How to Build the Skills AI Can't Replace | Frequency, Nervous System Capacity, and Human Intelligence | Unlearn Podcast w/ Barry O'Reilly

[Music] Alright Chris, it's a super to have you on the show. I've been a fan of your work for a while. I actually organically found you on LinkedIn. My gosh, it was actually useful for some things still, which is great. And then, you know, I'd seen that you had written this book called The Frequency Era. And for me, again, I was confused by the title and doing what that actually means. But I've always enjoyed your thinking around this idea. Your view of fantastic would be to be marketing. That's one of the things that really sort of dove me into what you were doing. So when folks go now on to LinkedIn and try and find out everything, they'll see everything from HubSpot certifications right through to limited partners in venture capital firms. So when you look back on your own career, was the moment maybe that didn't mean a lot at the time, but maybe in retrospect, you were like, actually this really sort of changed the trajectory about what I was doing. And it has helped me a lot. There sure was. So happy to spend the morning with you, Barry, and we'll enjoy coffee together. So in 2019, I was working at a Series A tech company. And after about nine months working there leading marketing, I was politely asked to leave. And when I was politely asked to leave, I was like, I guess I just got to go on LinkedIn and hit easy apply and go, you know, I just got to go find another job. I don't have a lot of money. And then the CEO on my way out was like, hey, I really don't think that you should get another job. You're an entrepreneur. And I was like, an entrepreneur. What does that mean? Like, he was like, you should be a consultant is what he said. And I was like a consultant to like what? And that didn't mean a lot of the time. But for the next three months, I tried out being an entrepreneur. I tried out being a consultant. And three months later, I was making almost 500K a year. And off to the races of my entrepreneurial journey. And it was truly a trajectory changing part of my life that didn't feel very meaningful at the time. But what do you think were some of the signals that maybe were invisible to you at that time? But obviously obvious to other folks. I felt like for almost my entire career, I, I, no matter what role I was in from like the, you know, the manager all the way up in my career when I was working for companies that I just always thought like the CEO. I just imagined when, no matter what I was doing in my job that I was thinking like the CEO. So I'm a senior manager in 2016 thinking about customer acquisition costs. Like people didn't even think about that back then. People didn't even measure things like they didn't measure sales velocity, pipeline velocity, sales cycle. They weren't looking at metrics like that back then. And then in a marketing job and I'm talking about supply chain and product management. And I'm just all all over having ideas about how to how to improve these businesses. And I do think that was just a natural skill that I developed over time. And it's one of these things that struck me about like just following your work anyway is that you're really quantitative in the way that you think and the way that you talk. And most people aren't like that, right? Like one of the hardest things I find when you go to talk to people in a business that they'll talk about outcomes, they'll talk about measurement, but it rarely actually exists. So what was sort of this idea that you even started to think about customer acquisition costs are these very specific metrics that give you an idea of performance inside a company. How it's like really operating because most people sort of shy away from that, you know, they say we need to be metrics based, but they're not. So, so why was that why was that sort of something that you dialed into? It's in order to figure out how to make your car go faster. Then just pressing the gas pedal, you have to know how the car, you have to know all the parts about how the car works. So I think the systems level thinking that I acquired by doing supply chain optimization and manufacturing optimization in the early 2010s, like it was it was a direct move to apply that to be to be, you know, sales and marketing. It's basically just a manufacturing engine with different components and then continuing to bring that in now and what the work that I'm doing now in terms of like the physiology, the science, connecting research together, it's all systems level thinking and the thing is that a majority of people spend their time specializing deeply in a single domain. That's basically what it is and that's what people have been told to do become the absolute best, you know, CMO or even more than that become the absolute best at Google ads, right. And the thing is when you're so specialized in a domain, you miss the forest for the trees, you miss all of the details about how the whole system works. And that was what I brought to be to be marketing. I looked at it from a sales and a product and a pricing and a and a business lens that a majority of people that are deep in specialized marketing don't appreciate or don't don't don't look at the whole way to worry about their function. And the same thing that I'm doing now like people that are specialized in neuroscience or biohacking or different things like that they're so deep in the specialization that they miss all of the important