Latest / Business Roundtable / Is Your Leadership Team Ready for AI? A Live Audit

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Is Your Leadership Team Ready for AI? A Live Audit · Business Roundtable

• 0:15
  Speaker 1: Hey, welcome back. I founder of Through Your Business, where.
• 0:19
  Speaker 2: We bring great people together here on the Business Roundtable podcast,
• 0:22
  Speaker 2: and today's going to be a little bit different. We're
• 0:24
  Speaker 2: actually bringing back to guests we had on a recent
• 0:27
  Speaker 2: episode which I'm super excited, Chris Westling and Christopher Skinner,
• 0:30
  Speaker 2: And what we're actually gonna do is something live with
• 0:33
  Speaker 2: you all, which is kind of fun and different Christopher
• 0:36
  Speaker 2: or Skinner with stuff.
• 0:38
  Speaker 1: Soff Labs is actually gonna do uh an on it
• 0:41
  Speaker 1: of a real on the wall and actually really look at.
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  Speaker 2: A massive firm which I've worked with over the course
• 0:48
  Speaker 2: of the years, a publicly traded firm called a comm
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  Speaker 2: and so we're gonna look at this for organizational strengths, gaps,
• 0:55
  Speaker 2: where where are they in the world, and just going
• 0:57
  Speaker 2: to give some perspective here. I think it's exciting because
• 1:01
  Speaker 2: it's getting Christopher and I'm like, you care a little more,
• 1:04
  Speaker 2: Cristoper about your background for the listeners. That might messed
• 1:06
  Speaker 2: our first episode where we were talking about all things
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  Speaker 2: AI technology and how that can make culture a little
• 1:14
  Speaker 2: worse than better when we at the end of the
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  Speaker 2: day if we're not being intentional about it. And and
• 1:20
  Speaker 2: so we'll get in there. I'll let both of you
• 1:22
  Speaker 2: introduce yourself to wrestling. Our processed guy as well, going
• 1:26
  Speaker 2: to add his commentary perspective into this conversation. But we're
• 1:29
  Speaker 2: really going to get let Christopher A Skinner lead us
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  Speaker 2: through this audit and give us some perspective and some
• 1:35
  Speaker 2: language that we can put around it.
• 1:37
  Speaker 1: Whether is this company healthy unhealthy? What are we looking
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  Speaker 1: at some of these parameters.
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  Speaker 2: Christopher, I'm gonna let you give a little bit of
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  Speaker 2: background about your self, Stealth Dog Labs, where you came
• 1:45
  Speaker 2: up with this idea, and walking us through this audit today.
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  Speaker 3: Well, thank you. Thanks for doing this, David, I appreciate
• 1:51
  Speaker 3: it coming back for a second time. That's really good.
• 1:54
  Speaker 1: Yeah.
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  Speaker 3: Absolutely, I'm a search so I'm an old search engine guy.
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  Speaker 3: My background has been building algorithms for the purpose of
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  Speaker 3: crawling and then lately, of course, like many of us,
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  Speaker 3: it's trying to figure out what AI is. But I
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  Speaker 3: would say I would characterize what my career has been.
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  Speaker 3: It's always been creating new variables to describe the changing reality,
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  Speaker 3: specifically the business reality we're in. So if you go
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  Speaker 3: back to the early part of my career, a lot
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  Speaker 3: of them was creating variables around what on earth is
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  Speaker 3: this search engine stuff?
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  Speaker 4: Right?
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  Speaker 3: Why? Cost per click is a variable that was handed
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  Speaker 3: to us by Google. But then you're creating the value
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  Speaker 3: per click? And then wait a minute, how come these
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  Speaker 3: cost per clicks? Do they lead to sales? Do they
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  Speaker 3: lead to calls? Do they lead to visits to my store?
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  Speaker 3: All that stuff had to be created because it didn't
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  Speaker 3: exist before. And so about every five years I find
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  Speaker 3: myself creating variables to describe things. And then with AI, wow,
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  Speaker 3: now we're having to Last year, we heard a lot
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  Speaker 3: of CEOs say we're going to fire half the world.
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  Speaker 4: I don't know who was going to buy their.
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  Speaker 3: Products, but you know, we're we all moving into refrigerator boxes.
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  Speaker 3: Apparently that nobody had that in their bingo on their
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  Speaker 3: bingo card.
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  Speaker 4: Here we are.
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  Speaker 3: There's not a lot of us fired over AI.
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  Speaker 4: Not yet.
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  Speaker 3: There's a lot of confusion and there's a lot of upsetness. Right.
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  Speaker 3: But I think that if you were able to turn
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  Speaker 3: your computer on, you've got a good chance of being ready,
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  Speaker 3: and you just might need to just unpack a few
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  Speaker 3: things how you communicate, how you think through problems to
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  Speaker 3: get ready. And that implies that applies for entire companies
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  Speaker 3: of people, and that's what I do. How do the
• 4:01
  Speaker 3: box is help companies and help mostly help people get
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  Speaker 3: ready for the future.
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  Speaker 1: Yeah, that's fantastic. And Chris, Chris Wesling is here too.
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  Speaker 2: Are are the process guy, processing and helping companies as well? Chris,
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  Speaker 2: why don't you give the audience a little bit briefly
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  Speaker 2: about your background perspective you're bringing here today?
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  Speaker 5: My uh, just quick aside. My my son is home
• 4:25
  Speaker 5: from college for the summer and I was telling him
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  Speaker 5: I was going to be on a podcast and he
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  Speaker 5: got really excited.
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  Speaker 1: Doing a podcast.
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  Speaker 5: You're doing a podcast? I said, yeah, just just a
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  Speaker 5: couple of guys I know Joe Rogan and one of
• 4:39
  Speaker 5: you is Joe Rogan. Although I'm feeling more Theovanish today
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  Speaker 5: now the processed guy.
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  Speaker 1: What do I do?
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  Speaker 5: I listened, I asked questions, I tell stories, I listen
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  Speaker 5: for the pain, observe for the symptoms, and then take
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  Speaker 5: a systems approach to it to try to to try
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  Speaker 5: to suss out what the what what what sort of
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  Speaker 5: interconnected thing that this bill is over here? It's getting
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  Speaker 5: strength finally get over there so that we can find
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  Speaker 5: the smallest least in the biggest.
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  Speaker 1: Mm hmm.
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  Speaker 5: That's that's that's kind of what I do, yes, wander
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  Speaker 5: around and pay attention.
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  Speaker 2: Well, and that's why I wanted you on the podcast,
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  Speaker 2: Chris and Christopher, because we're all I feel like the
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  Speaker 2: Avengers here.
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  Speaker 1: We're all trying to come together use our superpowers to.
