0:02 You've probably heard that AI is the
0:04 future. But what does that really mean
0:06 for you and me as leaders? Is it just
0:08 another tech trend? Is it something to
0:11 delegate to your IT team? Or could it
0:13 actually become one of the most powerful
0:14 thought partners that you've ever had?
0:16 Well, my guest today believes it's the
0:18 latter, and he has the track record to
0:20 prove it. Jeff Woods is the author of
0:22 the AIdriven Leader and the founder of
0:24 AI leadership. He's helping top
0:26 executives use AI not just to save time,
0:29 but to make better decisions, to avoid
0:31 pitfalls, to think more strategically,
0:38 in. Well, hello my friend and welcome
0:39 back to another episode of the
0:40 Intentional Leader Podcast, a place to
0:42 be refreshed and equipped as you lead
0:44 yourself, your family, and your team.
0:46 I'm Cal and I think today's conversation
0:49 is going to challenge you and I also
0:50 think it's going to inspire you to think
0:53 differently about AI. On this episode,
0:54 Jeff shares his specific framework for
0:57 how he turns AI into a strategic
0:59 thinking partner. He also shares how he
1:01 built an AI board of adviserss,
1:03 including Warren Buffett and his future
1:06 self, and how you can start using AI
1:08 this week to become a better, more
1:09 focused leader. And stick around to the
1:11 end where Jeff shares the skills that he
1:14 would recommend to any college student
1:16 going into college this year to invest
1:17 in. And then before we dive in, if you
1:20 want a weekly bit of encouragement from
1:21 me through my intentional letter, you
1:23 can sign up for it in the show notes to
1:25 this episode. Every week on Sunday, I
1:28 share one idea, one quote, one question,
1:30 and one resource to help you live and
1:32 lead in a more intentional way. And I
1:33 always get really great feedback from
1:35 leaders. So, if you want to join leaders
1:36 from all over the world, just sign up in
1:38 the show notes of this episode. So,
1:39 without any further ado, let's jump into
1:42 my conversation with Jeff
1:45 Woods. Well, Jeff, I'm so pumped to have
1:46 you on the podcast. Thanks for doing
1:48 this. It's my pleasure. Excited to be
1:51 here. So, how did you decide to make
1:54 this pivot to go allin on helping
1:58 leaders think about AI?
2:00 You ever had that moment in your life,
2:01 Cal, where you just you felt like the
2:05 world was conspiring to help you? Like
2:07 everything was converging at the right
2:10 way at the perfect time. Uh that that's
2:12 what I was experiencing. We'll go back
2:15 in time because it it was a message that
2:17 I first received when I was in college.
2:19 My senior year, I was doing an
2:21 internship and right before graduation,
2:23 I sit down with the CEO and I asked him
2:24 what job I should get after school. Felt
2:26 like the logical question to me. He
2:29 leans in and he goes, "Jeff, you're
2:31 asking the wrong question."
2:33 And it's the first time in my life that
2:36 I was introduced to the right question
2:38 versus the wrong question. And he said,
2:40 'You should be asking, 'What are the
2:42 skills I can master that are so valuable
2:44 they'll serve me no matter where I go?
2:47 Then go find jobs that will help you
2:50 build those skills based on my
2:52 personality. He said, I should go into
2:54 sales. So, I had a good sales career,
2:56 but eventually wanted to get into the
2:57 world of business ownership,
2:59 entrepreneurship, and I partnered with a
3:01 guy named Gary Keller, who started a
3:02 company called Keller Williams, largest
3:04 real estate company in the world. He and
3:06 his co-author Jay Papazan had written a
3:08 book called The One Thing. Very popular
3:10 business book. They wanted to turn it
3:11 into a company, but Gary's one thing was
3:13 running KW. Jay's one thing was writing
3:15 books with Gary. That's where I came in.
3:18 My one thing became the one thing. And
3:19 the whole premise of the book is we all
3:21 have too much to do and not enough time.
3:22 And if there's if there's one thing in
3:24 your business or in your life that if
3:26 you focus on it, everything else becomes
3:28 easier or unnecessary. So a lot of what
3:30 I did was going into companies helping
3:32 them identify what that one thing was
3:34 and stay focused on it throughout the
3:38 year. And so core to that I had to
3:40 master the skill of asking great
3:43 questions to get a leader to go from all
3:45 the things that they could do down to
3:46 one thing that they should do and
3:49 staying focused on it. This became a
3:52 superpower of mine and by 2022 I had a
3:54 chance to sell my stake in the business.
3:56 had a two-year non-compete went in house
3:58 with a client called Jindle steel
4:00 empower big steel company out of India
4:02 about 100 thousand people I had been the
4:03 coach of the chairman of the board and I
4:05 was coaching the whole sea suite and so
4:09 I stepped in as chief growth officer
4:11 and my focus was the same how do I ask
4:13 the right questions but in a different
4:16 lens it was around strategy making sure
4:18 every company had a clear competitive
4:20 advantage execution do we have the right
4:22 strategic plan in place people purpose
4:24 of people is to achieve goals But goals
4:25 change every year. People's job
4:27 descriptions do not. Which means you
4:29 have an inherent lack of alignment
4:30 between the goals and what your
4:32 workforce is actually doing. I wanted to
4:33 realign the workforce. And then
4:35 technology. How do you harness
4:38 technology to do all of it? The and then
4:42 I saw chat GPT for the first time. It
4:44 was December of 2022 and when I saw it
4:47 cow, I I saw the next skill. I think
4:48 like a lot of leaders, my initial
4:50 reaction was I'm so busy. I'll get to
4:52 this later or you know what, I'm going
4:53 to delegate it to the tech team. But
4:55 then it was like, "No, I think this is a
4:57 skill that's worth mastering. I think
4:58 this will serve me no matter where I
5:01 go." And I really started to dive in um
5:03 identifying the right use cases, driving
5:05 it throughout the company, and it was
5:07 wildly successful. You know, if you look
5:09 holistically at the things we were
5:11 doing, the market cap grew from 750
5:15 million to 12 billion. It was
5:17 incredible. And I'm going, okay, I think
5:19 there's a much bigger opportunity here
5:22 because all every leader knows AI is the
5:24 future. but they have no idea where to
5:27 start. They think they're falling behind
5:29 and then you got all these tech and
5:32 consulting companies pushing this as a
5:33 silver bullet like oh if you just bring
5:35 this in everything else will be easier
5:37 or unnecessary. It's like no AI adoption
5:40 is not the goal of a company driving
5:42 growth is and since I since I now had a
5:44 track record my approach was always
5:47 strategy first technology second. What
5:48 are the problems preventing you from
5:51 achieving your goals? what tools do you
5:54 have available to you? AI is one of
5:57 those tools instead of we must figure AI
5:59 out. And so I said, I think this felt
6:02 like a calling for me. And so January of
6:05 2024, I resigned. And by February 8th, I
6:08 made a commitment to write a book and
6:11 build a company helping leaders go from
6:14 zero to one using this in very simple
6:17 ways that would be extremely powerful.