connecting pieces of everything. And so it's just a repeating pattern of how I build businesses and how I think about things and just now operating at a what I feel to be just a more broader impactful scale. So one of the fun things that I sort of enjoyed about the book is that that comes across I most people think in terms of task or assignment. But what I find is great entrepreneurs think in terms of systems. And when you can see the systems, then the tasks, the jobs there, they're just a small component of it. But when you can look at a system level, things start to change different patterns type to emerge. So this idea of what you've written in the frequency era is a great example of that. Right? Like you've you've started to look at people in terms of their job construct. Many people are still very much focused on the task. They actually tie their identity often to tasks that they do on a day to day basis. But the system of work is changing where tasks now that many people have done for many years. Some of them are starting to be automated out. Some of them are starting to change. And yet many people have tied their identity often to the tasks that they used to be great at. The person who's awesome at Excel and writes the great formulas to financial analyst to compold a days together. And yet the system of their work is evolving. So tell us a little bit about why you chose to focus on this area specifically. And the inspiration, but why you even call it the frequency era. Wonderful. So I'm just going to I'm just going to tell the story about how it happened. A lot of people are going to be like what you're talking about. So over the past five years, I have been focused on training my own frequency. Frequency is the subconscious foundation that sets the capacity of your nervous system. There are neural pathways in your mind that set the capacity of your nervous system. And then after all that is done, then you start thinking. And so what happened was about 18 months ago, I had a vision. And the reason that I'm able to have visions, which used to happen to me once a year and now happened to me about once a month, is that I have developed the capacity in my nervous system so that my brain is able to access that capacity more reliably or more consistently. And so I had a vision that and it was very simple. AI is not going to take all these jobs and destroy humanity. It is going to it's elevating humans to their next level of capacity that most people don't think they don't even know they have. And it's similar to in the industrial era where the factory worker that worked in a factory in 1940 always had an IQ. They were always capable of doing knowledge work. The thing was that the economy never needed it. So they didn't they were never forced to develop that capacity and IQ was never measured now what I'm telling everybody was some of the show is that we have all of these incredible amazing capacities that we haven't explored yet. And that what AI is doing is that it's it's automating a lot of knowledge work that's done in the conscious mind and inviting humans to elevate to their next level of capacity. So that's probably the scariest thing I bet that I can have the listeners have heard probably in their lifetime or how they're hearing it is my identity is being challenged. The things that I feel comfortable the room my comfort zone that I have built a lifetime of engineering work upon are suddenly been taken away. way or maybe a machine can do it better than I can. So what am I going to do? So, and this is probably a saying as we started to show, like this is probably the question I got the most when, you know, is doing the book tour for artificial organizations in various different ways. People asking, I'm going to lose my job. Chris, what's going to happen? You know, what, what am I going to do? So, you know, and what I loved the intent of what you're saying. Help people understand what opportunities now are in front of them. But it's going to take growth to get there. Yeah. So first off, this is an awesome, I'll get to that in a moment, but it's an awesome teaching moment because identity is one major component of your frequency. And it also comes with beliefs and intentions, right? But identity is the center of it. And so if your identity is rooted in a task or a job, then that, and even you're not necessarily consciously aware of it, that this time will feel chaotic, scary, and disruptive to that level of stability that you found in that identity. And so I think that's a good teaching moment because it's really practical of like, oh, frequency, it's like that's one major component of it is who you believe you are. Now, so what are people going to, what are people going to do? And the way that we look at this is we go back in history and we look at what did other people do when machines automated the job that they provided. And so in the industrial era, when people used to work at factories and about 60% of the US economy worked in a factory before it started being automated, that when it started to be automated, some people decided, hey, this is automating skilled labor. And I'm going to elevate to the next level of capacity. And I'm going to stop making money using my muscles and I'm going to start making money using my brain. It was a total shift in economic value. It was not becoming a stronger or a faster factory worker or better at using using the robots. It was a total paradigm shift in where the value lied for humans. Now, the exact same thing