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<v Speaker 1>Welcome to Mindful Leadership Transforming lives with your hosts saying,

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<v Speaker 1>this is where leadership meets purpose.

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<v Speaker 2>Presence, and passion. In today's fast paced, high pressure world,

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<v Speaker 2>we face a leadership crisis. Too often, teams are led

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<v Speaker 2>by managers who lack empathy, clarity, and vision, leaving individuals uninspired, disconnected,

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<v Speaker 2>and underwelue.

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<v Speaker 1>But it doesn't have to be this way. Great leadership

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<v Speaker 1>isn't born. It's bill the endgame. Empower your leadership, inspire

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<v Speaker 1>the world. Every week join me, you're host saying, as

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<v Speaker 1>we tackle the gaps in leadership and life coaching head

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<v Speaker 1>on learning how mindfulness, emotional intelligence, and compassion can redefine success.

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<v Speaker 1>This isn't just another podcast.

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<v Speaker 2>It's a mission to fill the void left by in

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<v Speaker 2>effective leadership.

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<v Speaker 1>And it's not just about leadership and business.

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<v Speaker 2>Life coaching for leaders and new executives is at heart

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<v Speaker 2>of this journey. Ready to rise above the noise and

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<v Speaker 2>lead with clarity, purpose, and impact. Join a global movement

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<v Speaker 2>dedicated to reshaping the future of leadership, one mindful moment

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<v Speaker 2>at a time. Let's begin a sort of mindful leadership

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<v Speaker 2>podcast on the transformachine net. The podcast where we turn

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<v Speaker 2>stress into strategy, overthinking into clarity, and overwhelm into momentum.

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<v Speaker 2>I'm as saying the leadership coach who has spent this

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<v Speaker 2>last one year watching brilliant people get their hands on

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<v Speaker 2>the most powerful tools in human history, and somehow end

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<v Speaker 2>up more tied, not less, more tired. So for something,

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<v Speaker 2>want put the phone face down where it can't see,

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<v Speaker 2>where you can't see it lighter, and let's spend next

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<v Speaker 2>twenty eight minutes on that exact paradox. I want to

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<v Speaker 2>open with a picture, and I want you to tell me,

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<v Speaker 2>honestly whether you have been standing inside it. A leader

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<v Speaker 2>called Prayer invites me to look at her setup. She's

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<v Speaker 2>proud she should be ninety eight tools, dashboards, glow automations

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<v Speaker 2>that at fire at six in the morning, because she

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<v Speaker 2>away a prompt library, a second brain, a third brain,

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<v Speaker 2>apparently because the second one got full. She walks me

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<v Speaker 2>through it like a pilot showing off a cockpit. Then

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<v Speaker 2>one summarizes my meetings, this one drops my emails, this

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<v Speaker 2>one watches my competitors, this one talks to that one too,

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<v Speaker 2>And when she finishes, I ask her one question, just

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<v Speaker 2>one prier, what did any of it actually change? And

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<v Speaker 2>then she opens her mouth and nothing comes out. Because

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<v Speaker 2>the honest answer, the one she finally gives me quietly

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<v Speaker 2>thirty second later, is I don't actually know. I am

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<v Speaker 2>definitely busier, I'm faster, but I couldn't tell you what

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<v Speaker 2>of it changed busy. It has never looked so much

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<v Speaker 2>like prosk And that that gap between motion and meaning

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<v Speaker 2>is the most expensive gap in business right now, because

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<v Speaker 2>we all just got handed the same gift and almost

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<v Speaker 2>nobody was taught how to hold it. And Prea is

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<v Speaker 2>not rare. She is the media. I meet people every

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<v Speaker 2>week paying five, six, seven AI subscriptions, and when I

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<v Speaker 2>asked them, which one drove a single measurable result last month,

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<v Speaker 2>I get the same price the pace of someone who

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<v Speaker 2>just realized they have been collecting tools the way some

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<v Speaker 2>of us collect gym memberships. We confuse owning the tool

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<v Speaker 2>with getting the result. We confused access with advantage, and

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<v Speaker 2>the machine blessed it perfectly happy to let us keep

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<v Speaker 2>confusing them. At sixty dollars a month, sixty dollars a month,

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<v Speaker 2>sixty dollars a month year is what I have come

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<v Speaker 2>to believe, after little over a year of these conversations,

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<v Speaker 2>we did not get an intelligence upgrade. This year, we

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<v Speaker 2>got a speed of date. And there is a world

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<v Speaker 2>of difference between the See speed is now free, it's ambient.