6:19 And the AIdriven leader was published.
6:21 It's been number one in the world. It is
6:23 just on an absolute tear. And my
6:25 company, AI leadership, I I feel like
6:26 I'm bear hugging a rocket ship right now.
6:28 now.
6:31 I love seeing people's stories play out.
6:32 And it's neat when you kind of follow
6:34 the thread there of that question, that
6:37 really powerful question of what are
6:39 those skills that you need to develop?
6:42 Then I look at the fact that you get
6:43 connected with the one thing which
6:46 highlights the power of focus. So skills
6:48 plus focus. then you see that
6:53 opportunity of wow this is a skill and
6:56 if I really focus on it imagine what
6:57 could happen and here you are so it's
7:00 just cool to see how preparation happens
7:02 over time sometimes little pieces come
7:05 together and you have done that well and
7:07 now you can help the rest of us learn
7:10 how to maximize this skill of which is
7:14 so important I got you
7:17 well so I want to come back to you
7:18 really peaked my interest with this idea
7:20 of asking the right questions, but I
7:22 don't want to go there yet. Uh, tell us
7:24 at the Steel Company, how did you start
7:27 to use AI? What did that even look like?
7:30 Well, first it started with me because I
7:33 I know the value of practicing what I
7:36 teach. And I I
7:41 believe leaders walk the talk. So, I was
7:43 not about to go say we need to do AI
7:46 when I'm not doing AI. And
7:49 frankly, first I was disappointed
7:50 because I was using it to write a better email
7:52 email
7:53 and it felt like a waste of my time. It
7:55 wasn't always working. I'm like, this
7:56 isn't worth the learning curve. But I
7:58 realized I was asking myself the wrong
8:00 questions. And so I started asking
8:02 different questions to myself. And
8:06 primary one was what matters most in my
8:09 role period. And it came down to the
8:11 ability to think strategically because
8:13 your ability to think strategically is
8:15 the difference between growing your
8:17 business or going out of business in the
8:18 military. It's the difference between
8:20 life and
8:23 death. And then I found myself asking,
8:25 how do I get myself to make fast? How
8:29 might I use AI to make faster, smarter
8:30 decisions or to think more strategically?
8:32 strategically?
8:36 That was the question because I realized
8:37 fundamentally the way I have driven
8:39 strategic thinking through companies is
8:43 I was paid to come in to ask the right
8:45 questions. And I found myself asking,
8:46 can I get
8:51 AI to ask me the right questions?
8:53 That was an unlock because most people
8:56 right now are using AI one of two ways.
8:57 They're either using it like a really
8:59 smart Google that they get to ask
9:01 questions to, or they treat it like an
9:02 assistant to help them write a better
9:04 email. Both of those do bring value, by
9:06 the way, but it's 80% tasks that only
9:08 drive 20% of the results. I just wanted
9:10 to turn it on its head and focus on the
9:12 20% that drove the 80. And the core is I
9:15 no longer ask AI questions. I turn the
9:20 tables and I make AI interview me. So
9:23 like real use case that I did
9:27 yesterday. I took a company a company
9:28 that we that's in our AIdriven
9:30 leadership collective. This is we have
9:31 an executive network that if you're a
9:34 sea level leader who wants to be ahead
9:36 of the curve with
9:39 AI. This is a network you join so you're
9:41 surrounded by other sea level leaders
9:42 who are playing this game so you can
9:44 collaborate so you're always ahead of
9:46 the competition. So this guy's in the
9:48 collective. Last year they did 50
9:50 million in revenue. They have a business
9:52 plan to take them from 50 million to a
9:55 100red million in one year and their
9:57 real goal is to get to 300 million
10:00 within three years. That would be 600%
10:02 growth in three years. I took the
10:04 strategic plan and following a very
10:06 simple framework I have for
10:11 communicating with AI crit cit context
10:14 role interview task. You give it
10:16 context. You assign it a role or you ask
10:18 it to be a certain expert. Then you ask
10:22 it to interview you asking one question
10:24 at a time to gain deeper context. So
10:26 then it can accomplish the task. The
10:29 prompt I wrote basically the context. I
10:30 fed it the business plan. I gave it
10:32 background on the company role. I asked
10:36 it to act as a growth an an ambitious
10:39 growthminded board member with deep
10:42 expertise in their industry. Interview
10:44 me. Ask me one question at a time, up to
10:47 three questions to gain deeper context.
10:50 Your task is to tell us the top three
10:53 areas our business plan is
10:55 insufficient and how to plug those gaps
10:57 in the next 30 days so that we will
10:59 absolutely hit our goals this
11:01 year. A lot of people have a business
11:03 plan. Very few have a plan to
11:07 bulletproof their plan. In under five
11:09 minutes, it completed an interview and
11:11 spat it out. So like that's what I mean
11:15 when I say using it strategically. So um
11:17 it all started with me to come back to
11:19 your question me learning how to harness the
11:20 the
11:23 technology. Then it came to can I teach
11:25 some other people how to harness the
11:26 technology to start to build some
11:29 momentum. Then it came to can I identify
11:32 some use cases inside the company that
11:33 would be really impactful for the
11:35 business but it'd be fairly low risk.
11:38 Meaning if it blew up in my face, no big
11:40 deal. We get to move on. And that's how
11:42 it started.
11:44 What percentage of leaders do you think
11:47 is are actually using it as a strategic
11:49 thinking partner? As you go around and
11:51 talk to leaders, very few. Very few
11:53 really. The ones that have read my book,
11:57 yes. Um, outside of that, most people
12:01 have never thought of using AI as a thought
12:02 thought
12:07 partner. And what is it looking like at
12:08 those companies and those organizations
12:10 that are doing that? What what does the
12:11 difference look like? Paint a picture
12:12 for leaders. How is it shaping and
12:20 results? It removes all the obstacles.
