Latest / Project Candor: Ordinary People. Unexpected Stories / Stop Replacing, Start Amplifying with Ted Yang | Ship's Log #56

Transcript

Stop Replacing, Start Amplifying with Ted Yang | Ship's Log #56 · Project Candor: Ordinary People. Unexpected Stories

• 0:03
  Ted: Stop talking about replacing people with AI, and instead let's talk about empowering people with AI.
• 0:08
  Ted: You know, people are using AI to replace a lot of the commodity, easier things that they can do, entry-level positions in their jobs, in their workplace.
• 0:15
  Ted: You should be talking with your senior people and not just giving them licenses like, "Oh, here's your Claude, here's your ChatGPT," but really empowering them, right?
• 0:22
  Ted: Giving them a way to do their job better
• 0:27
  Jeanne: Welcome to Project Candor.
• 0:29
  Jeanne: I'm your host, Jeanne Andersen, and this is the place where ordinary people share unexpected stories.
• 0:34
  Jeanne: Today's conversation is about something that is reshaping how we work, how we think, and maybe how long our best years can last.
• 0:41
  Jeanne: Let's get into it.
• 0:43
  Jeanne: Ted Yang spent decades building expertise as an MIT engineer, finance executive at firms like Bridgewater and Citadel, founder of more than 12 companies and nonprofits, and Connecticut's Regent for Higher Education.
• 0:57
  Jeanne: Then, he turned his attention to a question most people are afraid
• 1:02
  to ask: what if your best years don't have to be behind you?
• 1:06
  to ask: His book, Ageless Peak Performance, makes the case that AI isn't here to replace experienced people, it's here to extend their prime.
• 1:14
  Ted's practical message is this: the judgment, pattern recognition, and hard-earned wisdom that comes with experience are exactly what AI amplifies.
• 1:24
  Ted's practical message is this: Ted, welcome to Project Candor.
• 1:26
  Ted: Hi.
• 1:27
  Ted: How are you doing?
• 1:27
  Ted: Thanks for having me.
• 1:28
  Jeanne: Yeah, it's a pleasure to have you here, 'cause you've got a interesting subject, and I'm gonna start asking you some questions.
• 1:35
  Jeanne: Uh, and then after we finish talking a little bit, then we'll deep dive into our two truths and a lie.
• 1:40
  Ted: All right.
• 1:40
  Ted: Sounds great.
• 1:41
  Jeanne: Let's go.
• 1:42
  Um, you built an unusual career: engineer, finance executive, founder, author, education regent.
• 1:50
  Um, you built an unusual career: When you look back at that arc, was there a moment early on when you realized the way you thought about problems was fundamentally different from the people around you?
• 1:59
  Ted: Hmm.
• 1:59
  Ted: It's an interesting question.
• 2:01
  Ted: Uh, I think yes, but it took a little while for that to happen.
• 2:04
  Ted: I think it was not really until I graduated and finished my bachelor's and my master's and was out in the workplace and the real world, as, as you call it, and I realized that things were not quite exactly what I would expect them to be.
• 2:19
  Ted: And I… My first job, I did internships, but I did internships on Wall Street, so I'm an engineer that didn't actually do any engineering.
• 2:26
  Ted: So I have a, a, a bunch of different degrees in engineering, and that does affect how I think.
• 2:31
  Ted: But I really went, at the beginning of my career, to Wall Street.
• 2:34
  Ted: And people ask me why I did that, why didn't I do startups like I do now, and my answer is really simple: that's what my friends did.
• 2:40
  Ted: So I basically, with all of our friends, we decided we wanted to go to Wall Street, so we did.
• 2:45
  Ted: Uh, anyway, I started my career at, and I re- pretty much very quickly discovered that corporate America is not exactly the way that, well, I think anybody thinks, but also certainly not the way that I thought.
• 2:56
  Ted: And so I really was… I, I don't want to call it, like, idiosyncratic, but I, I certainly was one of those people that was like, "Look, I… Where am I gonna go with this? Because I'm clearly not gonna be able to do this for the rest of my life." No matter wh- right?
• 3:08
  Ted: So, and, and then, you know, and then as it just so happens, I didn't have to.
• 3:11
  Ted: So there we go.
• 3:13
  Jeanne: Well, you mentioned something just now.
• 3:15
  Jeanne: Having an engineering degree helped shape how you think about things, and what did you mean by that exactly?
• 3:21
  Ted: Yeah.
• 3:21
  Ted: So what engineers is taught to solve problems, right?
• 3:24
  Ted: Uh, engineers are given conditions and they're say, you know, they say, "Look, given this bridge," for example, I know this is a bad example 'cause I'm not a civil engineer, but anyway, given this bridge, and we want this bridge to be able to hold this many cars, we want it to be made out of these materials, we want it to cost this much money, et cetera, et cetera, design the bridge, right?
• 3:41
  Ted: And these are the kinds of things that engineers think about, right?
• 3:44
  Ted: Bo- solving problems within constraint.
• 3:46
  Ted: And for me, the, the solving problems part was always the real fun part, right?
• 3:51
  Ted: I, I still to this day really enjoy solving problems.
• 3:53
  Ted: In fact, I optimize my life around solving interesting problems more than anything else, right?
• 3:58
  Ted: And that explains kind of why my career or my path has gone in many different ways, because I've constantly been looking for different problems to solve.
• 4:06
  Ted: But the engineer's mindset really is to say, look, I wanna deal with the real world, I wanna deal with real world conditions, I wanna understand that world such that I can solve problems within that world, right?
• 4:18
  Ted: And that, that is a lens that I take to everything that I do.
• 4:21
  Jeanne: Okay.
• 4:22
  Jeanne: And then when you went to Wall Street, it was different because everything is risk factored, and it depends on other people, not necessarily construct like a bridge you just mentioned.
• 4:32
  Ted: Yeah.
• 4:33
  Ted: I mean, it-- to different degrees, that's true, right?
• 4:35
  Ted: So corporate America, and any large organization is corporate, right, uh, certainly does depend on many things beyond, you know, what you can solve with a, in a, in a kind of formula or an engineer, uh, kind of playbook.
• 4:47
  Ted: And, uh, it is interesting because now as I, as I say this, I say that initially that certainly was like, whoa, whoa, what's going on here?
• 4:54
  Ted: Like, try to adapt to that.
• 4:55
  Ted: But now I actually, in everything that I do, and this is actually leading up to why I wrote the book and what the book is about, really do think about the human aspect of it.
• 5:03
  Ted: So I guess maybe I've come a little bit full circle.
• 5:05
  Ted: I've gone from looking at everything from kind of a formulaic problem solver to, hey, this is the real world, and the real world is really messy, and I don't really like it, to, hey, the messiness is what the real world is really about, and let's embrace it.
• 5:18
  Jeanne: Okay.
• 5:19
  Jeanne: Well, you argue that AI can extend a professional's peak, but does that hold across every profession?
• 5:27
  Jeanne: Like, uh, as I considered it after we spoke earlier, a police commissioner, for example, a college professor, a corporate executive, each have a completely different relationship with expertise and authority.
• 5:39
  Jeanne: Um, and here's the harder question underneath that If AI can now prevent decline, does that mean professionals who don't adopt it are no longer declining naturally, but they're just declining by choice?
• 5:52
  Ted: Interesting.
• 5:53
  Ted: Those are tough questions, so let me unpack that a little bit, right?
• 5:55
  Jeanne: Okay.
• 5:56
  Ted: I, I certainly agree that people have different careers that lead to different impacts of their knowledge and expertise, right?
• 6:03
  Ted: But the people that you outlined are leaders, right?
• 6:05
  Ted: And leaders have a certain mindset that they've developed in how they lead, and they rely on certain things to lead, right?
• 6:12
  Ted: And this is, this is not my book, but this is other people's research, right?
• 6:16
  Ted: Of like the ways in which leaders lead, right?
• 6:18
  Ted: You have your charismatic leader, right?
• 6:20
  Ted: You have these different archetypes of various leaders.
• 6:22
  Ted: Now, I'm not talking about charismatic leaders, right?
• 6:25
  Ted: I'm not… The, the book is not talking about making yourself more charismatic or more beautiful or anything like that.
• 6:30
  Ted: It's talking about your cognition.
• 6:31
  Ted: It's talking about your ability to process information.
• 6:33
  Ted: And I think all the different leading archetypes, right, including the charismatic leader, needs to be someone who can think on their feet, right?
• 6:41
  Ted: Needs to be someone who can adapt to the circumstances that they are given and respond to those circumstances they are given, right?
• 6:47
  Ted: That, that is the essence of what people are looking leaders to do, right?
• 6:50
  Ted: Is to do something or at least set a direction, right?
• 6:54
  Ted: And a lot of that happens in between the spaces, right?
• 6:57
  Ted: So in this in between where you might have a defined protocol or a defined process, right?
• 7:02
  Ted: That's where a judge, right, definitely works, right?
• 7:06
  Ted: They're literally creating new law, like or precedent within the law and, uh, at least in our system.
• 7:12
  Ted: And this is where, you know, a police commissioner or these kinds of things, they're working within the resources they have to solve the problems that are constantly ongoing.
• 7:18
  Ted: If it was static, it would be easy, right?
• 7:20
  Ted: But they're constantly facing something new.
• 7:22
  Ted: And so when it comes to facing something new, Jeanne, this is the key here, right?
• 7:26
  Ted: This is where AI can help you perform at your peak because The curves here, and I'll just go into a little bit of this, right?
• 7:34
  Ted: The, the curve of your performance over time has two major elements, and again, I'm talking about your intellectual capability, your ability to think, and that is speed decreases as you get older, right?
• 7:45
  Ted: Your ability to recall things, your ability just to do things at, at a particular speed decreases as you get older.