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<v Speaker 2>Your competitors has it, Your in turn has it. The

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<v Speaker 2>person who has never led anything in their life has

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<v Speaker 2>the speed. Everyone on earth just God handed a Ferrari.

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<v Speaker 2>And what I keep noticing that almost nobody has handed

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<v Speaker 2>is a man. So we have got millions of people

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<v Speaker 2>dragging faster than they have ever driven, in every direction

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<v Speaker 2>at once, mistaking the speed for the protest. Let me

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<v Speaker 2>give you the number that stopped me code. Depending on

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<v Speaker 2>which study you read, fewer than seven percent of organizations

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<v Speaker 2>are actually ready to use AI web seven percent. And

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<v Speaker 2>when I dug into what ready means, here's the thing.

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<v Speaker 2>It was almost never about technology. It was always never

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<v Speaker 2>about technology. That technology is sitting right there, cheap and willing.

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<v Speaker 2>Readiness turned out to be clarity program wearing a technology costume.

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<v Speaker 2>Seven percent were not the ones with the best tools.

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<v Speaker 2>They were the ones who knew what they're actually trying

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<v Speaker 2>to do before they touched and reached for the toolbox.

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<v Speaker 2>Because when the machine can do almost anything instantly, the

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<v Speaker 2>only thing that separates one leader from another is a

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<v Speaker 2>very old, very human set of questions. What is worth doing?

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<v Speaker 2>What should stay human? And what about the state of

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<v Speaker 2>mind I am in When I decide, the leaders who

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<v Speaker 2>can answer those don't need more tooths. The leaders who

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<v Speaker 2>cannot will drown in them faster every quarter. So today

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<v Speaker 2>begins a brand new set of this podcast and calling

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<v Speaker 2>it the Conscious Operator. And over the next ten weeks

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<v Speaker 2>we are going to walk straight into the most anxious

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<v Speaker 2>room in modern leadership, the room where AI meets the

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<v Speaker 2>actual human being trying to lead, and we are going

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<v Speaker 2>to find a comment not by using AI, but using consciously. See,

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<v Speaker 2>our conscious operator is not leader with most tooths. It

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<v Speaker 2>is the leader who stays the human in the loop,

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<v Speaker 2>who uses the machine for leverage and keeps the wisdom

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<v Speaker 2>for themselves. And the whole set rests on one framework,

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<v Speaker 2>one word, and that word, as always on this show,

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<v Speaker 2>is the whole point human say human, because when the

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<v Speaker 2>machine can do anything, your humanity is the whole advantage.

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<v Speaker 2>The five letters five moves halt understand mard the line,

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<v Speaker 2>apply lever and never outsource yourself. Understand mark the line,

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<v Speaker 2>apply the leverage and never outsource your type five moss

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<v Speaker 2>that turn you from someone who is operated by the

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<v Speaker 2>tools into someone who consciously operates. There, let me walk

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<v Speaker 2>you through it the way it actually reads. At am

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<v Speaker 2>on a Tuesday morning, when the machine is faster than you,

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<v Speaker 2>and the temptation is to just let the machine try. Now,

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<v Speaker 2>before the first letter, I need to name the thing

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<v Speaker 2>underneath all of this, because if you miss it, the

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<v Speaker 2>framework won't lack right. So there are two ways to

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<v Speaker 2>operate in the age of AAR, and the trap is

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<v Speaker 2>not knowing which one you are in. The first is

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<v Speaker 2>the reactive operator. The reactive operator opens the tool first,

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<v Speaker 2>ask the potion second, and then let the machine set

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<v Speaker 2>the pace, set the agenda, and quietly set the standard.

