Dogs, Sex and Ai… OH MY! (PART TWO) | Capability Amplifier EP#153

The true secret of human progress is actually collaboration.

Right.

That's why economics is more of a peaceful factor in the world than other things. And now we're going to see with everything you do, how we can bring AI to free you up from the time and effort of everything. That's not unique ability that can be handled by you just prompting an AI program. So.

So you just think of it. It's just a technology. It's just a tool. And I agree that, you know, we don't want to give this thing sainthood, but I also don't think it's the next crypto either. It's clear that it's here to stay, and it's already in everything, and it's just going to accelerate.

All right, you ready for the big, big question I have for you now that we've kind of laid down the framework?

Yeah. We've warmed up. We've warmed up. We've done our calisthenics.

We have, we have. And we're going to get to the main point, which is Peter Diamandis has been saying something for a while, which is that every business in the world needs a chief AI officer. And there's also been a phrase being used for a while, which is, you don't have to worry about AI taking your job, but what you have to be afraid of is someone who uses AI taking your job, because they're just going to be smarter and more efficient, more effective at what they do. And there are, of course, exceptions to this. But.

The way I'm going to ask you the question is, when I watch you use a computer, you're very deft on the keyboard. You have a really good design sense. You build your own. You know, you. You create an enormous amount of content and produce more stuff. I always describe Dan Sullivan as being the most efficient, effective human I've ever met in my life. You. You do a lot of stuff and nothing stops it. And I think you get better as you age. You don't. You aren't slowing down, and your mind is getting.

Like, just your ability to separate truth from reality. I mean, truth from fiction, rather. Yeah. To be a simplifier. Right. It's just like you cut through the crap right away and you interrupt someone when they're just going down a useless path. Right.

And so all of which are incredible human skills. And, you know, and you think about. You have a awesome team. You're just talking about Gord a moment ago. Like, Gord not only loves and respects you, but he does a really good job and he knows how to make you more effective at what you do, you know, so he's a true multiplier in that sense. And when I think about Eleanora, like literally everyone on the team who has a specialized function, they get a lot of stuff done and they're an extension of Daniel. And if you think about, I think about AI as a tool, and the way I've been framing and thinking about things lately is imagine if you have a business and that represents a concentric ring. And what AI can do is if you have a good AI prompt engineer who knows how to ask IT questions, interpret what you want or you need, ask you good questions, and then know the appropriate tool to use. And, you know, in the world these days, there's about a thousand new AI tools come out every week. And you don't just have the equivalent of a screwdriver and a hammer. There's lots of specialized tools that do different things. And just knowing what's available, it's having a palette to be a great craftsman and then knowing how to communicate with it or use it is really important. And having an interpreter and a user.

Stepped away from.

The innovator is very effective, I've found. And so the way I look at the economic impact that AI can have, if you have one ring and you say, look, if you're using AI, you can get a 20 to 200% increase in revenue with the same number of humans that you have. It's entirely possible. Um, and that could just be a process and finding opportunities. But what if you use the tools to create an app that could be used inside your organization, you know, and that could not only increase your revenue, but the IP could increase the equity value of the business. So if you had a normal business, that would be worth three to five times EBITDA in a sale, when you've got an amplified business that's not human dependent, the buyer might say, yeah, they might say it's worth.

Well, the, the other thing is that.

You know, you're actually not looking for a buyer, you're looking for a seller. Okay. And do you know Pete Warhol at Warhol? Have you ever met him? He helps people sell their company.

Okay, okay.

But the way he does it, he turns them as the seller into a buyer. So his first thing is to get 15 bidders for the company changes it, but that has to start a couple of years. And that's really you, you know, that's really what you want. You never want to be the seller, you always want to be the buyer. Okay.

Yeah.

So the way he finds is that over a period of time, the person who actually purchases the company, and they always purchase it at the highest price because they're the purchaser with the biggest future. Where this, your company just fits into their bigger future. Yes, okay. It fits into. They're not looking for more cash flow. What they're looking for is much greater capability. Okay. And it was interesting. There was, you know, there was a book written on the beginning of Facebook and it was something monkeys. I forget what it was. It was called monkeys. Anyway, but this guy was on a project team to create the advertising model for Facebook.

