So I was hoping you could share with us, Dr. Gore – some specific principles or guidelines maybe that are in your book that a reader, a leader can follow to ensure that AI systems, when they're approaching them, whether adopting them, however, whatever stage they're in, are truly equitable, accountable, and aligned with public interest goals?

Oh, Michael, this is a great question.

I just presented actually at a conference in New York And this is one of the biggest parts of the ethical.

So this is a great question.

I'm going to say, first of all, anyone who's sitting in front of you, anyone through these discussions that says they know what's going to happen with AI, they have a good feeling or they know that AI is going to do X, Y, Z. I would say they don't really know.

They're doing the best in their guessing.

Because AI is moving so quickly, Michael, so quickly to the point where we as humans are trying to keep up with the modeling of what it could be, the potential.

Can you outline or give us a sense of the multifaceted approach you outline in your book to attract top talent and foster, really important here, foster long-term loyalty and professional growth?

Can you outline or give us a sense of the multifaceted approach you outline in your book to attract top talent and foster, really important here, foster long-term loyalty and professional growth?

This is one of the biggest struggles, not only in the governmental sector, but in the private sector.

Both large and small organizations are struggling with recruitment and retention.

It costs so much to recruit talent.

Once you get that talent, keeping them engaged should be part of your mission.

Now, let me just say this.

In the book, I talk about the fact and another pinpoint.

And I was hoping you could share with us maybe some of the insights, frameworks in the book that can help leaders communicate their vision and help them facilitate and build that trust across groups.

We're talking about people and machines coexisting and delivering value to their stakeholders.

Well, I'm going to tell you, so I get excited.

I'm going to tell you right now, I get excited about it.

And I know I have a number of clients around the world.

We have clients all over that a couple of things that come up.

They talk about fear, you know, replacement of a workforce, replacement of their roles.

And I actually I was listening to someone who actually was in Salesforce and they were talking about we may be in the last generation of having an all human team.

to be up

So just talk me through your thoughts around culture building and some of the things that you look to do with organizations.

So I think it's understanding that culture does not surround really one individual.

A culture is a sustainable environment.

And so when we get called in, I get calls in.

Sometimes there's challenges with the culture because maybe there hasn't been any succession planning.

There hasn't been any thoughts on how to promote within.

There hasn't been any, or there's been challenges with it.

what do you do with your clients then to help them to one accept that that is the the right approach but also then help them to go on that journey with you so that they they do get clear about the why and the purpose and um what their role is individually their role is in delivering that the vision that's been set for the transformation?