12:22 Think about I mean for you who's
12:24 listening to this think about a time you
12:26 were or it might even be right now where
12:28 you were so focused on accomplishing
12:31 something that really matters but there
12:33 are constant challenges constant
12:35 roadblocks and you find yourself
12:37 sometimes mentally hitting the wall
12:40 thinking I don't know how to get through
12:42 this next step. So you turn to your
12:44 colleagues, you call the meeting, and
12:45 you start having conversations with
12:47 people. But all of a sudden, that can
12:50 lead to weeks, if not months before you
12:53 come up with a solution. Well, now these
12:54 people realize they have a thought
13:01 fingertips. And what is that? I guess
13:03 I'm just kind of curious because I don't
13:04 fully understand the back end of AI and
13:07 what it's doing, how it works, but
13:10 by ask giving it that context, assigning
13:12 it a role, and then asking it to
13:14 interview you and then giving it a task,
13:17 what I guess, how is that different than
13:20 me just saying, hey,
13:22 uh, come up with a strategic plan for
13:24 me. I'm a I'm a business that's trying
13:26 to grow over the next few years, you
13:28 know, help me come up with a plan. So,
13:30 kind of more general questions. Sure.
13:32 Why does that matter? So,
13:35 you married by chance? I am. Yeah. How
13:37 important is communication in your
13:40 marriage? Oh gosh, it's everything. I
13:42 learned that every day. I'm 15 years in,
13:44 16 years in. That's right. Um, same
13:47 thing with AI. Most The problem is most
13:49 people are average communicators and
13:51 they wonder why they're getting average
13:54 results. While AI has been trained on a
13:57 lot of data, it's not you. And if you do
13:59 not give it sufficient context, it will
14:02 give you average results. And people are
14:03 like, "Oh, that's not that high quality.
14:05 That's not really giving me what I
14:06 need." And they they don't look in the
14:09 mirror and ask, "Did I underle the
14:11 technology?" So the way AI works is
14:14 there's an input, it processes the
14:16 information, it spits out an output, and
14:18 then based on your reaction, it learns
14:20 to deliver a better result. But here's
14:22 where this becomes really powerful. How
14:23 many books do you think you've read in
14:25 your life? Cal,
14:28 give a guess.
14:29 Couple hundred. I don't know. I'd like
14:31 to think like I wanted to say like 500,
14:34 but I don't know. I It's hard to say. I
14:38 read probably 25 a year. I don't know.
14:40 What percent of that collective
14:43 knowledge can you recall and apply this
14:45 very second? Oh, that's such a good
14:49 point. Yeah. Not not a lot. Not not I
14:52 would like probably point one.
14:53 But I think we all agree we have gotten
14:56 to where we've gotten based on our
14:58 ability to recall and apply the minority
14:59 of what we learned, which is the
15:01 minority of the information of the
15:04 world. These AI models today have been
15:07 trained on anywhere between 200 and
15:11 500 million books worth of data. Guess what
15:12 what
15:21 Close to 100. I don't know. 100%. 100%.
15:23 Guess how long when you write a prompt,
15:28 it takes it to comb through 200 to 500
15:31 million books worth of data for your
15:35 specific use case. It's crazy.
15:39 Under a second. It's insane. Now, the
15:42 only way you can truly tap into the
15:44 right knowledge is by giving it the
15:46 right context. So, that's why context is
15:49 so important. role is really important
15:51 because this is where you get to tell it
15:53 the type of expert you want it to
15:56 become. That gives it even finer detail
15:58 on the type of context it needs to
16:00 harness. The interview, this is where
16:03 you turn the tables and you make it AI's
16:05 job to ask you questions to pull even
16:08 deeper context out of your head so it
16:10 can then accomplish the task. So let me
16:13 tell real story of what this looks like.
16:17 I sat in front of a group of CEOs and I
16:18 asked them, "What are the biggest
16:20 problems you're facing in your business
16:21 right now that if we could solve them
16:24 right now would unlock a completely
16:25 different level of
16:27 growth?" The question itself is
16:29 strategic. For a guy who wrote a book
16:31 about AI, I just don't care about AI
16:33 because it's not your goal. Building a
16:35 better business and better lives is AI
16:38 can help you or it can distract you. One
16:40 guy looks at me and he says, "I run a
16:42 manufacturing company. I leased all this
16:43 capital equipment from a company in
16:45 Japan, but things have shifted in the
16:48 market. The debt is killing us. We're
16:50 going to go bankrupt if we can't get
16:52 this thing restructured. Now, in my
16:55 head, it's a quick filter. Is focusing
16:58 on this a 20% priority that will drive
17:01 80% of the results? What do you think?
17:04 Yes. Yes, it is. So, we dive in.
17:06 Otherwise, I would said pick something
17:09 more strategic. Yeah.
17:10 I asked him what he had done and he
17:11 said, 'I feel like we've tried
17:13 everything. And he lists five specific
17:16 strategies he had deployed. None of it
17:17 had worked because this is a public
17:20 company in Japan and the board is
17:22 refusing to restructure the debt because
17:25 they think they'll lose face in Japanese
17:27 society. He literally looks at me and he goes,
17:28 goes,
17:31 "Jeff, I have no next step. I think
17:32 we're going out of
17:35 business. Can AI
17:42 So I pull up
17:46 chatbt and I literally write context and
17:48 then I hit enter a few times so that
17:51 there was space roll hit enter a few
17:54 times interview task. So now I've got a
17:57 structure for the prompt in place and
17:58 then it's just about going back up the
18:01 top and filling in each section. Here
18:04 was the actual prompt context. I'm a
18:06 manufacturing CEO. at least all this
18:07 capital equipment from a company in
18:09 Japan, but things have shifted in the
18:10 market. The debt is killing us. We're
18:12 going to go bankrupt if it doesn't get
18:13 restructured. I feel like we've tried
18:15 everything. Here's the five strategies
18:18 we've deployed. One, two, three, four,
18:20 five. None of this has worked because
18:21 this is a public company in Japan. It's
18:23 gone all the way to the board. They are
18:25 refusing to restructure the debt because
18:27 they think they'll lose face in Japanese
18:29 society. I have no next step and we're
18:31 probably going out of
18:35 business. That was the context portion.
18:36 Now, for those of you that are
18:38 listening, how many of you are already
18:40 thinking, "Oh my gosh, you could say
18:43 that to AI?" Yes, you can. Just wait,
18:44 there's more. Then I moved on to the
18:48 role section. Roll. You're an investment
18:51 banker with deep expertise in restructuring
18:53 restructuring
18:57 debt. Interview me. Ask me one question
19:00 at a time up to three questions to gain
19:02 deeper context so you can then
19:03 accomplish the
19:07 task of generating five nonobvious
19:10 strategies I could deploy to get the
19:12 board to restructure the
19:18 debt context role interview task.
19:19 What most people would have done there,
19:21 Cal, they would have said, "How do I get
19:22 a Japanese board to restructure my
19:24 debt?" And it would have given an
19:28 absolute crap answer, vanilla, no value.
