When Everyone Has AI, What Makes a Leader Stand Out? | Jay Baer & Susan Drumm

Every competitor in your industry is making the same move right now. More automation, more AI, faster, cheaper at scale. But that's not a growth strategy anymore. That's just the price of staying in the game. The ones pulling ahead aren't doing it with better technology. They're breaking a pattern no one else in their industry has noticed yet. If your growth has flattened and you can't explain why, you're about to find out. I'm Susan Drumm, and this is The Enlightened Executive, where your personal evolution sparks your leadership evolution. Each week, we spotlight cutting-edge strategies to help executives and entrepreneurs grow in leadership and in life. Today, we're talking with Jay Baer. Jay is a business growth and customer experience author, researcher, and advisor. He's a 7th generation entrepreneur who's written 7 bestselling business books and created 6 multimillion-dollar companies. He's consulted for more than 700 brands, including Nike, Oracle, IBM, IBM and the United Nations. He's an inductee into the Professional Speakers Hall of Fame and voted a Global Guru for the Internet Marketing and Customer Experience for 3 years in a row. And in his spare time, he's the second most popular tequila influencer and educator on the planet. Jay, welcome to the show.

I'm delighted to be here. I, I want to try to not only enlighten but be enlightened. So, uh, let's, let's do this thing. Awesome, awesome.

Well, let's get into your work and the why. So tell me a little bit about what You've, you know, you've, you're just recently, we talked about you've changed. So what have you been doing? And what was the belief behind that? And what are you doing now?

I've spent 30 years as a business strategist, advisor, coach, and professional speaker. I've written 7 bestselling business books. So I've spent most of my career trying to help businesses run a better business. And recently I set that aside. I'm now focused exclusively on Tequila Report, tequilareport.com, which is our industry-leading tequila newsletter for tequila consumers in the United States. And so the big shift for me is going from trying to help businesses get better to trying to help consumers make better tequila buying decisions, and also really leaning into writing again as a core content feature. I've done a lot of podcasts and a lot of videos. It's nice to be working on something that is primarily written again. But it is interesting. People can't believe I'd actually, you know, be in the Professional Speaking Hall of Fame and just drop the mic, literally. But, you know, I got to tell you, when you have the opportunity to turn your passion into business, it's an extraordinary opportunity to build a life around that.

Yeah, that's amazing. Well, that's a pretty major pivot that you're making after doing 30 years of speaking. Yeah, I definitely want to get into that. And what had you make that pivot? And what mindset shift and pattern you had to let go of in order to make that happen? Yeah, let's back up a little bit, because let's talk a little bit about what you've been speaking on up until this point. Because I think your message is particularly relevant right now.

That's the hard part about, about leaving speaking behind. Cause it wasn't as if I didn't have any speeches to give. I've turned down a lot of speeches for the second half of this year. And that is an expensive email to send. I can, I can tell you that it's a first, first 3 of those, you're like, damn it, maybe I can just like take that back. But, uh, you know, you gotta stick to it. But here's the thing, and this is what I've been talking about for the last, uh, you know, 6 to 12 months. And it's interesting because I started in technology and marketing when domain names were still free. True story. I started that long ago, and my partners and I at my very first internet company registered some domain names, and one of those was budweiser.com. And we got a letter in the mail because email wasn't even used yet. And the letter said, we're Anheuser-Busch, famously the makers of Budweiser. We want to make the first ever website for Budweiser beer. And it says here that you children, uh, because I was the senior partner at the age of 23, uh, that you guys had the domain name. We want it back now. Like, we're not just going to give it to you. I mean, we're young, but we're not stupid. So we negotiated forwards and backwards, backwards and forwards. And we sold, uh, Budweiser.com in 1993 for 50 cases of beer.

Wow.

That is a true story.

And that's hysterical.