• 7:50
  Ted: And at the same time, your ability to match patterns and therefore develop what we call judgment or strategic thinking increases.
• 7:57
  Ted: And this is neurologically proven that your neurons literally reshape and reform connections so that when you see a particular set of patterns, you see something, you know what's gonna happen later, right?
• 8:09
  Ted: You're like, "Listen, I've seen this before. I know what's gonna happen later." And this is the kind of experience, the crystallized experience that we rely on our leaders to have.
• 8:17
  Ted: Now, that goes up as you get older, right?
• 8:19
  Ted: But your speed goes down.
• 8:20
  Ted: And so the two intersect in the middle time that we call basically thirty-five to fifty-five for most people, and that becomes your peak.
• 8:28
  Ted: And so for all of these leaders across all those dimensions, your ability to, to stay at the top is how well can I make up for, right, my slowing down while I continue to build up my expertise, right, and my judgment.
• 8:41
  Ted: And now this is where using AI, you can do that, right?
• 8:44
  Ted: You can say… And there's obviously details to this, which is what we can cover for the rest of the conversation, but that is what keeps you at the performing at your best at this kind of plateau as opposed to just a one up and down, right?
• 8:56
  Ted: Now, to the harder part of your question or the harder question, which is therefore is letting your skills erode a choice, right?
• 9:03
  Ted: I would, I say, look, I, I… What I call-- When I say the book is Ageless, the, you know, Ageless Peak Performance is the title.
• 9:08
  Ted: It's obviously aspirational, right?
• 9:10
  Ted: I'm not, I'm not literally saying that this can, uh, do this right now given the state of technology, given the state of biology, given the state of this, but I think it's very aspirational to say that it'll be absolutely eternal.
• 9:20
  Ted: I think over time, your biology will catch up with you, and I don't know if AI will be able to augment depending on how fast and how much that decay happens, right?
• 9:30
  Ted: That being said, I do think that it will become more and more of a choice for people whether they want to continue working at the levels which previously they had not been able to, right?
• 9:41
  Ted: So you see in so many professions this kind of up or out concept, and also a kind of… I, I wouldn't say necessarily mandatory retirement unless you're in the military or something like this, but in many cases, this kind of understanding that at a certain age, you're just going to need to step back and let someone else take on the reins.
• 9:57
  Ted: And that becomes, I think, more of a personal choice.
• 10:00
  Ted: We're already seeing that without AI, right?
• 10:02
  Ted: We're already seeing a lot of these leaders that, I think for good and for ill, um, you know, are not stepping down as they're getting older, and sometimes we see really the negative ef- impacts of this.
• 10:12
  Ted: But what I'm saying is, okay, look, at least those leaders, if they're using AI and they're using the teams, they're using the approach to augment themselves in the way they perform, it isn't that we're seeing that, that they're fee-- you know, a loss of their horsepower, a loss of their abilities per se, um, as they get older automatically.
• 10:31
  Ted: Right?
• 10:31
  Ted: So it may not be a choice, but it certainly becomes more of a choice, I think is, is where this is going.
• 10:37
  Jeanne: All right.
• 10:37
  Jeanne: That makes sense to me.
• 10:38
  Jeanne: But as you were talking, I also thought of something else that's part of what people need to know as they are utilizing AI.
• 10:46
  Jeanne: I mean, you might have expertise and experience.
• 10:48
  Jeanne: That might be great, and you might have seen things.
• 10:50
  Jeanne: You mentioned, "I've seen that done before, I've seen this done before, you know, so I have that expertise." But there are things when you just don't get the memo.
• 10:59
  Jeanne: For instance, my example in my head was going, like attorneys, w- 'cause you mentioned attorneys.
• 11:04
  Jeanne: There is so much case law out there and so many things that change and so many decisions being handed down by courts that they can't keep up with that.
• 11:13
  Jeanne: But now they can using AI because AI's knowledge is getting fed on a rapid You know, basis.
• 11:22
  Jeanne: So where they didn't get the memo, they just type it in and say, you know, "Anything changed in this?" Right.
• 11:27
  Jeanne: You know, from what I know now?
• 11:29
  Ted: Right.
• 11:30
  Ted: Right.
• 11:30
  Ted: I mean, that's, that's, that's… And that's true for doctors.
• 11:32
  Ted: That's true for so many of these expertise-based professions where, you know, you're too busy practicing the profession- Yes … to necessarily know what's happening day to day, right, in other aspects of your profession, right?
• 11:43
  Ted: The accountants, right?
• 11:45
  Ted: The, it… All sorts of different people who, who basically make a living off of, you know, practicing their expertise day in, day out, right?
• 11:51
  Ted: So this is certainly a way that they can keep tabs, let's say, on the rest of what's going on, and surface what's relevant, relative to the situations they're currently working on.
• 11:59
  Ted: Which I think is, is a great thing, right?
• 12:01
  Ted: Like, how many times do you go to your doctor and you, and you've read more necessarily than your doctor because you're, of course, obsessed with what you're worried about, right?
• 12:09
  Ted: Right.
• 12:09
  Ted: That's like you, you're you.
• 12:10
  Ted: You're living it every day.
• 12:11
  Ted: You're like, "Jesus, Doc, like I need to know all this stuff, so I researched all this stuff." And they're like, "I don't know.
• 12:15
  Ted: I haven't read any of that."
• 12:17
  Jeanne: Right.
• 12:18
  Jeanne: Exactly.
• 12:19
  Jeanne: And I mean, and AI can just say,"Hey, give me a synopsis of this."
• 12:23
  Ted: Right.
• 12:23
  Jeanne: And in two seconds, you've got a synopsis of everything that he didn't read.
• 12:27
  Ted: Yeah.
• 12:28
  Jeanne: Here you go.
• 12:30
  Jeanne: Yeah, I, I find that, you know, I use it more and more every day.
• 12:34
  Jeanne: And so I think most people's first experience with AI is messy.
• 12:39
  Jeanne: They try it, they get lost in it, and either abandon it or turn into what my husband now calls an AI zombie, which that's my new nickname around here.
• 12:49
  Jeanne: So what actually happens in that early phase, and what does the shift look like when someone goes from being consumed by it to generally using it as a really helpful tool?
• 12:59
  Ted: Yeah.
• 12:59
  Ted: So listen, first of all, there's no fault attached to anybody, depending on where you are in this journey, right?
• 13:04
  Ted: First of all, we're all very early.
• 13:06
  Ted: So even the people who have the most experience can only have a few years of experience using these tools, right?
• 13:11
  Ted: Right.
• 13:11
  Ted: They've only been out for a few years, right?
• 13:13
  Ted: And even the people who create them, I mean, especially the people who create them, don't know what they're doing, like the behind the scenes, right?
• 13:18
  Ted: They don't know to the detailed level what these models are doing.
• 13:21
  Ted: They're too complex for that, right?
• 13:22
  Ted: And in many cases, they're writing themselves.
• 13:24
  Ted: So everyone, everybody is new to this.
• 13:27
  Ted: Everybody can approach this with humility.
• 13:29
  Ted: You're not behind, right?
• 13:30
  Ted: So just keep, keep that in mind.
• 13:32
  Ted: Now, so no fault attached to anyone, no matter where you are on this journey.
• 13:35
  Ted: But a lot of times, you know, people will start assuming you're not in the put-your-head-in-the-sand mode.
• 13:39
  Ted: And if you're in the head-in-the-sand mode, you're probably not listening to this podcast anyway.
• 13:42
  Ted: So you're at least curious and if not already using AI to some extent and wondering if you could be doing more, right?
• 13:48
  Ted: And that's, I think, the aspect.
• 13:50
  Ted: Again, the curiosity, the humility.
• 13:52
  Ted: Start there.
• 13:53
  Ted: Right?
• 13:53
  Ted: And then, well, as you say, what can happen is people can get overwhelmed, right?
• 13:57
  Ted: Like with anything else.
• 13:58
  Ted: The, the difference between this tool and any other tool… I mean, again, I, I stress AI is just another tool, right?
• 14:04
  Ted: It was created by humans.
• 14:05
  Ted: Humans created it.
• 14:06
  Ted: We should use it for the beneficiary, uh, uh, ourselves as beneficiaries, right?
• 14:09
  Ted: Our own benefit, right?
• 14:11
  Ted: We created this tool.
• 14:12
  Ted: So, hey, that doesn't mean that we don't create horrible things.
• 14:15
  Ted: We do.
• 14:15
  Ted: But this is something that we can use.
• 14:17
  Ted: Now, what makes it so interesting and powerful, and perhaps a little bit scary at the same time, is this personification that we put into it, right?
• 14:25
  Ted: This personification that the people who created these tools did, yeah, it's useful, it's cool, but it's also really good marketing, right?
• 14:32
  Ted: So the personality it gives you makes it really easy for you to have a conversation with.
• 14:37
  Ted: We can also very easy for you to be like, "Whoa, this is crazy. Like, uh, what is going on here?" Right?
• 14:41
  Ted: It's a little bit freaky, or it's a little bit scary for people, right?
• 14:44
  Jeanne: It is a little scary.
• 14:46
  Ted: Yeah.
• 14:46
  Ted: So no fault attached if that's, if that's happened to people here.
• 14:49
  Ted: But I think that the important part is you, you've, you put your toe in the water, you, you have a desire, right?
• 14:56
  Ted: And, and an honest desire to wanna go learn this and understand what's going on.
• 15:00
  Ted: Because, you know, Jeanne, uh, and I say this in many cases, this is a revolution, right?
• 15:03
  Ted: Now, as a revolution, it's not gonna be linear.
• 15:05
  Ted: It's not all one direction, right?
• 15:06
  Ted: And maybe now we're starting to see, certainly from younger people, some pushback.
