Speaker 1: Welcome to Mindful Leadership Transforming lives with your hosts saying,
Speaker 1: this is where leadership meets purpose.
Speaker 2: Presence, and passion. In today's fast paced, high pressure world,
Speaker 2: we face a leadership crisis. Too often, teams are led
Speaker 2: by managers who lack empathy, clarity, and vision, leaving individuals uninspired, disconnected,
Speaker 2: and underwelue.
Speaker 1: But it doesn't have to be this way. Great leadership
Speaker 1: isn't born. It's bill the endgame. Empower your leadership, inspire
Speaker 1: the world. Every week join me, you're host saying, as
Speaker 1: we tackle the gaps in leadership and life coaching head
Speaker 1: on learning how mindfulness, emotional intelligence, and compassion can redefine success.
Speaker 1: This isn't just another podcast.
Speaker 2: It's a mission to fill the void left by in
Speaker 2: effective leadership.
Speaker 1: And it's not just about leadership and business.
Speaker 2: Life coaching for leaders and new executives is at heart
Speaker 2: of this journey. Ready to rise above the noise and
Speaker 2: lead with clarity, purpose, and impact. Join a global movement
Speaker 2: dedicated to reshaping the future of leadership, one mindful moment
Speaker 2: at a time. Let's begin a sort of mindful leadership
Speaker 2: podcast on the transformachine net. The podcast where we turn
Speaker 2: stress into strategy, overthinking into clarity, and overwhelm into momentum.
Speaker 2: I'm as saying the leadership coach who has spent this
Speaker 2: last one year watching brilliant people get their hands on
Speaker 2: the most powerful tools in human history, and somehow end
Speaker 2: up more tied, not less, more tired. So for something,
Speaker 2: want put the phone face down where it can't see,
Speaker 2: where you can't see it lighter, and let's spend next
Speaker 2: twenty eight minutes on that exact paradox. I want to
Speaker 2: open with a picture, and I want you to tell me,
Speaker 2: honestly whether you have been standing inside it. A leader
Speaker 2: called Prayer invites me to look at her setup. She's
Speaker 2: proud she should be ninety eight tools, dashboards, glow automations
Speaker 2: that at fire at six in the morning, because she
Speaker 2: away a prompt library, a second brain, a third brain,
Speaker 2: apparently because the second one got full. She walks me
Speaker 2: through it like a pilot showing off a cockpit. Then
Speaker 2: one summarizes my meetings, this one drops my emails, this
Speaker 2: one watches my competitors, this one talks to that one too,
Speaker 2: And when she finishes, I ask her one question, just
Speaker 2: one prier, what did any of it actually change? And
Speaker 2: then she opens her mouth and nothing comes out. Because
Speaker 2: the honest answer, the one she finally gives me quietly
Speaker 2: thirty second later, is I don't actually know. I am
Speaker 2: definitely busier, I'm faster, but I couldn't tell you what
Speaker 2: of it changed busy. It has never looked so much
Speaker 2: like prosk And that that gap between motion and meaning
Speaker 2: is the most expensive gap in business right now, because
Speaker 2: we all just got handed the same gift and almost
Speaker 2: nobody was taught how to hold it. And Prea is
Speaker 2: not rare. She is the media. I meet people every
Speaker 2: week paying five, six, seven AI subscriptions, and when I
Speaker 2: asked them, which one drove a single measurable result last month,
Speaker 2: I get the same price the pace of someone who
Speaker 2: just realized they have been collecting tools the way some
Speaker 2: of us collect gym memberships. We confuse owning the tool
Speaker 2: with getting the result. We confused access with advantage, and
Speaker 2: the machine blessed it perfectly happy to let us keep
Speaker 2: confusing them. At sixty dollars a month, sixty dollars a month,
Speaker 2: sixty dollars a month year is what I have come
Speaker 2: to believe, after little over a year of these conversations,
Speaker 2: we did not get an intelligence upgrade. This year, we
Speaker 2: got a speed of date. And there is a world
Speaker 2: of difference between the See speed is now free, it's ambient.
Speaker 2: Your competitors has it, Your in turn has it. The
Speaker 2: person who has never led anything in their life has
Speaker 2: the speed. Everyone on earth just God handed a Ferrari.
