Will Ai Replace Humans? (Part 1) | Capability Amplifier EP#124

The difference between your intelligence and AI intelligence is that it's not coming up with the idea.

That's true. Yep.

And I don't see the AI being an intentional force because they have no dreams, they have no meaning. They. They just take what already exists and reconfigure it. They take Joe Rogan's voice and Steve Jobs voice, and they've got words that each of them has said, and they put it together and they put it into a conversation. And.

Hi, everybody, this is Dan Sullivan, and this is Capability Amplifier with Mike Koenigs. And this was a wild, wild one, Mike, because we started off with AI and how scary AI is, and we ended up with Mike Koenig's Amplified. So this is a very, very exciting adventure for me.

And I was able to step back from the model that you created, and I think everybody's going to find this fascinating.

Well, first of all, thank you. And what we began with, like you said, is the AI and the evolution of human labor and. And then being able to spend all of your time in your amplified state, or as you said, you amplified. In fact, I registered that domain while we're on here and decided that's the name of my next book. So this was one of the most inspirational episodes I've done with you in a long time. Really got my wheels turning. We've got great links in the show notes, and this, by the way, is the first chunk. So we'll call this episode one. So we can't wait to see you both in this one and in the next episode that follows up. All right, well, here's. Here's the big idea, Dan. I was listening to a podcast yesterday. It's called All In. Bunch of Silicon Valley big investors, one of the original co founders of PayPal, et cetera, et cetera. And one of the guys was talking and he said, if you think about the evolution of man.

From primitive times, we started out as hunters, and then as communities started growing, we'd become workers, you know, farmers initially, but then whatever else that translates into, and then we start turning towards knowledge. And that means we're going to be creators. And if we've got laborers on one hand, we've got creators on the other. Maybe that would be an architect, someone who would design something, but creating huge leverage, the 10x leverage, you know. But the next evolution is becoming a narrator.

So.

And we talked in one of our past episodes about AI, for example, and what's happening. So there's this technology that allows you to speak and say, here's What I want and the AI will write for you. I just listened. Yesterday there was a podcast completely created by an AI and it's a conversation between Joe Rogan and Steve Jobs. It's a conversation and for the most part it sounds fairly believable. And they're just chatting and it's going back and forth.

And then there's now Facebook meta came out with a text, tell it what you want and it'll make videos for you. So AI created movies aren't too far away last week as of now. Anyway, Elon came out and they talked about the new robot. And the goal is to create this $20,000 robot and initially want to put it in his own factories. It'll be made out of and they're leveraging all of the data acquired from self driving cars. And so I thought, you know, if you imagine right now if you had a $20,000 robot and our goal is to get 10x or 100x value out of that and this is something that will incorporate because a lot of the robot will exist in the cloud. It's going to leverage all of the predictive movement, know how humans move and objects move so it can avoid them. It'll learn quickly in a home environment. And again it's going to share that wisdom and that knowledge and those capabilities in the cloud. You'll maybe pay for upgrades. So right away it'll do all of your menial tasks in your house. Not right away, it's going to take a little while to get there. It'll be between one year and 20 years from now, but let's just say it won't take that long. But I thought what are some of the things that you would assign a robot to do or an AI that would create huge additional capabilities for you and 10x or 100x value.

Or what.

Do you think about all this?

Well, it's really interesting because I had a discussion with Howard Getzen about five years ago and we were at Genius at the annual, the big annual meeting. And you know, because Howard is into AI, he's got an AI hedge fund, you know, which from all reports of other people is doing really, really well. And I said, you know.

They keep making the prediction about super intelligence, you know, the computers are going to be super intelligent.

And but.

It'S very, very hard to establish what intelligence actually means in the context that it's being used because there's sort of a belief that there's a general intelligence, like there's an all knowing AI program, but there's no Instance of that anywhere in the world that there's a general intelligence. There's just specific intelligence. And you don't make your money and I don't make my money, Mike, out of general intelligence. We make our money out of specific intelligence. And just flash your book so we can see the book here because you've just written this new book, your next act. Okay, so here's what I get. I haven't seen the video of how you actually do it over a three day period, but you can take people from an idea to a completely packaged company in three days. Okay. And then you've got all the separate skills around that, which are skills out in the world. I mean, you, you have artists, you have video recorders, you have, I mean, you have all the skills so that the person not only creates the company, but they actually package the company, they package the marketing so that on day four, where five days before, they just had an idea and they came and they went through your thinking. That's specific intelligence. And this is a result of 30 or 40 years on your part of testing out different parts of the strategic thinking process, how to translate your message into, you know, into right forms. And there's probably a hundred different little working parts that you've put together. Yes. Okay. That's highly specific intelligence. Okay. But you're doing it for your reasons. And the people who are taking part in it are doing it for their reasons. And the person who's actually going through the process, they're doing it for their reasons. And all that is specific intelligence. There is no general intelligence. Okay.

