What does using AI to expand a person's capacity actually look like inside a real company?

Yeah, everybody, all of your employees.

is struggling with the tyranny of repetition, the mundane and the transactional.

What I mean by that is no matter what business we're in, we all have things that are just tyrannical, repetitive, mundane.

It's dog years, right? Day after day, the same thing.

Let AI do that.

Let AI read your email and focus on what's important.

So how do you put a meaningful business value on trust?

Yeah.

So those were the two out the gate when I started my company biggest wins that we had.

But a lot of what we find also, we just recently finished a project for a client where we auto-filed all of their documents.

So, you know, uh, McKinsey has come out and said that about 20% of somebody's time in the legal space or other areas is spent trying to file, find, you know, track down documents.

So what we built for them was a process where they don't have to worry about that anymore.

All they do is save files into one folder, and then the process takes over from there.

It, it reads the data in the, the file, and it automatically renames it, automatically files it where it belongs in the client file and all of that.

So take us through what is an agent, wha- how would we use it, and why are, why is there sort of a gap between getting one now and maybe in six months?

Yeah.

And so that's where I see the issues coming in is not where somebody or and or like go into the next step is and or they don't adjust their training processes.

So you need to think about AI and automation as like a new assistant, right? Would you hire a personal assistant today and say, here, start, good luck? You wouldn't do that.

You would train that person.

You would sit with them.

You would explain to them if you're using personal assistant as an example.

You'd explain to them what airlines you like, where you like to sit, how you like to fly, what your turn.

What can the manager do to keep the human skills inventory sort of intact and just so that, you know, the Gen Zs are listening and when you're a Gen Z coming in, Could there be something where you're not heavily, overly dependent and just some homework that they should always also keep in mind?

But you know what? I'm so interested because I'm curious to, if you're, if you're running 40 insurance businesses or companies or, you know, like insurance is such a, you either have people who are trying to protect themselves or who are at the worst moment of their lives, you know? So how do you find, how do you keep your employees healthy when they're dealing with that kind of people in that kind of distress?

It's absolutely true.

So we don't even say the word insurance because that initiates rolled eyes and legal contracts where somebody's trying not to pay for something that somebody's paid a premium for.

So we don't even have agents.

They're called our famously friendly humans.

Right.

And.

So in all those, have you ever had it gone wrong for you and had to sort of step back? And what did you do when that happened?

So why did you decide on the leadership angle?

Yeah, I think it was a really easy decision, first of all, George, is because If you spend your time in a leadership role or an executive role, like most of your listeners, you need to, you must be constantly scanning the horizon for what's going to impact your organization or your division, your department, or your company, right? And so much like, I'm going to date myself and my aged self here, much like I was scanning it when fax machines came to the forefront, and then when the internet, you had to have a website, those things you had to be out in front of.

And we're at the very front of AI being infused and everything.

Now, certainly, Everyone is shoving AI in front or behind their name or their tagline because that's the buzzword right now.

But I think of AI not as artificial intelligence.

I think of it as amplifying income.

And that's the real theme of the book.

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