They're going to be concerned and they're going to say, what is what's the minimum precautions can I take? Do I do I start using landlines because I'm worried communications go down? Do I do I develop again? Like what do you what is some of the is there anything you recommend people should do right now in a worst case scenario to somehow provide some layer of protection to themselves?

I think, honestly, the biggest danger as a result of these AI tools is going to be things like scammers.

It's going to be things like people trying to pretend to be a relative to get money from you.

I don't think we're going to go down this Skynet narrative.

But again, if you do believe that that's what's going to happen, And if you believe that these systems are going to be able to hack into anything and get access to anything, what's the point of doing anything? Any bank that you put your money into supposedly is going to be able to get hacked.

Any Wi-Fi device that you have, anything connected to the internet in your house is supposedly going to get hacked and accessed.

At that point, your best bet is you buy a shotgun, you keep some money under a mattress, and you keep the lights off in your house.

why do you think we're hearing this commentary in the last few days?

[laughs]

Um, so and it's not so much controversial.

I'm actually n- I'm a big believer in this law, and it's the one of act with empathetic excellence.

And so the whole idea of, of this law of act with empathetic excellence, and I call it the, um, the empathetic excellence equation, and it just goes to show that there are really only three things, you know, when you're thinking about talent and people that you should be looking at: competence, merit, and empathy.

And so competence is a combination of things that you have to be able to do a good job.

This is, like, your skills, your knowledge, your behaviors, your abilities.

All those different types of things make up your competence.

Mm-hmm.

I mean 1915, going all the way back, and how do we apply that to today? 'Cause I see tremendous parallels because of technological advancement today that could be learned from what we were learning about basic human psychology of work 100 years ago.

Yeah, I mean, it depends how far back you wanna go.

For me, one of the stories that I thought was most interesting was the Ford one where, uh, you know, in the, uh, was it 1914? Uh, you know, Ford created the sociological department where he would literally have employees from Ford come knock on your door to inspect how you live.

Now, the rationale was that he was doubling the salary of the average American worker, and so his rationale was that, "If I'm gonna be paying you more than everybody else, I wanna make sure that the money that I'm giving you is being invested properly, so you're not a drunk, you're not a derelict, you're not a gambler, you don't live in squalor.

If I'm gonna pay you to be a worker at this company and pay you a lot of money, I wanna make sure that you can be a responsible person." And so he would literally have employees from his company show up, knock on your door, and interview you, your wife, your kids, and take a look at how you lived.

Now, obviously today [laughs] that, that would not work, but the idea of it makes sense, and the idea is trying to know your people.

But as far as broadly speaking what we can learn from the past, oh my goodness, I think there are a lot of things.

How do you deal with employees that are that different?

I'm like, people are going to hire you expecting you to know how to do this and tell them how to do it.

Yeah, so we completely, we stigmatized something that we should have really put more of a spotlight on, similar to your story, like Verizon got rid of the employee and said they should have said, how did you do that? What can we learn from this? This happens in a lot of areas.

We tend to be wrong, right? We thought blue collar work was going to get automated and white collar work was going to be safe.

And now what do we see? White collar work is getting automated.

And if you're in the trades, that's where we see the biggest gaps and the highest growth and the biggest opportunity.

And so we were wrong in a lot of different areas here.

But getting back to your original question, speed and governance don't go hand in hand.

So how do we manage that? So