19:31 But instead, because we put such effort
19:35 into to crafting a great prompt, it
19:37 turned the tables. And as an investment
19:39 banker with deep expertise in
19:42 restructuring debt with 2,000 years of
19:45 Japanese culture, it asked, "Do you have
19:47 any relationships with any other
19:48 influential executives in Japan that the
19:51 board would
19:53 respect?" I look at the CEO and he goes,
19:54 "Oh my gosh, I would have never asked
19:57 that question. I actually do." And then
19:59 it asked two more questions just like
20:01 that before it came back and made five
20:03 recommendations. Number one, it called
20:06 the saving face
20:08 consortium said you have enough rel
20:09 relationships with the right people in
20:11 Japan. Just approach them to acquire
20:13 your debt. Give them really favorable
20:14 terms. Your debt will get restructured.
20:16 Your board will save
20:20 face. I look at him, Cal. His whole body
20:22 language has shifted. Wow. He's
20:25 literally holding back tears. and he
20:26 looks at the other people in the room
20:31 and he says, "I have not slept in 90
20:34 days." Wow. I don't know if any of your
20:36 listeners have had so much stress in
20:39 their life that they couldn't sleep. I
20:42 have. Yeah. I felt for him in that
20:44 moment. And he looked and he said, "But
20:45 in less than 10 minutes, I actually have
20:48 some hope." Oh my goodness. Wow. The
20:50 coolest part was two months later, my
20:52 phone rings and it's a text from him and
20:55 it said, "The ball is moving. I actually
21:04 done." Wow. Wow. What an incredible
21:07 example. And you can feel the weight of
21:08 that decision as a leader. I think any
21:10 leader listening, maybe you haven't been
21:12 in that scenario, but you can feel that,
21:13 you know, they feel that burden of
21:14 leadership where you're having to make
21:16 those strategic decisions. You've got
21:17 your board, you've got the people that
21:19 you go to for advice, but to be able to
21:22 have, as you've already described, that
21:24 level of expertise, that level of
21:26 information to pull from, incredible.
21:28 And you're right, I don't think many
21:32 leaders are doing this. This is really,
21:35 really cool. You just said a key word.
21:37 You said board.
21:39 Yeah. How many people listening to this
21:43 have a board? Do you have any sense?
21:47 I'd say 25%. I don't know.
21:49 Cool. Let's talk about creating AI boards.
21:56 What does that look like? Do I have your
21:59 attention? Um, one another company in
22:01 the collective. They have been working
22:03 toward an exit in the next 24 months.
22:04 Their biggest problem, they have a
22:06 hostile board.
22:08 Every quarter is an absolute bloodbath.
22:12 And half of the quarter the exec team's
22:15 time is wasted by board distractions.
22:16 And the CEO gets a call from the
22:18 chairman one day. The chairman says,
22:21 "This is going terrible. You've got six
22:23 months to turn this relationship around
22:24 or we're just going to reset the table.
22:26 You'll all be gone. We'll bring in a new
22:29 exact team." And he calls me. He's like,
22:33 "Jeff, I really don't know what to do. I
22:35 don't think it's us. I really think it's
22:37 the board." He's like, I feel like they
22:38 have all this childhood trauma that
22:39 they've never healed that they take out
22:42 on us. And I said, 'I got an idea. Pull
22:45 the exact team together on Zoom. I think
22:47 we should create an AI board. He goes,
22:50 "What?" I said, "Just just grab your
22:51 popcorn, show up. I'll take care of the
22:53 rest." Just go with me. Just go. Um, I'm
22:56 going to pull up the real prompt I used
22:59 to help kick this thing off. I'm gonna
23:03 read it to you. This is freaking wild.
23:06 So, the goal was to create a custom AI
23:09 board that would be trained on the
23:12 personality profiles of every real
23:16 director so we could feed it the deck in
23:18 advance of the meeting and have it
23:21 simulate what the real board would
23:25 actually say before the meeting. That
23:28 was the goal. Here's the prompt that I
23:30 used to make it happen. All right,
23:33 context. I'm the CEO of company name.
23:34 We're we're working toward an exit in
23:36 the next 24 months. Our biggest
23:38 challenge is a hostile board. Every
23:40 quarter is a blood bath and 50% of my
23:41 exec team's time is wasted throughout
23:43 the month with board distractions. I got
23:45 a call from the chairman recently saying
23:46 I have six months to turn the
23:48 relationship around or we're all gone. I
23:50 really don't think it's us. I think it's
23:53 them. Role. Your role is to act as an HR
23:56 professional with deep expertise in
23:58 creating personality profiles.
24:00 Interview. Interview me. Ask me one
24:03 question at a time, as many questions as
24:05 you want until you understand one board
24:08 member on a deep level. Task. Then your
24:09 task is to generate a personality
24:12 profile for her that we could use to
24:18 train a GPT to create an AI board.
24:21 Wow. With that prompt, it started to
24:23 conduct an interview. And it would just
24:24 asked one question at a time about one
24:26 board member. We chose Susan to start
24:27 with. And once it felt like it knew
24:29 enough about Susan, it spat out a
24:31 personality profile. Wow. And I looked
24:33 at the CEO. I said, "You're the thought
24:34 leader. It's just your thought partner.
24:37 Don't trust it. What do you think? Give
24:38 it feedback." It's like, I think it's
24:40 80% right. I would tweak these things.
24:42 He set it to AI and made the
24:45 adjustments. We saved that into a doc
24:48 that we converted into a PDF and
24:50 repeated that for every director. Once
24:52 we were done, we had a
24:55 PDF outlining a personality profile for
24:57 every director. With a few clicks of a
25:00 button, we created a custom GPT. That's
25:02 just like a custom app inside of chat
25:04 GPT. And I literally dragged and dropped
25:06 the personality profiles of every
25:09 director into the GPT and gave it
25:11 instructions. I said, "Your task is to
25:13 act as an AI board, study the profiles,
25:15 be able to simulate every single one of
25:16 them. We're going to give you our deck
25:18 before the meeting. I want you to review
25:21 every slide as every director and
25:23 simulate how you think they will react.
25:26 And then I want you to summarize the 20%
25:27 landmines that are likely to blow up in
25:29 our face in the meeting that are going
25:34 bloodshed. And by the way, how I just
25:37 talked to you is what I actually
25:40 typed. That was my instructions. AI
25:43 wrote the code on its own to build the
25:46 app. And to test it, we took the
25:48 previous quarter's deck. We already know
25:50 what happened in that meeting. Pulled it
25:53 into the AI board and just said, "Give
25:54 us your
25:57 feedback." Guess how long it took it to read
25:58 read
26:03 60 slides as every director and start
26:06 giving us feedback.
