prompt, the last, you know, sort of lingering thing that you want our audience to leave with. - The more that I have gone on my journey of becoming an adrived leader, the more I realize how little this has to do with technology. And really you redefining who you are and who you can become. It's the second part that matters 'cause who you are today is just a reflection of your past experiences, but your past does not determine your future. My hope and my invitation is for you to start to use AI, to ask you questions to really understand what makes you you. And what about your past do you want to bring to your future? And what about your past do you want to leave there? And who do you really wanna become and think big 'cause I'll tell you, I remember Ben, it's February 8th of 2024. That was the day I committed to writing the adrived leader. And when I made that commitment, I was talking to my book coach, I knew I was gonna hire this guy and I said, you're telling me I have to write a book that's gonna build a business, but I have no idea what the business is gonna be about. And I don't even know what the book is gonna be about it. And frankly, I don't even feel qualified to write the book. Do I go get the credibility and then start writing or do I start writing and using it as a forcing mechanism to go so deep on application and research that I would emerge as credible? And the moment I asked the question, I knew the answer. You don't get confidence and competence to start. You make the commitment first, then you summon the courage 'cause you feel like a freaking imposter. And you start moving and you start to acquire capability which then leads to the confidence. So when I say think big about your future, I mean think big. 'Cause literally about two years ago, I felt like I knew nothing about AI. Now I'm arguably one of the leading authorities on it. Who you can become over the next two to five years is only limited by your imagination. What are the skills that you can master that are so valuable they will serve you no matter where you go? And how can you harness AI to turn those skills and those strengths into superhuman abilities? That's the journey we're on. - Come on. Jeff. - There it is. I was waiting for you to say, come on. The whole thing, that's what I've been waiting for. (laughing) - But seriously, come on Jeff, that was awesome. This was awesome hour and a half. And thank you for blessing this audience. Not only with in terms of some super applicable, like if you don't take action on it, honestly, it's kind of on you. But also just sharing some of your journey and as you have evolved in your evolution, it's been a pleasure to have you here. Thanks Beth. - Thank you for listening. A big thanks to Elation Lab for the production and creative design. Remember to like, subscribe, and follow us on YouTube, Apple Podcasts, and Spotify. Keep listening for more Max Life. (upbeat music)