The difference between your intelligence and AI intelligence is that it's not coming up with the idea. That's true. Yep.

Okay. And I think that's the difference. That's the difference. And the value, the marketplace value of what you're doing is right now you can't go down to your local new company in three days.

Outlet and come out with a. And my sense is that if it were that widespread, you wouldn't want to do it because it wouldn't have any value.

Yeah, that is very true.

Yeah. So if.

AI computer can knock off a video from for you, you really don't want to pay very much for that.

That's true.

Okay, but if.

Steven Spielberg got together with an AI and created a video.

You'D pay a lot for that. So my feeling is the human addition to the AI that gives the AI's product value.

Yeah, very, very true.

And no, that's just, that's just my initial take on your so you served. And I don't know if I got back over the net. I don't.

Okay, well, yeah, let's, let's iterate a little bit because.

I do agree, you know, I think the fear is there's a. So my son Zach is 20 and he's going to school right now for filmmaking and philosophy. And this is his big. That's a good mix, Hell of a mix.

And right now he is very anti big technology and terrified of what AI is going to bring because he's got his nose in the rabbit hole and he's seen what social media has done to his generation and he's like, I was just talking to him right before we came on here and he's like, I don't think there's going to be any white collar jobs left in a year. And I'm like, well, won't go quite like that. But he's got his, his reasons and his thinking for it and where he's, he's getting this from. And I want to go back to the happy side, which is, I see AI is a companion.

Yeah.

So if I can say to the AI, while we're doing, we're creating a business, for example, I, I need.

Three presentation decks about X and I'd like three prototypes I can choose from. I treat the AI very similarly to how I treat 99 designs, where I create a brief and a spec and I, over a course of a week, I can get and engage a hundred and one hundred to five hundred designs from a group of 25 to 70 designers and pick from one and then maybe pick the next two because I like them and I know we can use them. And now I can shorten that cycle to 10 minutes or three minutes, for example. And I'm looking for ideas to springboard and create momentum. So to us, you know, speed has value and being able to have a time machine on my side is super important. And when you think about the Dan Sullivan way of writing books, which I'm frankly, I'm modeling, I have my next one's almost done already. I've been, I decided I'm going to do quarterly books and I built a team. And so Dan needs first of all to have time blocked out on his busy calendar. He's got a specific thing he's going to do. He comes up with an idea, he creates an impact filter, passes it onto the team, he narrates an idea, someone fleshes it out, captures it, puts it in a package.

And then some tools get made. It's iterative. But you've got this down. And what if you had a couple AI companions that could enhance the value or enhance the speed for the team? It seems like a no brainer and I think the movement towards where instead of being afraid of it because I've got an artist who works for me and the first impression is oh my God, this is going to replace. And it's like, no, I need you to be a greater designer and come up with more ideas faster and let's turn around and create three or four times more work. You can benefit from the improvement in productivity and creativity we get and shorten cycles.

Yeah, well I can see that in my own world. So I have a production team and we have 1, 2, 3.

Including people at a distance. We have four artists who work on coach materials. You know, my book would be one of them and you know, workshop materials and you know, marketing materials that go out. And we have three writers. So you know, in our, we have seven. What would be called the creative team that I was with at an ad Agency in 1971-74, BBDO Global. And we were in the Toronto office, number two agency in Toronto. And my team can out produce, they can produce in three days what it would take the creative team in the agency a month to do 1971. And the hidden factor is technology. Yes, it's software. It's the print technology. You can lay out complete layouts and.

That you couldn't. You, you really couldn't afford to go to finish type unless you'd been through weeks and weeks of testing out in typewritten sheets and everything like that. And here you can person can lay out layout whole pages, whole pages automatically. And then you know, we have editing but there's automatic editing that you can do first to correct egregious grammatical or they'll highlight, the software will highlight. And most advertising language is not grammatical. You know, you don't have sentences.