Okay.

And Cheryl, Cheryl Landsberg was in charge of that because she had created the advertising model for Google and then she went to Facebook. And Facebook never really made any money until they got into. They became an advertising platform. You know, they really did it. But they had three competing teams inside of Facebook to do that, you know, and he just dropped this little note. He says, you know, when a big corporation acquires a technology like they, you know, they buy a big company and they, he said, they never do it for the technology. They do it for the new team that they get when they buy the company. So my sense is.

Our biggest goals are increased capability.

Your own capability.

My personal goals, almost 80 is how much better I'm going to be at 90 from a capability standpoint and part of it. And it doesn't mean my capability, it simply means the capability of other humans and technology that I have around him. So going back to Peter's statement.

It seems like he's taking this from a corporate model, not from an entrepreneurial model. That's the only thing I'll say about that. I said, you don't need a chief AI officer. That's like, that's like 10 years ago, 100 years ago saying, or let's say 120, 20 years ago, right. At 1900, you know what our company needs is a chief electricity officer. I never heard anybody ever talk about chief electricity officer. You know, what we need is electricity. So who are the people from the outside? We can come in and they give us all the electricity that we want. It's not that.

What you need is a company wide capability of people saying what new capability they want. And that's the direction. The direction we're going is we're having Evan Ryan come in and give us six module. And all we do is take our concept of unique ability and have each of our team members. We have 130 team members and we say, now, you know, what your unique ability is. Now draw a line between unique ability and everything you do. And now we're going to see with everything you do how we can bring AI to free you up from the time and effort of everything. That's not unique ability that can be handled by you just prompting an AI program. And we'll have, I mean, we have our tech tech team and they'll, you know, they create software and they, you know, they create all the connections. So, you know, they'll be able to provide this new technology. And then we'll need outside people too.

You know, and.

The thing about this is it's a new capability. You don't need a person who's in charge of the new capability, because that's bureaucratic. You know, that's bureaucratic. And like, we don't have an HR person in our company.

Because I realize that business is called human relationship, so you don't have a separate silo called human relations.

Human resources. It's called human resources. And I said it's all human resources.

Because human resources immediately become the opposition.

In the history of the Fortune 500 corporation, nobody who was ahead of HR ever got to the C suite because they become the opposition leader.

Yeah.

Yeah, okay.

Yeah. They become the preventing productivity team. They become the preventing sales team. They become, you know, HR directors have more in common with other HR directors than they do the people in their own company. And my sense is a chief AI officer will relate to other AI officers more than they will to the people in their own program in their own company. So my sense is that what you need is an upgrading of the AI capability of everybody in your company. I mean, that's my take on it. That's my take on it.

Okay.

But I think that, you know, just a lot of the people that people deal with are corporations, you know, you know, and everything like that. And nothing wrong with that. And I think in a corporation, you would have to have this position.

But I think.

There'S 8 billion people on the planet, and.

I don't think companies in Africa are going to have to have a chief AI director. What they need is enough cash flow so that everybody has enough to eat.

Let me finish the thought, and then I'm going to ask you what you think this could be called, because as you were talking, I was doing a little research based on what you were saying. And I just want to.

You're the only person.

Your capability to do research while you're talking to me is awesome.

Okay, well, thanks. It was. I had a bunch of Little bots running in the background.

So, yeah, yeah, you got little, Little digital slaves.

Little. That's what they do. The little, Little minions running around. So what. What I, you know, when I started with the rings. Right. So the first ring is let's increase your revenue by 20 to 200% with better tools. Right.

Yeah.

The next way is to ampify your business because that'll increase without humans, without. And then also increase the equity value of your business and potentially create new IP that didn't exist before, which, as you focus on, is that that has value by itself, the value of the patents and the ip. Now, the next concentric ring would be. I call it the eat your own young strategy, which is, well, what if you commercialize that app and sold it to your competitors? Where some people would be like, why would you ever do that? But it'd be like, well, instead of, you know, you could literally take your idea, which multiplied your revenue by double and your equity by two to three times. Well, the value of the commercialized app and IP could be worth a hundred x. And I think that's one of the key things that AI is going to bring to our economy as a huge multiplier.