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<v Speaker 2>They're fast, genuinely and impressively fast. And if you ask

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<v Speaker 2>them what they produced this week, they will show you

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<v Speaker 2>are mounted, and then what it was for, and that

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<v Speaker 2>mountain gets really quiet. That was free a nine tooths,

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<v Speaker 2>a mountain of output and no matter. But the second

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<v Speaker 2>is the conscious operator. Same tooths, same speed available, but

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<v Speaker 2>the conscious operator sets the direction before they touched the accelerator.

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<v Speaker 2>They know what's there to think about and what's the

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<v Speaker 2>machines to handle. They come out of the week faster

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<v Speaker 2>because of the machine, but trusted because of themselves. See,

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<v Speaker 2>the difference between them is not talent, and it is

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<v Speaker 2>definitely not today. It is five small moves, reputable middle

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<v Speaker 2>of a loud week, and let me take you through them.

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<v Speaker 2>And before I do, and before I do, let me

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<v Speaker 2>answer the objection. I can already hear some of this

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<v Speaker 2>forming because I've heard this saying. This sounds like you're

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<v Speaker 2>telling me to slow down. My competitors are shipping at

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<v Speaker 2>machine steep speed. I don't have time to hold and

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<v Speaker 2>journal a little sentence to myself. Friends, I hear you,

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<v Speaker 2>and I want you to be preciser, because this is

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<v Speaker 2>exact place. Leaders get it wrong. I'm not asking you

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<v Speaker 2>to slow. I'm asking you to be deliberate, which is

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<v Speaker 2>competitively different. Slow is a leader who takes three days

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<v Speaker 2>to answer two minute quotion. Deliberate is the leader who

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<v Speaker 2>takes sixty seconds to make sure the two minute answer

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<v Speaker 2>is aimed at the right time. See, the conscious operator

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<v Speaker 2>is not slow, and they are not reactive over a quarter.

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<v Speaker 2>They are dramatically faster because they are constantly cleaning up

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<v Speaker 2>the confident garbage that speed without direction to use. So

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<v Speaker 2>you're not choosing between fast and thoughtful. You're choosing between

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<v Speaker 2>fast and aimed and fast and lost. Only one of

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<v Speaker 2>those will compound. And you know what, So the first

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<v Speaker 2>letter hot and it is the move that when you skip,

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<v Speaker 2>makes every other move impossible. You cannot operate consciously at

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<v Speaker 2>the speed of a machine that never blinks. Ayah has

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<v Speaker 2>no nervous system to settle, no ego to check, no choosing.

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<v Speaker 2>It is already ready to go, and its readiness is

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<v Speaker 2>contagious right. It puts you into its tempo until you're

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<v Speaker 2>making human decisions at machine speed, which is exactly how

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<v Speaker 2>you end up with nine tools and no idea. What

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<v Speaker 2>change see to hoard is to put a deliberate gap

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<v Speaker 2>between the impulse and the two before you open the tab,

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<v Speaker 2>before you fire the prom before you let the automation

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<v Speaker 2>run your morning, a gap just long enough for the

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<v Speaker 2>human to catch up to the machine. Here I my

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<v Speaker 2>Randal experiment, and it was almost insulting the symbol. For

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<v Speaker 2>thirty days before she opened a single AI tool, she

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<v Speaker 2>took sixty seconds I call it operators check, and answered

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<v Speaker 2>the three questions to herself, What state am I in

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<v Speaker 2>right now? What am I actually trying to produce and

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<v Speaker 2>what if the vicest version of me we are sitting here,

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<v Speaker 2>what would she want to reach for sixty seconds? No

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<v Speaker 2>tool and till the sentence was that by week two

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<v Speaker 2>she had turned off four of the nine tools, not

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<v Speaker 2>because they were bad, but because she finally noticed their

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<v Speaker 2>answering questions she had never actually asked before. She told

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<v Speaker 2>me the strangest thing had happened. She was doing less

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<v Speaker 2>for the first time in a year, and she could

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<v Speaker 2>tell exactly what it changed. So, friends, practice for h

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<v Speaker 2>is this, before you open your next AI tool, the

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<v Speaker 2>very next one today, thirty seconds and write one line

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<v Speaker 2>you will never show anyone right now, I am blank,

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<v Speaker 2>and what I actually want from this is blank, no line,

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<v Speaker 2>not two because a machine that has to breathe with

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<v Speaker 2>happily talk you out of every breathing again, right, So

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<v Speaker 2>that takes a suita. Next one is the return you

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<v Speaker 2>to understand. So this is that decides whether the next

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<v Speaker 2>hour is thinking or next or just very fast typing.