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  Speaker 2: Help business owners and individuals lead better, have better organizations,
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  Speaker 2: be healthier at the end of the day. And so
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  Speaker 2: I'm excited Christopher for you to unpack this and the
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  Speaker 2: reason I particularly picked this company a COM. I've worked
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  Speaker 2: with them in the past. I think that they're a
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  Speaker 2: massive firm in the architecture, engineering, environmental consulting space, which
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  Speaker 2: many of the clients I work with us toward your
• 6:12
  Speaker 2: business are in that sphere, in the AEC space, and
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  Speaker 2: so I thought, you know, this is going to get
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  Speaker 2: a great cross section of perspective a lot of people
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  Speaker 2: that know this company. I've experienced it, and so Christopher,
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  Speaker 2: I want you to maybe walk us through when you
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  Speaker 2: were looking, like you said, you were talking about your
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  Speaker 2: history of technology, search, eges, optimization, pay for clip all
• 6:34
  Speaker 2: these things, so you know how you've been able to
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  Speaker 2: use this and leverage this tech technology. You've created those
• 6:38
  Speaker 2: through self dollar Labs to look at these companies and
• 6:41
  Speaker 2: kind of walk us through a little bit about audit.
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  Speaker 1: What are you're looking.
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  Speaker 6: At these things, because right before we started wording this podcast,
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  Speaker 6: actually literally did it right before us, Chris, Chris and I.
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  Speaker 6: So you actually have the results now, but walk us
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  Speaker 6: through like what you were thinking and how you got
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  Speaker 6: this audit all together set up.
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  Speaker 3: Yeah, I ran the data, I have the report, and
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  Speaker 3: I was just kind of glancing at it.
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  Speaker 4: Of course, what.
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  Speaker 3: We did a few minutes before we got together, he
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  Speaker 3: talked out the name and then we spoke about it briefly.
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  Speaker 3: So I decided we're going to run people in the
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  Speaker 3: United States, the leadership mm hmm. We're going to look
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  Speaker 3: at publicly made statements by the leaders and then these
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  Speaker 3: variables that are measure I would call it the things
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  Speaker 3: that we're going to focus. We're going to focus on
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  Speaker 3: really two sets of variables, which is how does the
• 7:39
  Speaker 3: company what's the purpose of the company mm hm. Then
• 7:43
  Speaker 3: we're also going to look at what's the business philosophy.
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  Speaker 3: So every all three of us, right, you've got your
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  Speaker 3: favorite business book, like Chris, off the top of your head,
• 7:54
  Speaker 3: what's your favorite business book?
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  Speaker 5: M hm, oh, you're asking me what my favorite business?
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  Speaker 3: Yea actually became a.
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  Speaker 5: Good to great was the word that.
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  Speaker 1: Came to David Well.
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  Speaker 2: I would say how to win friends and influence people
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  Speaker 2: of Dale Carnegie is one.
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  Speaker 1: I think that's a business. You know, definitely there.
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  Speaker 3: Mine innovator's dilemma Clayton Christians. But you know what, not
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  Speaker 3: not one of us said out of Crisis was incredibly
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  Speaker 3: influential to our business career.
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  Speaker 4: Nobody said that.
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  Speaker 3: Does it mean that we don't understand quality, we don't
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  Speaker 3: understand demming?
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  Speaker 4: No, we just did.
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  Speaker 3: It wasn't top of mind. Right, Here's the interesting thing.
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  Speaker 3: These things, these philosophies influences and we prioritize naturally different
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  Speaker 3: business philosophies based on our purpose. Yeah, so let's dive
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  Speaker 3: in and maybe show some things.
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  Speaker 1: Yeah, definitely, Chris.
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  Speaker 3: Right, So I'm going to attempt to share the screen.
• 9:02
  Speaker 1: Yeah, we're gonna add you. We're going to bring that
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  Speaker 1: up here. You can see it all. Every So if
• 9:07
  Speaker 1: if you are listening to the podcast, you're gonna have
• 9:09
  Speaker 1: to come to YouTube.
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  Speaker 3: We'll have to describe it, well.
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  Speaker 2: Describe a bit, but that's okay. We'll have the audio
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  Speaker 2: and we'll have the video too, so you'll get both. Okay,
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  Speaker 2: encourage people to come come to uh, come to the
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  Speaker 2: YouTube channel.
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  Speaker 1: But we're gonna be showing this some things here. Yeah,
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  Speaker 1: so when you're ready, Christopher will pull that up. All right,
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  Speaker 1: all right, we're gonna.
• 9:32
  Speaker 3: Tell me if you can see this, yes, okay, so
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  Speaker 3: let's you know, we could make some version of this available.
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  Speaker 3: Let's start here. We mentioned business philosophy, right, so I'm
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  Speaker 3: not going to over explain it. But the sum total
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  Speaker 3: of everybody you could see the leadership of this team is.
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  Speaker 4: It's pretty good.
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  Speaker 3: They're they're reasoning, their democratic reasoning capacities. These are all good.
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  Speaker 4: Uh, they're there.
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  Speaker 3: They're Clayton, which is the innovation capability, Clayton, Christians in
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  Speaker 3: good number of a cough systems, systems and thinking of
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  Speaker 3: Richard A. Koff, really important person. They're pretty good here
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  Speaker 3: on average, we're not pointing out people to Gucci and
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  Speaker 3: then Deming is listed under this s O p K
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  Speaker 3: thirty six not as good but not bad. Positive uh
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  Speaker 3: And Lacun, now we see this big drop off. How
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  Speaker 3: interesting Lacun is Jon Lacoon, the famous French AI scientist
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  Speaker 3: who is who complains.
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  Speaker 4: A lot about AI.
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  Speaker 3: He says AI is not quite doesn't have a world model.
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  Speaker 3: It's suffering a lot from it's you know, people are
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  Speaker 3: expecting too much from it. It's going to still take
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  Speaker 3: another twenty years. Maybe not as bad off as fusion,
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  Speaker 3: but we have a long way to go before this
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  Speaker 3: thing really thinks. And his biggest complaint is it doesn't
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  Speaker 3: have a world model. He wrote some interesting work that
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  Speaker 3: divided how people think into four key areas, and those
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  Speaker 3: four key areas really do define I would say, not
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  Speaker 3: only how a machine should think, but how people think.
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  Speaker 3: So you can use the same measuring techniques. Basically, if
• 11:37
  Speaker 3: you watch your lacoun video, its perception of the world, reasoning, memory, planning,
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  Speaker 3: and then you can add them together. So building the
• 11:50
  Speaker 3: algorithm to figure out all four gives you an idea
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  Speaker 3: of where they are. You can very quickly just say
• 11:58
  Speaker 3: it's adaptive intelligence. Okay, so adaptive intelligence they're they're doing
• 12:04
  Speaker 3: okay there, but certainly not as good as some of
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  Speaker 3: the other core philosophies. Now, when we get into this
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  Speaker 3: next area, maybe we have a hint about why they
• 12:16
  Speaker 3: are where they are, and you could see boy, they've
• 12:22
  Speaker 3: got a lot of people that are disciplined. Now some
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  Speaker 3: Torbert would call that diplomatic mindset type, follow the rules.
