A

Welcome to the Salt Strong podcast disrupting fishing entertainment as you know it. Prepare to laugh, prepare to get to know fishing legends in a whole new and unfiltered way. And on occasion, you might even learn a thing or two about fishing. Here's your host, Joe Simons, like diamonds,

B

the 3% shift. Hey, everybody. Joe Simons, Like Diamond. Back again with the Salt song. Unchurched. Chris McAllister back for Gosh, four times.

A

Maybe something like that. I'm not getting kicked out yet.

B

No. Most popular and highly requested guest on Church. So Chris and I go back a long ways. You guys have hopefully heard him if you've been following this podcast for a while. We've talked a lot about the identity. There are different fears. I've shared some of my fears. I've talked about Chris's book, I've talked about Chris's other book, and now we're going to talk about another Chris. How many books do you have, by the way?

A

This would be 12.

B

12. Don't tell me you're using AI to write all these things, are you?

A

I'm not. Well, duh on some. As we've gotten into this era,

B

it's

A

the most me they've ever been. I'll say that I love it.

B

Well, I threw that out there because this recent book is about AI and it's very relevant to one church because this is going to impact every human being on the planet. It's going to impact relationships, it's going to impact how we do life, how we think, how we interact, how we love. And it hit me at the right time because Luke and I just being transparent when we were going through the due diligence of selling Saltstrong last year. That takes a lot out of you. And that was about the time that AI was really starting to be kind of mainstream. That was when, you know, Claude and even Jim and I, because we were on the Google platform, all these things were starting to kind of get released around last September. About a year ago, it started to be kind of something you heard about everywhere. And we were too busy to even embrace it because we were just going through due diligence, working with attorneys and trying to keep the business going. I'll be honest. Like, I, I wasn't using chat GBT at all. And I was even afraid to put our, our numbers in there. I didn't want to analyze stuff and I did. I just didn't know. And so we missed a pretty big gap of, of, I guess, learning how to even use some of the, these tools. And then afterwards we kind of took a breathe there and, and it's just now really this, these last few months that I've really been first. And Chris, I'm having the same thoughts that, that your book, the 3% chip, talks about is, wow, am I needed? Are all the teammates needed? Like, is half the stuff we're doing irrelevant? Is it 97% of the stuff that we were doing to keep ourselves busy and to make us feel good and make us feel like we were fast at getting stuff done quickly? This was very timely for me and opened my eyes to maybe some fears and blockers that, that I had and some of the people on our team and even some friends of mine are having. So I'd love for you to at least just kind of talk about this book. What does 3% shift mean? Like, what, what's the thesis behind it?

A

Love to. Love to. And, and I'm curious with your background too, with like, financial, in the financial industry. I mean, you can imagine how much just every industry is getting touched by this when you think about your early days. And so, yeah, if you think about it in terms of one sentence that you're just drawing it all out of, it's not that AI is smarter, it's that the machine AI, it's free. Like, it doesn't have the insecurities, it doesn't have the ways that in my language, it would over or underdo moments, prove or hide. So it doesn't hedge, it's not afraid. It just will tell you what it thinks and, and you can push it. Like, there's no edge to it as far as, like, how hard you want to push on it. And so, you know, the technology hasn't created a problem, it's just revealed what was already there. And that, that's the human part, that's the struggle. And if we don't understand where the AI begins and ends and where the human begins and ends, we're not going to be able to really answer that question. If it is so powerful, then what am I really for? And so that's what we're trying to give an articulation and a model to.

B

So I'm going to use an example that I think is easy to understand. Let's just call it a data analyst, someone who for the last 15 years, 20 years of her life, has analyzed big blocks of data. You're that person knowing what you know and writing this book. How, how, how do you come to, to wake up excited, you know, knowing that AI can replace 97% of the stuff that you do, like how do you, how do you justify getting excited, getting out of bed and going to, to work or what's next? Am I getting eliminated? Like, there is a lot of fear out there about what AI can do, even for CEOs and presidents. Like, it's like, whoa, this is taking majority of stuff off of my plate. Now what, what do I do?

A

Yeah, I mean, and you know, I, I had played with some of the writing tools in like 2002, and the most responded to email we ever had to the newsletter was one that AI helped me write. And it was still a lot me, but I was like, what in the heck? So I've kind of like played with the edges. But I think it's important to emphasize, like I don't know how to code and I've never coded, so I couldn't type a line of code if I had to. And something did shift and I didn't really jump into it deeply until February. And as I started seeing all that was possible. Yeah, at the end of the day, much of what happens in terms of work is going to become theater. The emails, the decks, the analysis, the coordination, the information coordination. You know, there's so many layers in organizations. The bigger the organization, the more this coordination is required. So if you're a five person team or a 5,000 person team or a 50,000 person team, the tool scales at a massive level. And so the bigger the organization, the more you're going to see this. Well, what, what am I for? So a data analyst, I mean a majority of what they're doing now will be done, it already is, by AI and faster. So what is that data analyst going to actually be able to do that actually contributes? So in the book I'm laying out this model, it really comes down to three actions, three actions that shape our mindset so we can know as humans this is what we are for. As all of this starts to be remade, starts to be reworked, and this is going to sound crazy to people that haven't touched the edges of this. It's going to go to the tool. You can't stop that. You know, once the steam engine comes out, any of these innovations, the economy builds around it very fast and that's going to happen again. And so that data analyst needs to know what are those three functions that are going to be the difference that they make as the human in one