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<v Speaker 2>Here is a number of haunt number that haunts me.

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<v Speaker 2>Roughly sixty percent of people I meet are using the

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<v Speaker 2>most cubisticated reasoning tool ever built. The way they use

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<v Speaker 2>a search box type of question, grab the first hands

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<v Speaker 2>and move on. They got a thinking partner and they're

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<v Speaker 2>using it like a phone book. Right, So let me

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<v Speaker 2>show you the difference, because it is the whole ball game.

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<v Speaker 2>Two leaders saying to same Tuesday. The first one opens,

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<v Speaker 2>write me a marketing plan. Four seconds of effort, and

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<v Speaker 2>the machine gives them exactly what that question deserves, right,

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<v Speaker 2>a bit confident, generic slab of nothing. The second leader

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<v Speaker 2>spends four minutes. First they tell the machine who the

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<v Speaker 2>customer actually is, what they have already tired, what they

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<v Speaker 2>have afraid of, what will they absolutely not do? And

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<v Speaker 2>then this is the part almost nobody does they hand

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<v Speaker 2>the machine it's non negotiables. Never recommend discounting, Never assume

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<v Speaker 2>a budget we don't have. If you're not sure, say

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<v Speaker 2>so instead of inventing, same tool, and what comes back

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<v Speaker 2>is a sharp enough to use for your first conversation. See,

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<v Speaker 2>the difference was never the AI, it was a human.

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<v Speaker 2>You understand the real question before they asked it. I

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<v Speaker 2>coached a founder, Jama Right, who was drowning in AA

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<v Speaker 2>generated strategy report tex analysis, all of it producing minutes,

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<v Speaker 2>none of it landed, So I asked him what decision

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<v Speaker 2>he was actually trying to make. He went quite and

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<v Speaker 2>then he said, honestly, I'm trying to decide whether I

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<v Speaker 2>still trust my own judgment or whether I'm hoping the

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<v Speaker 2>machine will hand aspire. You see, that was not a

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<v Speaker 2>strategy question. No prompt on Earth was going to answer it.

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<v Speaker 2>But the second he named the real one, the right

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<v Speaker 2>use of the tool became obvious, and so did the

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<v Speaker 2>part he needed to keep himself. So the practice for

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<v Speaker 2>understanding is this before your next real trot right, the

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<v Speaker 2>honest decision underneath it in one sentence, starting with the

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<v Speaker 2>words what I am actually trying to decide? Then and

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<v Speaker 2>then only give the machine the context and non negotiables.

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<v Speaker 2>The quality of your answer will never exceed the quality

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<v Speaker 2>of a question you're brave enough to ask, understand, because

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<v Speaker 2>a search for question gets you a search box answer,

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<v Speaker 2>no matter how brilliant. The machine on the other end

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<v Speaker 2>is right. The third letter mark the line, and this

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<v Speaker 2>is the letter that keeps you from handling the machine.

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<v Speaker 2>The one thing that was never its too hold. Every

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<v Speaker 2>task in front of you has a line running through it.

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<v Speaker 2>On one side is the work that should go to

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<v Speaker 2>the machine. The summarizing the drafting the aggregating, the reduplicating,

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<v Speaker 2>the talaciputation that you know you used to etio tuesdays.

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<v Speaker 2>On the other side is the work that absolutely must

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<v Speaker 2>say human, the judgment, the relationship, the values called the

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<v Speaker 2>moment where someone needs to know of person was actually

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<v Speaker 2>on the other side. See the conscious operator draws that

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<v Speaker 2>line on purpose every time, the reactive operator lets the

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<v Speaker 2>machine erase it. Let it setter. The conscious operator draws

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<v Speaker 2>that line on purpose every time, and the reactive operator

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<v Speaker 2>lets the machine erase that line. Let me tell you

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<v Speaker 2>about another leader. David good Man, fast operator, a key

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<v Speaker 2>client send an upset email, a real one, a relationship

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<v Speaker 2>on the edge, and David, being efficient, had the machine