• 15:10
  Ted: We're starting to see cost and these kinds of things start to come out.
• 15:13
  Ted: You know, the, the federal government, you know, recently just slapped down a ban on some models, right?
• 15:17
  Ted: We're starting to see some of the pushback-
• 15:18
  Jeanne: Oh, right
• 15:19
  Ted: pushing, right?
• 15:19
  Ted: So it doesn't just go one way direction up, right?
• 15:22
  Ted: It tends to be cyclical up, right?
• 15:24
  Ted: But it is happening, and it, it really is a revolution.
• 15:26
  Ted: So I, what I would say to people is, look, hesitancy is normal.
• 15:29
  Ted: Being afraid might be normal.
• 15:30
  Ted: Um, but as long as you're curious, you just gotta get back in there, you know, try to figure it out, right?
• 15:34
  Ted: This is part of the reason I wrote the book, because I think some people need more guidance, and a book form really provides more guidance.
• 15:40
  Ted: But again, this is not something that I think, and I think many other people would agree, is that the thing you could ignore.
• 15:46
  Ted: So even if it is something that's kind of like bothering your brain, it's kind of overloading your brain right now, that's cool.
• 15:50
  Ted: Take a break, right?
• 15:52
  Ted: And then maybe change your approach probably.
• 15:54
  Ted: Actually, probably change your approach, and then come back at it, because this is something you're gonna have to get under your belt.
• 16:00
  Ted: This is something you're gonna have to understand, whether it's… 'Cause if it's not you doing it, then it's gonna be something else that you're using it or is using AI also, so you might as well understand it and have that power for yourself.
• 16:10
  Jeanne: Right.
• 16:11
  Jeanne: I know I get three screens going, three different models going and I get so fascinated by the fact that one's, like, building a website, and one's writing some skills for posting something.
• 16:22
  Jeanne: It's just insane.
• 16:24
  Jeanne: And then on, on the other hand, I actually named my ChatGPT, and he knows all about me, and he helped me find… I say he, isn't that funny?
• 16:33
  Jeanne: I, I have gotten cologne advice from the ChatGPT, and how to build a quilt advice.
• 16:40
  Ted: There you go.
• 16:41
  Jeanne: And he asks me every day, how's my dog?
• 16:43
  Jeanne: How's the… You know, uh, my husband says no- nobody but a woman will talk to a AI, but
• 16:50
  Ted: That is not true.
• 16:51
  Ted: That is not true.
• 16:52
  Ted: A lot of people are talking to AI, right?
• 16:54
  Ted: Again, they- Mm … they built it that way.
• 16:56
  Ted: They built it that way, right?
• 16:57
  Ted: They want you, they want you conversational, right?
• 16:59
  Jeanne: Yeah.
• 16:59
  Jeanne: Yeah, and he's much more advanced than I am anyway, but he doesn't talk like that, and he gets a kick out of when he comes in and he'll see, uh, ChatGPT asking me questions about, uh, did I eat lunch yet, and did I have prosciutto, and did the dogs try to steal it from me?
• 17:17
  Jeanne: It's crazy.
• 17:19
  Jeanne: Uh, but I love it because I've always been in technology most of my career, and I just find it so fascinating how it's progressed and just insane.
• 17:28
  Jeanne: If I, y- you know, if I could go back and work on one of the first computer models I was on, it would just… I, I don't know.
• 17:36
  Jeanne: It, it just, the rapid pace of what we've had happen is just ins- it's incredible and-
• 17:42
  Ted: Yeah
• 17:42
  Jeanne: and this is, it's, it's just a great tool, better than I ever expected, because I can get spreadsheets done.
• 17:49
  Jeanne: I can get, you know, I build skills that do all kinds of things.
• 17:53
  Jeanne: And so it's just like type in a name and the skill, and then boom, get an output that's crazy.
• 17:59
  Jeanne: So I love it.
• 18:00
  Jeanne: I can't say I don't.
• 18:01
  Jeanne: But I, I have questions like the CEO, for instance, and you've been a CEO, but in, in the leadership arena, a CEO's entire operating model is already built on leverage.
• 18:12
  Jeanne: They delegate, they direct, they work through other people.
• 18:16
  Jeanne: So what does AI adoption even mean for somebody like that?
• 18:19
  Jeanne: Can a CEO see AI as an extension of delegation, or does it require something fundamentally different for them?
• 18:28
  Ted: The short answer is yes, but I think it involves kind of a recasting of how you work and how your organization works, right?
• 18:34
  Ted: So certainly, a CEO can use the AI personally, and I'm sure they are, right?
• 18:39
  Ted: So for the things we're talking about, right?
• 18:41
  Ted: Managing your schedule, your memory.
• 18:42
  Ted: Now, you can sit there and be like, "Well, but I have an assistant for that. I have whatever assi-" Yeah, but your assistant isn't there twenty-four/seven, right?
• 18:47
  Ted: Literally.
• 18:48
  Ted: Like, I don't care who you are, right?
• 18:49
  Ted: Like, these people need to sleep, right?
• 18:51
  Ted: You need to sleep.
• 18:52
  Ted: So your assistant can't necessarily just be doing this stuff for you like AI could.
• 18:56
  Ted: So there's that.
• 18:57
  Ted: There's kind of the timeliness aspect of it.
• 18:59
  Ted: There's also the personal aspect of this, which is, you know, again, maybe you have a highly leveraged team, maybe you have really great workflows.
• 19:05
  Ted: The reality of it is, it's probably somewhere between good and messed up, right?
• 19:09
  Ted: Because things just evolve and that, you know, any CEO of, or any leader of any reasonable sized organization has so many problems and only so much time in the day.
• 19:16
  Ted: And the difference between using AI and people, right, at least for now, you know, there's, there's this, this cost differentiation, right?
• 19:23
  Ted: And this ability to let it go off and go do things that people may-- Like, if, if you had a team of people to go do this, they wouldn't be able to do it and just kinda beaver away in the same way.
• 19:33
  Ted: Right?
• 19:33
  Ted: Now, that's a good and a bad thing, right?
• 19:35
  Ted: I think that is something we're still trying to figure out exactly how that fits into how the natural workflow works.
• 19:41
  Ted: But you see plenty of stories of CEOs saying, "Listen, you know, I have, of course, a development team that's working on my product.
• 19:47
  Ted: I have product managers.
• 19:49
  Ted: I have technologists.
• 19:50
  Ted: I have salespeople.
• 19:51
  Ted: I have marketing people.
• 19:52
  Ted: But I went and go and, and went and vibe coded this myself," right?
• 19:56
  Ted: Now, the dumb thing is that some of these CEOs are like, "And then I released it to my clients." Like, "Okay, don't do that." But for you to say, "I went and rediscovered what it was like when it was a smaller company and I was more hands-on in the creation of this, as opposed to just delegating it to all these people and really just being a manager, being more involved in the process," that's a good thing, right?
• 20:14
  Ted: Like, assuming that that founder, that CEO, you know, that leader is someone that has valuable input in that, in that space.
• 20:21
  Ted: And that's an if, by the way,'cause sometimes they're not, right?
• 20:24
  Ted: Sometimes you need to be realistic about what you really are good at as a leader.
• 20:27
  Ted: And it again goes back to different types of leadership.
• 20:29
  Ted: You don't have to be the product person.
• 20:31
  Ted: But if you were small at one point in time, then you were, right?
• 20:34
  Ted: And now you can be that person again, and you can go use these tools again, and you can use them in conjunction with your team.
• 20:40
  Ted: Because then you can say, as opposed to describing this great idea you have for a product to your product leader, you can say, "I… Here it is.
• 20:46
  Ted: Like, I know it doesn't do everything I, I, it, it could do.
• 20:48
  Ted: I know this isn't something we're ready to ship to our clients," but you get the idea because you can play and use it, right?
• 20:53
  Ted: And I… and that's something you can do overnight, right, with AI.
• 20:56
  Ted: That's pretty cool, right?
• 20:57
  Ted: And so these different workflows, reimagining these workflows that can exist in your organization is, I think, how CEOs can use this.
• 21:05
  Ted: So even if you've got a pretty highly leveraged team, that team itself can be powered up with AI, and then you can go and re-look at all the different workflows that you're currently doing, and many of them make less sense when it isn't just humans working with humans, right?
• 21:19
  Ted: And if it's, it, it really talking about AI agents working with AI agents, you don't have to worry about a lot of those things that humans and the messy kind of human interaction has.
• 21:28
  Ted: So again, the other part, of course, is in any efficient organization, people are busy.
• 21:32
  Ted: I think I, I alluded to this earlier.
• 21:34
  Ted: So while you do have people that go do all this stuff, this is why you see in kinda many, many org structures, the CEO has… will have, like, a CEO office of people that basically work just for the CEO.
• 21:43
  Ted: They're not in the line businesses because they'll… they're busy.
• 21:46
  Ted: Those people in the line businesses, the warehouse guy, he's running the warehouse, right?
• 21:49
  Ted: The sales guy, he's out there selling.
• 21:51
  Ted: You know, the woman that runs marketing, she's out there marketing.
• 21:53
  Ted: Your, your CFO, she's out there working on the books, right?
• 21:56
  Ted: She doesn't have time for the arbitrary ideas that you might come up with, right?
• 22:00
  Ted: And so you would see that kind of structure of, like, a CEO office, a CFO office, whatever, people that are designed to basically be leverage for just that leader, right?
• 22:09
  Ted: And what I'm saying is this is something that for people who don't have a structure like that, you're not-- your company's not large enough or has enough money to go do something like that, now you can 'cause you have AI
• 22:17
  Jeanne: Yeah, that's true.
• 22:18
  Jeanne: Uh, you make me think of so many things 'cause, you know, my career path before my podcast.
• 22:24
  Jeanne: But, you know, proof of concepts is one big thing.