• 12:31
  Speaker 1: Allow the rules.
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  Speaker 2: Engineers, right, it's an engineering firm. And I want to
• 12:35
  Speaker 2: clarify Christopher just for audience. So I don't know if
• 12:37
  Speaker 2: we said this when you pulled this data, you looked
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  Speaker 2: at I think over two hundred and seventy five leaders.
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  Speaker 1: This is all publicly available data. That's that's out there
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  Speaker 1: in the world.
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  Speaker 3: Yeah, so just put them into a big we just
• 12:50
  Speaker 3: crawled so publicly available data. Put them into a machine
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  Speaker 3: that had we hired today an organizational psychologist to look
• 13:00
  Speaker 3: at those screens and look at what's written, they could
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  Speaker 3: render an opinion very similar to what we did here
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  Speaker 3: with a machine to simulate what an organizational trade based
• 13:11
  Speaker 3: psychologist would think. And so the findings are, it's it's
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  Speaker 3: largely a I would describe it as you can make
• 13:22
  Speaker 3: the argument its discipline results. They want to helpcome, but
• 13:26
  Speaker 3: they want organized outcome. What you don't see here is
• 13:30
  Speaker 3: systems thinking, holistic thinking. There's really none at the company.
• 13:34
  Speaker 3: There's no Now, why would you need a systems thinker
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  Speaker 3: at this kind of company? I don't think you do.
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  Speaker 3: I don't think you need one as long as things
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  Speaker 3: stay the same. Now, I don't know really no, I
• 13:51
  Speaker 3: didn't really have time to see what this company even does.
• 13:55
  Speaker 3: If it's an engineering firm, keep making sure engineering. The
• 14:03
  Speaker 3: buildings need to stand, the bridges need to stay up,
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  Speaker 3: you know.
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  Speaker 5: Ye.
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  Speaker 4: What kind of work do they do, David.
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  Speaker 2: Yeah, me covers it covers the gamut. Like you said,
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  Speaker 2: they do a lot of work in the federal market space.
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  Speaker 2: They do a lot of work in public infrastructure. Like
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  Speaker 2: you said, Uh, these are big, big contracts, most of
• 14:21
  Speaker 2: them that are doing I mean one hundreds of millions
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  Speaker 2: of dollars.
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  Speaker 1: Some of them you know, we're not, you know, depending
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  Speaker 1: on what it is, right.
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  Speaker 3: Right, it's the right mindset for the To me, I'd
• 14:33
  Speaker 3: say it's the right mindset of when I look at
• 14:37
  Speaker 3: this particular piece of data, it's definitely the right it's
• 14:42
  Speaker 3: this is the right type of company. Now, where would
• 14:46
  Speaker 3: the threats come. Well, one would be AI would be
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  Speaker 3: if they said, let's take a very disciplined approach and
• 14:55
  Speaker 3: do let's see if AI could do what engineers do
• 14:59
  Speaker 3: mm hm cow. I would be scared because a discipline
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  Speaker 3: thinker especially in the leadership position, might want to overspec
• 15:10
  Speaker 3: over you might, they might struggle to yield value.
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  Speaker 1: Mm hmm.
• 15:17
  Speaker 3: There's not there's not necessarily the kind of reasoning the
• 15:28
  Speaker 3: kind of people that are experimenters. So think about this
• 15:33
  Speaker 3: engineering firm. Imagine if the early days of Uber, I
• 15:40
  Speaker 3: mean the early day, you know, we're out of the
• 15:42
  Speaker 3: limo stage.
• 15:43
  Speaker 1: We're starting the.
• 15:45
  Speaker 3: Hey, you want to drive your car around and become
• 15:47
  Speaker 3: a driver. We're breaking the rules left and right. You know,
• 15:53
  Speaker 3: it's it's it's kind of chaotic. I'm sure maybe the
• 15:57
  Speaker 3: three of us have chaotic Uber store worries from years ago.
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  Speaker 3: Not something a disciplined person wakes up and says, I
• 16:07
  Speaker 3: can't wait to do that, right, But a systems thinker
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  Speaker 3: or systems results thinker does think that way.
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  Speaker 1: Mm hmm.
• 16:18
  Speaker 4: But you'd have you would have.
• 16:21
  Speaker 3: To be tolerant of ambiguity for long, extended periods of
• 16:27
  Speaker 3: time where the the product is going to have problems.
• 16:32
  Speaker 1: Mm hmm.
• 16:32
  Speaker 4: This is not This company is not quite ready for that.
• 16:35
  Speaker 1: Yeah, mm hmm.
• 16:39
  Speaker 4: Do you think they are?
• 16:41
  Speaker 1: Yeah?
• 16:41
  Speaker 2: No, I interesting, you know, I it totally makes sense
• 16:44
  Speaker 2: why you say disciplined there, because these these are complex
• 16:48
  Speaker 2: projects they're doing, you know, and they do these things
• 16:52
  Speaker 2: repeatedly over and over again, like you're saying, Christopher, you
• 16:56
  Speaker 2: know so.
• 16:59
  Speaker 1: Yeah, so I would say that, you know.
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  Speaker 2: It's interesting the way you're saying the systems thinking is
• 17:06
  Speaker 2: a little different than I would.
• 17:08
  Speaker 3: Have a new I have another way of showing it
• 17:11
  Speaker 3: to show this particular thing. H this is a little
• 17:20
  Speaker 3: bit different I And again I want my bridges to
• 17:27
  Speaker 3: stay up my engineering. But you could see and this
• 17:33
  Speaker 3: is a representation of the leadership of the company, and
• 17:42
  Speaker 3: without over explaining it, it's there's a gap. There's a
• 17:46
  Speaker 3: bit of a gap that we need. We need more
• 17:49
  Speaker 3: people above this line to be ready for that particular future.
• 17:54
  Speaker 3: And again I would just be if this company were
• 17:59
  Speaker 3: to implement things like AI transformation, they might struggle, they might.
• 18:10
  Speaker 1: Adapt.
• 18:11
  Speaker 2: They're a very large company, like you said, a global
• 18:15
  Speaker 2: company that you know when you get to be I
• 18:19
  Speaker 2: worked for an engineer firm that they actually had a
• 18:22
  Speaker 2: sense acquired called r S.
• 18:24
  Speaker 1: In the maybe and they were about twenty.
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  Speaker 2: Five thousand employees, Christopher, and to the move is very slow.
