Why do you keep developing new books? How do you keep motivating yourself to do that?

Well, it's you keep motivating because you keep getting better and you realize it's sad, but you realize how bad the earlier books were.

Now, that's how much better they could have been.

Right.

So the first book was, you know, if you're a speaker, you're in you go to one NSA National Speaker Association meeting.

Everyone starts telling you, you got to have a book.

You got to have a book.

Did that lead to conversations that are leading to, you know, are you getting new media opportunities, new revenue opportunities? Like, how did we wake up and engage the network that led to new conversations?

Yeah.

But that's the whole point is, like, anyone can do well when everything goes according to plan.

You know, if you take anyone listening right now, whatever problem you have or goal you want to achieve, I would bet you can and have come up with the best plans to achieve it.

And then you go to implement, and either something goes wrong externally or something goes wrong internally.

It's not the plan.

It's that when ding happens, people don't know how to adapt and be flexible.

And yeah, in improvisation, some of the, my best improv memories are when something went wrong, and the improvisers just ran with it and said, "Oh, now we're gonna move the scene in this direction because, you know, everything is different now." Um, and so that mindset where, you know, you had mentioned, um, I think in the beginning we talked we don't know how we know each other and you always accept the offer.

Mm.

I have done a little improv myself, but where did that come from? What, before we go into sort of the deeper meaning and how we can apply it in leadership, why are you passionate about improv?

You would think it was destined to be and I always wanted to do improv, but it is not.

I was dragged into improv.

And the story's in the book, but I went to college, had no idea what improv was.

I had done theater.

I was like, "I, I'm too busy in college." And my one friend was like, he's, "You should do improv." And of course, I immediately responded with, "Yeah, but that's not my thing." And literally, he had to nag me about this for months, and I'd never even seen a show.

When I finally saw a show, I'm like, "Oh my God, that looks amazing." So they happened to have auditions the next week.

Why don't you tell us the yes and yes, but element of things?

Could you tell us what it is and how to fight that real enemy? Sure, absolutely.

Yeah, resistance is not the real enemy because when someone is resisting, they're still engaged.

They care.

They're trying.

They're contributing.

The real enemy of change is apathy.

Because, number one, resistance is visible.

How does embracing this model and sort of living it on a day to day basis, where does that connect with ideas like corporate innovation and thinking much more creatively in the age of AI? You know, I love the reason