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<v Speaker 2>write the email. It was technically a perfect amon, empathetic sounding,

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<v Speaker 2>wealth structured grammatatically flawless. He sent it in ninety seconds

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<v Speaker 2>and felt productor. The client wrote back to one line, David,

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<v Speaker 2>did you even read what I said? Or did a

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<v Speaker 2>robot answer me? See the machine hadn't made a mistake,

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<v Speaker 2>David had He had handed the machine a piece of

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<v Speaker 2>work that lived on the human side of the line,

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<v Speaker 2>a moment where the entire point was that a person

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<v Speaker 2>cared enough to sit with it. The drafting could have

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<v Speaker 2>been the machines, but the caring had to be his

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<v Speaker 2>and noticed. David did not need to do less with

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<v Speaker 2>aar He needed to draw the line before he used it,

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<v Speaker 2>not after. The machine could have drafted a version for

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<v Speaker 2>him to rewrite in his own voice. It could have

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<v Speaker 2>organized his thoughts. It could have caught the three typos

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<v Speaker 2>he always makes when he's upset. Right, All of that

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<v Speaker 2>is machine side. The one thing it could not do

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<v Speaker 2>was be the person the client needed to hear from.

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<v Speaker 2>That was David's, and he gave it away without noticing

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<v Speaker 2>it was his right. So the practice for him. Take

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<v Speaker 2>one task on your play today. Draw the line straight,

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<v Speaker 2>through it out loud, and say, this part goes to machine,

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<v Speaker 2>this part stays with me. If you cannot find a

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<v Speaker 2>part that stays with you, look harder, because that is

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<v Speaker 2>usually the part that matter. Right, So mark the line,

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<v Speaker 2>because the fastest way to lose the trust you spell

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<v Speaker 2>ears building is to let machine spend it for you.

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<v Speaker 2>In ninety seconds. Now, the next one is applied a

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<v Speaker 2>leverage I'll put here on purpose because I don't want

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<v Speaker 2>you to hear the whole episode as be afraid of

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<v Speaker 2>the machine. No, this is not the message. The message is,

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<v Speaker 2>once you have drawn the line, use the machine boldly

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<v Speaker 2>on its side of it, because there is a second failure,

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<v Speaker 2>move right, and it is quiteter than toolstrawl. It is

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<v Speaker 2>leaders who is so conscious, so precious about doing everything themselves,

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<v Speaker 2>that they keep using supercomputer like a notepad. They halt

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<v Speaker 2>the beautifully, they understand the question, They mark the line,

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<v Speaker 2>and then on the machine side of the line, they

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<v Speaker 2>timidly ask it to fix a tip. That's not conscious,

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<v Speaker 2>that's just slow and extra steps. I course a solo

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<v Speaker 2>planier runner, an author, consultant, one person noteam. She was

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<v Speaker 2>doing everything by hand out of kind of a pride.

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<v Speaker 2>Once she drew the line clearly, she handed the machine

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<v Speaker 2>everything on its side to do it. The first charts

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<v Speaker 2>the research synthesis, the repurposing of one talk into ten pieces.

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<v Speaker 2>The admin that used to eat turn days same forty hours,

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<v Speaker 2>roughly ten times the output on machine side. And here's

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<v Speaker 2>the part. She did expect. She got more human and

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<v Speaker 2>less right. She did expect, But she got more human

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<v Speaker 2>because all the hours the machine gave back she poured

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<v Speaker 2>into the two things only she could do, the actual

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<v Speaker 2>thinking and the actual relationship. That is the whole trait.

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<v Speaker 2>You delegate the machines work fully so you can invest

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<v Speaker 2>the humans work deeply. Leverage on one side buys presents

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<v Speaker 2>on the other side. So the practice of a name

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<v Speaker 2>one thing you're still doing by hand that lives entirely

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<v Speaker 2>on the machine side of the line, and this way

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<v Speaker 2>hand it over completely, not half completely. Then take time

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<v Speaker 2>to the gifts back and spend it on one thing

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<v Speaker 2>only you can do because being human work human is wisner,

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<v Speaker 2>but doing machine work by hand is march down with

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<v Speaker 2>a to do list. So the fifth one never outsource