Speaker 2: And what I keep noticing that almost nobody has handed
Speaker 2: is a man. So we have got millions of people
Speaker 2: dragging faster than they have ever driven, in every direction
Speaker 2: at once, mistaking the speed for the protest. Let me
Speaker 2: give you the number that stopped me code. Depending on
Speaker 2: which study you read, fewer than seven percent of organizations
Speaker 2: are actually ready to use AI web seven percent. And
Speaker 2: when I dug into what ready means, here's the thing.
Speaker 2: It was almost never about technology. It was always never
Speaker 2: about technology. That technology is sitting right there, cheap and willing.
Speaker 2: Readiness turned out to be clarity program wearing a technology costume.
Speaker 2: Seven percent were not the ones with the best tools.
Speaker 2: They were the ones who knew what they're actually trying
Speaker 2: to do before they touched and reached for the toolbox.
Speaker 2: Because when the machine can do almost anything instantly, the
Speaker 2: only thing that separates one leader from another is a
Speaker 2: very old, very human set of questions. What is worth doing?
Speaker 2: What should stay human? And what about the state of
Speaker 2: mind I am in When I decide, the leaders who
Speaker 2: can answer those don't need more tooths. The leaders who
Speaker 2: cannot will drown in them faster every quarter. So today
Speaker 2: begins a brand new set of this podcast and calling
Speaker 2: it the Conscious Operator. And over the next ten weeks
Speaker 2: we are going to walk straight into the most anxious
Speaker 2: room in modern leadership, the room where AI meets the
Speaker 2: actual human being trying to lead, and we are going
Speaker 2: to find a comment not by using AI, but using consciously. See,
Speaker 2: our conscious operator is not leader with most tooths. It
Speaker 2: is the leader who stays the human in the loop,
Speaker 2: who uses the machine for leverage and keeps the wisdom
Speaker 2: for themselves. And the whole set rests on one framework,
Speaker 2: one word, and that word, as always on this show,
Speaker 2: is the whole point human say human, because when the
Speaker 2: machine can do anything, your humanity is the whole advantage.
Speaker 2: The five letters five moves halt understand mard the line,
Speaker 2: apply lever and never outsource yourself. Understand mark the line,
Speaker 2: apply the leverage and never outsource your type five moss
Speaker 2: that turn you from someone who is operated by the
Speaker 2: tools into someone who consciously operates. There, let me walk
Speaker 2: you through it the way it actually reads. At am
Speaker 2: on a Tuesday morning, when the machine is faster than you,
Speaker 2: and the temptation is to just let the machine try. Now,
Speaker 2: before the first letter, I need to name the thing
Speaker 2: underneath all of this, because if you miss it, the
Speaker 2: framework won't lack right. So there are two ways to
Speaker 2: operate in the age of AAR, and the trap is
Speaker 2: not knowing which one you are in. The first is
Speaker 2: the reactive operator. The reactive operator opens the tool first,
Speaker 2: ask the potion second, and then let the machine set
Speaker 2: the pace, set the agenda, and quietly set the standard.
Speaker 2: They're fast, genuinely and impressively fast. And if you ask
Speaker 2: them what they produced this week, they will show you
Speaker 2: are mounted, and then what it was for, and that
Speaker 2: mountain gets really quiet. That was free a nine tooths,
Speaker 2: a mountain of output and no matter. But the second
Speaker 2: is the conscious operator. Same tooths, same speed available, but
Speaker 2: the conscious operator sets the direction before they touched the accelerator.
Speaker 2: They know what's there to think about and what's the
Speaker 2: machines to handle. They come out of the week faster
Speaker 2: because of the machine, but trusted because of themselves. See,
Speaker 2: the difference between them is not talent, and it is
Speaker 2: definitely not today. It is five small moves, reputable middle
Speaker 2: of a loud week, and let me take you through them.
Speaker 2: And before I do, and before I do, let me
Speaker 2: answer the objection. I can already hear some of this
Speaker 2: forming because I've heard this saying. This sounds like you're
Speaker 2: telling me to slow down. My competitors are shipping at
Speaker 2: machine steep speed. I don't have time to hold and
Speaker 2: journal a little sentence to myself. Friends, I hear you,
Speaker 2: and I want you to be preciser, because this is
Speaker 2: exact place. Leaders get it wrong. I'm not asking you
Speaker 2: to slow. I'm asking you to be deliberate, which is
Speaker 2: competitively different. Slow is a leader who takes three days
Speaker 2: to answer two minute quotion. Deliberate is the leader who
Speaker 2: takes sixty seconds to make sure the two minute answer
Speaker 2: is aimed at the right time. See, the conscious operator
Speaker 2: is not slow, and they are not reactive over a quarter.