is happening today, meaning that the automation is automating information processing and knowledge accumulation that people have learned to do in their mind to make money for basically their entire career. And that is slowly the premium on that is coming down and it's being automated. And so the invitation is where do I shift to a level of human value that won't be automated by artificial intelligence? And to get there, we have to look at the fundamental limitations of AI. And so I'm not going to go into all of them because the book covers them deeply, but I'll have a couple of highlights just to complete this point. So the first one is that AI is a prediction engine. So it looks at everything that's been accumulated in the past and then it predicts what would be the most reasonable or average answer moving forward. And so with that limitation, no matter how much compute, how much they put through it, it will fundamentally not be able to come up with totally new ideas. A human needs to come up with the idea and put it in. Right? So it can come up with a new combinations of existing ideas. You give it a path. It can optimize to it, but it can't fundamentally come up with a new idea. And I know that because there are tons of new ideas in this book that I just wrote and AI was totally unhelpful, I had to build it all myself. Another one that's really important is that AI cannot have judgment or discernment for you, meaning that you can put in there, what should I do? And a lot of people have been doing that for the past couple of years and asking, "Chachy, BT, your cloud, here's my decision, what should I do?" But the thing is that it's not going to know what's right for you at that exact moment for your life, your values, your situation that a human needs to make the decision about what to do. It can help you develop the pros and cons list that help you logically rationalize it, but eventually you need to make a decision. Now, so with some of those limitations, it leads to the core scarce resource of the economy is going to organize around the future is the quality of the human who's doing the thinking, the creating, the deciding, and the leading. And so it goes from the information that I know to my frequency, who I am, what I believe, the capabilities that I possess and how I use the tool. So there's a couple of things I want to unpack from this. One, you said identity is a core component of frequency and he sort of listed somebody others there. So I'm curious to unpack that a little bit. But this is probably the biggest resonance about both our work, right? Like the most important thing, certainly from my point of view, are that the last thing we've got is judgment. That's literally the great human skill that is going to differentiate people in the future. And yet most people are slowly eroding their capability for judgment by asking the machine to tell it the answer rather than using the machine to challenge your thinking, right? So these are subtle things I think that most people can get their head around, right? Like if you're sitting there and asking an LLM to summarize a document for you, you've instantly given up your agency about interpretation, understanding, you've given up judgment. You've deferred to a predictive mechanism to give you an answer that it thinks rather than you decide, are judge yourself like what's the path forward? And again, it's very easy because we're naturally sort of lazy to just keep doing it because it feels like output, it feels like progress. But certainly what's happening is you're eroding your ability to make decisions over time. You're losing your judgment capability again, which is one of the sort of components of frequency that, you know, it's like a muscle. You don't use it. It erodes. So tell us few, a few more of these like little parts of what make frequency. And actually, how do you exercise those components? You've talked a little bit about identity and being comfortable around that. We've talked a little bit about judgment, being a key human component that you have to exercise. What are some of the other ones? Cool. So what's what's work through it? Because it works in almost like a chain reaction. The source is your frequency, the ingrained neural pathways in your mind about how you operate automatically in milliseconds without thinking about it. Those are made up of your identity, your beliefs, and your intentions. So identity is the reference point that your mind uses to decide what is right for you versus what isn't, what's in reach, what's out of reach, a variety of things like that. Beliefs are the automatic interpretations of how you see the world that happen again, automatically. And then lastly, your intentions, which is the underlying driver of your behavior, not what you would say consciously about what you do, but underlying what's actually the reason that's driving your behavior. So those three things. Now, what happens is that our frequency then sets the capacity and the state of our nervous system. Automatically in milliseconds before we think, our nervous system then delivers resources throughout our body. It decides where is everything going to go? Is it going to go to a slow down our digestion, to speed up our heart rate, to our prefrontal cortex, where all the most powerful capabilities live, to regenerate our body, to optimize our hormones, where all the resource is going. Then once the resources are set, then we actually start thinking and doing stuff. Now, the key thing about this is