I know it's, it's been a long time, but one of the things I learned from that experience and in many subsequent experiences is that every new technology begins as a true differentiator. I started in the business when having a website at all was literally a business differentiator. Now, of course, everybody has a website and there's been many, many other cycles cycles of technology since then. So every technology advance, including the flush toilet, right? If you had the first flush toilet in your town, that was amazing, uh, and now that's pretty common. So all technology begins as a differentiator but then becomes commonplace. What we're finding right now is that everybody in business, including many, uh, listeners to the show, are trying to use AI as their new differentiator. They're trying to use AI technology and automation as a moat that, that sets them apart from their competition. And that can work, but only in the very short term. AI adoption is so quick and, and its accessibility is so widespread that you're not going to be able to out-AI the other guys. We're all going to have the same robots very quickly. So at the back end of that, when everybody has essentially the same technology, what wins? And what I believe the answer is, is that in a world of robots, the human touch is the differentiator, that all the kind of bespoke, high-touch, human, emotional, and resonant interactions that we have between people are going to stand out in business in a way that frankly they haven't in the last 15 years, because all we've tried to do is get more and more efficient using more and more software.

And what is that? So, so agree with you that, okay, over time— and I love your example with a, a, uh, domain name. I mean, I even think about when I go back to— we had a big satellite dish in our backyard, and so we were one of the first families to get HBO.

And it's a deal.

And that was a big deal. And, you know, come over to our house for, for movies. Now that would be a joke, right? So there is a very quick race to the bottom, and even more accelerated, I think, than we've experienced in the past with AI. So agree all the ways there. So what will stand out, what you're saying, is this human touch differentiator. Can you go into a little bit more examples of like, where are companies using that to their advantage, and how might someone use it? The reason is because what I notice is people are trying to use AI to have that human touch. In other words, they'll give AI a little bit of like, oh yeah, this person has a 4-year-old kid, right? And it'll be baked into the response back. And I have a sense that you're not just talking about that kind of use.

Well, no, because that is inherently not human. So the way we look at it is not using AI to send a better autoresponder. I mean, certainly you can use AI to examine data and create additional levels of personalization. Sure. That's not what I'm talking about. The reality is this. Your mileage may vary at some point based on your role in your company. But as a general rule, Susan Drumm, the projection is that AI, when fully effectuated, is going to give every business executive approximately 25% of their time back. You're going to get 25% more time because the things that you spend time on now are going to be done by AI, going to be hyper-automated, et cetera. That's great. So the question then becomes, what do you do with that 25%? And the reason that we haven't historically done as many truly personal human touches as we might know works or might feel is resonant and relevant is because we didn't have time. But now we're gonna have time. So give an example. I was doing some speaking last year in Rome with Otis Elevator, one of the biggest companies in the world. They're in 162 company— uh, countries, right? So elevators, moving sidewalks, escalators. Everywhere, everywhere, everywhere. I was on stage with one of their key customers and he runs a very large $35 billion multinational conglomerate in India. Not a sexy business. They build roads and bridges and all kinds of other stuff. But I asked him, I said, you know, you have a lot of big customers, a lot of deals that, you know, have huge impact on your bottom line. How do you break through that kind of scenario? And I thought he would say, given how big the company is, they have a very large IT department, a huge customer experience department, a lot of voice of the customer research. And he said, "Jay, every time I've got a deal that really matters, I invite the customer, prospective customer, to my office and we just have a personal one-on-one conversation. And at the end of that conversation, I do the same thing every time. I give them a box of mangoes." He has an orchard of prize-winning mangoes outside of his mansion home. And I'm like, okay, this guy's running a $35 billion business and his secret weapon is mangoes. A person treating a person like a person. And we all know it works. It's just we've convinced ourselves that we don't have time to do it. And largely we haven't had time to do it. But I'm telling you that we're going to get time. And the answer with the 25% capacity that AI is going to give you back is not to do more AI, right? The answer is to take that time and use it to delight your customers and prospective customers in a way they haven't been delighted before. Chewy.com, the pet supply company, is the very best at this, right? You may know the tale where if you lose a pet, they might actually find out about that because they have a whole department to do it. Then they will paint a portrait of your deceased pet, add a handwritten condolences note, and FedEx it to your house. The chances of you then buying pet supplies anywhere else in the world for the rest of your life is minus 100%, right? They have you, they have you for life. And mathematically, because I did a whole interview with them, they've got like 20, uh, let's see, they've got, I think they told me 25 million customers, I think is the number. Don't quote me on that, but 25 million customers. And approximately half of those customers get a touch from the organization that sends the transaction. It's not about if you buy extra dog food, we send you a t-shirt. It's just we do cool stuff for you because we think it's the right thing to do. Now, they've been doing it before AI, but we can all do that now because we're going to have the money, the time, the capacity back that AI is going to give us.