You have one word sentences and everything else. But the thing about this is that what you're talking about, there was an intentional force that got all that started and put that all together.

Hey, action taker Mike Koenigs here and I just wanted to interrupt for a second and let you know that if you're ready to reinvent yourself and your business, go to connecttomike.com to learn more and book a conversation with me right now. All right, back to the episode.

And I don't see the AI being an intentional force because they have no dreams, they have no meaning. They just take what already exists and reconfigure it, they take Joe Rogan's voice and Steve Jobs voice and they've got words that each of them has said and they put it together and they put it into a conversation and it's a great act and it's enjoyable, but probably not the second time through.

Yes. Yeah, there's a, a wear out factor. So I've got a couple, couple thoughts that go along with this. There's a Franklin Delano Roosevelt quote which is it's, it isn't sufficient to want. You've got to ask yourself what you're going to do to get the things you want and then what are you.

Going to do after you got what you want.

Exactly. I think having a reason why is a great driver. So if we start there and I'll give you another.

Idea based upon what.

You just shared this philosophy class, by the way, you and I are having a little bit.

This is good. This is good.

No, you can show, you can present this to your scared 20 year old.

Yes. Yeah, I think that's, this will, this will give them some coziness. So here's the basic idea. There's a guy named Rory Sutherland, he's an Ogilvy guy and he has a video which I will put in our show notes and I'll send to you. It's called the Psychology of Digital Marketing. And he's a great storyteller. He's been around a long time and he's talking about solving big problems.

And using psychology instead of technology. So I'll give you one of the examples he gave, which is the trains and tubes that run between London and Paris, for example. And he said they spent $6 billion on this new project and their goal is to shave off 14 minutes and.

Add more capacity. And he said, I can do that for you in three months for £250,000. And of course you're like, well, which.

Is even with the dollar.

Yeah, yeah, exactly. At parity. Right. It's just about. I checked it yesterday, it was a buck 11. The euro is below the dollar at the moment.

But yeah.

What a way to date the podcast. What a way to date the podcast. But the.

It's all right. It's all right.

Yeah. Sometimes the Having the relevance. But now's the time, by the way, to buy expensive European cars with the dollar. But getting back to the. The big idea is he said his biggest issue. Oh, here's, here's his quick hack. He said if all you did was poured someone, I can't remember, some sort of expensive liquor and he said, hire models to walk up and down the train. You'd say, how do we slow this down? You know, get them drunk and happy and have something to look at. So that'd be one. One side. But the other side is, he said, the problem with the train is, he said, if you miss a. Miss your train, it costs you a fortune to rebook, and of course you're going to lose hours. And he said, so what? What do I do? He said, I get there 45 minutes early, and I sit around and I wait. He said, if all we had is an app that when you show up, you press a button that says, I'm here. There's other trains going on which you can't get on right now. It would let you get on and there. And sometimes you. You arrive and you know there's a new train there in five minutes. So he says, I'd get to my destination 40 minutes earlier, however much, and your capacity would increase because there's a natural loss and we'd have a lot happier people who aren't as anxious. So the psychology value far exceeds the technology value. But he said, we as humans.

He said the psychology behind this is, number one, we trust engineering and math and finance because it's defendable. And we can't always defend an assumption or a psychological solution that can solve a problem for so much less. It's less defendable.

And so I think.

Can I give you a shortcut around that?

Yeah.

Don't. Don't be in a business that is about defending.

Totally.

Don't be in a defending business.

I mean, not that I mean this in a negative way, but you and I are in the offending business. Yes. We're not defending anything. No, no. And so I think that the psychology can go further and further here, you know, is that it was like I used to watch boxing, you know, when I was a kid. I'd watch boxing.

Still love it.

Yeah, yeah. And I would say, man, are they good? Boy, they're good. God, look at the body on that. That fighter, you know, I mean, look at the muscles just rippling. And then about the sixth round and they're beating the crap out of me. But I said, why are they even in the ring in the first place? Why do they think that this is a good way to make a living? You know, so. Yeah, yeah, yeah.

Just ask Muhammad Ali.

Sure. That.