26:10 A minute. Five seconds. Oh my gosh. Five
26:13 seconds. Amazing. And it said on slide
26:14 eight, Susan's going to get distracted
26:16 by the granularity of all the details on
26:18 the slide. This is going to lead to a
26:20 30inut detour. It's going to derail your
26:22 entire agenda. Instead of all the
26:24 details, say these three things because
26:26 it's what she cares about
26:29 most. I looked at the CEO and he was
26:30 literally making the face that you were
26:33 just making. Your chin was
26:35 dropped. And he goes, "That's exactly
26:37 what happened in the real movie." Are
26:40 you serious? No way. Oh my god. Now, to
26:41 make it better, with the board's
26:43 permission, we started using an AI
26:45 noteaker in our board meetings. Meaning,
26:47 we had a transcript of what every member
26:49 actually said. We pulled that back into
26:52 the AI board and said, "Compare what you
26:53 simulated to
26:56 reality and adjust the personality
27:00 profiles." So, you could have simulated reality.
27:02 reality.
27:05 Wow. It was the day of the second board
27:08 meeting. This is the sixmonth mark. I
27:10 know this is the do or
27:14 die and I'm waiting for the CEO to call
27:17 me and finally my phone rings and I see
27:19 it's him and I just answer it and go
27:20 what's the
27:23 verdict and he said the chairman just
27:25 called me and said this is the best
27:27 meeting we've ever had and the best
27:30 we've ever seen. Wow, there's so much
27:32 you just said there that I that I want
27:34 to unpack. So, one quick question. And
27:37 I've heard that AI is not good at
27:39 predicting the future, predictive
27:42 analysis. But this is this is sounds
27:44 like a way to it's different almost hack
27:46 that by
27:50 creating the context that it needs to do
27:53 analysis. Bingo. Yeah. Yeah. If you say
27:54 what does the future hold, it's going to
27:56 make something up. But if you give it
27:59 quality context and then ask it to
28:02 simulate things, it may or may not be right.
28:04 right.
28:05 But the you'd be
28:09 shocked. You'd be shocked at what it can
28:11 call out.
28:13 So, one of the things I I so I teach a
28:16 lot and um it made me wonder and I've
28:17 thought about this in the past like
28:18 could I
28:22 somehow could I create an audience and
28:25 then run my presentations by the
28:28 audience, you know, the AI audience?
28:30 Yes, you can. And say what are they
28:31 going to think? Are they going to like
28:32 it? What are they not going to like? How
28:36 can I make it better? 100%. Yeah, I have
28:38 done this proactively and on the back end.
28:39 end.
28:44 So, let's go. Um, I have
28:47 proactively on a sales call. I was
28:50 prepping for the call and I looked down
28:52 and I saw this sticky note that I'm
28:54 holding up that I've kept on my desk
28:56 that says, "How can AI help me do this?"
28:58 I literally have a sticky note and
29:00 Sharpie and it just says, "How can AI
29:01 help me do this?" I keep it on my desk.
29:03 I would encourage you to do the same
29:05 because uh every day you'll be doing
29:06 something that matters and you'll see
29:07 the sticky note and you're gonna go how
29:09 can AI help me do this and then I have
29:10 another sticky note that says context
29:13 roll interview task and there's your
29:15 prompt framework and if you literally
29:17 open up your AI tool of choice right
29:18 context roll interview task and fill in
29:20 the blanks you're going to get a
29:23 positive result almost
29:26 guaranteed. I saw the sticky notes and
29:29 so I wrote context ro interview task and
29:32 I basically wrote a prompt where I asked
29:37 it to act as my ideal customer or the
29:39 actual customer I was going to pitch to
29:42 him and his chief of staff. And I told
29:44 it that I was going to flip it to voice
29:46 mode and roleplay with it where I was
29:48 actually going to deliver the full-blown
29:50 presentation. And I wanted it to
29:52 interrupt me and throw objections at me,
29:54 but I didn't want it to be nice. I
29:55 wanted it to be a ten out of ten tough.
29:57 Yeah. And when I said the words all
29:59 done, it would literally know the
30:01 presentation was over and give me
30:04 feedback, totally called out stuff that
30:06 I had missed that was super vital in
30:09 getting the deal done. I have also taken
30:12 transcripts of actual keynotes and
30:15 workshops I've done. I took five, pulled
30:18 it into AI, had it act as my ideal
30:20 customer, and give me feedback on what
30:22 it liked about the presentation, what it
30:23 didn't like about it, and the top
30:25 changes I would have to make to maximize
30:28 conversion on the back end.
30:30 I restructured my whole speech based on
30:33 that. And what was the feedback or how
30:35 do you feel like that improved it? Was
30:38 it track? It was lack. It was like you
30:41 delivered a lot of value, but you didn't
30:45 give me a high sense of urgency on why I
30:48 need to take action
30:52 now. I was like, well, that's powerful.
30:54 Like, I delivered so much value that
30:57 somebody could feel complacent at the
31:00 end versus delivering value, but it
31:02 actually being a rallying cry for them
31:05 getting into action in a bigger way.
31:07 That's really helpful.
31:10 You talked you talked before. I want to
31:11 hone in on this a little bit. You talked
31:14 before about we are the thought leader.
31:17 Yes. And AI is the thought partner. Tell
31:20 us what that means.
31:23 It's like driving a car. The thought
31:24 leader is in the driver's seat. The
31:26 thought partner is in the passenger
31:28 seat. One of the mistakes I'm seeing a
31:31 lot of people make is they are not being
31:33 purposeful about staying in the driver's
31:35 seat as the thought leader. Anytime they
31:37 ask AI to write an email and they just
31:40 copy and paste it without any oversight,
31:41 they just made AI the thought leader.
31:44 Anytime they ask AI what they should do
31:46 and they just blindly follow it without
31:48 asking but what do I think? They made AI
31:51 the thought leader. And the problem is a
31:54 lot of humans are lazy. They will allow
31:57 AI to replace them.
31:59 them.
32:01 Those that think of themselves as the
32:03 thought leader though will never allow
32:06 AI to replace them. They will make AI
32:09 enhance them. But it's actually your
32:15 choice. So like when real example um in
32:18 January we had our first offsite for the
32:20 AIdriven leadership collective that
32:22 executive network that we've
32:25 built. We're growing way faster than I
32:27 thought we would. And I realized that
32:30 all of our mo like our entire business
32:35 model I realized was going to break this
32:41 year. And so I went to my AI board which
32:44 I have assembled my own personal AI
32:46 board. I gave it my 10-year vision, my
32:48 business plan for the year, my strengths
32:50 and weaknesses. Had to interview me to
32:52 understand what were the skills I was
32:54 missing that would be required for me to
32:56 get to where I want to go. And then I
32:58 had it research famous people that
33:00 exemplified those skills and build
33:01 personality profiles for every one of
33:03 them that I put into an AI board. Steve
33:06 Jobs is on my AI board for vision and
33:07 product design, but he is not allowed to
33:09 give me advice on being a husband, a
33:12 father, or a leader.