Speaker 2: They are dramatically faster because they are constantly cleaning up
Speaker 2: the confident garbage that speed without direction to use. So
Speaker 2: you're not choosing between fast and thoughtful. You're choosing between
Speaker 2: fast and aimed and fast and lost. Only one of
Speaker 2: those will compound. And you know what, So the first
Speaker 2: letter hot and it is the move that when you skip,
Speaker 2: makes every other move impossible. You cannot operate consciously at
Speaker 2: the speed of a machine that never blinks. Ayah has
Speaker 2: no nervous system to settle, no ego to check, no choosing.
Speaker 2: It is already ready to go, and its readiness is
Speaker 2: contagious right. It puts you into its tempo until you're
Speaker 2: making human decisions at machine speed, which is exactly how
Speaker 2: you end up with nine tools and no idea. What
Speaker 2: change see to hoard is to put a deliberate gap
Speaker 2: between the impulse and the two before you open the tab,
Speaker 2: before you fire the prom before you let the automation
Speaker 2: run your morning, a gap just long enough for the
Speaker 2: human to catch up to the machine. Here I my
Speaker 2: Randal experiment, and it was almost insulting the symbol. For
Speaker 2: thirty days before she opened a single AI tool, she
Speaker 2: took sixty seconds I call it operators check, and answered
Speaker 2: the three questions to herself, What state am I in
Speaker 2: right now? What am I actually trying to produce and
Speaker 2: what if the vicest version of me we are sitting here,
Speaker 2: what would she want to reach for sixty seconds? No
Speaker 2: tool and till the sentence was that by week two
Speaker 2: she had turned off four of the nine tools, not
Speaker 2: because they were bad, but because she finally noticed their
Speaker 2: answering questions she had never actually asked before. She told
Speaker 2: me the strangest thing had happened. She was doing less
Speaker 2: for the first time in a year, and she could
Speaker 2: tell exactly what it changed. So, friends, practice for h
Speaker 2: is this, before you open your next AI tool, the
Speaker 2: very next one today, thirty seconds and write one line
Speaker 2: you will never show anyone right now, I am blank,
Speaker 2: and what I actually want from this is blank, no line,
Speaker 2: not two because a machine that has to breathe with
Speaker 2: happily talk you out of every breathing again, right, So
Speaker 2: that takes a suita. Next one is the return you
Speaker 2: to understand. So this is that decides whether the next
Speaker 2: hour is thinking or next or just very fast typing.
Speaker 2: Here is a number of haunt number that haunts me.
Speaker 2: Roughly sixty percent of people I meet are using the
Speaker 2: most cubisticated reasoning tool ever built. The way they use
Speaker 2: a search box type of question, grab the first hands
Speaker 2: and move on. They got a thinking partner and they're
Speaker 2: using it like a phone book. Right, So let me
Speaker 2: show you the difference, because it is the whole ball game.
Speaker 2: Two leaders saying to same Tuesday. The first one opens,
Speaker 2: write me a marketing plan. Four seconds of effort, and
Speaker 2: the machine gives them exactly what that question deserves, right,
Speaker 2: a bit confident, generic slab of nothing. The second leader
Speaker 2: spends four minutes. First they tell the machine who the
Speaker 2: customer actually is, what they have already tired, what they
Speaker 2: have afraid of, what will they absolutely not do? And
Speaker 2: then this is the part almost nobody does they hand
Speaker 2: the machine it's non negotiables. Never recommend discounting, Never assume
Speaker 2: a budget we don't have. If you're not sure, say
Speaker 2: so instead of inventing, same tool, and what comes back
Speaker 2: is a sharp enough to use for your first conversation. See,
Speaker 2: the difference was never the AI, it was a human.