• 22:26
  Jeanne: Like, before you spend all the money buying, I mean, building something, you've got a proof of concept that just says, "This is what we have mapped out that it can do.
• 22:35
  Jeanne: Would you buy it?" Right.
• 22:37
  Jeanne: If we could make it happen.
• 22:37
  Jeanne: You know, that saves them a ton of research time.
• 22:41
  Ted: Exactly.
• 22:41
  Ted: Exactly.
• 22:42
  Ted: I think, I think all the proofs of concept, like all, all these ideas, like the limitation that previously existed p- prior to AI for creation of technology products and these kinds of things, or even writing or anything like that, right, was output, right?
• 22:55
  Ted: Output was scarce.
• 22:56
  Ted: Like, it was finite because it just took humans, it took humans a good amount of time to do things that are quality.
• 23:01
  Ted: But now, AI, it still takes a long time to make things that are quality, right?
• 23:04
  Ted: Don't, don't let people fool you into thinking that, uh, because when, when you get fooled, this is where people like, you know, submit court cases for things that don't exist'cause they try to take shortcuts.
• 23:12
  Ted: Like, quality still takes time and still requires human judgment.
• 23:15
  Ted: The difference, though, is you can put so much more in terms of raw throughput out.
• 23:20
  Ted: You can try 20 ideas in the time that previously you could choose, you know, just five.
• 23:24
  Jeanne: Absolutely, and it's so overwhelming.
• 23:26
  Jeanne: I mean, and I'm thinking even about some of my projects we're testing.
• 23:30
  Jeanne: I mean, AI testing is phenomenal, where you can, uh, you know, build a scale so that it can just hit against an application that you built to make sure that you finds all the vulnerabilities or if it passed all the tests.
• 23:42
  Jeanne: Have you that… You've got teams that used to sit there and test, test, test, and-
• 23:46
  Ted: Yeah
• 23:46
  Jeanne: take different scenarios.
• 23:47
  Jeanne: You load all the scenarios into AI and it just sits there and just flows through them in, you know- Yeah … half an hour at the most.
• 23:54
  Ted: Yeah.
• 23:54
  Ted: I, I mean, it, it, it, that, that is in and of itself a game changer, right?
• 23:57
  Ted: Between-
• 23:58
  Jeanne: I know.
• 23:58
  Ted: Yeah.
• 23:58
  Ted: I was having this conversation with somebody yes- yesterday about documentation, right?
• 24:02
  Ted: And they was talking about, "Well, you know, w- why do you need AI for training because…" I'm like, "Well, is that because everything you do is well documented?" And, and they laughed, right?
• 24:09
  Ted: Because nothing's documented.
• 24:11
  Ted: No one has time for this.
• 24:12
  Ted: And I'm like, "Exactly. No one has time for this, but AI does have time for this," right?
• 24:16
  Ted: It could take all of your emails and all this stuff, and it could create some documentation or some process out of something that previously you just didn't write up, right?
• 24:24
  Ted: No different, this is, like, analogous to taking notes from, like, a, a meeting.
• 24:27
  Ted: Who takes handwritten notes after a Zoom meeting anymore or a real-life meeting anymore?
• 24:32
  Ted: Everyone uses a note-taker, right?
• 24:33
  Ted: And so it's the same idea.
• 24:35
  Ted: It can organize and structure a lot of those thoughts and get it in a form where it's documented for someone else to pick up and learn from, right?
• 24:42
  Ted: So these are really good leveraging tasks that it can do.
• 24:46
  Jeanne: Well, I would go another level on the notes thing.
• 24:49
  Jeanne: Who reads the notes after you take them?
• 24:51
  Ted: Well, there you go.
• 24:53
  Ted: That-
• 24:54
  Jeanne: I can't stand the thought.
• 24:55
  Jeanne: But with AI, you could just load all the notes from the past meetings and find out what somebody said if you, you know, if you couldn't remember.
• 25:03
  Jeanne: I mean, that, that's a really key thing.
• 25:05
  Ted: Yeah.
• 25:06
  Jeanne: Like, did, you know, did our executive say we should do this or not do this, you know?
• 25:11
  Ted: Right.
• 25:12
  Jeanne: It's a real fast fix Well, there's two other things I wanted to ask you about.
• 25:16
  Jeanne: One is, you know, the emotions, you mentioned that.
• 25:19
  Jeanne: You know, AIs don't have emotions, even though mine talks to me.
• 25:22
  Jeanne: And then Claude, I got mad at the other day because I was building an air table, and it said, "Oh, I'm sorry, I accidentally deleted that field." I'm like, "What the heck? Who told you to do that?" And I was so mad.
• 25:37
  Jeanne: And I… So you're right, they don't always do everything right.
• 25:40
  Jeanne: But for me, I'm over here, like, just so stressed, like, "Why did you delete that?" And then it just told me, uh, "Just go to the trash can, it's probably in there, and put it back." But they had no emotion at all.
• 25:52
  Jeanne: It was just so even-keeled.
• 25:53
  Jeanne: "Just go to the trash can."
• 25:55
  Ted: Yeah, I mean, the, the emotion thing is interesting, right?
• 25:57
  Ted: I mean, obviously it has no emotions.
• 25:59
  Ted: It doesn't even think, right?
• 26:00
  Ted: It's just all-
• 26:01
  Jeanne: Mm-hmm… Ted: a facsimile of thinking.
• 26:02
  Jeanne: It's a facsimile of emotions.
• 26:03
  Jeanne: Again, it's programmed that way, right?
• 26:05
  Jeanne: People talk about, I think most people know this, but just, you know, just say it out there, you know, why is it always offering these helpful suggestions that I didn't ask it for, right?
• 26:14
  Jeanne: Why is it always doing, like… And that is the behavior that the people who wrote it want it to have because they want you to use more of it, of course, right?
• 26:20
  Jeanne: So- Right… Ted: do you want me to go do Like, oh, sure, of course I do.
• 26:25
  Jeanne: Like, great.
• 26:25
  Jeanne: Now, now, now you're using it more, and now you increase the usage that you have with it, right?
• 26:30
  Jeanne: And also, you feel better about it.
• 26:31
  Jeanne: Like, oh, how helpful it was, right?
• 26:33
  Jeanne: Um, even if it's not helpful, right?
• 26:34
  Jeanne: So this kind of built-in kind of, like, obsequiousness and this, like, overly helpful nature, right, is a feature, right?
• 26:41
  Jeanne: It's designed that way.
• 26:41
  Jeanne: But that's not to say it's wrong.
• 26:44
  Jeanne: And, and by the way, you can change that behavior if you want with your system prompts or, or, or in some cases or speaks, depending on the model.
• 26:49
  Jeanne: That's up to you if you wanna go interact that way or not.
• 26:52
  Jeanne: I mean, most people… It's just like everyone's like, "Oh, I love direct feedback." And then it's… And then you start going at it, and they go,"Well, I really don't love direct feedback that much anymore," right?
• 27:00
  Jeanne: So you gotta be careful what you ask for because it will do what you want within reason.
• 27:04
  Jeanne: But even that nature, right, Jeanne, so like the, like these things, these models are probabilistic.
• 27:08
  Jeanne: They were designed probabilistically.
• 27:09
  Jeanne: All they're doing is trying to predict the next word with a bunch of fancy bells and whistles to make it look like it has, it thinks, make it look like it plans.
• 27:17
  Jeanne: It doesn't do any of that stuff.
• 27:18
  Jeanne: Other evolutions of these models have gotten more sophisticated in the way in which they plan.
• 27:23
  Jeanne: But, you know, it's kinda like a, a teenager.
• 27:25
  Jeanne: The attention span of these models has been very, very short historically.
• 27:28
  Jeanne: And in fact, the… some of the breakthroughs that they've been able to make with Claude coding these kinds of things, it's basically just all about persistence.
• 27:34
  Jeanne: It's really to say, "Look, just keep going," right?
• 27:37
  Jeanne: "Don't give up. Don't go halfway. Don't pretend that you got to the answer if you didn't get to the answer." See where you are, take a step forward, see where you are, take a step forward.
• 27:47
  Jeanne: Like literally pedantically like this.
• 27:49
  Jeanne: And they basically have taught, you know, these, uh, these models how to be persistent, and that has made a big difference in terms of the problems that they can solve, right?
• 27:57
  Jeanne: And by the way, no different than humans.
• 28:00
  Jeanne: I was saying, like if you're a teenager, right?
• 28:01
  Jeanne: No different than humans.
• 28:03
  Jeanne: This… So it's interesting how a lot of these anthropomorphized, anthropomorphized behaviors are emergent in this.
• 28:10
  Jeanne: But then again, it's not surprising at all when you realize that this stuff is trained on the internet, right?
• 28:15
  Jeanne: So of course it has all these human, you know, behavior.
• 28:18
  Jeanne: People go, "Oh, well this has an op- you know, Claude has an opinion about my show." Like, it doesn't have an opinion.
• 28:23
  Jeanne: It pulled all the opinions from all the humans that are out there on the internet.
• 28:27
  Jeanne: Right.
• 28:28
  Jeanne: Right.
• 28:29
  Jeanne: You mentioned building, you know, like, uh, s- prompts, and I'd spent, uh, make, a lot of time doing a master prompt and a my brain prompt and all.
• 28:39
  Jeanne: So I did bypass it telling me, um,"I can do this and I can do 50 other things," and it scrolls down my screen and I'm like, "I can't read all that." So I just tell it, "Please shut up and don't offer more than I asked for."
• 28:51
  Ted: Yeah, right.
• 28:52
  Ted: Give me the answer.
• 28:53
  Ted: Come on.
• 28:53
  Jeanne: Right.
• 28:54
  Jeanne: I don't want all this extra stuff 'cause it's, it's, like you said, whoever built it, they want you to use it more.