• 18:33
  Speaker 2: They're not very nimble, but they are consistent to your point,
• 18:37
  Speaker 2: you know, they are consistent consistency for the most part.
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  Speaker 3: So what we see is opportunity, opportunistic thinking. This is
• 18:46
  Speaker 3: given it is construction, high levels of adaptability. An opportunistic
• 18:52
  Speaker 3: thinker is like a sales bro fireman.
• 18:57
  Speaker 4: Quick on your feet.
• 18:59
  Speaker 3: Yeah, if they're in the business, are they do they
• 19:02
  Speaker 3: Are they doing the construction or they just doing design?
• 19:05
  Speaker 1: They do? Uh, they kind of do it. I don't
• 19:07
  Speaker 1: think they do construction.
• 19:09
  Speaker 2: They'll work with other folks in there, but from energy
• 19:12
  Speaker 2: to industrial to infrastructural civil work they work and all
• 19:16
  Speaker 2: a lot of the design and yeah, and work with
• 19:19
  Speaker 2: the construction companies that you get that work.
• 19:22
  Speaker 3: Yeah, the opportunistic is a little bit on the high side.
• 19:25
  Speaker 3: That could just be reflective. That's a that's a first
• 19:28
  Speaker 3: tier thinker.
• 19:29
  Speaker 4: It's cause and effect.
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  Speaker 3: It doesn't it means there's resiliency and adaptability short term.
• 19:37
  Speaker 3: The expert makes complete sense. The empathy piece, the high
• 19:42
  Speaker 3: degrees of empathy, that's actually a good thing.
• 19:44
  Speaker 4: Maybe there's there.
• 19:47
  Speaker 3: Uh, those are relatively high scores compared to things like
• 19:53
  Speaker 3: you know, you would see a marketing agency maybe with
• 19:55
  Speaker 3: there's so that's a little bit different. It could be
• 19:58
  Speaker 3: we picked up a lot of of HR roles.
• 20:02
  Speaker 1: You know, maybe they have a leader.
• 20:05
  Speaker 3: Yeah, so there, that's that's an interesting thing. I mean,
• 20:09
  Speaker 3: you would like to see more of the leaders have
• 20:12
  Speaker 3: more results, mindset results thinking that's maybe now we're getting
• 20:19
  Speaker 3: into something like huh, that's kind of low kind of
• 20:24
  Speaker 3: kind of where the discipline piece is taking the show.
• 20:29
  Speaker 3: And then there it is the holistic and systems. I'm
• 20:31
  Speaker 3: not expecting a lot of systems at a company like this,
• 20:34
  Speaker 3: so as.
• 20:36
  Speaker 7: Expected, it's not like, oh, this is this is what
• 20:39
  Speaker 7: you would think in a company of this size and
• 20:42
  Speaker 7: scope and what they're like you said, their their purpose,
• 20:45
  Speaker 7: what they're looking at and doing at.
• 20:46
  Speaker 3: You know, let's look at let's look at one more chart.
• 20:49
  Speaker 3: That's uh, I think that might be some that's interesting. Okay,
• 20:57
  Speaker 3: so we talked a little bit about Lacoon. This is
• 21:00
  Speaker 3: the distribution. Now again, this is distribution based on it's
• 21:09
  Speaker 3: the system used to measure how intelligent AI is. And
• 21:13
  Speaker 3: then I said, wow, if you can measure AI.
• 21:16
  Speaker 1: Like mere humans, right right.
• 21:19
  Speaker 3: I've run this against many companies and what you find
• 21:23
  Speaker 3: is companies that have high perception you can think of
• 21:28
  Speaker 3: as a brand creative agency. Those are people that are
• 21:33
  Speaker 3: really in tune with how people how they perceive the world. Right,
• 21:38
  Speaker 3: if you think about your launching a particular product, Boy,
• 21:42
  Speaker 3: if you're perceptive, that's pretty good. Yeah, you need to
• 21:46
  Speaker 3: do you need to be perceptive in this kind of business.
• 21:50
  Speaker 3: Maybe not huh, Like it's a bridge, it's a road,
• 21:54
  Speaker 3: it's a power plant, it's it has a set of
• 21:59
  Speaker 3: very clear specifications, and that of course leads us to uh,
• 22:04
  Speaker 3: the planning piece. So we see the dominance of planning
• 22:07
  Speaker 3: and that's expected.
• 22:08
  Speaker 1: Yeah, that makes a lot of sense.
• 22:10
  Speaker 4: Yeah, yeah, you have to plan. Well, you have to
• 22:14
  Speaker 4: what are we doing next?
• 22:15
  Speaker 3: And one little interesting thing is that, oddly enough, AI
• 22:22
  Speaker 3: is not good at really any of this. It's kind
• 22:24
  Speaker 3: of a C student. It's you know, whenever something comes back,
• 22:29
  Speaker 3: if you think about just writing something, ay, I'll come
• 22:33
  Speaker 3: back with some answer, and you type in are you sure?
• 22:37
  Speaker 3: Oh wait a.
• 22:38
  Speaker 1: Minute, yeah right, yes, I definitely say that, And it's.
• 22:42
  Speaker 3: Like you're sounding like this C this C student who
• 22:46
  Speaker 3: the dog ate my notes? Right, It's like what so so,
• 22:53
  Speaker 3: while while it, while AI is very impressive, it's begging
• 22:58
  Speaker 3: for spac it's begging for.
• 22:59
  Speaker 1: Things to make it better.
• 23:01
  Speaker 3: Yes, absolutely right, And going back to the company, the
• 23:05
  Speaker 3: reasoning skills. None of these things they're working on is
• 23:10
  Speaker 3: just cookie cutter. There's always has to be adaptability and
• 23:14
  Speaker 3: high reasoning, and so there we see indications of reasoning
• 23:18
  Speaker 3: with the executives more probably in the right volumes. And
• 23:24
  Speaker 3: then memory, persistent memory like being able to recall. Now
• 23:30
  Speaker 3: this very much applies to humans and it applies to AI,
• 23:33
  Speaker 3: but being able to recall world models that say, you
• 23:39
  Speaker 3: remember when that bridge fell down?
• 23:41
  Speaker 4: You sure we need to do it this way?
• 23:43
  Speaker 3: Like having being able to be One of the wonderful
• 23:49
  Speaker 3: things about being human is having a memory, is to
• 23:54
  Speaker 3: be able to accurately go back and say, guys, in
• 24:00
  Speaker 3: the same situation we were in twenty years ago. To
• 24:03
  Speaker 3: be able to put that together now in the business
• 24:07
  Speaker 3: they're in, is that required?
• 24:09
  Speaker 4: I don't think.