I love the frame of push it towards that human interaction versus more AI.

It'll stand out.

Notice is more people You know, AI is supposed to free up time, but particularly on the entrepreneur side, because I'm in EO, Entrepreneurs Organization, I see my peers working harder than ever with AI. It's almost like there's this— right now there's a love affair going on with the AI. They're not getting up to work out, they're like missing dinner working because they're just like so— it's almost like an addiction right now. And I was like, but I thought AI was supposed to give us time. Like, what is happening here? How would you describe what's happening? Will we really free up 25% of the time, or are we just gonna fill it with more work like that?

I think we will get the time back because we have to understand that we're still on the, the upside of the adoption curve, right? The adoption curve in, in AI is foreshortened and quicker than in any technology in human history. Obviously ChatGPT was the fastest adopted technology ever, um, you know, faster than fire. So that means that we're gonna get to the next stage quicker. But, but I think what you are feeling, and I feel the same thing, like I am heads down in AI all the time. I don't feel like I've gotten the of capacity back yet. But I think that's because everybody who's in that place, and it is very common amongst entrepreneurs, is still in the how can I reconstruct my life and the life and my business using these technologies. They're still exploring the possible, not okay, we've got that now, now let's figure out how to make it more efficient. So I think the time is coming for sure.

Yeah, yeah. And so I've noticed several leaders talking about this idea that growth right now feels like it's flattened and they're wanting to know what's going on. Do you think Do you think it's because everyone's sort of distracted in a way of what we just talked about? Heads down, building the systems, get— getting it out and not responding to typical customer outreach or sales processes.

There's a couple things. One, growth has to be captured operationally. And so many organizations of all sizes and in all categories are using AI and technology to fundamentally reconfigure their go-to-market. And so that's going to be less efficient inefficient before it's more efficient. And so that's part of it, right? So because you got to separate actual growth from, from customer demand. And so in some cases, I find organizations being worse at marketing, sales, and customer service now because they're trying to pinstripe a moving car. That's a natural outgrowth of trying to, you know, change everything with, with AI. The other thing I think is really true is there's a lot of economic uncertainty, which clearly has to manifest in customer demand at some point. It's going to differ from category to category, of course, and you this crazy bifurcation in the economy, which we've never really seen in the Americas, where the rich don't care, right? They're like, we'll spend whatever to get whatever we want. And then everybody else is actually really, you know, paying attention to budgets and let's get the cheaper toilet paper kind of a situation. So it's, it's the tale of two economies right now. And even in the tequila business, which grew 40% in, in 2 years during the pandemic when everybody was sitting home drinking tequila, it has now flattened out, right? But tequila business is flat, but beer and wine are down 15 to 20 points. So in the context of 20-point decline, flat looks amazing, right?

Right. So what What advice would you give leaders to— now let's get more tactical or more specific— what are things they could do? What else have you seen working in terms of this human touch?

What you want to do is audit all of your existing or potential customer interaction points. So where do customers actually intersect with your business? So it's essentially customer journey mapping, but putting on top of that map places where you can either double down on human interaction or insert human interaction where previously maybe you didn't do it that way, or recontextualize the nature of that interaction. So you may know that the banking company TD Bank, they're Canadian and American, both sides of the border, quite large in Canada, meaningfully large in the US. They used to have this program where if you had a home mortgage with them and you paid off your home— pretty cool, right, man? Paid off your home, you own the That's amazing. They would send you an email that said, Susan, you've just made the final payment on your home per the agreement that you signed 20 or 30 years ago. We have deducted $500 additionally from your account for the mortgage dispensation fee. Signed, TD Bank. Bro, that's a real kick in the nuts, right? Like, that's not a great way to close up the deal, right? Like, but this is how they did it for years. So they actually have a division inside the organization that's now working on human touch. And so they did this audit that I'm talking about and said, you know, maybe We could put a little polish on this thing. And so what they did is now the way it works, you pay off your mortgage, you get a telephone call from the branch manager who invites you and your partner, if relevant, to the office for a special meeting. You go to the meeting in their office, they've got a cake and the whole staff gets together and like gives you some applause for paying off your mortgage. And then at the conclusion of that meeting, they give you a $500 prepaid gift card as a congratulations. So instead of taking $500, they give you $500. Now, does that cost them $1,000? $1,000 difference per completed mortgage. Yeah, but in the banking business, the one thing you don't want is customer churn, and one thing you don't want is negative customer sentiment. And so they've discovered that the $1,000 investment is absolutely worth it from a lifetime customer value perspective. And that's the mindset shift that leaders have to get into. It's like people think that doing bespoke human touch things is expensive. Number one, it doesn't have to be. It's probably not free, but you have to look at it as an investment in lifetime value, not an expense.