that depending on the capacity and the state of our nervous system, it will depend on how many resources go to our prefrontal cortex. And inside of our prefrontal cortex is where all the most powerful human intelligence capabilities live that AI can't replicate. And the thing that's a big mindset switch for people to switch is that all of this gets decided before we think. So we do not consciously decide whether we're going to trust ourselves or not. It is decided before we think. We don't decide that we're going to think clearly or we're going to be creative. Those capacities are decided before we start thinking or doing anything driven by the capacity in the state of our nervous system, which is caused by our frequency. And so the economic relevance to this is very important for particularly this audience, but basically every human, but in the Fortune 500 or big companies that there's two places where I'll make examples of where the relevance is super high. So let's say you're a leader of a Fortune 500 company, CEO, CEO of executive, senior leader. And probably outside of work, you also lead your family. You might participate in your community. You might lead a lot of different teams. So how many decisions, important decisions do you need to make every day? It could be 10. It could be 100 for all those different stakeholders. Now, what is the number one factor of decision quality? Oh great. This is, and do I get to have an opinion on this one? I'd love for you to weigh in, right? Because yeah, so for me, it's presence. And that's actually having a calm mind about when you're going to make these decisions. That's why it's one of the things why I quite enjoy your deconstructing of the nervous system. Because again, one of the things I've found personally in my own career is that the best leaders aren't the most productive. They aren't the most performance, they're actually the most present. They show up to high stakes moments, uncertain moments with a very clear and calm mind. And that allows them to make high stakes decisions under pressure, which is again, something to train. So I'm kind of curious, you know, your thought on that. You know, I think a majority of people would answer whoever has the most information, whoever consulted the most people, whoever had the best people to analyze the, you know, the pros and cons. But the reality is the number one factor in decision quality is the internal state of the person making the decision at the time the decision is made. And so the person that is, you know, anxious under pressure in a rush versus the person who is calm, present and clear, those people will make different decisions over and over and over again, and then compound that intent decisions a day for a week, for a year, for a decade. And the difference in the, in the trajectory of those two people just based on decision quality. So it's incredibly economically relevant and incredibly clear. The next one is creativity, right? So as AI can, they can, it can create a thousand average movies, a thousand average blogs, a thousand average pieces of social media content, you know, millions of average books. It can just a ton of competent, average work, right? When that happens, creativity and new ideas, the value of that will go through the roof. It already is. Now, what is the number one factor to a team's creativity? Oh, this is interesting. Yeah. So, um, one of the things that's, I'm doing these are, I'll just share some of my own observations. One of the things we discovered, um, well, we've an early stage AI incubator called nobili studios. So we're constantly building early stage companies and ideation is a key part of that. And one of the things that we have found again and again about what creates better ideas is the ability to have an environment where people can open the critique and challenge one another's ideas and build upon them. So you remove this, to this point around identity as well, you remove people's identity from the idea and you start to see the idea as something that can be challenged to be improved. And interestingly, and this is one of the things we learned and then ended up re-engineering our entire ideation process around. If you have people ideating on their own, they have a benchmark they can hit. If you put them in a team, a team is obviously better than individuals. If you pair an individual up with a machine or an AI and it actively starts challenging your ideas, not giving you answers, but like challenging your thinking, you can perform as well as a team. But if you have teams start to do productive sort of discomfort conversations with an AI, they're three times more performant than individuals or even teams or a person using AI. So one of the things that, and that was a report that was done with Proctor and Gamble and Harvard Business Review, but one of the things that we started to do is radically change our whole ideation process around the back of that, is that we would put the teams, the humans together to come with ideas, challenge their thinking, get excited about ideas and then feed it to a machine to tell us what's everything that's wrong with this. Give us counterintuitive feedback points. Pressure tests are thinking, what data supports or disconferms this idea and our outcomes just skyrocket. So, that's one that sort of struck me. Yeah, you're quite close. The number one factor in a team's ability to be creative is the leader's ability to make everyone on the team feel safe. That is the number one factor to