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<v Speaker 2>the core. So I believe this is the one I

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<v Speaker 2>want to carry out of here. If you forgot the

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<v Speaker 2>other four right, there is a small, non negotiable core

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<v Speaker 2>of your leadership that must never ever go to a machine,

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<v Speaker 2>no matter how good it is, And that is your judgment,

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<v Speaker 2>your values, the final call, and your purpose. There isn't

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<v Speaker 2>any of these things exist in the first place. The

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<v Speaker 2>machine can inform all of it that it can never

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<v Speaker 2>own any of it. And here's the truth from the

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<v Speaker 2>frontier that should reorganize how some of you think about

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<v Speaker 2>your whole strategy. The names, the frameworks, the club or

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<v Speaker 2>the solutions a machine generates for you know, broadly speaking,

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<v Speaker 2>you can't own there. You can't trademark them. Neither can

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<v Speaker 2>anyone else, Which means if your entire mote is a

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<v Speaker 2>thing a machine can generate, you don't have a vote anymore.

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<v Speaker 2>You have a puddle that the next person can generate too.

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<v Speaker 2>So what is actually yours? What is uncopyable? It is

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<v Speaker 2>the same trat list every time. Your judgment, your trust,

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<v Speaker 2>the trust you have earned, the relationships. Only you are

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<v Speaker 2>inside of the story. Only you have left, and your

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<v Speaker 2>purpose the specific reason you, not a machine, are the

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<v Speaker 2>one holding the pendent, the leader. This this, this was,

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<v Speaker 2>this was interesting to Marcus. He learned this hard way.

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<v Speaker 2>He let a He let a model make a call

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<v Speaker 2>that a model should have never made a decision about

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<v Speaker 2>a person, dress up as a decision about data. The

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<v Speaker 2>model was confident, articulate. It was wrong in the in

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<v Speaker 2>the one way a machine always is wrong. It had

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<v Speaker 2>no skin, no steak, and no soul. In the outcome,

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<v Speaker 2>Marcus had all three, and he had handed the pen

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<v Speaker 2>to one party in the room that had never none

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<v Speaker 2>of them had that. And that's the machine. And here's

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<v Speaker 2>a here's a here's here's a trap. Right, here's a

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<v Speaker 2>trap in it, the one I wanted to see clearly, right,

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<v Speaker 2>this is this is interesting. The machine did not seize

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<v Speaker 2>that decision from Mars he offered it because the model

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<v Speaker 2>was so fluent, so far, so sure of itself, that

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<v Speaker 2>letting it decide felt like efficiency instead of what it

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<v Speaker 2>actually was. An application. That is how the code gets outsourced,

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<v Speaker 2>not in one dramatic moment where you hand over judgment,

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<v Speaker 2>but in one hundred small tuesdays, where the machine's confidence

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<v Speaker 2>is just a little more convenient than you own responsibility.

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<v Speaker 2>So friends guard the code on the small days, and

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<v Speaker 2>the big days take care of themselves. So the practice

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<v Speaker 2>will end. Is this, write down your short list, the

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<v Speaker 2>handful of things. If you are if a leadership that

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<v Speaker 2>you will never outsource your machine, no matter how convenient

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<v Speaker 2>it becomes. Judgment values the final call your purpose. Right,

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<v Speaker 2>Keep the list somewhere you will see it, because the

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<v Speaker 2>day machine offers to take any one of them, your

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<v Speaker 2>hands will not feel like a threat. It will feel

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<v Speaker 2>like a favor. That's exactly why you write the list, right.

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<v Speaker 2>So let me bring back to prea because I owe

359
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<v Speaker 2>you the end of the story. Nine tools, mountain of output,

360
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<v Speaker 2>no idea what any of it changed. That was where

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<v Speaker 2>she started. We didn't add a single tool. We just

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<v Speaker 2>ran human atm an. She started halting sixty seconds before

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<v Speaker 2>she touched anything. She started understanding the rear question underneath

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<v Speaker 2>the prompt. She mounted the line on every task, she

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<v Speaker 2>applied the leverage boldly on machine side, and she never

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<v Speaker 2>outsourced the four things she finally named as hers. Six

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<v Speaker 2>months later, she told me she had cut her stack

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<v Speaker 2>from nine tools to three. Her output didn't drop, it sharpened,

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<v Speaker 2>And for the first time in years, when I asked

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<v Speaker 2>her what work has changed, she didn't go quiet. She

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<v Speaker 2>has less a real one, same industry, same hours, same

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<v Speaker 2>machine summing in the background, different human at the peak.