Yes. And the overall— what could also be present for the person is like there's going to be future loans or— of course, other things right now. They're freed up with whatever the cost of their mortgage was.

Great point.

I mean, they could even take that further and say, you know, you could put that towards some type of savings. What if you kept it similar, but now you put it towards like, let me— let us show us the product.

Yeah, let's roll this into our new investment product.

Right? Yep. And here's how this could benefit you. You won't feel a change to your lifestyle because you've always been putting out this, but here's how it could benefit you long term.

Absolutely.

I really love that. Well, you know, we talk a lot about shifting patterns, breaking patterns. This is just one example where a company is stuck in a pattern over years and years and years, didn't even really examine that because it was like the water they swim in. I mean, think about how long they've been doing Finally, they did. Finally, they start to see, and there was sort of a mindset shift around, huh, let's put ourselves in the experience of what the customer is actually going through, right? Let's talk about you because even human beings and every guest that I bring on the show here, I want to talk about their own patterns that they've had to shift. And so you've more recently gone through a pretty big shift as we talked about, I think, in 2 and a half weeks ago. We can talk about that or we can start earlier if there is a pattern that you had to shift earlier in your career. As well.

Let me touch on briefly what you said about businesses. As somebody who spent decades as a customer experience strategist, it's so common that businesses think about all of their operations and their customer interactions from a very process-driven perspective, and they think, what's the most efficient way for us to do this as a company? And even when you're looking at adopting new technology, like, yeah, let's look at chatbots. Chatbots can be pretty cool, and they're getting better all the time, clearly. But it's very rare that a company says, hey, let's implement a new AI chatbot because it's better for the customer. They're implementing it because it's better for them, right? So for me, that's the pattern shift, is to say, let's look at all the ways we interact with the customer, whether it's the pet passes away, what do we do next? Somebody completes their mortgage, what do we do next? We got to get a big customer, what do we do next? Instead of thinking, all right, how can we make this most advantageous for us? What if we realize that we wouldn't be here at all if it wasn't for the customer and say, how can we turn this to the customer's advantage? Because the customer wins, you're going to win eventually. So one of the little techniques that I used to teach is to think about each those interactions on a 100-point scale and almost like a, a pendulum and say, all right, let's take this, uh, mortgage dispensation issue. On a 100-point scale, how much does that benefit the company versus the customer, the way it's architected? Well, in the past, it's probably 98 company to customer, right? The only thing customer gets is, yes, we're not still charging them for the mortgage. Like, that's the only win for them, right? But now it's probably 90% customer, 10% company, right? And so if you actually think about all those, all those intersections with that sort of scale in mind and map that, it actually helps you not only see the pattern but also break the pattern, if that's useful.

Yeah, yeah, for sure, for sure. So mapping specific experiences that your customer, you know, their journey with you, and what are ways you can get more connected to and empathize with what they're experiencing and then leverage that.

It's one of the great challenges that companies have as they grow. They get further, especially executives, they get further from the customer. It's a natural outgrowth of company scale. You forget what it's like to be a customer of your own business, and you always end up treating customers like a number. We don't want to, we know we shouldn't, we know better, but we always do, right? We start looking at a spreadsheet and we forget that behind each of those integers is a real person. There's a, a company I used to work with called Pella Windows and Doors, and they make custom windows and doors, are great at it. They're definitely the best in the industry from a Net Promoter Score standpoint, et cetera. They do, they work really hard at customer experience, really hard, and they've got excellent reviews. But you know, it's a pretty complicated business. It's not perfect. And the way they start every executive meeting, every meeting, they're in the headquarters, right? Big walnut conference table, super comfy chairs, got the whiteboard, you got the video conferencing system, the whole thing. It's right there, big window. Every meeting they start it the same way. Susan Drumm. They start the meeting by reading a 1-star customer review every meeting because they, despite their success and despite their growth and despite the fact that they're the best in the industry, they never want to forget that every single day they disappoint a customer. And I love that approach to business and customer experience. And so from my perspective, I got to the point that I never wanted to disappoint my friends, my family, my loved ones. And where I first broke this pattern is during COVID right? So I used to travel travel 48 weeks a year and have for decades. And during COVID obviously I had to stop that. And so I went from running a consulting company, doing global consulting, the kind of work we're talking about here, and being a full-time keynote speaker and author to only doing one of those. And I realized once I stopped traveling that I was actually a lot less happy than I thought I was, and I was more happy not traveling. And so I subsequently sold my consulting company and I said, I'm not going to do this anymore. So I sold the consulting company and was just a speaker, and that made me happier, less, less busy, less stressed out, less unavailable. But then I started making tequila event, and then as entrepreneurs do, turned that into a full-time job. And so then I ended up with two full-time jobs again. So I went from two full-time jobs, sold one, somehow manifested a second full-time job. And so now I had to get out of a gap.