33:14 Very focused. One thing, very focused.
33:15 Warren Buffett is on my board
33:17 specifically for long-term planning and
33:20 risk mitigation. I built a profile for
33:24 myself 30 years in the future so I can
33:26 have a conversation with the person I
33:29 want to become today. Wow. Wrap your
33:31 mind around that one. This is real meta.
33:34 Yeah. I went to my AI board and context
33:36 roll interview task. Gave it all the
33:37 context on what I'm seeing in the
33:39 business. Ro be the board member.
33:41 Interview me. Ask me one question at a
33:42 time up to five questions to gain deeper
33:47 context. Your task is to generate 100
33:49 alternative business
33:52 models that you think I should consider
33:55 to get to my 10-year goals with less
33:58 effort. Imagine being able to tap into
34:01 the minds of Steve Jobs, Warren Buffett,
34:05 Jeff Bezos, Tony Sheay, your future self
34:08 to advise you. That's literally what I
34:10 was doing. And when it generated the
34:12 hundred ideas, which by the way I could
34:14 have never done on my own, it did it in
34:15 a matter of
34:18 seconds. I then without reading any of
34:20 them said, "Great. Now ask me five more
34:22 questions one at a time and then
34:25 collapse it to the top 10. You think I
34:27 should consider rank them in order of
34:29 priority and explain your reasoning for
34:33 why you're making that recommendation."
34:37 Oh, by the way, I did this while I was
34:40 driving because I was using voice mode,
34:42 meaning I was talking back and forth,
34:45 actually talking, not typing, talking
34:47 back and forth with my board. By the
34:49 time I parked my car, I had clarity on a
34:51 new business model that we are now
34:55 testing. Now, here's the deal. Yeah.
34:58 I did not blindly trust the top 10
35:00 results. I then looked at them and said,
35:04 "What do I think?" I brought those ideas
35:06 to my executive team and we have been
35:10 wrestling with them and and now
35:12 validating what if this is something we
35:15 think is real versus what of this are we
35:16 going to discard. That's what it means
35:19 to be the thought leader.
35:21 That's brilliant. Real quick, we need to
35:23 hit voice mode because I've mentioned it
35:24 twice. I'm sure there are people that
35:26 are saying, "What does he mean by voice
35:28 mode?" Do you know what I mean? Yeah. I
35:32 I think I tried that earlier today and
35:36 so I went to click on the microphone
35:40 piece where I just t I talk in a text.
35:41 No, you're talking about like a little a
35:44 little phone call conversation. Yeah.
35:45 So, let me see if I'm able. Okay. I'm
35:47 not able is your
35:50 go-to um
35:53 chat GBT is your go-to AI chat GBT?
35:55 Yeah. Yeah.
35:59 um which will which tool you use doesn't
36:01 really matter. They're all the same.
36:02 They're all different and the
36:03 differences don't actually make that
36:05 much of a difference. What matters is
36:07 that you get a model that doesn't train
36:10 on your data which most people listening
36:11 to this are not going to go enterprise
36:13 where you actually host one of these
36:14 tools on your own servers and you
36:17 protect the security of it. Um so you
36:19 really have offtheshelf as your option.
36:22 Chat GBD Teams, not the $20 a month,
36:24 it's 25 bucks a month annualized.
36:25 Minimum two seats. So, you're in it for
36:28 a minimum of 50 bucks a month. That by
36:30 default doesn't train on your data per
36:32 their terms of service. Microsoft
36:34 Copilot at 30 bucks a month does not
36:35 train on your data. Claude from
36:37 Anthropic does not train on your data,
36:40 but I just use Chat GBT. It's fine. Um,
36:42 it's how you it's it's not the tool,
36:44 it's how you wield the tool that makes
36:46 the difference. So, I I'll just hold
36:48 this up. So, if you look right here, you
36:50 you see the text box. You see this
36:52 little black circle? It's not the
36:53 microphone button. The microphone does
36:56 text to speech. I want speech to speech.
36:58 So, that's what that little black circle
37:00 does. If you click that little black
37:02 circle, you see the little circle that
37:04 looks like a blue ocean. Hey there, I
37:08 want you to engage my AI board. Um, I'm
37:11 at a crossroads here. We've got a
37:13 decision to make between whether we
37:15 scale the current collective as is or if
37:17 we start branching off to offering
37:20 industry vertical collectives,
37:22 role-based collectives, um even an
37:24 enterprise collective where we embed a
37:26 collective inside a company to do
37:28 organizational transformation. I want
37:29 you to interview me, ask me one question
37:31 at a time, up to five questions. You
37:32 decide which board member you want to
37:35 engage. Your task is to tell me the pros
37:38 of testing these things versus the cons
37:40 of it and make a recommendation on what
37:42 you think we should do and
37:45 why. Let's start with assessing the core
37:47 benefits and potential challenges. I'll
37:50 engage Ben Greenfield to discuss the
37:52 pros and cons of expanding into industry
37:54 vertical collectives. What's the primary
37:56 driver behind your interest in branching
37:59 off? Is it growth differentiation?
38:00 Actually, hey, real quick. I don't want
38:01 Ben Greenfield on this one. You're
38:03 pulling from the wrong. That's the
38:04 health board. I don't want the health
38:06 board. I want my business advisory
38:09 board. Let's go Warren Buffett first.
38:11 Got it. Warren Buffett it is. To kick
38:13 off, what do you see as the primary
38:17 opportunity in scaling your collective?
38:21 Wow. How about them
38:24 apples? Oh, it's
38:25 incredible. I'm trying to figure out
38:27 where to go next. Can you talk to us
38:29 briefly because I I know it's like where
38:30 do we go from here? I'm speechless
38:33 folks. Let's go back to your board. Um,
38:36 I want you to tell the story if you can
38:37 because I think it's a powerful example
38:39 for all of us that grew up loving
38:42 Blockbuster of how Blockbuster could
38:45 have been saved potentially by a Jeff
38:49 Woods or a ChatGT or really a strategic
38:52 thinking partner. Yeah. So, in the early
38:54 2000s, Blockbuster was the king of movie
38:56 rentals. Every weekend, you have
38:58 millions of customers driving to their
39:00 local stores. was racking up $8.7
39:03 billion in annual revenue. And then this
39:04 little company called Netflix comes
39:07 along with a unique idea of DVD rentals
39:10 by mail. As Netflix started to gain
39:12 traction, Reed Hastings, the CEO of
39:15 Netflix, flies to Dallas, meets with
39:17 John Antio, the CEO of Blockbuster, and
39:19 his whole exec team, and pitches them on
39:22 this vision of a hybrid model where
39:24 Blockbuster would acquire Netflix. You'd
39:25 have your brick-and-mortar stores, but
39:28 they'd be able to do DVD rentals by
39:31 mail, and it would only cost them $50
39:34 million to acquire Netflix. This
39:38 was6% of Blockbuster's total revenue and
39:39 one of the greatest strategic missteps
39:42 of all time. Blockbuster
39:45 declines. They were so confident in the
39:48 defensibility of their business model.