Speaker 2: You understand the real question before they asked it. I
Speaker 2: coached a founder, Jama Right, who was drowning in AA
Speaker 2: generated strategy report tex analysis, all of it producing minutes,
Speaker 2: none of it landed, So I asked him what decision
Speaker 2: he was actually trying to make. He went quite and
Speaker 2: then he said, honestly, I'm trying to decide whether I
Speaker 2: still trust my own judgment or whether I'm hoping the
Speaker 2: machine will hand aspire. You see, that was not a
Speaker 2: strategy question. No prompt on Earth was going to answer it.
Speaker 2: But the second he named the real one, the right
Speaker 2: use of the tool became obvious, and so did the
Speaker 2: part he needed to keep himself. So the practice for
Speaker 2: understanding is this before your next real trot right, the
Speaker 2: honest decision underneath it in one sentence, starting with the
Speaker 2: words what I am actually trying to decide? Then and
Speaker 2: then only give the machine the context and non negotiables.
Speaker 2: The quality of your answer will never exceed the quality
Speaker 2: of a question you're brave enough to ask, understand, because
Speaker 2: a search for question gets you a search box answer,
Speaker 2: no matter how brilliant. The machine on the other end
Speaker 2: is right. The third letter mark the line, and this
Speaker 2: is the letter that keeps you from handling the machine.
Speaker 2: The one thing that was never its too hold. Every
Speaker 2: task in front of you has a line running through it.
Speaker 2: On one side is the work that should go to
Speaker 2: the machine. The summarizing the drafting the aggregating, the reduplicating,
Speaker 2: the talaciputation that you know you used to etio tuesdays.
Speaker 2: On the other side is the work that absolutely must
Speaker 2: say human, the judgment, the relationship, the values called the
Speaker 2: moment where someone needs to know of person was actually
Speaker 2: on the other side. See the conscious operator draws that
Speaker 2: line on purpose every time, the reactive operator lets the
Speaker 2: machine erase it. Let it setter. The conscious operator draws
Speaker 2: that line on purpose every time, and the reactive operator
Speaker 2: lets the machine erase that line. Let me tell you
Speaker 2: about another leader. David good Man, fast operator, a key
Speaker 2: client send an upset email, a real one, a relationship
Speaker 2: on the edge, and David, being efficient, had the machine
Speaker 2: write the email. It was technically a perfect amon, empathetic sounding,
Speaker 2: wealth structured grammatatically flawless. He sent it in ninety seconds
Speaker 2: and felt productor. The client wrote back to one line, David,
Speaker 2: did you even read what I said? Or did a
Speaker 2: robot answer me? See the machine hadn't made a mistake,
Speaker 2: David had He had handed the machine a piece of
Speaker 2: work that lived on the human side of the line,
Speaker 2: a moment where the entire point was that a person
Speaker 2: cared enough to sit with it. The drafting could have
Speaker 2: been the machines, but the caring had to be his
Speaker 2: and noticed. David did not need to do less with
Speaker 2: aar He needed to draw the line before he used it,
Speaker 2: not after. The machine could have drafted a version for
Speaker 2: him to rewrite in his own voice. It could have
Speaker 2: organized his thoughts. It could have caught the three typos
Speaker 2: he always makes when he's upset. Right, All of that
Speaker 2: is machine side. The one thing it could not do
Speaker 2: was be the person the client needed to hear from.
Speaker 2: That was David's, and he gave it away without noticing
Speaker 2: it was his right. So the practice for him. Take
Speaker 2: one task on your play today. Draw the line straight,
Speaker 2: through it out loud, and say, this part goes to machine,
Speaker 2: this part stays with me. If you cannot find a
Speaker 2: part that stays with you, look harder, because that is
Speaker 2: usually the part that matter. Right, So mark the line,
Speaker 2: because the fastest way to lose the trust you spell
Speaker 2: ears building is to let machine spend it for you.
Speaker 2: In ninety seconds. Now, the next one is applied a
Speaker 2: leverage I'll put here on purpose because I don't want
Speaker 2: you to hear the whole episode as be afraid of
Speaker 2: the machine. No, this is not the message. The message is,
Speaker 2: once you have drawn the line, use the machine boldly
Speaker 2: on its side of it, because there is a second failure,
Speaker 2: move right, and it is quiteter than toolstrawl. It is
Speaker 2: leaders who is so conscious, so precious about doing everything themselves,
Speaker 2: that they keep using supercomputer like a notepad. They halt
Speaker 2: the beautifully, they understand the question, They mark the line,
Speaker 2: and then on the machine side of the line, they
Speaker 2: timidly ask it to fix a tip. That's not conscious,
Speaker 2: that's just slow and extra steps. I course a solo
Speaker 2: planier runner, an author, consultant, one person noteam. She was
Speaker 2: doing everything by hand out of kind of a pride.