• 24:10
  Speaker 3: So. Here's the set of plans. Here's here's the plans
• 24:14
  Speaker 3: we need to make. Yes, there's problem that maybe that's
• 24:19
  Speaker 3: a little bit you know you're gonna be low in something,
• 24:22
  Speaker 3: But if that's going to be the one thing that
• 24:23
  Speaker 3: you're going to be low in, that's okay.
• 24:25
  Speaker 1: Yeah. Yeah.
• 24:27
  Speaker 3: Now again, if the conversations around the water coolers are
• 24:33
  Speaker 3: what are we gonna do about AI. Can AI make
• 24:35
  Speaker 3: our engineers better? Can AI remove some of the can
• 24:41
  Speaker 3: we replace things where we just don't have good efficiencies?
• 24:45
  Speaker 1: Right?
• 24:48
  Speaker 3: I mean as a leadership team, they're gonna need some help.
• 24:53
  Speaker 1: Mm hmm yep. I can see that. I can see
• 24:58
  Speaker 1: that goes to her.
• 24:59
  Speaker 2: I mean I had a podcast episode earlier this year.
• 25:04
  Speaker 2: We're recording with the name Richard Brew and we're talking
• 25:07
  Speaker 2: about part of the memory is that you if you're
• 25:10
  Speaker 2: not intentional about training up your people and transferring that you,
• 25:15
  Speaker 2: they leave and they'll go somewhere else. And if you
• 25:17
  Speaker 2: ever revolved the door, and so how do you minute,
• 25:19
  Speaker 2: Like you said, how do we increase that so we
• 25:22
  Speaker 2: don't have that loss?
• 25:23
  Speaker 1: And he said it's funny.
• 25:24
  Speaker 2: He's, well, they're older have done him to me. He's like,
• 25:26
  Speaker 2: we got to bring the white hairs back. We got
• 25:27
  Speaker 2: to bring them back because they're gone and we lost
• 25:29
  Speaker 2: that memory. Memory, that memory, and that it is really
• 25:32
  Speaker 2: it is important. I would say teentially a lot of
• 25:35
  Speaker 2: these projects, Christopher, what I've found in new companies.
• 25:39
  Speaker 1: If you I was just talking with a client about
• 25:42
  Speaker 1: this yesterday.
• 25:44
  Speaker 2: They're like they're responding with a proposal and it says
• 25:47
  Speaker 2: you know, how many of these types of projects have you.
• 25:49
  Speaker 1: Done in the last five or ten years? And if
• 25:54
  Speaker 1: you're you know you.
• 25:57
  Speaker 2: What I've happened sometimes is a combination of they met
• 25:59
  Speaker 2: the comp and he may have the experience, but they
• 26:01
  Speaker 2: don't have the people anymore that did the work, that
• 26:04
  Speaker 2: had that And so while they company will show, yes,
• 26:07
  Speaker 2: we've had that that experience, we don't have people. So
• 26:09
  Speaker 2: now if we actually even win the work, it's a
• 26:12
  Speaker 2: little tough because we haven't quite done it before. We
• 26:14
  Speaker 2: don't have the team that is bona fide and they
• 26:17
  Speaker 2: can do this, you know.
• 26:19
  Speaker 3: I think if you're looking at the long game, if
• 26:21
  Speaker 3: you take into account demographic winter, the largest generation working
• 26:26
  Speaker 3: today are millennials. The boomers are half retired. The boomers
• 26:33
  Speaker 3: have half the net worth of this country. Of the
• 26:39
  Speaker 3: net worth of this country is half retired. So if
• 26:42
  Speaker 3: your interest rates are high, if you're kind of wondering,
• 26:46
  Speaker 3: in some cases why the bowling alley or the mall
• 26:49
  Speaker 3: shut down, it's a hint. Things are changing. People's attitudes,
• 26:53
  Speaker 3: people's needs are changing. So we're going through a huge
• 26:57
  Speaker 3: shift because the generation that was so big and so
• 27:02
  Speaker 3: dominant and happens to be at the right place at
• 27:04
  Speaker 3: the right time, starting in the eighties and until twenty twenty,
• 27:09
  Speaker 3: a good forty year chunk of time, right right place,
• 27:12
  Speaker 3: right time. Life. You know, you wake up every day
• 27:15
  Speaker 3: and it's like, oh, there's a new mall. Oh my goodness,
• 27:19
  Speaker 3: look at the new subdivision that went on for a
• 27:21
  Speaker 3: long long time. Now when you look at some of
• 27:24
  Speaker 3: the numbers going forward, it's different. It's fundamental differences. So
• 27:32
  Speaker 3: a company like this probably has a lot of stored memory.
• 27:39
  Speaker 3: Oh yeah, next in next fifteen years is going to
• 27:42
  Speaker 3: largely be gone retired. Right, Wow is that transfer plan?
• 27:49
  Speaker 3: Are you transferring it to a person.
• 27:51
  Speaker 4: Who's going to catch the ball?
• 27:52
  Speaker 1: Right?
• 27:53
  Speaker 3: So this goes back to.
• 27:55
  Speaker 4: Take even AI out of it.
• 27:57
  Speaker 3: You can think of this as if I throw you
• 28:00
  Speaker 3: a ball like this to Chris, you know we were
• 28:04
  Speaker 3: really and I'm throwing it right at him. Hopefully he
• 28:08
  Speaker 3: catches it. Think about his transferring knowledge. But if I
• 28:12
  Speaker 3: take this ball and say, Chris and I throw it
• 28:15
  Speaker 3: this way, It's like, dude, I can't catch that. You
• 28:18
  Speaker 3: never threw it at me.
• 28:19
  Speaker 4: I was like, well, come on, you got to play
• 28:20
  Speaker 4: the game, man.
• 28:22
  Speaker 5: So it's so you cut out there for I said,
• 28:26
  Speaker 5: I'm really quick, I'd totally get it.
• 28:28
  Speaker 1: You get it.
• 28:31
  Speaker 3: So the big, the big, the big, the big problem
• 28:39
  Speaker 3: is with a lot of companies, especially disciplined, lacking systems.
• 28:43
  Speaker 4: Thinking, lack of thinking through these things.
• 28:46
  Speaker 1: M h.
• 28:48
  Speaker 3: It's not just about writing a script, you know, having
• 28:51
  Speaker 3: a systems approach method to you know, are we throwing
• 28:55
  Speaker 3: the ball at the right person? Are our teams the
• 28:59
  Speaker 3: right way to have right levels of We might need
• 29:03
  Speaker 3: different kinds of mindsets.
• 29:05
  Speaker 4: The work's going to.
• 29:06
  Speaker 3: Change because the entire country and the world is changing.
• 29:11
  Speaker 4: It always does. But yeah, I went anyway.
• 29:15
  Speaker 2: Well, so I want to take it down, break it
• 29:17
  Speaker 2: down a little further, Christopher, because I think this is great.