Yeah. You know, the problem. The problem that I see with most people.

They live in a world of scarcity and intense competition. Okay. So they want to be the one who beats everybody else. And, you know, it's not a very good conversation.

That's why I call it the eat your own young, because people who make sometimes the most valuable companies create such disruptive technologies, it'll even disrupt their own. And you got to be willing to see the writing on the wall, because the truth of evolution, all of evolution, is someone or something's going to do it.

Well, the other thing is, the true secret of human progress is actually collaboration. Right. That's why economics is more of a peaceful factor in the world than other things, than politics. Yeah, well, yeah.

I've got my own take on politics is the way that you can get compromise on change without bloodshed.

Okay. Yep, fair enough. I get that. That trumps the opinion. Okay, so here's what I. Here's the question then. So I look at it as the multiplier effect, the innovation effect, and then it's the collaboration between the human and the AI. So you just think of it, it's just a technology, it's just a tool. And I agree that, you know, we don't want to give this thing sainthood, but I also don't think it's the next crypto either it's, it's clear that it's here to stay and it's already in everything and it's just going to accelerate the speed of innovation.

No, I agree.

Right. Yeah.

The personal computer. The personal computer did that. The Internet.

You know, mogul of communication. It's just the next thing that's possible because of everything, because of everything that went. I mean what makes you so fast out of the gate to get a handle on this is you're being fast out of the gate of everything else. Over the last 30 years you were trained to take advantage of things quickly. Yep.

Being poor, cold and last is a great training ground and not want to be that way.

And I love it.

I do.

You've been successful too.

Yeah, no, it's true.

It's true.

Yeah, it's, it's, it's that old. I allow that old wound programming to be a powerful motivator. But here's the question, Dan. What? You are great at naming things. What if it's not a chief AI officer? You know, I was looking at a, you know, chief.

There'S, there's a bunch of like a chief capability officer which bores me frankly. It doesn't excite me. But all that already exists and it's not a bad like the description of what that is is good. But again you like me, don't like corporate things because you don't want bureaucracy. But I want to have a multiplier mindset all the time and giving things words have meaning and power in themselves and I think it's a programming mechanism to create positive thinking and you want, what's the word, what's the phrase that creates a buy in and makes you raise your hand and go damn it, I need that, I want that right now. What would you call this? What kind of power would you put behind it? What shows up for you?

Well, what strikes me is that there will be a AI version of a chief financial of a chief AI officer. That's what I think Apple's going for, you know, and.

Because Apple's never first into anything, they take a look at the present technologies and they said what's all the things to be solved so that individuals can be empowered to do it on their own.

Get more clients, grow your business with better marketing and messaging, make more money and get a better life with more freedom of time, money, relationship and impact. Learn more about our three day one on one, done with you reinvention workshop. Visit connecttomike.com to book a conversation with me right now. All right. Back to the episode.

Apple is the easiest computer technology that if you knew how to run Apple in 1987, you know how to run it in 2023. And we found that the people come to us from other organization where they use Windows and they said, you know, the time it took me to get into all of our systems and understand our systems with Apple, it to take us three months to six months for a new person to get used to our systems. And Apple is the first day because the interface is always the same. They don't change the interface. So what I'm thinking is that Apple, when they announce it first of all, that they won't announce it until you can buy it this afternoon.

I think their App store is what they're going to do. And they'll just create an interface between an AI app store. And all you have to do is say it's just like AI.

You just put in your requests and the interface will find exactly what you're looking for in the AI store. But you wouldn't need an officer to do that. You just have to improve your ability of your team, your employees to state exactly. And a lot of coach tools. You know, an Impact filter is a really great prompt document. You know, yeah, this is the project. This is its importance. This is the ideal result and this is the best result. This is the worst result. And here are the eight success criteria. And the little version of that is just best result, worst result and five success criteria.