Speaker 2: Once she drew the line clearly, she handed the machine
Speaker 2: everything on its side to do it. The first charts
Speaker 2: the research synthesis, the repurposing of one talk into ten pieces.
Speaker 2: The admin that used to eat turn days same forty hours,
Speaker 2: roughly ten times the output on machine side. And here's
Speaker 2: the part. She did expect. She got more human and
Speaker 2: less right. She did expect, But she got more human
Speaker 2: because all the hours the machine gave back she poured
Speaker 2: into the two things only she could do, the actual
Speaker 2: thinking and the actual relationship. That is the whole trait.
Speaker 2: You delegate the machines work fully so you can invest
Speaker 2: the humans work deeply. Leverage on one side buys presents
Speaker 2: on the other side. So the practice of a name
Speaker 2: one thing you're still doing by hand that lives entirely
Speaker 2: on the machine side of the line, and this way
Speaker 2: hand it over completely, not half completely. Then take time
Speaker 2: to the gifts back and spend it on one thing
Speaker 2: only you can do because being human work human is wisner,
Speaker 2: but doing machine work by hand is march down with
Speaker 2: a to do list. So the fifth one never outsource
Speaker 2: the core. So I believe this is the one I
Speaker 2: want to carry out of here. If you forgot the
Speaker 2: other four right, there is a small, non negotiable core
Speaker 2: of your leadership that must never ever go to a machine,
Speaker 2: no matter how good it is, And that is your judgment,
Speaker 2: your values, the final call, and your purpose. There isn't
Speaker 2: any of these things exist in the first place. The
Speaker 2: machine can inform all of it that it can never
Speaker 2: own any of it. And here's the truth from the
Speaker 2: frontier that should reorganize how some of you think about
Speaker 2: your whole strategy. The names, the frameworks, the club or
Speaker 2: the solutions a machine generates for you know, broadly speaking,
Speaker 2: you can't own there. You can't trademark them. Neither can
Speaker 2: anyone else, Which means if your entire mote is a
Speaker 2: thing a machine can generate, you don't have a vote anymore.
Speaker 2: You have a puddle that the next person can generate too.
Speaker 2: So what is actually yours? What is uncopyable? It is
Speaker 2: the same trat list every time. Your judgment, your trust,
Speaker 2: the trust you have earned, the relationships. Only you are
Speaker 2: inside of the story. Only you have left, and your
Speaker 2: purpose the specific reason you, not a machine, are the
Speaker 2: one holding the pendent, the leader. This this, this was,
Speaker 2: this was interesting to Marcus. He learned this hard way.
Speaker 2: He let a He let a model make a call
Speaker 2: that a model should have never made a decision about
Speaker 2: a person, dress up as a decision about data. The
Speaker 2: model was confident, articulate. It was wrong in the in
Speaker 2: the one way a machine always is wrong. It had
Speaker 2: no skin, no steak, and no soul. In the outcome,
Speaker 2: Marcus had all three, and he had handed the pen
Speaker 2: to one party in the room that had never none
Speaker 2: of them had that. And that's the machine. And here's
Speaker 2: a here's a here's here's a trap. Right, here's a
Speaker 2: trap in it, the one I wanted to see clearly, right,
Speaker 2: this is this is interesting. The machine did not seize
Speaker 2: that decision from Mars he offered it because the model
Speaker 2: was so fluent, so far, so sure of itself, that
Speaker 2: letting it decide felt like efficiency instead of what it
Speaker 2: actually was. An application. That is how the code gets outsourced,
Speaker 2: not in one dramatic moment where you hand over judgment,
Speaker 2: but in one hundred small tuesdays, where the machine's confidence
Speaker 2: is just a little more convenient than you own responsibility.