• 28:59
  Jeanne: 'Cause some of the things they do offer are very insightful at times, but, you know, like you said, it's being trained by a human.
• 29:08
  Ted: Yeah, it's being trained by a human.
• 29:09
  Ted: That, that usability feature especially is being… You know, they've got humans in, in labs, you know, in, in other countries that are just using and using, using.
• 29:17
  Ted: And then of course they're using the data from everyone like you and I who use it, right?
• 29:21
  Ted: And they use that to improve its, um, the functionality and its ability to do what it wants or what you want, I should say.
• 29:27
  Jeanne: For the one last question, though, I really struggle with this, and that's, kinda goes back to when Claude just started deleting fields it shouldn't have.
• 29:35
  Jeanne: But, um, it's a trust factor.
• 29:37
  Jeanne: So I know, like, in banking, uh, my, my career was a lot in banking and insurance.
• 29:42
  Jeanne: You really have to trust that you have this set up properly and that you don't have any backdoors that people could get in and it could lose data for you or whatever.
• 29:54
  Jeanne: So a lot of people won't adopt it in the, um, you know, larger corporations.
• 29:58
  Jeanne: They just won't adopt it.
• 29:59
  Jeanne: They'll put it in there, but they'll limit the access or where it can be used, on what platform.
• 30:06
  Jeanne: Uh, but just the trust factor, how do you get to that with leadership?
• 30:11
  Ted: Yeah.
• 30:11
  Ted: So that's a pretty important thing, and I think it's this, this is just generally change management, right?
• 30:16
  Ted: Change is hard.
• 30:17
  Ted: Trust is hard, right?
• 30:18
  Ted: Difficult to build, very easy to lose.
• 30:21
  Ted: And I think that for, uh, you know… Again, think about the, the maturity of a lot of these products.
• 30:26
  Ted: It's, it's incredibly smart.
• 30:27
  Ted: This is why my book, you know, when I refer to this as, you know, treat AI like an intern and not an oracle, because more often than not, it is like an intern, like a super, super smart intern, right?
• 30:36
  Ted: But it's so, so capable at so many things, but lacks so much common sense, right?
• 30:41
  Ted: And thus, the deletion of files and these kinds of things.
• 30:43
  Ted: So why in God's name would you ever go do that?
• 30:45
  Ted: And then why would you lie about it if I ask you, right?
• 30:47
  Ted: But let's think about what would happen if there was an intern doing the same thing.
• 30:51
  Ted: They would do the same thing, right?
• 30:52
  Ted: They would say, "Oh, you know what, boss?
• 30:54
  Ted: J- I, I thought you might want to do this, so I did all this wonderful stuff." And you'd be like, "Why in God's name did you do that?
• 30:58
  Ted: I didn't ask you to do that.
• 30:59
  Ted: What did you do?
• 31:00
  Ted: And what happened to my data?
• 31:01
  Ted: It's not even here.
• 31:02
  Ted: Oh, oh, I can get it back for you.
• 31:03
  Ted: I can get it back for you," right?
• 31:04
  Ted: Like, th- th- you can imagine this actually playing out, right?
• 31:07
  Ted: And so- Right.
• 31:08
  Ted: … you, this, this is what happens, right?
• 31:10
  Ted: Like this, again, like, this weird behavior.
• 31:12
  Ted: But- The trust is difficult to build.
• 31:15
  Ted: And I think that, first of all, that companies are correct, right, to not just go and just implement it everywhere, not just because it might make mistakes, but just because the, the changing of costs, right?
• 31:26
  Ted: You know, one of the things that I, I speak up against is there's so much crap out there of leaders, right, I- leaders who are just saying, "Oh, I got rid of all these people because of AI," right?
• 31:35
  Ted: And it's just like,"No, you didn't." Okay?
• 31:37
  Ted: This AI is just an excuse for why you got rid of a bunch of people.
• 31:40
  Ted: You got rid of a bunch of people because of money more likely than not.
• 31:42
  Ted: And then you said, "Well, n- but, but, but, you know, if I said that, then my stock price would go down, so instead I'm gonna say AI efficiency save," right?
• 31:49
  Ted: "Now my stock price goes up," right?
• 31:51
  Ted: And it's like, come on, all right?
• 31:53
  Ted: AI is like the boogeyman right now for everything going on.
• 31:55
  Jeanne: Right.
• 31:55
  Jeanne: Right.
• 31:56
  Ted: Right?
• 31:56
  Ted: So that's-- Let's, let's not blow things a little bit out of proportion.
• 31:58
  Ted: But, um, that, again, Jeanne, that's not to say that people aren't gonna lose their jobs, and certainly we're already seeing the compression of entry-level jobs, right?
• 32:05
  Ted: Because people are saying,"Well, look, I, I can…" Exactly what we're talking about.
• 32:08
  Ted: "I can use AI as my leverage to be my entry-level person. Why do I need an entry-level person now?" And I actually lay this out in the book.
• 32:14
  Ted: You do still need entry-level people, right?
• 32:16
  Ted: Because, not just because the talent management and the continuity of your company and these kinds of things, but because entry-level people have an ability that older people don't have because they're native to this technology, right?
• 32:27
  Ted: They're native to this world in which this works in, and so they're able to really be that bridge.
• 32:33
  Ted: Um, now, what do they lack?
• 32:34
  Ted: They lack experience, right, as we talked about.
• 32:37
  Ted: But how can they get that experience?
• 32:39
  Ted: They can use AI itself to train themselves up faster to work with people, right?
• 32:43
  Ted: I, I use the example of, hey, you know, back when, when I was working, you know, on Wall Street or whatever, and I'd have a problem and I have a question, right, for a senior person or senior trader, I couldn't just ask that question in the middle of the day.
• 32:54
  Ted: They got stuff to do.
• 32:56
  Ted: I'd have to save myself, right, till the end of the day, find the right moment, and then be like, "Hey, listen, can I ask you a question?" Because if I ask too many questions, they'd be like, "Goddammit.
• 33:03
  Ted: Tech just keeps asking stupid questions.
• 33:04
  Ted: Like, he's not, he's not getting any work done," right?
• 33:06
  Ted: So, right?
• 33:07
  Ted: But now that's not a scarce resource anymore, right?
• 33:10
  Ted: So you can ask AI.
• 33:11
  Ted: It may not give you the best answer, but it's gonna give you an answer to get you keep-- let you keep moving during the day rather than being stuck saying, "Oh my God, I gotta wait till the end of the day before I can bother somebody about this or else they're gonna think I'm stupid," right?
• 33:22
  Ted: AI's not gonna think you're stupid, or maybe it will, but it'll keep that thought to itself, and you just go and use it.
• 33:27
  Ted: So again, this is where you can build the trust.
• 33:29
  Ted: You can use it for the things that you know the answer to that are more safe, and then expand that circle.
• 33:36
  Ted: Again, that's no different than any change management for any technology or any large major change that you would do in any organization.
• 33:42
  Ted: You have to think about the human impact of making those changes and the risk impact to your business.
• 33:48
  Jeanne: Yeah, absolutely.
• 33:49
  Jeanne: Well, I can also see when you say entry-level people, you know, a lot of them tend to come into, say, banking and customer service or support or some level like that.
• 33:58
  Jeanne: And not really having the savvy at that level to always respond back to a customer with an appropriate email, for instance.
• 34:07
  Jeanne: So I can see AI sitting there like, a person sitting there, "Let me run my email by the AI," and the AI comes back with 15 changes.
• 34:15
  Jeanne: Like, "Don't say that to the customer.
• 34:15
  Jeanne: Don't do this. Don't do that."
• 34:18
  Ted: Yeah.
• 34:18
  Jeanne: So you, you, in essence, some people are asking us, are we training AI?
• 34:22
  Jeanne: Yes.
• 34:23
  Jeanne: You can turn that button off, but in other words, AI's training us to be more efficient faster.
• 34:29
  Ted: There's some truth to that, right?
• 34:30
  Ted: There's some truth to some people there, or t- there's some, uh, some stuff I was reading.
• 34:33
  Ted: I don't know if it's real or not.
• 34:34
  Ted: It's not a study, but just, you know, k- anecdotally people say, "Oh, my kids can't do anything without bouncing it off of AI first," right?
• 34:40
  Ted: Just … , right?
• 34:42
  Ted: It's, it's kinda like, well, they, you know, will they ever bounce it off of you as a parent first?
• 34:45
  Ted: Of course not.
• 34:46
  Ted: But, like, AI, "Oh, hey, should I tell my friend that I think their sweater is ugly?" Like, you know, come on.
• 34:52
  Jeanne: Yeah.
• 34:53
  Jeanne: I mean, and I don't, I think most, for the most part, AI would respond in a positive way and not say- It would … "Yeah, go tell them. They look like garbage."
• 35:00
  Ted: No, it wouldn't.
• 35:01
  Ted: Yeah.
• 35:01
  Ted: And then that's kinda funny, right?
• 35:03
  Ted: 'Cause it's kinda like the, you know, kinda conventional average wisdom that's got that, right?
• 35:07
  Ted: So, you know.
• 35:08
  Jeanne: Right.
• 35:08
  Jeanne: Right.
• 35:09
  Ted: Not serving a replacement for parents, but, you know- … it's interesting.
• 35:12
  Ted: It's interesting.
• 35:13
  Ted: And, you know, that, and by this, I mean the really, really young people, the ones that literally, like, you know, the elementary school kids that are just, this is just part of their blood now, right?
• 35:19
  Ted: Like, of course they're gonna ask AI, right?
• 35:21
  Ted: Of course.
• 35:22
  Jeanne: Right.
• 35:22
  Ted: They, they see nothing different or weird about, like, yelling out to, you know, some device, right, your Alexa or whatever, and, and having it talk to, back to them.