Okay.

My sense is they haven't gotten a lesson yet. It's empowering the individual. It's not creating another.

Crucial corporate job position.

And there's going to be experts. I mean, there'll be like Salman Khan's of the AI world where, you know, like, you can learn algebra. You can learn algebra in 10 easy lessons. You know, I mean, there are some school boards, advanced school boards in the United States where the Salmon Khan and the Khan Academy is the math teacher and the teachers, the math teachers are guides to Salmon Khan.

Well, I don't know if I got the answer I was looking for or not, but I definitely.

I'm resisting the notion of a chief. Chief AI officer. Yeah, yeah. I mean AI facilitator or an AI but chief. It just strikes me is that it's status and power. But the. In the name you're the name of it is almost.

Negating the usefulness of it.

Well, it's so what to you when you think about.

What has the greatest value in every organization? You know, if you had to order it and Everyone's a little bit different, but innovation is certainly it. When I think about Apple, I think of it as. Even though Jobs has been gone a long time and Tim Cook is about as interesting as watching two pieces of chalk make sweet love on a picnic table, they still create great products. You know, it's not the innovation.

Well, the other thing is when Steve Jobs died, the valuation of Apple was 300 million and now it's 3 trillion. Yeah.

So who cares what I think?

Well, I mean, he had a different role. Okay. His role was to maximize what had already been created.

Right, right.

Steve Jobs. Steve Jobs is the person who created it. Tim Cooks was to take it and maximize the, the value and return on investment. And, you know, it was a completely different role.

But I suspect that. Ask me who attracts the better talent in the world. I bet Apple attracts more talent to work at Apple than, you know, a lot of the other tech companies do. And anyway. But no, I appreciate. But actually the key players are people like you, Mike, who just create new learning vehicles for people to get a handle on AI. And you know, I think you're. But I think it's in the naming. I think it's in the naming here. I, I understand the role that you're creating, but chief AI officers sounds like pure bureaucracy to me.

Yeah, got it.

And that's the problem is.

The net. You're naming a solution, which is actually the problem.

Yeah.

I understand that point of view. So that the question then becomes what has the most value? Like as a founder and a creator, you have Strategic Coach. And I know you don't speak for the rest of the business world, but think through the lens of the thousands of customers of Strategic Coach who are to me, perfect fit mindset individuals. And what is the most important thing to the majority of the members of Coach who want to increase their profit, their capabilities, their relevance.

They want equity, longevity.

Higher quality customers who spend more, stick around longer. Higher quality employees who. Who stick around longer and become greater multipliers.

What common thematic word do they want or desire that gets them closer to their version of a better life?

Freedom.

Okay.

Freedom of time, freedom of money, freedom of relationship, freedom of purpose. Operating in their unique ability. Yep. Yeah, I mean, I mean.

Go back. How often have you heard in a recent set of workshops, free zone workshops, 10 types. People talk about money.

Nobody talks about money. What they talk about is increased time.

They're looking for ownership of their time, ownership of where the money comes from, ownership of the relationships they have and ownership of their purpose in life.

That's why you became an entrepreneur in the first place. And you didn't go through.

10 more years of formal education so that you had a credential that would let you get into certain social clubs.

Yeah, I really didn't go through any years of that.

But no, I just pretended. If I hadn't gone to the college. If I hadn't gone to the college I went to, I would never have gotten a college degree. It was just that I wanted to read the great books of the Western world to see where all the. My number one strength finder is ideation. I wanted to know where all the ideas came from. But if I hadn't found that college, I would never put in four years reading textbooks about somebody talking about someone else. That's not. That's not a good use of my time, you know.

But you framed it to make it meaningful and produce the result you wanted, which. I don't even know if you knew what you wanted then, right? Or. Well, I suppose.

No, I did. I had a pretty clear. I had it pretty clear. At 20 years old, I actually had a journal. And this was on a train ride from London to Inverness in Scotland, because I was going to an Outward Bound program. And I kept a journal of the entire event, the entire trip over, and then the actual program. And I said, I want to create an educational system where the subjects are people's own experience.