a team's creative output. And we have just covered why creativity is economically relevant. Now, if you look at a Fortune 500, 100 person startup, you can anywhere basically in the tech industry, the way companies operate do not make people feel safe. They're in a rush, people are worried about losing their job. They can't take any risks. It's about trying to just protect your job in many cultural environments in that industry and many others. And so, that is something that's really important. Now, when we get to the things that are going to be most economically valuable in the future, we've developed a list of them in that's published in the book. Chapter 10 called the 12 Human Intelligence Capacities. The capacities that every human has, they have the capacity for it. Just like you have a muscle, you have the capacity to build strength in your muscle, the same thing applies here, that can fundamentally not be replicated by artificial intelligence. And as AI proliferates, they will become massively economically valuable. And there's already studies about how they're already very premium and valuable. And so, we'll take this how you want to go. I can go through some of them. I can go through all of them. You let me know how you want to take it from here. Now I always like to pick the one that you were most surprised by. So, the part that I was most surprised by as I worked through it is that it almost works in levels. And it's hard to access levels that at a higher level before you have the foundations built. And so, I thought that was an interesting thing that the foundation of accessing these capacities is clarity, emotional sovereignty and equanimity. And that the idea that we access creativity or vision or deep human connection consistently, if we do not have those key capacities, it's, we access them inconsistently at best. And I think that just the idea of emotional sovereignty, I think, is an incredibly powerful term that I think most people would give you as impossible right now. I think a majority of people believe I just need to manage my anxiety. I just need to manage my stress. I'm always going to be stressed. I just need to figure out how to manage it. I might get frustrated sometimes. I might get scared sometimes. I might have imposter syndrome sometimes before I work in a board meeting. That's just the way it is. I need to figure out how to deal with it. And when I'm presenting in the book and what people that have gone through our encoded system of experience as well is that, no, these are all emotions driven through our frequency, our subconscious programs. And when we train our frequency, I call them, those are all symptoms from my perspective, anxiety and post-series syndrome, self-doubt, second-guessing, I view those as symptoms. And when we train our frequency, those symptoms go away. They get full, with enough training, they get fully eliminated from our experience. And what that does is that allows us to see clearly and trust ourselves all the time, which is wildly powerful in the era that we're entering where there's tons of uncertainty. If you feel pressure in uncertainty about where you're going, then you will see it as chaos. You will see it as threatening. And so the way that a majority of executives have been trained to navigate their professional careers is by following a map that we're going to map out a five-year plan that I'm going to consult, a Gartner and these consultants and things like that. And we're going to map it out and I'm just going to follow this carefully planned map for the next five years. And what we did last year, I'll just look back and I'll change it a little bit from what we did last year and conditions changed slowly enough that it'll be okay. And what happens is that those things have become a massive disadvantage now. Things are changing too quickly. You can't take six months to do a consulting project in order to feel good about your decision to validate your decision. Things are changing too fast. So market opportunity is gone in six months now. And so instead of following this carefully planned map around, we need to be comfortable not having a map. And what we need is a compass. We need to be able to navigate in with no map to be able to feel the terrain, be able to trust our know what how the terrain is changing. Trust ourselves, make decisions and move in different directions. And just as you mentioned before, when these capacities are not trained, they are not developed. And so a majority of humans, not just sea level executives, a majority of humans, these capacities are under trained similar to how a factory worker under trained their IQ. Right. So it's the exact same comparison here. Yeah. No, it's fascinating when you're framing it like this, right? Because most people are in a high-anchor state at the moment, right? They, an uncertainty does not suit people about how they have been trained, have they been programmed to a certain extent. And what you're laying out here is a way to potentially, first of all, become aware of that system within yourself and then create a new set of capabilities, tools, you know, practices. So for people right now, and this is probably the great majority whether they want to admit it or not, you know, they're feeling anxious. There's no two ways about it. The way they're fed information is all fear-based, right? Everything to trigger their nervous system into an action. of buying the new tool that some LLM wants them to buy. If you don't know how to program and cloud, you're going to lose your job or the robot's going to automate me. So they're fed information to trigger their nervous system in a fight or flight type manner. That's how they're trained. That's the information they're consuming. So how do you help people sort of take that different path? And something that they can really take their first few steps on to start reducing a lot of this anxiety that most people are feeling out there right now and get comfortable with being uncomfortable. Number one is to recognize that it has nothing to do with the information that you're being fed. So I'll give you an example, right? What's pretend you're with me here, right? 