• 29:19
  Speaker 2: So so a company is the way you're doing it
• 29:22
  Speaker 2: is you're looking at a company and you're looking at
• 29:23
  Speaker 2: these different criteria that we just kind of went through
• 29:26
  Speaker 2: and saying, okay, how do I how do I show
• 29:29
  Speaker 2: how I look at you know, how am I doing?
• 29:31
  Speaker 1: And then and one thing I think is that's exciting
• 29:34
  Speaker 1: that you talked about earlier.
• 29:35
  Speaker 2: You're applying this now even to individuals where you can
• 29:38
  Speaker 2: also take this even further and say where am I
• 29:41
  Speaker 2: as an individual in this assessment?
• 29:43
  Speaker 1: So then I can say, have a an use external assessment.
• 29:50
  Speaker 2: If you like, this is what you say you want
• 29:51
  Speaker 2: to be, this is this is what you're putting out
• 29:53
  Speaker 2: into the world.
• 29:55
  Speaker 1: Is this in alignment of who you want to become?
• 29:59
  Speaker 1: Yes or no? And right?
• 30:00
  Speaker 2: And it's a company because so it's just we're not
• 30:02
  Speaker 2: beating up anybody. We're just saying, this is what you've
• 30:04
  Speaker 2: put out into the world. Is this who you want
• 30:07
  Speaker 2: to be? And if you want to be very disciplined
• 30:10
  Speaker 2: and you're hind there, great, that'd mean then you're aligning
• 30:12
  Speaker 2: with that discipline. But if you said, if you're not
• 30:14
  Speaker 2: looking at the systems or having that flexibility, just be
• 30:17
  Speaker 2: aware of is this is this what alignment with your
• 30:21
  Speaker 2: purpose of how you're called to be? And I think
• 30:24
  Speaker 2: there's a freedom in that, Christopher, what I'm seeing you
• 30:26
  Speaker 2: say it's like, no, this is who we absolutely want
• 30:28
  Speaker 2: to be, or it's holding up the measuring holding up
• 30:31
  Speaker 2: a way of looking at you and saying, that's not
• 30:33
  Speaker 2: quite who I thought I was or want I perceived
• 30:36
  Speaker 2: myself as.
• 30:37
  Speaker 1: But now I can do something about it.
• 30:39
  Speaker 2: Now I actually have something some foundation, and I guess
• 30:43
  Speaker 2: Chris two for Chris Westling I think this is important too.
• 30:45
  Speaker 2: It's like, well, where if we want to go somewhere,
• 30:48
  Speaker 2: you have to understand your baseline of where you're at
• 30:50
  Speaker 2: before you start adding and tacking on things, and we'll
• 30:52
  Speaker 2: do this, that thing, and.
• 30:53
  Speaker 1: The other thing, like, well is that really where you
• 30:55
  Speaker 1: want to get? Because I know, of course you were
• 30:56
  Speaker 1: just talking about that with another client. Well, you know,
• 30:59
  Speaker 1: it's get clear on where do you actually want to
• 31:01
  Speaker 1: be at the end of the day.
• 31:02
  Speaker 5: You know, Yeah, that's actually interesting that that you and
• 31:07
  Speaker 5: I separately ended up with that same word. I'm looking
• 31:12
  Speaker 5: at the results of the company and I don't know
• 31:15
  Speaker 5: if they're good or not. What do you compare it to?
• 31:19
  Speaker 5: What do you compare a comms? I mean, obviously, sixteen
• 31:23
  Speaker 5: billion dollars in revenue a year that buys a lot
• 31:24
  Speaker 5: of tacos. That's a big number, right once you start
• 31:32
  Speaker 5: breaking it down to income per employee and you start
• 31:36
  Speaker 5: comparing it to you know, but the question becomes, who
• 31:40
  Speaker 5: do you compare them to? What are the baselines? Worked
• 31:46
  Speaker 5: with a company that was growing more than the industry
• 31:51
  Speaker 5: on a regular basis, but was full of inefficiencies. So
• 31:57
  Speaker 5: that was but they were measuring themselves against the industry
• 32:01
  Speaker 5: and might not have been the best baseline like how
• 32:07
  Speaker 5: much how much money, how much capacity, how much success?
• 32:10
  Speaker 5: However you measure that right, it doesn't have to necessarily
• 32:13
  Speaker 5: just be money impact. H are you leading on the
• 32:18
  Speaker 5: table there? It's it's it's interesting when you get to
• 32:24
  Speaker 5: a company that that's that size, how you how you
• 32:28
  Speaker 5: define right what it is that you want to get
• 32:30
  Speaker 5: out of what was happening? Gravity is a is a
• 32:35
  Speaker 5: harsh mistress, right, and a e comm is in a
• 32:39
  Speaker 5: in a constant battle against gravity?
• 32:44
  Speaker 3: It is right now? Yeah?
• 32:47
  Speaker 5: So yeah, where do you bring AI in? Where do
• 32:53
  Speaker 5: you bring process innovation? Where do you bring innovation in there?
• 33:01
  Speaker 5: I mean to get you know, to get colloquial. All
• 33:06
  Speaker 5: roads lead to rome. I mean, if you know where
• 33:08
  Speaker 5: you're going, if you have you have a clear spec
• 33:09
  Speaker 5: of where you're going to be when you get at
• 33:11
  Speaker 5: the other end of it, you can you can explore
• 33:14
  Speaker 5: different paths to getting there.
• 33:16
  Speaker 1: Mm hmm.
• 33:18
  Speaker 5: So a company that size and I have to you know,
• 33:26
  Speaker 5: we thought we were talking a little bit about Baldridge before.
• 33:28
  Speaker 1: Before we started this.
• 33:30
  Speaker 5: The job of the examiner is not to look at
• 33:33
  Speaker 5: the company through any other lens than the what the
• 33:37
  Speaker 5: company gives them in the application and the documentation. You
• 33:41
  Speaker 5: don't do any research, you don't look from the outside.
• 33:45
  Speaker 5: You can draw in your experience, but there's that coming
• 33:51
  Speaker 5: in as a consultant, and very plainly that I don't
• 33:58
  Speaker 5: know that you would necessarily come in looking at the
• 34:02
  Speaker 5: company as a whole. You would come in and look
• 34:05
  Speaker 5: at at a work group. But all of that to
• 34:11
  Speaker 5: say disclaimers aside. A company that size across one hundred
• 34:14
  Speaker 5: and fifty across on hundred and fifty countries has deployment
• 34:19
  Speaker 5: issues whatever whatever procedures they have, and a procedure isn't
• 34:24
  Speaker 5: a process whatever procedures they have, or not consistently deployed
• 34:30
  Speaker 5: the procedures that were written three years ago that some
• 34:35
  Speaker 5: new manager with a great idea got a new got
• 34:40
  Speaker 5: it to install a new app, and then the procedures
• 34:44
  Speaker 5: weren't updated. Those aren't even being followed anyway, right. A
• 34:50
  Speaker 5: lot of the loss in a machine like that because
• 34:58
  Speaker 5: once it gets that big, you almost have to operate
• 35:01
  Speaker 5: it as a machine more than an organism, which is
• 35:05
  Speaker 5: you know the value which which is a value conflict
• 35:09
  Speaker 5: for me. But the loss that you have comes between
• 35:16
  Speaker 5: the coordination and the communication.