Sounds like a good description of what goes on in Strategic Coach.

I think we can wrap up this episode.

What'd you get? We have to say, okay, well, what.

I got was I walked in here, I think, with a projection of what I thought I wanted to hear. And I hadn't thought through it through the Dan Sullivan filter. Like I think I've told before, I have a Dan Sullivan subroutine that runs in my brain now. And I'm like, I wonder what Dan would think about this. I wonder what he would say. I don't know how he would process this. I wonder, you know, so I. I have that. And it's sort of like a good. And, you know, you've got. If you know, when your hundred books, for example, that gives you a whole bunch of filters, right? Some first principle thinking that you carry around in your core operating system. And it's just as much a detector as it's just a powerful set of filters.

And.

What I really got was I got to think about my thinking, and I didn't have.

I think I've been listening to Peter and some other people project some words and phrases, and I Didn't think about what that could mean to, to me, my most valuable customer. And that's really what I walk away with, is a new level of clarity. And I think I have to think about this more.

So to me it was like a vigorous marathon of right fit thinking that, you know, my goal is always how do I package this, how do I position it, how do I message it in a way that it means something at first glance? And someone raises their set hand and says, man, I need that now. I want that right now. So if the word is the message and it represents the product, that's the, it's the perfect package and.

I don't have it yet. So I over answered your question, but that's really what it is.

Yeah. What I got out of this and I mean, and you forced me to think about that because I've resisted the whole notion of a Chief Information Officer because it seems to me that a wild new entrepreneurial activity has been let loose in the world and the corporations want to get a handle on this so that they can prevent being bypassed and undermined by entrepreneurial creativity. So what they do, they create an interface called a Chief AI officer. And this is the person who's going to take something really vibrant and energetic and tame it so that it's just another part of the bureaucracy.

Okay.

And so my sense is that AI is the biggest bust out of entrepreneurial activity that I've seen of all the technologies that have been created. Okay. Okay. Because the previous part of the digital world has been about doing, but this one crosses over into thinking. Okay. Personal computer was about doing. The Internet was about doing. The mobile, you know, mobile communications about doing. AI is about thinking. And there's nothing more fearful to a corporate bureaucracy than people just get to think about whatever they want to think about.

Yeah.

Now here's what I. These forces are eternal, okay? There's the people who create and there's the people who want to control the people who create. And so my sense is what we'll do together, we'll come up with a new definition of who the unique ability talents are that entrepreneur. I could care less about.

Corporations because I think corporations is where new ideas go when they don't have any more energy.

Oh, that's awesome. Yeah.

And the thing is we need them. We need them.

Yeah, yeah.

And the reason, the reason is because they've got to drop the, they've got to make things widely available and they've got to drop the praise. Okay. But they're only about 10 when they get to the corporate level and they get to the corporate profit product level, they've only got about one tenth of their possibility left. You know, I mean, I mean.

You'Re talking about, you know, you're talking about going to a great hamburger restaurant. You know, that's prime beef, it's grass fed beef. And you know, and it costs you, you know, for the hamburger. You're paying $25 for the hamburger. Well, you know, you can't commoditize that and make it widespread. So what you do is you make, you use inferior meat and you use a lot of cornmeal, you know, cornmeal to make it look like it's meat, but it's not. It's cornmeal and it's about, about this big and about, you know, it's five quarters on top of each other thick. And nutritional value is minimal, but you can sell trillions of them. And yeah, you can do that. And I don't have any problem. I don't have any problem with that at all. But it's not what I, as an entrepreneur or nor you as an entrepreneur want to involve ourselves in because where we're not really interested in commoditizing boring things. Yeah. Yep. And dealing with a lot of boring people, you know, who are into status and security and.

Are just putting in 40 years before they get to retire and spend all their time drinking with a bunch of other boring people. Yeah. Who are incapable of lowering their handicap. Yeah.

Nicely said. Nicely said. That's a well packaged insult, Danz.