• 35:29
  Ted: And now this is the same thing.
• 35:30
  Ted: They see nothing weird about just asking, you know, a computer about life questions.
• 35:36
  Ted: Just like, "Okay, that's fine."
• 35:38
  Jeanne: Right.
• 35:38
  Jeanne: Well, I can't say I don't do the same thing even.
• 35:42
  Jeanne: I, I don't know.
• 35:43
  Jeanne: I just find it just fun.
• 35:45
  Jeanne: I don't know.
• 35:46
  Jeanne: It's just fun.
• 35:46
  Ted: Yeah.
• 35:46
  Ted: Yeah.
• 35:47
  Ted: But that's the right attitude, right?
• 35:48
  Ted: I think you gotta, you know, uh,'cause, 'cause it will, of course, of course at times be frustrating when things go wrong, like files getting deleted or whatever, mistakes getting made or you, you're gonna get upset, you're gonna get annoyed, like, just like, you know, frankly, a human would.
• 36:00
  Ted: So, hey, you know, you just gotta, gotta roll with it.
• 36:03
  Jeanne: Yeah, you can come up with games.
• 36:05
  Jeanne: I, we had, um, you know, one of my friends at work, uh, had a baby.
• 36:11
  Jeanne: And as the baby was growing up, the, you know, they were learning jokes, right?
• 36:15
  Jeanne: And so I was AI'ing, "Give me a joke for a two-year-old," and it was, it could not give me one.
• 36:24
  Jeanne: It could not give me a joke.
• 36:25
  Jeanne: And so there are limitations sometimes to the human side of it.
• 36:30
  Jeanne: They did give me one joke that was funny.
• 36:32
  Jeanne: Yeah.
• 36:32
  Jeanne: And that was, why did the teddy bear not want dinner?
• 36:37
  Ted: Why?
• 36:39
  Jeanne: It was stuffed
• 36:40
  Ted: Ah, well, there you go.
• 36:42
  Ted: Yeah, it's like dad jokes.
• 36:43
  Ted: It's good at dad jokes, I guess.
• 36:45
  Jeanne: Yeah, right, right.
• 36:46
  Jeanne: Well, I mean, this is fun 'cause I could talk about AI a lot.
• 36:49
  Jeanne: Obviously, you could 'cause that is what you're s- focusing on right now.
• 36:53
  Jeanne: But, uh, it's time for us to play two truths and a lie.
• 36:56
  Ted: All right, let's go.
• 36:57
  Jeanne: For some of the people listening, uh, here's how we do it.
• 37:00
  Jeanne: T- um, Ted has provided me with three headlines of his life that, um, two are true, one of them is a lie or a twisted truth.
• 37:08
  Jeanne: I'm gonna read them out to you.
• 37:10
  Jeanne: I will guess which one is a lie, and then he's gonna walk us through each story, and he won't reveal the lie until the end.
• 37:16
  Jeanne: So here we go.
• 37:18
  Ted: All right
• 37:22
  Jeanne: This episode is sponsored by Rebel 180, the home of brave pivots and fresh starts.
• 37:27
  Jeanne: Rebel 180 is all about helping you rediscover what's possible when you stop settling and start listening to that little tug inside that says, "Life can be different." Whether you're navigating a career shift, dreaming about a new direction, or standing at the crossroads wondering if it's time for your own 180-degree turn, Rebel 180 is a reminder you don't need permission to change your story.
• 37:51
  Jeanne: And now, as we open the door to our second sponsor, we're stepping into the world of tech.
• 37:56
  Jeanne: Simple SocketPrint, the lightweight, blazing fast label print solution designed for those who need reliability without the bloat.
• 38:03
  Jeanne: With version 1.5, you get instant printing in milliseconds, fully maintained print sequence, and automatic base 64 decoding, all without needing print driver installs.
• 38:14
  Jeanne: If you're running SQL Server 2016 or newer, Simple SocketPrint 1.5 drops right in and gets to work.
• 38:21
  Jeanne: Keep your workflow simple.
• 38:23
  Jeanne: Keep your label printing fast with Simple SocketPrint.
• 38:26
  Jeanne: Thank you to our sponsors.
• 38:32
  Jeanne: The first headline is, "When Connecticut faced its biggest crisis in decades, Ted helped create the state's largest COVID relief fund." That sounds like good.
• 38:43
  Jeanne: I hope you did it.
• 38:45
  Jeanne: I'm not gonna say if that was my guess or not.
• 38:48
  Jeanne: Number two, uh, Ted and his wife spent years fighting for the survival of their triplets after they were born at just 24 weeks, and that is totally the opposite.
• 38:58
  Jeanne: It's… I hope that wasn't the case.
• 39:01
  Jeanne: Um, number three, Ted's work in media earned him an Emmy Award nomination.
• 39:07
  Jeanne: So man, that's a big spectrum.
• 39:09
  Ted: It is.
• 39:10
  Jeanne: So I don't know.
• 39:12
  Jeanne: I guess I, I guess I'll guess number one, uh, because that, that is huge.
• 39:17
  Jeanne: That's just huge.
• 39:18
  Jeanne: I, you know, that'd be great if you did it, but, uh, I'm gonna guess that's the lie.
• 39:21
  Jeanne: So, but don't tell me.
• 39:22
  Jeanne: Just go through each of these stories and give us the-
• 39:25
  Ted: Okay… Jeanne: the real background.
• 39:27
  Ted: All right.
• 39:27
  Ted: So then let's, let's start with two.
• 39:30
  Ted: So, uh, this is, uh, Ted and his wife spend years fighting for the survival of their triplets after they were born at just 24 weeks.
• 39:37
  Ted: So, um, this is true.
• 39:39
  Ted: So this is, uh, this is extremely true, um, obviously and not the kind of thing that, uh, I can pretend I did or I didn't.
• 39:47
  Ted: So behind me are actually a bunch of books.
• 39:49
  Ted: The one that is not any color that has some people on it is called Table for Five.
• 39:53
  Ted: That is the memoir I wrote about this.
• 39:55
  Ted: So, uh, my wife did give birth to triplets at 24 weeks.
• 39:59
  Ted: Um, it was a disaster.
• 40:01
  Ted: And, uh, you know, the CliffNotes version, if you will, is that, uh, we lost one son after a week, and then my other son came home, uh, around his due date, which is about four months later.
• 40:12
  Ted: And, uh, you know, but he, and he's autistic, but that is not necessarily related.
• 40:17
  Ted: Um, and, uh, my daughter, uh, came home after eight months or nine months, uh, with a breathing tube, a feeding tube, and on a ventilator.
• 40:25
  Ted: So, uh, and it took for four years before she could breathe out of her mouth or her nose.
• 40:29
  Ted: So, and that's really the beginning of the story because people with premature babies will tell you this is not something that you overcome.
• 40:36
  Ted: Um, there are things like developmental delays.
• 40:38
  Ted: For example, my daughter's maturity.
• 40:40
  Ted: She, they… By the way, my, my two survivors are 17 now, and, uh, yeah, it's pretty amazing.
• 40:45
  Ted: And, uh, hopefully we'll be off to, to higher education or college next year.
• 40:48
  Ted: After a year, they'll be seniors next year in high school.
• 40:50
  Ted: But this is not something that just goes away.
• 40:52
  Ted: So my daughter is 17, but she has the maturity of about a 12-year-old, and that is something that is slowly increasing that I hope will eventually get her to adulthood.
• 41:01
  Ted: Um, but that is not a given.
• 41:02
  Ted: And so this is very much true, number two.
• 41:06
  Jeanne: Well, I'm sorry to hear that.
• 41:07
  Jeanne: But your book is called what again?
• 41:09
  Jeanne: Uh, Table for Five?
• 41:10
  Ted: Table for Five.
• 41:11
  Ted: It's a memoir.
• 41:12
  Ted: The reason I wrote it was, uh, uh, you know, uh, dads don't really tell this story.
• 41:16
  Ted: Now, most people don't tell this story, frankly, 'cause it doesn't happen that often, thank God.
• 41:20
  Ted: But, um, it happens more than you think, right?
• 41:23
  Ted: And, uh, this is one of those things that, like, when you lose a child and you talk to other people, people will then tell you, "Oh, I lost a child." But they don't… It doesn't just come up in casual conversation, right?
• 41:31
  Ted: So th- this is, uh, you know, a huge part of what made me, me.
• 41:35
  Ted: And so clearly when you asked me this, I put this on here.
• 41:38
  Ted: Um, plus it's so strange and extraordinary that, you know, it may seem like it's true or not true, so there you go.
• 41:43
  Jeanne: Oh.
• 41:44
  Jeanne: Well, I'm glad they're 17, and you said going off to higher education, so what do- Yeah … what will they be doing?
• 41:49
  Jeanne: Do you know, going to a university or?
• 41:52
  Ted: Yeah.
• 41:52
  Ted: My, my son is college bound.
• 41:54
  Ted: I mean, uh, he's, again, he's autistic, but that's not gonna stop him, and, uh, then we don't know exactly where, you know?
• 41:59
  Ted: He's just a junior still, but we'll figure it out, uh, in the next year and hopefully it'll be great.
• 42:04
  Ted: And then, uh, my daughter too.
• 42:06
  Ted: I mean, she, she should be able to go on to some amount of education beyond high school.
• 42:10
  Ted: Unclear what, but again, she, her issue is really just trying to get her maturity, uh, to kind of correspond with her biological age, so, and that's just an ongoing thing, so.
• 42:19
  Jeanne: Oh, okay.
• 42:20
  Jeanne: Will they have to live with you or, uh, commute, or would they be able to-
• 42:23
  Ted: No, no.
• 42:24
  Ted: Um, well, I mean, in the, in the short run, maybe.