How close, how close between a gap where you only had one company?

6 months. Okay. 6 months. Yeah.

Yeah.

Uh, which looking back on it was a pretty great 6 months. I didn't realize it at the time, right? Like you can't see the label, the jar you're in goes the saying.

Yeah.

And, uh, I'm definitely living proof of that. What's hilarious is is I remember very clearly when I sold the company, my wife said, now listen, like, you're a 7-time entrepreneur. Don't go starting another company now just because you have time on your hands. And she was, she was exactly right. But I've realized that I, I'm not happy when I'm not busy, right? I have to be busy, like so many executives. But I'm also not very happy when I'm too busy. And so the pattern I've tried to, A, identify and now break is try and keep it in the sweet spot, right? Which is like normal busy, which is superhuman busy for somebody who is a normal person, but for the people who, who listen to your show is normal busy, right? For my friends, they're like, you're, you're normal busy is insane. I'm like, I get it. But, you know, different, different scale. But when it gets too crazy, I get less happy and I'm just harder to be around.

So noticing that balance between what's the right level of busy and I'm not going to fill it just because I have the gap. So even what we talked about before with AI and freeing up time, like, right. For leaders being really intentional, what are you going to free What are you going to put in place of that time? Maybe it's the human touch of the customer, for sure, on the business side. But I see a lot of people, you know, relationships with the people around them, more investment, more investment in their health.

And exactly. Yeah, those two for sure. But I think also, and this having already gone through this unsuccessfully once, I think if your solution is to fill it with something else, you don't actually have a solution. It's like when people quit drinking, and please don't do that because I run a tequila newsletter, but when people quit drinking and then they start smoking 3 packs of cigarettes a day, right? Like, it's like you haven't really— it's not really a net gain. I think the only way you can truly find happiness when you are intentionally being less busy is really adopting the principle of enoughness, not with regards to assets, but with regards to how you spend your time. Like, it's okay to give yourself permission to just screw around. It's okay to read a book for pleasure. It's okay to take a walk without a destination. It's okay to try a new podcast. Like The Enlightened Executive. All those things are okay. But I think as executives, we find ourselves— and I'm certainly guilty of this pattern for decades— we find ourselves in this position where especially when we look at our peers who are also busy and successful, that if we're not sort of subscribing to this hustle mindset, that somehow we are shirking our duty to our company, we're shirking our duty to ourself and to our own family. And that's a mindset that eventually is going to grind you down.

I call it the busy bad. Yeah.

Yeah.

I mean, ask anybody, you know, how are you? Busy. So busy. Yeah.

Everybody says that.

I'm not busy all the time. Am I just like, oh, I'm actually doing great. I have a nice balanced life. I'm doing this. Like, how many times do you hear that versus I'm just so busy?

Never. Never. And it's funny because my wife— my daughter lives in Paris. And so she's lived in France for 4 years, got an MBA there now. And it's a uniquely American phenomenon. Like, their relationship to work there there, even amongst executives, is so different than the relationship to work in the United States. It's crazy. I could never be an executive in Paris because people are just like, yeah, like, we're taking August off. I'm like, wait, what do you mean? Well, we all take August off. I'm like, who's all of us? Like, the whole company? Well, who answers email? We don't. We answer it in September. This is like how it works, right? And, and it's like, my mind is literally exploding right now, but everybody's cool with it, right? And So it's okay. Like, it's, it's gonna be fine. You know, there's no such thing as a tequila emergency, really. And, uh, I'm not saying I've got this, this licked at all, uh, by any stretch of the imagination, but, but at least I see the pattern. Whether I can do something about it successfully, you know, bring me back in 6 months and we'll see how I'm doing.