You know, a ship can't be all sails and rudder. You need a lot of ballast.

Yeah, yeah, well, yeah, yeah.

So I think, see, I think we're into an. We're just surveying new territory here and we're mapping out new territory. This seems to be an endless new territory and everybody can get their own property of this new world. I think it's the first time we're dealing with something that is abundant new territory.

Yeah.

By its very nature, it's abundant new territory because each individual can amplify themselves. This is the ultimate that I've seen so far. The ultimate capability amplifier.

Yes, I agree.

But there's a lot of people who are worried silly at night because they say, how do we control this whole. Whole new thing?

You're missing the point. Yeah. You don't get to control.

Out of the bag, baby.

You get to have as much as you want, but you don't control everything.

Nope.

No, I gotta have it all, you know.

No such luck. All right, well, let's let's bring this baby.

This is good, but I think we. We have to break this in two because there was a lot of territory.

There was. And how about you? What did you get out of it? If you were gonna summarize, I know you just gave me a lot of thought, but if you're gonna package your summary of what this was like for you, what would you.

Well, the first thing is I just vowed that never in the future will the strategic coach company have a chief AI officer. What we'll have is 130 team members who have sufficient use of AI on their own that they can increase their individual productivity by 20% per year.

So it's the. Really. My interpretation of what I hear you is it's not only the ultimate capability amplifier, but it's productivity, profitability.

Prosperity.

Yep, yep. Time machine. You know, it's. It's a. And like, it's kind of interesting because.

Then you get to spend more time in your unique ability. Each person gets.

I think that to me, because. Because in my experience, like, I don't like, if I. If I bought all my time back, I'd pretty much be doing the same thing I'm doing right now, which is just playing with people I love, you know, in a sandbox where we get to make new stuff every day that has purpose and function, and the greatest reward is the applause of a full bank account. And it has, in a way, it has nothing to do with the money. It has to do with the perception of value. And just a smile and a clap doesn't mean anything if everyone in the room's clapping, but people vote with their pocketbooks. It's like food at a party. People say, yeah, yeah, I'm a healthy eater. And it's like, first stuff to go is always the crap junk food. One thing I like to do is I put a. I have a lot of healthy snacks at the condo when people come in and spend a week with us. And I have a whole bunch of garbage there, too, because some of you are like, God Dang, I love Dr. Pepper. And they're gonna go, yeah, I. I.

Can get really tired of too much nutrition. Nutrition. Yeah, yeah, yeah, yeah.

Exactly.

Yeah.

Yep. Dude's gotta have a Twinkie.

That's what I got. That's what I got. Because, okay, we're just in the process of framing the company wide jump that we want to make with AI and you gave me a lot of things that. The one thing we don't have is a team leader who's the chief AI Because I think it's an invitation to power play.

Let's just have everybody be increasingly better quarter by quarter, year by year, and using AI tools, you know, and. And, you know, I. I don't want some.

I think the name invites the wrong person. That's what. That's what I think, you know?

Yeah. And Chief ruins it for you. I. I assume so, Officer. At least in corporates. Okay. Officer. Yeah. So Chief and officer. So it's more of somewhere along the multiplier freedom. Multiplier freedom amplifier, some variation of that. But that won't necessarily mean something to anyone either. It's gotta have meaning up front. All right, well, I'm willing to put this one in the. In the can. And I suspect that either you or I'll come up with exactly what it needs to be. And in the meantime.

I'm just going to keep on doing whatever that is for people who are like, I want that thing now.

I mean, you're on a track where there's going to be endless enjoyment and growth and, you know, and, you know. Hi, I'm Mike Koenigs, and I'm putting on a really entertaining, dynamic, profitable program. And I'm looking for 20 people who just want to get more useful with AI. And I got a lot of people plugged into me, and I'm discovering new applications all the time. And why don't you spend a day or two days with me and, you know, if you pay me a hundred thousand dollars, you'll get a million back in a year and the food will be good and we have lots of break time and we have good fun around it. And what do you think about that?

And that's all you have to do for the rest of your life.

