Yeah,

and it was insane.

Like, we had a rule that no one could order more than five Happy Meals at a time because we had people coming into McDonald's literally trying to clear out our stock of Beanie Babies so they could sell them on their little eBay store.

And I worked in the drive-thru at the time, and we had...

You know, we had this little wireframe rack with shelves on it that we can put all the toys in that we would hand out and all that sort of stuff.

And it was just kind of crazy.

Normally, when I worked there, we had two toys.

So what should they do?

So how do you get people to do it anyway?

When you think about what most organizations do when they have a problem, they don't rely on one person most of the time to solve that problem.

Because when you have one person, there's this chance that they will self-censor, that they will doubt, that they will cave to the hierarchy.

So what a lot of leaders do is they say, okay, if we can't necessarily count on one person to catch the problem, let's put eight people in a room, for example, and have them look at it.

And maybe they'll catch the problem, right? Because now it's eight perspective, eight chances to catch the issue.

How many meetings have your listeners, have you been in where that's the idea? Hey, we have to make a decision.

There's some risk.

i think that's probably the biggest challenge that we have right now we used to live in an environment where things were relatively stable change came every so many years and now it's it's almost a constant uh it changes almost every day every week every month something changes i think you said new human nature but how do we how do we take people along how do we motivate people and how do we avoid the cat culture um around ai because it's a big topic