85 and sunny in Austin, Texas, right? And I tell you it's raining. What would you say? Would you feel anxious? No, I'd be like, you should go out and enjoy the rain for a few minutes. Yeah, exactly. So the point is that when I get fed that information, I'm like, what do you mean? This is the greatest opportunity of my life. What, yeah, what do you mean? I'm going to lose my job. I know how to navigate this. Like so, the point is that it's not the information. It's the interpretation of the information and what your subconscious programs make it mean to you. And so the big realization here is that anxiety is caused by our automatic interpretations of the inputs that we receive. And that happens through ingrained neural pathways in our mind. And then it moves through our neural pathways. It sets the state of our nervous system. And then way later downstream, we actually feel the emotion. We think about what the emotion means. And then we do stuff with it. And so to realize that there are actually like three or four automatic layers that are invisible driven by our frequency before we actually feel the emotion and that understanding that chain is the most empowering thing that a human can understand ever. It really is. It's the frequency is the soil of our life. It's the thing when it's nutritious and powerful. Everything in our life is powerful. When we have not focused on developing our soil, things feel way harder than they need to be. We go through, we feel symptoms for it. So to realize that underneath the level of anxiety that we feel when we receive the information, there's programming that we're interpreting it through, which might mean like I'm not good enough to navigate this thing. Like there's other people that are smarter than me out there. If I lose my job then who am I? I'm just providing examples and a majority of people, it's called a subconscious program for a reason. You will not be aware that it's there. It feels like a fact. So it's like a fish being in water that doesn't realize that it's in the water. So there's these things going on that's interpreting what it means and then causing the anxiety. So what do we do about it? Like cool. The first step is to understand clearly what it is. Like what is that that program running? So historically, it would take years of introspection or tens of thousands of dollars and specialized coaches to maybe come up with the idea of what is this. At Encoded AI, we built a 45 to 90 minute process that exposes the top five subconscious programs that are causing or getting in your way. So it's just become a very, very effective process to identify them. Now, the second thing is that we need to realize, okay, so how do we change it? And this is an incredibly powerful insight proven by decades of neuroscience research to continue to accelerate at such a powerful rate that what it is, it's an ingrained neural pathway. And the way that we shift it is we build a new pathway that has become stronger and more dominant over time. And so if it is like, if I lose my job, I'm not going to be okay, just for an easy example, it would be I'm someone who always figures it out. That's who I am. Like no matter what happens, I can figure it out. So just a simple example. So when we have repetition, in our brain, we build a new neural pathway. And then over time, then we start seeing in real life, wow, I did figure that out. Wow, I am capable of that. And the pathway gets stronger. And then on average, it takes 66 days to build a new dominant neural pathway through ongoing consistent training and repetition. And so in 66 days on average, then when we get the information, it doesn't route through the old neural pathway. It goes through the new one. And when we see that piece of content, we say, what do you mean it's raining? It's sunny outside. Right? Like you must have it wrong, because I know I can figure this out. I know I'm capable of this. And then when it gets filtered through that way, our nervous system state changes and we never feel the anxiety in the first place. And so when you do that and you find the four or five things that are really at the root of causing them and you have intentional training to build new pathways to automatically filter and interpret the world in a different way, then what I view emotions as the warning lights in our car. It's like, it's like a warning light like, hey, like there's something, there's something isn't right here. You should go and check the engine, you should check your frequency. And so that is the process of how we do it. And then when a new one is built, the way that you know that a new one has been fully built is that you're in a high pressure situation and you don't feel it. The way that you used to react, you no longer react anymore. And so what happens is that when we have demand or pressure or a high-stakes