What Dan said. Thanks to the pitch. Dan, that was good. That's awesome. All right, well, I'm going to send that baby out tomorrow. But I love that.

I have so many ideas that I wrote down while we're chatting, so we'll save that for our next episode. How's that? That's good.

That's good. And there's an endless. As we go forward, there's going to be an endless number of really new interesting discussions because I think we're into a new. I think we're into new territory here. Yeah.

We've just birthed a new species of an exciting.

Capability.

Yeah. And it's. I've told you this before. I wake up every day more excited than I ever have in my life, and I can't wait to try out new Ideas and make something new where someone says like, oh my God, oh, my God, I can't believe how useful that is. And we can do it right now. You know, that's like that immediate feedback is spectacular. So. Well, let's wrap this one up. This has been awesome, Dan. And by the way, head on over to strategic coach and go grab one of Dan's latest books. There's always a great book to grab there. Pull that up. Pick that up. That's right.

Well, this is our major market book. Major market.

Oh, yeah, yeah, yeah.

Yep. Yeah, yeah. It's bestseller. We're at the three month mark and we crossed 100,000. So that's a good. That's a good return.

That is outstanding.

So we're getting an incredible uptip and really good.

10X is better than 2x. Easier than 2x. Sorry. I always think better in my. 10x is easier than 2x. It is. It's a great book by you and Ben. Dr. Benjamin Hardy, ladies and gentlemen. Yeah. So we'll make sure. And it is. It's hitting records again. I know you said that. Hay House is very, very happy with the results again.

Yeah. And we're very happy with Hay House, you know, so it's. It works. But any. Anyway. But I think this is a new world, you know, I think. And it's got the. It's got the added value.

That it's. It's all abundance. It's all abundance. And the only people who won't make it in this world are ones who come from a sense of security insecurity because they live in a scarce world and they're worried that other people will have what they don't have. So they really want to restrict what other people can have because they're miserable people. And that's what I think.

What a great time to be alive.

Here we go. This is the official.

It's all I know.

Every day is a better day than yesterday.

Well, it's, it's. It's my only experience to being a human being that I remember.

It's good.

There's no bad news anyway, so. Yeah. So I think this is terrific. And it's kind of funny oftentimes, you know, you, you the, you know the.

Movie. What was my man, what was the movie called? Field of Dreams. Field of Dreams, of course. And if they, if you build it, they will come, but in relation to AI it's. If you build it, it will come. You know, it will come. So we create. You create. You coined the term for the podcast show capability amplifier. And we were just looking at, you know, existing technologies, but all of a sudden, several years into our podcast, this appears. And this is a super duper capability amplifier.

Yeah, it is.

And a lot of people, by having this amplifier, can check off a lot of things that they don't like doing. They can check off ways of making money that they don't like. They can check off people they don't like dealing with, and they can check off a lot of people who.

Don'T want them to get ahead in life.

All right, well, here we go. We bring this one home. So first of all, join Strategic Coach right away, because you're going to be around this kind of mindset all the time. It'll be the best investment you'll ever make in yourself, your business, and the people you care about. Get this damn buck right now. And you really also have to get gap in the gain and who not how, who not how. They're all just bibles for upgrading your brain, your operating system, and your identity. And then, of course, you can always buy my stuff, too. And we've got links in the transcript below. But make sure you share this episode with people you care about, people you love, and people who like to think so. Dan Sullivan.

Actually, what I would say is go to Mike first, because then you'll be. You'll. You'll have a lot more money to pay for Strategic Coach.

Oh, yeah. Well, and then you want to send all your best friends through it, too. Yeah. Because here's what I can tell you. Every. For every dollar you invest in Strategic Coach, you get at least 20 back. That's been my experience. Plus, you feel good, you're happy a lot more. And everyone around you is like, why are you so damn happy? And you can say it's because of this church, the church of Dan Sullivan.

All right. All right.

Well, that's it. Thanks for watching. Thanks for listening. Make sure you give us upvotes and comments and all that other stuff, and we'll see you in the next episode soon. Bye. Bye.

Thanks a lot, Mike. Sa.