Yeah, so that. So the big thing is that there's. Whatever is there. Humans can always come up with a bypass. Yeah. It's like, I don't know if you've been following. I've been following the Ukraine, Russian war, and about five weeks ago, the US delivered 12 new weapons to the Ukraine, and they're called HIMARs. And it's a high, highly mobile rocket system. Yeah. And it's a truck. It's about, you know, it's truck size, and it's got three people on it. It's got a driver, a navigator, and a guy who primes the rockets. And there are six rockets on the back, and they come in a unit, they're prepackaged, and they have cargo trucks that go all around the route hours before, and they drop the packets off so that the truck can always be on the move. Oh, yeah. And these rockets, when you fire it, if you want to land it on somebody's table, it lands on the table 50 miles away. Okay. And Americans, they don't. A lot of people don't know this, but the Americans have reconnaissance planes all around the Ukraine. Not over Russian territory, Ukraine territory at 40, 50,000ft. And they're spotting movements, and they'll get the GPS location and they send it to the. They plug it in. It's for all six rockets. When they get all six rockets, each of them has a different destination, goes to the truck guy, and the truck guy puts it in and shoot. And that's why all of a sudden, the Ukraine has been on the attack for the last four. Four days. And the reason is because they have these new weapons, and the Russian ones aren't precise. They just fire a lot of rockets. But these. If there's 12 officers and the US can pick up their iPhone numbers and their cell phone numbers. Yeah, they say there's 12 of them and they're within 30ft of each other. And you. No more 12 Russians. And I said, this weapon is changing the face of warfare. And the reason is that they just are moving around. As soon as they fire, they move the truck to another location. And.

I think this is a revolutionary tool. I think this. This is a technology, and the Russians have no response to it because they're so backwards in terms of, you know, they throw a lot of people. You had a problem, and you overwhelm it with people, but they can't. They can't even get the supplies to the front right now. So anyway, I think we're. We're just in. It's just an upper game. You know, it's. You know, my little production company, it's not even. We're not even an advertising agency can just turn out all sorts of Things. Yes, we can turn out videos. How 30 years ago, how long did it take you to turn out a 20 minute video?

Weeks for sure. If not months.

Yeah. Cost, Cost.

It would be tens of thousands of dollars. Yeah, yeah, you would. Even on the cheap, it'd be thousands of dollars per minute. Right. But. But we usually quoted people 20, 30, $50,000 for. I mean, 20 minutes was an enormous amount of labor because of all the people, the gear, the specialists.

And now, you know, the sound. You had to sync the sound. Yeah, the sound was separate and you sync the. Yeah.

I started. I started in film, believe it or not, so. And I hated it. I was like, this sucks. So I was. I had one of the very first commercial digital video editing system in the. In the world. It was called the digital effects and it was based on the edit droid from Lucas. So it was modeled after that. And I was in the.

So go back to your AI. Yeah, well, we're using already because a lot of our Salesforce.

Capabilities that we've picked up from sale. Our whole company is now based on Salesforce. Yep. All 12 sections of the company are unified on a single Salesforce. And we're having our best sales months we ever had. Yeah. And it's, you know, it's. It's just the technological.

Capability that we've added to our. We've multiplied our teamwork capability with a technology capability.

Yes.

So is there any difference of kind with the AI different from any other technology that you took advantage of over the last 30 years?

Well, here's the word that popped into my head while I was listening to you. I think the distinction is the word iteration. It's the speed of iteration. And if you think about it, if you and I can sit down and invent an idea and then we will have a dialogue.

Right.

And I can. We. You can dialogue and you go, imagine this. And then we, we say yes. And right. We're. We're essentially doing improv together. And what we'll do is design a narrative message that will result at some point one of us will say, I would buy that or I know someone who would buy it. And what AI would enable you to do where if, like let's go back to the video example and say, great, let's create a narrative and a storyboard right now we're going to pass that along to a script writer and then we're going to hire the talent and stuff like that and we'll make a video. So if we were really good and fast, three, five, eight weeks later, we'd have a rough cut, spend two weeks going back and forth and have a polished version. Maybe you could do it faster, but it's going to be slow because, you know, there might be animation and visuals and, you know, old timey days. But now if we had an AI, I mean, if we do it right now, you and I can have the dialogue and then we could actually make the video, record it, and then distribute it. Or we could pass that along and say, hey, creative team, take this and then turn it into the next thing. But now we can take our narrative and instruct the AI and have it work on three or five or ten variants simultaneously. And then we'll pick the best parts of each one and say, take this and this and this and marry it together.

Yeah.