situation, our brain automatically routes to the most easily available neural pathway and we get to see who we really are. And so in a high pressure environment, if you fall back into the old state or the old way that you would show up, you would know that, I guess I haven't developed a new dominant neural pathways because it's not how I show up automatically anymore. And that is really the beauty of what we're talking about here. Is that we're not learning a technique. We're not trying to have a positive mindset. And just like when something's going wrong or we feel anxiety, we just try to think differently and feel better. We are permanently shifting the neural pathways in our brain that shift how we feel, think, and show up automatically. So it's an entirely new way of thinking about personal and professional development. And I think it's pretty cool. Yeah, like building neuroplasticity is always hard for people, right? Because you are, as you say, you're designing new pathways about how you have auto responses. But it's very hard for people to sort of just, as I say, the way they interpret that is, oh, I have to just think differently. If I think differently, then I'll act differently. And yet that's wrong. It doesn't work like that. You actually have to start behaving differently. And the new behavior is what starts to reprogram your thinking. So what's something like sort of small and practical that people can start doing literally after they've listened to this show, right? They've been inspired by the idea that the system exists. It's a system can be reprogrammed. The system is designed. So how did they take those first few steps? Perfect. First, there's a very common misconception that if I want to create new neural pathways and I just have to go and do the thing, right? So if I get nervous before every speech and I'm going up on 500 people and I'm nervous and I have imposter syndrome, if I just keep going up there and I keep doing it, then eventually, I'll just, my brain will know that I'm good enough for it. And maybe you build the competence in making speeches or maybe not. But the problem is that when you go into something else, something different, the anxiety and imposter syndrome is still there because you've built a competence in doing an activity, but you haven't resolved your frequency. And so the, and that happened to me. I was very competent and very confident in certain domains. And I had self-doubt and imposter syndrome and a bunch of stuff in other domains. And so there's a difference between competence versus having unwavering self-trust. Let's put it that way. So the way that we, the way that we really do it is that we, and it's not shifting our thinking. This is not CBT or mindfulness. It is rewriting the subconscious programs through repetition. And as we start, so the first thing that we must do is we need to be aware, then we need to develop the beginning of a new neural pathway. We call that belief in identity upgrades. And as we start building a new neural pathway, the internal friction starts to go down. And when the internal friction starts to go down, then we take action. Then we start doing the things. And that creates the reinforcement loop. It sounds subtle, but it is incredibly powerful because willpower fails 91% of the time. And so what we're doing here is we're reducing that, that effect. And so the thing I'm wondering now is you think then the coaching is a huge part of this. For people to do this on their own, they need like, you know, people, as you say, motivation fails, they fall to the level of their systems and processes to get there. So is part of the system, you believe having people there to support you to help you become aware of these things, or do you think it's something that people can start to do in their own? I would say 90% of customers that encoded out of the 500-plus customers we have do itself guided. I don't think, I don't like, so I think it's like fitness, right? If you want to have a personal trainer to show you around the gym and work on your form, then sure, like have somebody help you for a little while, but it's not needed, right? It used to be needed when the process wasn't well defined and you needed to spend thousands, tens of thousands of dollars on a coach to try to give you the insight. What we've done is we've built a product that streamlines the process, allows you to do itself directed. It was totally impossible three years ago before AI was available. Okay. Is AI a component of this, or it helps people go through it, or? It's not a chatbot, right? So a lot of people think, "Oh, I'm just going to chat with an interface." That's on how we use LLMs. But the key insights is that it being able to identify what is there, right? That's the hardest part and then deciding, okay, so how am I going to shift it? So AI is personalizing, understanding it, and building a basically your training plan for you. That's the major insight where before, like, I used to do it manually with people and it would take eight weeks to just figure out what is it. And then I'd have to build a plan for them that's not as good as what AI would do following a process. And then 12 weeks later, they're just getting started, right? And now people are getting started in 90 minutes instead of doing 12 weeks of expensive work with me. And so that's some of the big insights. And now, when it comes to actions that one could take from here, I'll offer a couple of ones. So I guess we are here to promote my book, but I