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<v Speaker 2>So you don't need a better tool, you need to

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<v Speaker 2>be a better operator of one you have already got.

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<v Speaker 2>So now here's the thing. Every letter in human gets

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<v Speaker 2>sharper when you actually know what you're operating from. Because

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<v Speaker 2>most of you don't have a technology problem. You have

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<v Speaker 2>a clarity problem. You don't know precisely what energizes you,

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<v Speaker 2>what drains you, or what you were uniquely put here

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<v Speaker 2>to two And every never outsourced list is just guessing

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<v Speaker 2>is nicer clothes until you can name your own purpose precision.

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<v Speaker 2>That's why I want you to take the purpose fact Assessment.

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<v Speaker 2>It's a three twenty five minute science back diagnosed sate

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<v Speaker 2>that shows you three things, what truly drives you, what

385
00:26:33.160 --> 00:26:36.079
<v Speaker 2>consistently drains you, and the blind spots your team feels

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00:26:36.119 --> 00:26:38.559
<v Speaker 2>but you don't see. Once you have that, the whole

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<v Speaker 2>framework changes because you're no longer operating from the fall.

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<v Speaker 2>You're operating from your own core. The one thing no

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<v Speaker 2>machine will ever generate so orsinadas this is the new era.

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<v Speaker 2>Won't be the ones with the most tooths, they will

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<v Speaker 2>be the one the dead. Leaders in this era will

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<v Speaker 2>be the ones who stayed human at the week, who

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<v Speaker 2>use the machine for everything it is good at, and

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<v Speaker 2>kept for themselves the handful of things machines should never do.

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<v Speaker 2>So this week, hope before you click, understand the real

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<v Speaker 2>potion marg the line, apply the leverage and never ever

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<v Speaker 2>outsourced report if just landed, share it with one leader

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<v Speaker 2>who's drowning in tools and starving for clarity, and take

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<v Speaker 2>the Purple fact fact assessment. Your next step in this

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<v Speaker 2>show notes, thank you for spending time with me. Keep breathing,

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00:27:27.759 --> 00:27:30.079
<v Speaker 2>keep leading like a human. I am saying, and you're

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00:27:30.079 --> 00:27:34.319
<v Speaker 2>listening to Mindful Leadership Transforming Life on the Transformation Network.

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00:27:34.440 --> 00:27:36.839
<v Speaker 2>I will see you next week. Let's begin.

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<v Speaker 1>Thank you for watching Mindful Leadership Transforming Lives with me,

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00:27:46.160 --> 00:27:49.240
<v Speaker 1>your host is saying, we are honored to have you

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00:27:49.319 --> 00:27:52.599
<v Speaker 1>join us on this journey to explode the transformative power

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00:27:53.000 --> 00:27:58.440
<v Speaker 1>of mindfulness, emotional intelligence, and authentic leadership. Tune in every

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<v Speaker 1>week on transformation dot com at noon Pacific on Tuesdays,

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00:28:03.240 --> 00:28:06.519
<v Speaker 1>where we will continue to explore how mindful leadership can

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<v Speaker 1>create a ripple effect of positive changes in your life

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<v Speaker 1>and lives of those who influence. This show is dedicated

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<v Speaker 1>to helping you lead the purpose, presence, and passion, whether

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<v Speaker 1>you're navigating the complexities of business, building strong connection with

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00:28:23.079 --> 00:28:26.359
<v Speaker 1>your team, or striving to make a meaningful impact in

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00:28:26.400 --> 00:28:29.920
<v Speaker 1>the world around you. To learn more about the show,

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<v Speaker 1>access additional resources, or live deepot visit Saying.

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<v Speaker 2>Powerupcoach dot com. Remember, leadership isn't just about what you do,

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<v Speaker 2>It's about who you are. Let's continue to transform lives together,

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<v Speaker 2>one mindful moment at a time. See you next week.