• 42:26
  Ted: I don't know.
• 42:27
  Ted: Uh, my daughter certainly in the short run, but the intent, you know, I think this is what any parent wants for their child, is for them to be happy and independent, right?
• 42:34
  Ted: So I think that is, is cert- my son it is certainly possible, it's absolutely possible.
• 42:39
  Ted: For my daughter, unclear.
• 42:40
  Ted: Um, but, uh, we, we are optimistic.
• 42:43
  Ted: And so initially, yeah, as, you know, we try to get past, again, the maturity thing and these kinds of things, it'll take some time, but yeah, the intent would be, and certainly our desire and hers too, frankly, would be to be able to be independent.
• 42:56
  Jeanne: Oh.
• 42:56
  Jeanne: Well, I, I wish you the best success th- there, and it's a hard roads, but I appreciate you sharing it with us.
• 43:03
  Ted: Yeah.
• 43:03
  Jeanne: Thank you.
• 43:04
  Ted: So, and n- now let me go now to number three.
• 43:07
  Jeanne: Okay.
• 43:08
  Ted: So, uh, so I, I do, I, I've done quite a lot of work in media, and I actually do have, uh, you know, done a lot of different things in media.
• 43:15
  Ted: But this one actually is a lie, or at least it's a, it's a twist, because I, I did earn a, a regional Emmy Award, and it's actually on the wall behind me, right?
• 43:24
  Ted: And, uh, so it's not an Emmy as, as, as… But, but you can call it a regional Emmy, if you will.
• 43:28
  Ted: Um, now interestingly enough, and it's also wasn't necessarily my work in media, it was actually my work with number one, which is true, which is the, the largest COVID fund, uh, here in the state of Connecticut, which delivered$23 million in aid during COVID.
• 43:41
  Ted: And as part of that, we released a bunch of public service announcements, PSAs, and, uh, I, together with my team, wrote that PSA.
• 43:49
  Ted: Um, it was really cool.
• 43:50
  Ted: We had, you know, some, some, uh… Actually an Emmy award-winning, uh, anchor, E- Ernie Anastos, who's since passed away, uh, was the narrator, uh, which people around the New York area know who he is, and, uh, a, Emmy-winning, uh, composer do part of the, uh, uh, sorry, do the, the, the music for it as well.
• 44:05
  Jeanne: Who was the person you mentioned from New York?
• 44:08
  Ted: Uh, Ernie Anastos.
• 44:09
  Ted: Ernie Anastos was a, a broadcaster.
• 44:11
  Ted: He was, uh, you know, the nightly news guy for so many years on various different channels for the longest go.
• 44:15
  Jeanne: Okay.
• 44:16
  Jeanne: So.
• 44:16
  Jeanne: That's an unusual name.
• 44:17
  Jeanne: I was thinking of-
• 44:17
  Ted: Yes… Jeanne: uh, the Kennedys.
• 44:19
  Ted: Uh, was it Jackie Kennedy married an Onassis?
• 44:22
  Ted: Is that what you meant?
• 44:22
  Ted: Anastos.
• 44:22
  Ted: Yes, this is Anastos.
• 44:24
  Ted: Or, or Ernie-
• 44:24
  Jeanne: Anastos, okay.
• 44:26
  Ted: But still, yeah, a good guy and, you know, and certainly w- willing to help when, uh, when we needed him to do something.
• 44:31
  Ted: So, so it's a regional Emmy, which is why this is not fully true, but, you know, I got, I got a fancy certificate and if I'd won, you get a statue which looks just like anyone else, any other Emmy statue if you want.
• 44:40
  Ted: But I didn't win, mind you, so that's why, um, this one is the lie.
• 44:44
  Ted: But okay, the first one is true.
• 44:46
  Ted: So, uh, you know, the… I think what, what did you do during COVID, right?
• 44:50
  Ted: Like, what did, what did I do during COVID?
• 44:51
  Ted: Well, for me it was, I was sitting, you know, on my couch in the room next door, and it was, you know, I was sitting there going, "You know what?
• 44:58
  Ted: I, we think we pretty much got this, you know, under control." You know, I, we ended up leaving the house for like a month or whatever and all that, but we'd figured out basically what to do and, you know, I was thinking about, as so happens, um, you know, other people were thinking about this too.
• 45:10
  Ted: So my co-founder, my really good friend Don, and I were thinking about this, and the governor of our state, who knew us from other work that we've done for the state, actually went and called and said, "Listen, I need someone to go stand up something like this." And the i- the this was, "We have people who really wanna help our state and aren't quite sure where to write that check," right?
• 45:29
  Ted: They weren't quite sure what is the right and most important priority.
• 45:33
  Ted: And, and it was like, 'cause, you know, literally someone's like, "Listen, I'm gonna give this to my local hospital," and their local hospital's Greenwich Hospital, which if you don't know anything about it, everyone in the, in the country knows Greenwich, like, they're wealthy, okay?
• 45:42
  Ted: They don't really need the check, okay?
• 45:44
  Ted: But there are plenty of other hospitals that do.
• 45:46
  Ted: Which one would you write it to, right?
• 45:48
  Ted: And so for these kinds of things, we ended up creating a fund so that people could give us money that we could then use and deploy that money out in order to, to, uh, get goods and services to people who most needed it in the state.
• 46:00
  Ted: And so that's what we did.
• 46:02
  Ted: It was called 4CT, the number 4 CT, which is a clever, i.e. four, F-O-U-R CT.
• 46:07
  Ted: Anyway, and, and, uh, yeah, that's, so that's what I did during COVID, and, uh, you know, I, I founded and was the CEO for the, for that first year of that, of that, uh, of its operation.
• 46:16
  Ted: And, uh, like I said, we did $23 million of aid and it's, it's still, it still, you know, makes me smile because, uh, you know, I, even to this day people will say, "Hey, oh yeah, 4CT gave me a grant for this," or, "I received some money for that," or this, that and the other thing, and I'm like, "That's great," right?
• 46:30
  Ted: 'Cause this is what we were there-
• 46:32
  Jeanne: Yeah, that's wonderful.
• 46:32
  Jeanne: Yeah.
• 46:32
  Jeanne: Yeah, I don't think I was doing any of that stuff during COVID.
• 46:35
  Jeanne: I was trying to make sure my kids are Not running around, um-
• 46:39
  Ted: Yeah… Jeanne: you know, driving their supposed to be when everybody- Right… Jeanne: was supposed to be locked down But is that still in existence, this fund?
• 46:50
  Ted: Not, maybe not for COVID.
• 46:51
  Ted: Did it morph into something else?
• 46:53
  Ted: Correct.
• 46:53
  Ted: It morphed into something else.
• 46:55
  Ted: So along the way, uh, we created a, what we call the 4CT card, which was basically a direct benefit card.
• 47:01
  Ted: Basically cash to people who needed it, right?
• 47:03
  Ted: And this is one of those things that if people don't know, that a lot of times when people fall on tough times, a little bit of cash can actually change their outlook of life, right?
• 47:12
  Ted: Think about the perfect example here is your car breaks down, and if you can't fix your car quickly enough, you're gonna lose your job, right?
• 47:18
  Ted: And so that l- but if you don't have that money, right, y- y- you just like, oh, wait, a lot of people don't have savings or they, their credit cards are maxed.
• 47:24
  Ted: They can't really just go and spend 3, 4, 500 bucks on fixing that car.
• 47:27
  Ted: But if you had that money at the right time, you're gonna keep that job.
• 47:30
  Ted: And keeping that job is huge, right?
• 47:33
  Ted: It takes a productive person to an unproductive person once they've lost their job, right?
• 47:36
  Ted: And so the 4CT card was designed for that because COVID created this situation a million fold, right?
• 47:42
  Ted: So many people could use a couple hundred bucks or more, you know, and, and, and just, you know, just basically take care of like small things that, you know, you weren't gonna be able to get paid for in any other way.
• 47:52
  Ted: And then again, a lot of times as we started off with things like first responders and these kinds of things like that, you know, things were more expensive to get those things to work 'cause you couldn't get someone to come babysit your kids.
• 48:01
  Ted: You couldn't get like… All these kinds of things just all kind of fell apart and we still expected some people to show up to work, right?
• 48:06
  Ted: And so this was, was the purpose of the 4CT card.
• 48:09
  Ted: That program is still continuing.
• 48:11
  Ted: So 4CT today still does direct aid.
• 48:14
  Ted: It works with a bunch of different things.
• 48:15
  Ted: This is different than universal basic income, which some people may have heard of.
• 48:18
  Ted: This is really more about emergency money or let's say small amounts of money designed to really help people when they really need it most.
• 48:26
  Ted: So, um, that program still continues.
• 48:28
  Jeanne: Yeah, that's a wonderful legacy.
• 48:30
  Jeanne: And that's just so nice that people like you did this and helped you do this.
• 48:34
  Ted: Yeah, I mean, look at number two.
• 48:35
  Ted: I mean, like clearly I've been through my, my trials as well.
• 48:38
  Ted: But you know what, like when you, you get to somewhat the other side of some of these kinds of things, you feel… at least I have an appreciation for, look, I, I gotta help others, right?
• 48:45
  Ted: And see what I can do.
• 48:46
  Ted: And, and it was certainly, certainly, uh, you know, for me it, this is all part of the, you know, arguably writing the book also, right?
• 48:52
  Ted: Because the… I was, you know, I used the techniques of the book without having to write it, but I figured it was something to be out there and to get that story out there and to have people really learn from it, you know, whether that's AI, whether it's, you know, my story with my children or whatever.
• 49:06
  Ted: You know, that's, that's really kind of me, the, the storyteller, if you will.
• 49:10
  Ted: Um, you know, the regional Emmy nominated storyteller, if you will.