Speaker 2: So friends guard the code on the small days, and
Speaker 2: the big days take care of themselves. So the practice
Speaker 2: will end. Is this, write down your short list, the
Speaker 2: handful of things. If you are if a leadership that
Speaker 2: you will never outsource your machine, no matter how convenient
Speaker 2: it becomes. Judgment values the final call your purpose. Right,
Speaker 2: Keep the list somewhere you will see it, because the
Speaker 2: day machine offers to take any one of them, your
Speaker 2: hands will not feel like a threat. It will feel
Speaker 2: like a favor. That's exactly why you write the list, right.
Speaker 2: So let me bring back to prea because I owe
Speaker 2: you the end of the story. Nine tools, mountain of output,
Speaker 2: no idea what any of it changed. That was where
Speaker 2: she started. We didn't add a single tool. We just
Speaker 2: ran human atm an. She started halting sixty seconds before
Speaker 2: she touched anything. She started understanding the rear question underneath
Speaker 2: the prompt. She mounted the line on every task, she
Speaker 2: applied the leverage boldly on machine side, and she never
Speaker 2: outsourced the four things she finally named as hers. Six
Speaker 2: months later, she told me she had cut her stack
Speaker 2: from nine tools to three. Her output didn't drop, it sharpened,
Speaker 2: And for the first time in years, when I asked
Speaker 2: her what work has changed, she didn't go quiet. She
Speaker 2: has less a real one, same industry, same hours, same
Speaker 2: machine summing in the background, different human at the peak.
Speaker 2: So you don't need a better tool, you need to
Speaker 2: be a better operator of one you have already got.
Speaker 2: So now here's the thing. Every letter in human gets
Speaker 2: sharper when you actually know what you're operating from. Because
Speaker 2: most of you don't have a technology problem. You have
Speaker 2: a clarity problem. You don't know precisely what energizes you,
Speaker 2: what drains you, or what you were uniquely put here
Speaker 2: to two And every never outsourced list is just guessing
Speaker 2: is nicer clothes until you can name your own purpose precision.
Speaker 2: That's why I want you to take the purpose fact Assessment.
Speaker 2: It's a three twenty five minute science back diagnosed sate
Speaker 2: that shows you three things, what truly drives you, what
Speaker 2: consistently drains you, and the blind spots your team feels
Speaker 2: but you don't see. Once you have that, the whole
Speaker 2: framework changes because you're no longer operating from the fall.
Speaker 2: You're operating from your own core. The one thing no
Speaker 2: machine will ever generate so orsinadas this is the new era.
Speaker 2: Won't be the ones with the most tooths, they will
Speaker 2: be the one the dead. Leaders in this era will
Speaker 2: be the ones who stayed human at the week, who
Speaker 2: use the machine for everything it is good at, and
Speaker 2: kept for themselves the handful of things machines should never do.
Speaker 2: So this week, hope before you click, understand the real
Speaker 2: potion marg the line, apply the leverage and never ever
Speaker 2: outsourced report if just landed, share it with one leader
Speaker 2: who's drowning in tools and starving for clarity, and take
Speaker 2: the Purple fact fact assessment. Your next step in this
Speaker 2: show notes, thank you for spending time with me. Keep breathing,
Speaker 2: keep leading like a human. I am saying, and you're
Speaker 2: listening to Mindful Leadership Transforming Life on the Transformation Network.
Speaker 2: I will see you next week. Let's begin.
Speaker 1: Thank you for watching Mindful Leadership Transforming Lives with me,
Speaker 1: your host is saying, we are honored to have you
Speaker 1: join us on this journey to explode the transformative power
Speaker 1: of mindfulness, emotional intelligence, and authentic leadership. Tune in every
Speaker 1: week on transformation dot com at noon Pacific on Tuesdays,
Speaker 1: where we will continue to explore how mindful leadership can
Speaker 1: create a ripple effect of positive changes in your life
Speaker 1: and lives of those who influence. This show is dedicated
Speaker 1: to helping you lead the purpose, presence, and passion, whether
Speaker 1: you're navigating the complexities of business, building strong connection with
Speaker 1: your team, or striving to make a meaningful impact in
Speaker 1: the world around you. To learn more about the show,
Speaker 1: access additional resources, or live deepot visit Saying.
Speaker 2: Powerupcoach dot com. Remember, leadership isn't just about what you do,
Speaker 2: It's about who you are. Let's continue to transform lives together,
Speaker 2: one mindful moment at a time. See you next week.