• 35:18
  Speaker 1: Mm hmm.
• 35:19
  Speaker 5: Now what becomes really interesting is I think all three
• 35:22
  Speaker 5: of us know that without even touching the engineering side
• 35:28
  Speaker 5: of it, without having to fight gravity bringing AI in
• 35:34
  Speaker 5: or let me say, rearrange that sentence, taking a look
• 35:37
  Speaker 5: at the communication, the coordination, and the time loss, right
• 35:40
  Speaker 5: if you did it, did it sort of a lean
• 35:42
  Speaker 5: approach to it, the time loss, the knowledge loss, whatever
• 35:47
  Speaker 5: those are the tim woods AI helping us manage the
• 35:53
  Speaker 5: coordination and the communication, ensuring that Jim in Zimbabwe is
• 35:59
  Speaker 5: getting informed without it having to go through Ascher and
• 36:03
  Speaker 5: Naomi and Pam. That's my family and Christopher and David
• 36:07
  Speaker 5: and Jim, Bob and the rest of it and finally
• 36:09
  Speaker 5: gets out to Zimbabwe. Well, the tools are there to
• 36:14
  Speaker 5: help us get that way from the knowledge standpoint. For
• 36:20
  Speaker 5: Janice who works in HR, who is managing everything, whose
• 36:26
  Speaker 5: knowledge management system is her email inbox, which I've done
• 36:31
  Speaker 5: that for most of my life, and it's a horrible idea.
• 36:36
  Speaker 5: Tools exist at these that we can apply at micro
• 36:41
  Speaker 5: levels within the corporation, that we can apply in a
• 36:46
  Speaker 5: deployed manner.
• 36:48
  Speaker 3: The Titan whole.
• 36:49
  Speaker 5: Thing up right, and instead of the roughly three hundred
• 36:53
  Speaker 5: and twenty thousand dollars per employee. And I'm not a
• 36:58
  Speaker 5: proponent of laying people off, but think about how much
• 37:04
  Speaker 5: it's a mechanistic, mechanistic picture. You have a transmission that
• 37:10
  Speaker 5: the gears aren't or just sloppy, so it's nothing but noise.
• 37:14
  Speaker 5: You're losing all kinds of power to heat and to noise.
• 37:17
  Speaker 5: That the thing's going to chew itself apart, it's going
• 37:19
  Speaker 5: to chew the people apart. You figure out those boundaries
• 37:26
  Speaker 5: and you wire things up better. I mean, I was
• 37:30
  Speaker 5: working at a company that had just shy five hundred people.
• 37:35
  Speaker 5: We had three hundred and twelve apps that were being run.
• 37:38
  Speaker 1: In the company.
• 37:40
  Speaker 5: Imagine how many apps are being run in this company,
• 37:44
  Speaker 5: how many of those apps actually talk to each other?
• 37:48
  Speaker 5: How many people's jobs is it? And at this company,
• 37:51
  Speaker 5: one manager's job was to spend the first hour and
• 37:54
  Speaker 5: a half of her day looking at this Excel spreadsheet
• 37:56
  Speaker 5: and this Excel spreadsheet and the output of this app
• 37:59
  Speaker 5: and this app and this app to create another self
• 38:01
  Speaker 5: spreadsheet to send over to something else. We went in
• 38:04
  Speaker 5: and had a conversation, spent eight hours wiring it up,
• 38:11
  Speaker 5: and effectively increased you know, increase that team, by right,
• 38:17
  Speaker 5: they got that much value out of that. So if
• 38:21
  Speaker 5: we're looking at where we would bring in the tools
• 38:23
  Speaker 5: in the tooling, I would say bring it in at
• 38:26
  Speaker 5: the coordination and communication side of it to ensure that
• 38:30
  Speaker 5: the people that need to have the information, knowledge and
• 38:33
  Speaker 5: data actually have it readily available before they ask for it,
• 38:37
  Speaker 5: and that stuff can be predicted.
• 38:40
  Speaker 1: Mm hm m h. I mean, I love the perspectives.
• 38:45
  Speaker 2: I love that we're you know, we're digging in this
• 38:47
  Speaker 2: and I'm hoping that if you're in a comployer or
• 38:50
  Speaker 2: anybody else like thinking about looking at these asking these
• 38:53
  Speaker 2: questions like Chris and Christopher are raising because you know,
• 38:59
  Speaker 2: we're living in an what's the I would just before
• 39:01
  Speaker 2: this podcast up as a right before it was called
• 39:03
  Speaker 2: this age of acceleration. If you're not looking at these
• 39:07
  Speaker 2: things and adjusting, you're going to get run over, left
• 39:10
  Speaker 2: left behind. And so you need to be like being
• 39:12
  Speaker 2: proactive and and and and I think Christopher, you're you're
• 39:16
  Speaker 2: trying to help us be proactive. We're helping to look
• 39:17
  Speaker 2: at these things. Chris, you're looking at things too, and like, okay,
• 39:21
  Speaker 2: let's not let the.
• 39:23
  Speaker 1: App proliferation go in there. What what's what, what's where
• 39:26
  Speaker 1: we where we have exposure? Where do we have risk here?
• 39:29
  Speaker 2: And I love Christopher how you've kind of broken it
• 39:31
  Speaker 2: down and a different way I've never seen before, and
• 39:35
  Speaker 2: and and giving us a perspective. And then it's like, okay,
• 39:38
  Speaker 2: now we can do something about it. Now we're not
• 39:40
  Speaker 2: in a leaky boat here as more. You know, we're
• 39:42
  Speaker 2: passing up some of these holes that are out there
• 39:45
  Speaker 2: right and right the area but may not may not
• 39:48
  Speaker 2: sink us right at the moment, but it could if
• 39:51
  Speaker 2: if left unattended. Uh, you know, if we're not paying
• 39:54
  Speaker 2: at like you said, where things with being shipped. But
• 39:58
  Speaker 2: let's be better prepared. And from me as a people person,
• 40:01
  Speaker 2: I want to be able to make sure I'm equipped
• 40:04
  Speaker 2: and looking at myself so that I can also if
• 40:06
  Speaker 2: I'm not well, there's certainly I'm not gonna be able
• 40:09
  Speaker 2: to help the other people on my team. You know,
• 40:11
  Speaker 2: that's that classic there, you know, put your own mask
• 40:14
  Speaker 2: on first kind of a thing. And so I think
• 40:17
  Speaker 2: sometimes Christopher, I think this is really helpful because sometimes
• 40:20
  Speaker 2: we look you know, I like the individual side of
• 40:23
  Speaker 2: that you're going toward, because if we look at some
• 40:25
  Speaker 2: of these big things. But then it's like, what can
• 40:27
  Speaker 2: I do in my part of this, you know, and
• 40:31
  Speaker 2: radiate from there? You know?
