And if you feel comfortable sharing, could you share with us how you personally use AI and also how you recommend your clients to use AI?

Sure.

Chris, I use AI in a few different ways, but my favorite way of using AI is to create different AI personas.

And usually this, this involves a lot of stakeholders around me.

And most importantly, people who see the world opposite from me, and this is the most painful and you know, I always kind of, you know, pause for a second before getting the answers and reading them.

But when we talk to whether it's a persona or an actual human being, someone who sees in the opposite direction of us, they're able to see our blind spots.

And there's always something right about what they're seeing.

For companies that are feeling the pain because of how the world changed with the rise of AI and automation, and they need to find other products and services they can offer to the market that will be a better fit, what would be some of the first steps they should take?

Where did the catalyst or where did that interest come from? I'd love to get more perspective on that.

Yeah, so I heard two different questions about where the interest came from and where the opportunity came from.

And I'm going to give two different stories because the roots run deep.

And the first is about a rather happy childhood living in Minnesota, raised there until I was about 10 years old.

And I thought I was blonde because everyone else around me was blonde when I was small.

you didn't question it.

You know, I just thought I was whatever I saw and didn't give two other thoughts about it.

What happens to a leader during that transitional phase? Where does it all start to break down and fragment in places that they might not be expecting to?

Right.

And AI has really commoditized data, and for so long we've looked to leaders to give us the right information and for them to be chosen because they're smart and because they have the right experience.

And today, this knowledge is really accessible at our fingertips, but what we're really lacking and losing today is judgment, and it comes both across the board with all employees using AI, and it really depends on how we use AI.

We can take what we're given for granted and move forward with that, but we have surveys showing that more than 50% of employees using AI have made mistakes in their work by using it, and that over 50% of employees don't verify what they get from AI.

And what that's doing is really dulling our judgment.

And just like after the Industrial Revolution, we've had to go to the gym because we're not getting enough physical movement.

We may have to then go to the mind gym to keep our senses sharp.

Yeah.

So talk about how to do that in practice and, and if it works, what benefits that gives you.

The problem is that the landscape is changing so quickly that a part of our internal maps, it's like our internal GPS that we use to make decisions made out of our values and what we've learned from our successes and our failures.

This internal map is outdated at any given time, given the speed of change.

So we're operating on partial maps, and the decisions we make look right given the part of the map that we see.

But today, it's no longer enough to be right according to what we see.

We need to see the whole landscape, and this is especially relevant when people around us are changing real time in different ways, and we don't always know how.

According to a Grant Thornton study, 39% of CIOs and CTOs believe that their workforce is fully ready to adopt AI, versus only 7% of COOs.

And basically, he, you know, did a phenomenal job making it a day-to-day-to-day discipline.

... as you say, in the panoramic leadership.

Sure.

It's a, it's a good question because I didn't start off with a framework.

I started off with a lot of questions, um, because pris- precisely as you said, I moved around a lot.

So I lived in three different continents by the time I was 18.

And I was born and raised in Minnesota in the United States, and had a fairly happy and calm childhood, uh, up until then.

At school, my teachers...

Yes

Got it.

Got it.

Okay.

And so just to share a quick story about that, I was working with a regional manager, and he had about five country managers under him or working with him.

And two of them weren't really getting along.

And he went to go speak with them.

So he went to go and see.

So I'm curious, you and your co author, like, how did you come up with the ideas behind this, this panoramic leader? Is it driven by sort of like personal experiences or past lives? Or how did you kind of come up with the framework?

Right.

And AI has really commoditized data.

And for so long we've looked to leaders to give us the right information and for them to be chosen because they're smart and because they have the right experience.

And today, this knowledge is really accessible at our fingertips, but what we're really lacking and losing today is judgment, and it comes both across the board with all employees using AI, and it really depends on how we use AI.

We can take what we're given for granted and move forward with that, but we have surveys showing that more than 50% of employees using AI have made mistakes in their work by using it, and that over 50% of employees don't verify what they get from AI.

And what that's doing is really dulling our judgment.

And just like after the Industrial Revolution, we've had to go to the gym because we're not getting enough physical movement.

Yeah.

So give me an idea of what motivated you through your vast experience, situational knowledge about illustrating and illuminating on these differences and how leadership is impacted by that.

Absolutely, David.

So as you mentioned, I've been working for the past few decades with leaders, whether they're heads of state or Fortune 500 CEOs or founders and entrepreneurs.

And they increasingly have something in common.

The question I get the most is how do I make good decisions in a world of constant change? So the driver really is the overwhelming unknown that everybody is feeling in different geographies.

And these are all very intelligent, capable, experienced people.

But the problem is that the world today is changing faster than what we see.

And I think it's always happened fast, but it it hasn't happened significantly in such a fast amount of time.

And so how do you describe those, and, and maybe a personal example of a time optimistic fear helped you make a better decision or maybe take a better action?

Sure.

A lot of people today are feeling completely overwhelmed by the fear of the unknown, by unpredictability, the lack of reassurance and reliability in the world, things, institutions that we've known are completely different today, and we can't predict where change is gonna come from in the future.

So it's easy to lose hope and say, "I don't know where things are gonna go.

I'm just overwhelmed.

There are no options.

I'm not going to try." And that's when we slip into fight, flight, or freeze.

Wow.