Yes. And so why did you decide to go full-time into the tequila side?

Like a lot of people who, who are part of this community, I love the making stuff. Part of it. I love the starting from scratch, the entrepreneurial side of it. I've started— this is my 7th or 8th company. I like that part, right? Once you've— once you're there, it's still fun, but it's not as fun, right, as trying to figure it out from scratch. And this— we actually built something that's never existed before, period. Like, it is a category of one. Like, fully scaled Tequila newsletter didn't exist until we made it. And there's lots of different divisions and departments that we're building out. So I really like that part. And it's fun to have I have a business now that doesn't require me to get on an airplane to get paid other than go to Mexico where I have a house half the year anyway. Yeah, I think there's definitely some lifestyle advantages and also some intellectual advantages to sort of be back in entrepreneur mode.

Okay, great. Well, if someone's listening and they're sensing that something in the way they're leading or working isn't working for them, what would you suggest that they do tomorrow to help shift their own pattern?

I'll tell you a story about when I started my first company. I'm from a family of entrepreneurs. I'm a 6th generation entrepreneur. Entrepreneur. My son's a 7th generation entrepreneur. So when I was a kid, it wasn't really a question of whether I would be an entrepreneur. It wasn't even a conversation I even remember having. It was just sort of like assumed. It was like in the air, right? But I didn't do it for a lot of reasons. I got fortunate and had some really good and fairly well-paying jobs right out of college. And so I'd always thought about starting my own thing, but I never did. And I was like, I don't want to— like, I'm just going pretty well. I got a wife at that point, had a baby. I'm like, I don't want to like just walk the plank because what if it doesn't work out? So I was 30 years old, still hadn't started anything. And my best friend since second grade, uh, had married my wife's sister. So if you're following along, my best friend became my brother-in-law.

Wow.

Which I really recommend if you can piece that together. That is excellent social engineering. It makes Thanksgiving way more fun. And so, uh, we spent all our time together. So we, we lived in Phoenix as well. And he called me one day and said, I just got back from the doctor and turns out I have brain cancer. Uh, so he was 30, I was 30, we were all 30. And I walked in the next day and and I quit my job, and I haven't worked for anybody since. And what happened between that phone call and the next morning is I sat down with a piece of paper and I wrote down all the things that scared me about breaking that pattern. And once I wrote them down, I realized that they weren't that big of a deal at all. Like, oh, you know, maybe it won't work out. I could go get a good-paying job doing a lot of other things. Like, I'm good at what I do. I know a lot of people. If you're concerned about a pattern and how to break it, for me, the best way to do it is to down, because when you write it down, it robs it of all its power. What keeps us in place, what keeps us stuck, is sort of the amorphous black cloud. And when we give form and definition to the things that, that scare us, it makes it a lot less scary. Um, so just grab a piece of paper and a pen and make some notes about what you think is really holding you back. And I think you'll realize that some of those things aren't that big of a deal at all.

And are they true? I think is always the—

yeah, there's a lot of negative self-talk as well.

Likelihood that that would what happened.

Yeah, yeah. And obviously you've got to, you know, you're, you're clearly at least more than average risk tolerant if, if you're an executive and listen to this show anyway, right? So, you know, you'll figure it out.

Well, thank you so much for being on the show. Where can people find out more about you and your work and your Tequila Report?

Oh, thanks so much. If you go to Amazon, search Jay Baer, you'll see all the books. There's 7 of them. I love your support there. And Tequila Report is tequilareport.com. We send it, uh, it's totally free. We send it 2 newsletters a week, Tuesdays and Thursdays, tequila reviews, stories about the families who make it, buying guides, all that kind of stuff. Totally free.

Awesome. Thank you. And if you like this episode, you're not going to want to miss my interview with Jake Thompson, where we unpack why the most dangerous moment for any team isn't failure, it's success. Let's lead the way. Hope you enjoyed today's episode, and I'd like to point you to the next important step. Hit the subscribe button and the bell to get notified when we release new content. I'll see you on the next episode of The Enlightened Executive.