• 40:34
  Speaker 3: Well, I think a lot of us are going to
• 40:36
  Speaker 3: be called on where either going. We need mentors. The
• 40:41
  Speaker 3: most effective way to learn is mentorship. Hands down. It's
• 40:45
  Speaker 3: not factory learning. It's not mass learning workshops. Some mentorship
• 40:51
  Speaker 3: mentorship work. For again the five thousand grandfather idea, mm hmm.
• 40:57
  Speaker 3: Out of your five thousand grandfathers learned through mentorship, it's
• 41:02
  Speaker 3: probably a good bit. Somebody taught them how to do
• 41:05
  Speaker 3: something person to person.
• 41:08
  Speaker 1: Yea, Now is it possible today?
• 41:11
  Speaker 3: But mentorship is possible, and it's possible through a digital
• 41:15
  Speaker 3: means with a human means. So if I can pair
• 41:17
  Speaker 3: up the right groups of.
• 41:18
  Speaker 4: People, yes, we can all get better.
• 41:22
  Speaker 3: And when we're looking at this company, I think they
• 41:27
  Speaker 3: could benefit from that. When looking at their stock price,
• 41:31
  Speaker 3: they're coming off of a really big high. But the
• 41:34
  Speaker 3: stock price today is the same price it was in
• 41:40
  Speaker 3: about October twenty twenty one, so all of that growth
• 41:45
  Speaker 3: is gone. Now. Is it a good company?
• 41:50
  Speaker 1: Yes?
• 41:50
  Speaker 3: Is it a healthy company in terms it looks on
• 41:55
  Speaker 3: the surface it's healthy, But can it get better? Can
• 41:58
  Speaker 3: it improve?
• 41:59
  Speaker 4: Apps?
• 42:00
  Speaker 3: Sobolutely, and it's going to come down to the people.
• 42:03
  Speaker 1: Mm hmm.
• 42:04
  Speaker 4: People in the process, right.
• 42:05
  Speaker 1: Yeah.
• 42:06
  Speaker 2: I love how you said that, Christopher, the people of
• 42:08
  Speaker 2: the process. That's why literally you're you're for those are
• 42:10
  Speaker 2: watching us. We got Christopher in the middle, we got David.
• 42:13
  Speaker 2: Here are the people and once like christ Westling, I
• 42:15
  Speaker 2: think your people too, but your people in the process
• 42:17
  Speaker 2: there too.
• 42:17
  Speaker 1: We love to say we're two sides of a coin.
• 42:19
  Speaker 1: And I agree with you, Christopher.
• 42:20
  Speaker 2: It's like, I'm not a post I'm not against technology
• 42:25
  Speaker 2: and a AI or whatever it's like. But pairing that
• 42:28
  Speaker 2: with the human experience as I do, I'm in agreement
• 42:31
  Speaker 2: with you. There are people to the right of me,
• 42:33
  Speaker 2: ahead of me. There's people that have left of me
• 42:35
  Speaker 2: that I can mendor. I need to be mentored and
• 42:37
  Speaker 2: I need to mentor both. Yeah, it's not one or
• 42:40
  Speaker 2: the other.
• 42:42
  Speaker 4: Yeah, not at all.
• 42:44
  Speaker 1: Mm hmm. Yeah. So I know we're getting kind of
• 42:49
  Speaker 1: into the end of the podcaster.
• 42:50
  Speaker 2: But Chris, Christopher, I think this is really powerful and
• 42:52
  Speaker 2: anything you want to share with our audience, you know,
• 42:55
  Speaker 2: in the show notes or links or documents or anything,
• 42:57
  Speaker 2: we'd love to have that there.
• 42:58
  Speaker 1: We'll put them there with Christopher. Chris and I are
• 43:00
  Speaker 1: both on LinkedIn or connected there as well.
• 43:03
  Speaker 2: And so if you want to explore more from Chris
• 43:05
  Speaker 2: the process guide learning about those things we just talked
• 43:07
  Speaker 2: about that you've got one hundred apps in your programs
• 43:11
  Speaker 2: or things running, and you might want to look at
• 43:13
  Speaker 2: that and assess it better. Same token if you're looking
• 43:15
  Speaker 2: at your people's side and you're like, hey, we're not
• 43:18
  Speaker 2: having the effect that we really want to or the
• 43:20
  Speaker 2: desired outcome. And then again, Christopher, I mean, this is
• 43:23
  Speaker 2: a great tool and a resource. So let's engage Christopher
• 43:26
  Speaker 2: so that you can kind of get this perspective and
• 43:28
  Speaker 2: maybe go do a deeper dive here.
• 43:30
  Speaker 3: Guys, I'd like to do this for individuals, get learn
• 43:33
  Speaker 3: how to communicate and think better. And this is a
• 43:36
  Speaker 3: relatively and expensive way of upping your game in the
• 43:40
  Speaker 3: world where you really have to.
• 43:43
  Speaker 1: You have to, you have to.
• 43:45
  Speaker 3: Unfortunately, I mean I think I would rather be planting seeds.
• 43:53
  Speaker 3: We do need to upburn game, I don't. I just
• 43:58
  Speaker 3: think for the purposes. If you've got the capability, you
• 44:02
  Speaker 3: got the God give them capability to use it.
• 44:06
  Speaker 2: Yes, absolutely, absolutely, Well, I want to thank you guys,
• 44:11
  Speaker 2: for being on here. It's been great on the podcasting
• 44:17
  Speaker 2: and following along you know again connect with Christopher Skinner,
• 44:21
  Speaker 2: Chris Westling, myself, David Carr here steward your business and
• 44:24
  Speaker 2: being a part of the Business round Tablet podcast. And
• 44:26
  Speaker 2: if you really like this again leave comments, leave a review,
• 44:29
  Speaker 2: and if you want to hear more we can do
• 44:30
  Speaker 2: a deep dive. Think we'll do an individual review that
• 44:33
  Speaker 2: would make me fun to you. Thank you guys for
• 44:35
  Speaker 2: being here on the podcast. Come back with us again
• 44:37
  Speaker 2: until next time you well everybody
• 44:40
  Speaker 5: Serve