39:50 But as Netflix started to gain more
39:52 traction, eventually Antious realized
39:54 the mistake. He had he was asking
39:56 himself the wrong questions. He had
39:57 discounted the significance of
40:00 streaming. He had discounted the
40:02 importance of convenience of DVDs just
40:05 showing up. And so he makes stu two
40:10 strategic moves. One, he invests $200
40:13 million to start Blockbuster Online to
40:15 go toe-to-toe with Netflix and hopefully
40:17 just squash it like a bug. And another
40:19 $200 million to cancel late fees to
40:21 align customer interest with business
40:23 interests. But this creates a whole new
40:26 problem because Carl Icon, a famous
40:28 activist investor, steps in, gobbles up
40:30 a controlling majority of the shares and
40:33 takes over the board and he is pushing
40:36 for results now. He wants Blockbuster
40:40 online dead. He wants late fees back.
40:43 And this power struggle fully distracts
40:46 the executive team of Blockbuster. That
40:48 whole time the flywheel of Netflix is
40:51 spinning faster and faster and faster
40:54 until by 2010 Blockbuster was
40:56 dead. The
41:01 reason this matters, um, guess why Reed
41:04 Hastings wanted to sell Netflix to Blockbuster?
41:09 Weren't they having money issues? They
41:13 were $50 million in the hole and they
41:16 didn't think they could win.
41:17 win.
41:20 Gosh, it was the lack of strategic
41:23 thinking of the Blockbuster executive
41:26 team that put them out of business.
41:28 Which is why I say your ability to think
41:30 strategically is the difference between
41:33 growing your business and going out of
41:35 business. But the difference is instead
41:37 of doing it the old way where you just
41:40 rely on your own processing power. It's
41:42 like how the heck do I solve this
41:44 problem, you now have a thought partner
41:46 in your you literally just saw me,
41:48 right? That's a real problem that I'm
41:49 facing right now by the way. Yeah. Our
41:51 number one threat to our business is
41:52 deviating from the core. And I'm
41:54 questioning what the core is. Real talk.
41:56 Like this is my number one challenge I'm
41:58 facing right now. And I just you heard
42:00 me just write the prompt and start to
42:02 pull Warren Buffett in. I stopped it
42:03 because we're not gonna have that full
42:05 conversation right now. But guess what
42:07 I'm doing after this?
42:09 We're talking to Warren,
42:10 you know, just Warren and me. We're just
42:13 gonna have some fun. Yeah. So, let's get
42:15 practical for a minute. So, leaders, you
42:17 you've convinced them. you've convinced
42:20 them that okay, I'm I'm really
42:23 underutilizing AI and I it's great maybe
42:26 for helping me revise my emails or talk
42:30 about uh some low-level stuff, but this
42:31 is not just something I need to push to
42:33 my tech team. This is something I need
42:35 to as a leader, as a strategic leader or
42:37 an operational leader, whatever level
42:40 you're at, this is a gamechanging
42:42 thought partner for you. What is
42:44 something practical people can go do
42:46 this week to start really starting to
42:48 use them as a thought partner? Yeah. All
42:51 leadership begins with self leadership.
42:55 I want you to get two sticky notes and a
42:58 Sharpie. On sticky note number one, I
43:01 want you to write, "How can AI help me
43:04 do this?" On sticky note number two, I
43:07 want you to write context, role,
43:09 interview, task, and I want you to put
43:13 both on your desk or on your computer
43:16 and leave it there. Then once a day,
43:19 every day for the next 30
43:23 days, pick one thing that you're already doing
43:25 doing
43:27 anyways and ask, "How can AI help me do
43:30 this?" Open up whatever AI tool you want
43:33 and write context, role, interview,
43:35 task, and fill in the blanks and send
43:39 the prompt. It is not about you getting
43:42 a win. It is about you identifying a use
43:44 case, learning how to communicate
43:46 effectively, and learning how to stay in
43:48 the driver's seat as the thought leader.
43:51 Those are the three skills I want you to
43:53 acquire over the next 30 days by
43:56 focusing on that and detaching yourself
43:58 from did I get a good result or not
43:59 you're going to end up getting good
44:03 results because when not if when it does
44:06 not work I want you to ask why and I'm
44:08 telling you just like in a marriage it's
44:10 your communication you did not
44:13 communicate effectively so what context
44:15 was missing were you actually clear did
44:17 you ask it to be the right type of
44:19 person, did you actually tell it the
44:21 task you want it to accomplish? You'd be
44:23 amazed at how often people write prompts
44:25 and don't clearly tell AI what they want
44:27 it to do, and then they wonder why AI
44:29 didn't do what they wanted it to
44:33 do. It's all you, baby. It's all
44:36 you. So Jeff, let's say maybe maybe I
44:37 don't think you're you're probably not
44:38 old enough for this, but let's say
44:41 you've got a kid going to college
44:43 and they're like,
44:46 "Dad, I don't know what I should major
44:48 in. The world's changing so fast. You're
44:50 the AI driven. You're the AI driven
44:54 leader guy." Yeah. What skills? Where
44:57 are people Yeah. Right. Exactly. Where
44:59 should people focus? Where should that
45:02 future college student focus their
45:03 attention in a world that's changing so
45:06 rapidly? Great question. I have three
45:10 kids, 11, nine, and
45:13 three. The two older ones, I actually do
45:14 talk to them about AI and I am teaching
45:16 them how to use it. The three-year-old,
45:17 she's just
45:21 cute. Here's what I tell my kids. Here's
45:22 what I would tell kids that are going
45:24 into college. This is what I tell
45:27 parents to tell to every child.
45:30 focus on mastering the skills that are
45:33 so valuable they will serve you no
45:35 matter where you go. I think you have to
45:39 realize um contextually six out of 10
45:42 jobs that exist today did not exist in
45:44 1940. I think this transformation is
45:46 going to be way faster. I think within
45:49 five years a lot there are going to be
45:51 jobs that we can't even fathom right
45:52 now. Within 10 years I think it's going
45:55 to look fundamentally different.