really don't promote that much. But to understand the physiology about how this works is critically important because a majority of what is out there today, I think, is incomplete. And so much of it is inaccurate. And so to understand truly the physiology about how this works can be a major white bulb moment for people, the books like, you know, nine bucks on Kindle or however you want to get it. So I think that, and you can just, you don't have to read the whole thing. You can just skip to chapter nine if you want and get that part of it. But I think that understanding that is a major white bulb moment about how that all works. And then another thing, just a practical exercise for people that I like to invite people to do is to take, you can pause the podcast right after we finish this and do the exercise and then come back after I complete it. And so to, you have 30 seconds to get down a piece of paper and write down who am I. And so you can pause and go and do that. Okay, you've gone and done it. Now we're back. How long did it take you to write it? How specific were you in the words that you used? Is it exactly who you want to be? And the reality is that 99% of people that do that exercise, they're like, I'm a dad. I'm an executive, right? Like I'm trying to, you know, do this thing that I'm working on. It is not intentional. It is not specific. And what that shows is that you do not have clarity and stability in your own identity. And when you do not have clarity and stability in your identity, we feel symptoms. We second guess ourselves. We have to ask other people what we should do. We feel imposter syndrome. We are anxious before we go into meeting, right? So these symptoms are because of that, because our mind doesn't have a reference point of who we are. It also makes elevated behaviors and showing up in a different way, very difficult because our mind doesn't know exactly who we're trying to be, who we believe we are. And so those are some simple exercises to basically understand, is this something that I should be thinking about? And so, and then if you end up saying, hey, this is something that I want to think about, then there's accessible training programs and things like that that you can do that help you create stability and not only your identity, but also what you believe about all these different areas. And the amount of momentum that we feel, it feels so simple, it almost feels too easy. But the amount of science around it is so clear and powerful. So I want to invite people to do that exercise and if it's interesting to go a little further on and see what they find. Yeah, and it is powerful, Chris. You know, like one of the great things about, I think, the most powerful questions is they're just actively simple, but they make people actually really like reevaluate and they end again, they can get quantitative about whether this is something that they're in tune with. Asking a simple question of like, who am I? It's extremely difficult for many people to answer because they've never really thought about it, right? They're living in an automatic response world where they're just running to the next thing. And then this is how people lose themselves over time. They suddenly realize how did I end up here because they never had a compass to describe where they wanted to go in the directions, the intentions that they wanted to have. So yeah, I think it's a great example to help people start to think about how they can frame this up for themselves. If you're in a world of ambiguity, uncertainty, you know, the power move is actually to take an agency back and define what your compass direction is. That's the most important part because if you don't have those mechanisms in place, you're just going to go with the tide. You're going to be pulled in 25 different directions and that's where people can feel lost. So look, I think it's a fantastic way for people to do, as you say, a simple exercise that can take five minutes, but it's going to give them so much ahas because they're going to have to realize our face to a question of, do I am I really the master of my own destiny? Am I choosing intentionally where I want to go? Am I thinking about when I face ambiguity, what direction I'm going to take because I've clarity about, you know, where I believe I'm trying to go and whether, whether your first pass at doing that is perfect or not, it's kind of irrelevant. It's just the practice of really intentionally thinking about where you're going to go, how you're going to navigate an uncertainty. And I love that because the simple thing is it's only getting worse. It's only going to get more chrectic. It's only going to get more crazy. And again, it's great sort of that you have put some of this into place in your system. It inside the frequency era book. Look, it's been awesome to have you on. Thanks for coming on and sharing, you know, your own personal experience on this and the way that you think about it, I think it's fascinating. I think it's really going to help a lot of people. I've been reading the book. Everybody you should check it out. It really is a fun read. And again, there's ways that you can start moving this forward for your own self, asking the simple question, who am I? And then loving up to work with Chris and his team in the system stuff they've built to help everybody out there. So thank you very much for joining us. And yeah, it's been awesome to have a chat on the show. Amazing, man. Thanks for having me. Really appreciate it.