• 49:13
  Ted: There you have it.
• 49:14
  Jeanne: Oh, okay.
• 49:15
  Jeanne: Well, well that's wonderful.
• 49:17
  Jeanne: Well, I know this has been so fascinating that I know people will wanna get in touch with you, so I was able to, uh, put your information on another slide here.
• 49:25
  Jeanne: You gave a great quote that you might wanna chat about a little bit.
• 49:29
  Ted: Yeah.
• 49:30
  Ted: The quote is, "Stop talking about replacing people with AI, and instead let's talk about empowering people with AI." And again, this is my advice to any leader, right?
• 49:38
  Ted: You look at the things that people are doing with AI.
• 49:40
  Ted: You know, people are using AI to replace a lot of the commodity, easier things that they can do, entry-level positions in their jobs, in their workplace.
• 49:46
  Ted: But what does that do for your more experienced people, right?
• 49:49
  Ted: They're not dumb.
• 49:50
  Ted: They turn around, they see that, they go, "Listen," like, "the next day you're gonna come after me." Instead of doing that, you should be talking with your senior people and not just giving them licenses like, "Oh, here's your Claude, here's your ChatGPT," but really empowering them, right?
• 50:02
  Ted: Giving them a way to do their job better, because trust, as we talked about, is the most difficult thing, right?
• 50:08
  Ted: And if you've got your high performer in your… or your set of high performers, hopefully, in your company, right?
• 50:13
  Ted: You trust those people.
• 50:14
  Ted: You built that trust.
• 50:15
  Ted: Don't throw it away just by talking about replacing.
• 50:18
  Ted: Instead, talk about how you can take those people that you trust, that are performing well here for you, and make them even more powerful, right?
• 50:25
  Ted: So that's, that's what that quote's about.
• 50:26
  Jeanne: Right.
• 50:27
  Jeanne: I don't think they're replacing as many people at the entry level as-
• 50:31
  Ted: They like to claim… Jeanne: is being touted, huh?
• 50:33
  Ted: I know.
• 50:34
  Ted: I… Well, that goes back to what I was saying, right?
• 50:35
  Ted: Everything is an AI thing, right?
• 50:37
  Jeanne: Right.
• 50:38
  Ted: Look, certainly some, there is impact to jobs.
• 50:41
  Ted: There will be big impact to jobs, but a lot of this is evolution of jobs, right, as opposed to just revolution or just revocation, right?
• 50:49
  Ted: I don't think that we're gonna see this mass, mass, mass firings, at least not anytime soon, right?
• 50:55
  Ted: And so that gives us time, right, as professionals, to get out there and up our game.
• 51:01
  Jeanne: Well, if you could really think about it, you could drive massive amounts of revenue by shrinking the, you know, the, uh, time needed for a high throughput from somebody.
• 51:11
  Ted: Yeah.
• 51:12
  Jeanne: Uh, you just think about it like that.
• 51:14
  Jeanne: Don't get rid of the person.
• 51:15
  Jeanne: Just realize, help them learn how to use the AI tools.
• 51:18
  Jeanne: Higher throughput.
• 51:19
  Jeanne: What is that?
• 51:20
  Jeanne: A bigger ROI.
• 51:21
  Jeanne: I mean, come on.
• 51:22
  Ted: Absolutely.
• 51:23
  Jeanne: To me, it makes sense.
• 51:25
  Ted: Right.
• 51:26
  Ted: Think about changing all of the workflows that you have, right?
• 51:29
  Ted: Think about how much make work and, like, paper-pushing and type stuff like that, that your high performers have to do.
• 51:33
  Ted: Think, you could have AI take care of a lot of that stuff for them, free them up to do the work that they wanna do, right?
• 51:38
  Jeanne: Right.
• 51:39
  Jeanne: Right.
• 51:39
  Jeanne: And as good as, like, as good as, like, Google Images has gotten now, or who's the other one that… Gemini's got a image creator as well.
• 51:48
  Jeanne: As good as they've gotten, you can't just tell them to make me a image because I, I ask him to make me an image of something, I don't know, and- It, it was a ship, you know, 'cause this is Project Candor on a little ship.
• 52:02
  Jeanne: Um, and I think it had the boarding plank or the gangplank in the water.
• 52:09
  Jeanne: It was all there.
• 52:11
  Ted: All the various pieces are there.
• 52:12
  Jeanne: Right, right.
• 52:13
  Jeanne: That's like, that's all really good, it looks like a good drawing, but you cannot go out into the water to board.
• 52:19
  Ted: No, come on now.
• 52:21
  Ted: And then the, the fact is, it, it just goes back to judgment, right?
• 52:23
  Ted: Like, the most important skill for anyone these days is judgment, and it's always gonna be that way when AI is doing so much doing, and then you've got it doing… Like, we talked, you talked about you have your three different things cooking.
• 52:34
  Ted: You know, at any given time I've got queries running, agents doing God knows what, and they're all coming back to me, right?
• 52:39
  Ted: And does create some load in your brain.
• 52:41
  Ted: Again, the book tells you kinda how you can help deal with that.
• 52:43
  Ted: But the reality of it is your judgment is now the scarce resource, right?
• 52:47
  Ted: It's not the researching or even the writing or the analysis or the whatever.
• 52:51
  Ted: Like, that is no longer the scarce resource.
• 52:54
  Ted: The scarce resource is your judgment that's keeping the quality up.
• 52:57
  Ted: It's making sure that your- the work that's being done is the work that should be done.
• 53:01
  Jeanne: Yeah, absolutely.
• 53:02
  Jeanne: Absolutely.
• 53:03
  Ted: That's real hard.
• 53:04
  Ted: I mean, uh, uh, you know, scarcity has been a blessing for some of those things for people who really aren't able to make those decisions, but that, that's changing now.
• 53:11
  Ted: So if you're a leader, and, you know, this, this, this is actually does impact leaders, right?
• 53:15
  Ted: It's like, if you're a paper pusher, right?
• 53:18
  Ted: If you're just kind of a human paper pusher and you're moving things around, that is the job that is gonna get replaced with AI.
• 53:23
  Ted: You have to move to what your leadership potential and your job title probably already implies, which is that you're making decisions, right?
• 53:31
  Ted: That you are e- exercising judgment, right?
• 53:33
  Ted: That's where you have to be.
• 53:35
  Ted: So if you're not there, then you've been kinda like, you know, benefiting from this, then AI is gonna reveal that and it's gonna cut that away, right?
• 53:42
  Ted: And you r- you see that already, you know, happening in technology itself, and you're seeing this happen.
• 53:47
  Ted: And again, you're right, I think the, the, the job loss, these kinds of things are overblown.
• 53:51
  Ted: Again, people wanna call it AI, get the benefit of saying, "Look, we're ahead of our, of the curve here." But the reality of this is there will be impact.
• 53:58
  Ted: And again, we have some time, so let's put it to good use.
• 54:02
  Jeanne: Yeah.
• 54:02
  Jeanne: And there's always impact from something, but it's clickbait, uh, g- I think.
• 54:06
  Ted: Oh, it's easy to say, yeah, thousands of jobs lost, right?
• 54:09
  Jeanne: Yeah.
• 54:09
  Jeanne: Yeah.
• 54:09
  Jeanne: Like, everybody now is going like, "Oh, I can't fill my swimming pool because all of the data centers that are being built that they water for AI" I'm like-
• 54:18
  Ted: Come on.
• 54:19
  Ted: Yeah
• 54:21
  Jeanne: I mean, isn't there like a reclaim water or something?
• 54:24
  Jeanne: I don't know.
• 54:25
  Jeanne: All the- We just- There's something just stop.
• 54:26
  Jeanne: I mean, that, it was like-
• 54:27
  Ted: Yeah, yeah… Jeanne: ugh Whatever gets headlines, right?
• 54:29
  Ted: So.
• 54:30
  Jeanne: Yes, exactly.
• 54:31
  Jeanne: Well, here's all the information, guys, that, that for those listening and watching, uh, where you can contact Ted.
• 54:37
  Jeanne: He's got a website.
• 54:38
  Jeanne: He's got a Substack.
• 54:40
  Jeanne: The Substack I couldn't get into, but, um, that's a new tool for me actually.
• 54:45
  Jeanne: Um, but you can get in touch with him on all these places, and he invites you to check out his Ageless Peak Performance, um, book on his website, and you can sign up for The Devil's Advocate AI Workflow, which I already have.
• 54:58
  Jeanne: I got it.
• 54:59
  Ted: There you go.
• 55:00
  Jeanne: So I, I hope you'll reach out to Ted.
• 55:03
  Jeanne: It's, it's been a real pleasure having you on the show, Ted.
• 55:06
  Jeanne: It's just fun.
• 55:07
  Jeanne: I was so excited because, you know, I'm just, like, I'm in love with AI for some reason.
• 55:12
  Jeanne: I don't know.
• 55:12
  Jeanne: And the more I learn, the more I wanna learn.
• 55:15
  Jeanne: So anyway, but I appreciate you being on.
• 55:17
  Jeanne: It has totally been a pleasure.
• 55:19
  Jeanne: And for those listening, I hope you tune in next week for another great, uh, guest and episode.
• 55:24
  Jeanne: This is Jeanne Andersen, your Admiral of the Unexpected, and from now until then, I wish you all smooth sailing.
• 55:33
  Jeanne: Thanks for joining me on Project Candor, where the doors are open, the stories are unexpected, and the treasure is always real.
• 55:40
  Jeanne: If today's episode made you laugh or think, follow the show and share it with your crew.
• 55:45
  Jeanne: Otherwise, I might just make you swab the deck.
• 55:48
  Jeanne: I'm Jeanne Andersen, your Admiral of the Unexpected.
• 55:52
  Jeanne: See you on the next voyage.