45:59 Most people today are acting like
46:02 machines. Show up to work on time, do
46:04 something repetitively with minimal
46:05 error, with maximum
46:07 efficiency. That's a lot of people's
46:10 jobs. AI can already augment or automate
46:14 half of what you do. Um, that scares a
46:15 lot of people and I can empathize with
46:17 that. I actually think it's a great
46:18 opportunity though because if you
46:21 realize that most of your day is spent
46:25 in emails or Slack or Teams in meetings
46:28 or your to-do list, most of which is 80%
46:29 stuff that only drives 20% of the
46:31 results. You realize most of your time
46:32 is being spent on stuff that doesn't
46:35 actually make the biggest impact. And so
46:36 this is where this can actually be the
46:39 great liberator. It can free you from
46:41 all that low-level tactical stuff to
46:43 then focus on the 20% priorities that
46:46 drive 80% of the results and then move
46:48 the balance work to higher levels of
46:50 capability. Here's the skills that I
46:52 think will matter that are strengths to
46:54 us as humans that AI will not replace.
46:55 It will only
46:57 enhance. Strategic
47:00 thinking, problem solving,
47:03 communication, collaboration, and creation.
47:09 Not everybody harnesses those five
47:12 strengths. And this is where I
47:16 think do I think that learning to code
47:17 is a skill that is going to be valuable
47:19 in the
47:23 future? Not so sure.
47:26 Um, do I think learning to be a customer service
47:28 service
47:32 agent? Not so much. Do I think uh a
47:34 parallegal? I think I think those roles
47:37 I think they're in trouble. But I here's
47:40 what I do know. I can't tell you exactly
47:43 what the next job is going to be. What I
47:46 can tell you is that this tech you are
47:48 going to have to learn how to use this
47:50 technology. AI is not going to take your
47:54 job. Somebody who's AI driven absolutely
47:57 will. Get in the game. Whether you're
47:59 optimistic or whether you're fearful,
48:02 get in the game. Just start using this
48:04 so you can understand what it can do and
48:05 more importantly what it can't because
48:06 you realize there's a lot of stuff this
48:08 thing cannot do
48:11 yet and just start figuring out how to
48:12 use this to make you better at what you
48:15 already do. If you're in motion, you
48:16 will then be able to figure out what the
48:18 next move is and the next move and the
48:20 next move. But the people who are
48:23 resisting this and are refusing to use
48:25 this, those are the people that I'm most
48:28 concerned about.
48:31 So, so Jeff, this has been incredible. I
48:32 know we've only got about a minute left.
48:34 I'm gonna give you a challenge here in
48:36 our last minute. Give me a few of your
48:39 favorite questions because you said that
48:42 you love to ask the right questions and
48:43 then also tell people where to connect
48:44 with you because I know people are going
48:46 to want to find what you're doing, keep
48:48 up with you. You're an incredible
48:50 resource for leaders who are trying to
48:52 utilize this as a I'll give you one
48:54 question or two questions.
48:57 First one, this was written on my
48:59 whiteboard in
49:02 Sharpie by my former business
49:04 partners. What's the business that will
49:06 put you out of
49:11 business? How can you build it first?
49:14 And you can you can tweak that to your
49:16 career. Who's the person that will take
49:20 my job? And how do I become that person first?
49:23 first?
49:25 You could go to AI and have it interview
49:27 you. Context roll. Interview task.
49:30 Context. Here's what I currently do. Ro.
49:32 I want you to act as my thought partner.
49:34 Interview me by asking me one question
49:36 at a time. Up to five questions. Your
49:38 task is to help me understand who's the
49:40 person that would take my job and how do
49:42 I become that person
49:45 first. Go give it a go. That will
49:46 probably blow your
49:49 mind. Second question is, who can you become?
49:52 become?
49:54 It was a little over a year ago that I
49:55 made the commitment to start writing the
49:57 book the AIdriven leader and start my
49:59 company AI leadership frankly before I
50:02 felt qualified to do it. But I knew that
50:04 if I made the commitment to start
50:06 writing the book, I would force myself
50:08 to dive so deep into the research and I
50:11 would force myself to take such focused
50:15 action that I would emerge as a global
50:17 thought leader. And that is what has
50:19 happened. Everything you're hearing from
50:21 me today, I've learned really in the
50:25 last 14 months. So, whatever you think
50:28 is possible for you in your life, I'm
50:30 telling you, you are massively selling
50:33 yourself short. Who can you become? That
50:36 answer lies in you.
50:38 Wow. Jeff, I know you got to run. I'll
50:40 let you run, man. Tell us. Uh, let me
50:42 let me point people. Um, yeah, please.
50:44 The book is The AIdriven Leader. It's
50:47 available Amazon, audio, Kindle, all of
50:49 them. Read the book. You'll like it. Um,
50:51 there is a prompt library at the back of
50:52 the book as well, which if you just buy
50:55 the book and send a receipt to book at
50:57 aileleership.com, we will actually send
51:01 you that prompt library. Um, I've got a
51:02 lot of prompts in there on using this
51:04 very strategically. And then the
51:06 website's aileleership.com. If you are a
51:07 leader of a company and you want to
51:09 figure out how do you drive this um we
51:11 do workshops for teams but our core is
51:14 we have the the collective is an
51:16 executive network for people who really
51:18 want to lead this in their company and
51:21 know that they cannot do it alone.
51:23 Incredible Jeff. It's been a pleasure.
51:25 Thanks man. I know you got to run. Thank
51:27 you. Well my friend, thanks so much for
51:28 sticking around to the end of that
51:30 conversation with Jeff Woods. If you're
51:31 like me, you're walking away with a new
51:33 vision for how AI can help you lead more
51:36 strategically. Not by replacing you, but
51:38 by sharpening your thinking and
51:40 expanding what's possible. If this
51:41 episode resonated with you, I'd love to
51:43 hear from you. Drop a comment. If you're
51:45 watching on YouTube or Spotify, let me
51:47 know what stood out or how you're using
51:49 AI in your leadership journey. I'd love
51:51 to hear more perspectives on that. Also,
51:52 don't forget to check out the
51:54 intentional letter, my weekly email with
51:56 one idea, one question, one quote, and
51:58 one resource to help you live and lead
52:00 in a more intentional way. And if you're
52:01 a leader who doesn't know your core
52:03 values, check out my discover your core
52:05 values course at
52:06 calwalters.me/course. If you enjoyed
52:08 this episode, please leave a quick
52:10 rating or review. It really helps the
52:11 show grow, helps more leaders find it.
52:13 And as always, thanks for joining me on
52:15 the journey to learning and growing. I'm
52:17 so grateful for you being here. I hope
52:19 you go and have a wonderful week.
52:20 Remember, life is short. Let's go make