So I think iteration and mashing up.

But we start with the intention and the outcome and the goal. And along the way, if you had your salesforce know how, which is, you know, the. You're capturing a lot of wisdom about your ideal customer, you can look at a market segment and say, we know that in three cities is the concentration of strategic coaches, best customers. They have demographic psychographics and they're in this industry now. We could tell the AI show us the most effective marketing hooks that have shown up on social media, on Instagram and Facebook and LinkedIn that speak to this audience, and we'd probably get a whole bunch of headline hooks from that. Right. We could do that in an afternoon.

Yeah. Here's. Here's the thing. It's still. It's still output. Okay. And what we've discovered, and this is our best sales year. We've never had a sales year. We hit our end of December goals in the first week of September this year. It's awesome.

Congratulations.

Can I tell you what the change is? We don't tell them about the program.

So first of all, we get a lot of leads now. So we're getting a lot of. We're getting about 500 leads a month through our system. And they get, you know, they get filtered. We filter them, we send them out some information, and then there's a next stage where they agree to go through an RFactor DOS conversation with one of our team members. Yep. Okay. And if they do that, that qualifies them to come to a taster workshop with Dan. Yep. Okay. And I start off and I say, you know, you're entrepreneurs, you came here for your own entrepreneurial reasons. I bet you have some possibilities in mind that.

You would really like to be able to think about these possibilities in a more structured, systematic way. So I'm just going to have you brainstorm your biggest possibilities right now. Just brainstorm for a couple minutes. We have workshop notes here. Just write down. And now I want you to do is, I'd like you to take a possibility that you just like to think through really, really quickly. And not only that, but attach it, this possibility, to the team that's actually going to help you achieve it. Okay. Then I run them through a certainty uncertainty.

Tool called certainty and Uncertainty, and then we put them in breakout groups of three and four, and.

They come out and I say, well, what'd you think about that? Because.

What you just did is what happens in a Strategic Coach program. How'd that feel? You know.

Was your thinking good and everything else? And at a certain point you say, do you notice how much I preached at you so far in the presentation?

Have I told you anything? Have I told you anything? Right. But how many of you have a really, totally different view of this possibility? And we want to indicate to you that you can do this with any possibility. And how does that feel? And then we have another thing, which is called the who expander. So I said, put the past. You're in the middle, and this is the possibility. That's the little circle in the middle, and then there's a big circle on the outside. And that's the completed. The completed possibilities now become a reality. And in five boxes, just say the five people who are actually going to do all the work for you, and they do the five works.

So first week, we had 31 sales from 120 in the audience. Yep. And.

And that was into Signature program.

Oh, everything goes into Signature. No, you can't. You can't jump to one of the higher forms. You have to go through signature. Yep. You have to spend a minimum in Signature and you can jump. So I just had a person yesterday. He jumped to 10 times. And so this was his first taste of 10 times. And he says, I'm in. He said, I love it. And he said, the format's the same for 10 times, but he says, the people I'm with are totally different. And I said, yep, yes.

And that would be when I listen to you right now. So I was just talking to someone that I actually referred into Strategic coach is in the medical world, and it's a she in this case, and she just got invited into Free Zone. So she's been in the program long enough to get invited in. And she was asking me, is it.

A minimum of two Years. That would be a minimum of two years. Because that's right.

She, she just completed her second year anniversary and she says, is it worth it? And I said, well, if, you know, I gave her all the reasons why I think it'd be the best investment she'll ever make in herself and her business.

Where you look at signature, learning this, the vocabulary.

So self managing company, you learn what a self managing company is.

Yep.

What has to be freed up is you, you know, and the way you're doing it right now, you're maxed out in terms of how you're using your time. Yep. Yeah. And so what we want to do is show that you should only do two or three things. Okay. And then we want you to see what this looks like if you have 10 times goals and building a 10 times self managing company. And what would that look like? Right. And then you want to jump to the point where you have a great company and somebody else has a great company and you can put two capabilities together to create something that doesn't exist in the marketplace.

Yes.

Free zone.

Yes. And that, that is.

You know, in.

A way, when I'm listening to you right now.

Is.

You'Re sending people through a positive, moving future, what it looks like, and making the possibility real inside your taster experience. And then.

When they get to experience it with someone else in their same position and have the aha, that's going to create reinforcement without you doing anything with it. You know, that's the beauty of community.

Sam.