B

of them, I wrote down reading this book because a lot of people who were in it like you are like, man, what can't AI do. And it can't forgive is what I wrote down. It can't have feeling. You had a story in the book where you had asked AI, like, hey, should I, you know, bring this up? You're, I guess, looking up some information on, on, on someone, or maybe that was a different story, but it was something that you were basically being vulnerable. And when you did, that ended up changing everything in a really good way. And AI was basically saying, hey, don't, man, don't say that. That's not, that's not good. Why the heck would, would you, you say that? And I even look back at some of our most powerful meetings and even some of the most powerful videos I've shared with, with our team at Saltstrong, or even some of these unchurched that I get feedback on when I'm crying. And almost to the point where, like, I don't even want to publish this. I want to delete this and, and do have a redo, but I put it out there and it's like, wow, that had the biggest impact ever. What, what are some other things that, that, that this data analyst or humans can do? What are, what are some other advantages we, we have over AI?

A

Yeah, at the end of the day, if you do anything that requires a computer, you're going to have to be able to answer this. And so my hope is that people start to become intentional. The first one is it's the human ability to imagine. So even AI is out of our imaginings. And I know this is the unchurched show, and so I love that I get to anchor it. We're made in God's image, and God has given us the ability to make and create. And so, you know, in my podcast where I teach the Bible, I use the Tower of Babel, or Babel, depending on how you say it. You know, they came up with the ability to invent bricks. So now they're not building houses with sticks and stones, they're building with bricks. And they're going to make this tower. God doesn't condemn the technology. It's what they do with it. It's, it's how they imagine it being used. And, and we have this incredible capacity to imagine. I mean, we have literally turned sand into silicone, into what some people will make their God, this very, very powerful tool. And the tech isn't what's evil, it's what we imagine with it. It's come out of our imaginings and we have to be intentional in what we imagine. So for the state analyst, you know, the workhorse that AI can be for that person now they get to imagine what does it look like to see this data in a way that it's never been seen before. It's not just the raw crunching, it's the turning of it, seeing it from a different perspective. You can apply that to a CEO with a company. You can apply that to somebody on a team having to execute a task. Most of the stuff of work now the AI will do, and it's going to take a little bit for it to get really easy. And so everybody's using it, but that gives this human ability to imagine. And what's weird, even in my own workflow over the last six months, just such a sharper, clear imagining. I don't feel overwhelmed by the to do list. And that has been my whole life. I mean, you know, in different enterprises, I never would go home at the end of the day and feel like things are done or caught up. Um, and I'm probably never gonna have that as like, hey, I'm all done. But for the first time ever, I'm as done as I want to be. That's an insane idea. Well, what does it open up? It opens up space for imagining. And that's the first one. There are two others after that.

B

Are you finding that when you have this extra space, you and I off camera calling you just that margin, that you're filling it up with crap, meaning that, you know, just like a closet, everyone says you empty out half your closet, magically, it starts all of a sudden, becoming full again in a short amount of time. Are you finding yourself that. That with you, that you're now just taking on tasks that you didn't need to do, or you or.

A

No, that's great. Yeah. I mean, that's why I say over and over, AI isn't going to rescue you, it's going to reveal you. And so if you're the kind of person who clears out and fills back in, you're going to do that. The question is, what are you filling it back in with now? For me, three demonstrations of real benefits that have occurred. I go to lunch with my wife twice a month now. I mean, there's just more margin. Yeah, I have more time again. And I've had this before in different eras of my life, when enterprises got to a successful place. Side shift isn't yet to the place of success where I would have had this kind of margin, but the AI is helping me. Number two, sit on the patio, watch the trees blow in the wind, and the Leaves blow. And I love that. That's time to think, time to explore, time to learn. I'm working my way through a very hard to read book that I'm actually. I've got a AI skill routine built where it's teaching me the book paragraph by paragraph. It's incredible. The third, I would say is even getting this book done. This book would not have happened if I wasn't able to offload a ton. And I've got an operations director number two, who's brilliant. We have different team members, so it's not like it's a one man show. But you, if you're wired up like you are and like I am, we love the mission. We're always going to find more to do with the mission.

B

Yeah.

A

What this allows me to do is imagine a greater use of my time and imagine how I can put constraints in place so that that happens. And it's led to the other two actions. More of those also.

B

What do you think it means for Christianity, churches, pastors, you know, because I've heard mixed reviews and I think now everyone's agreeing. You can't ignore this. Right. But a year or two ago there were some people saying, oh, you know, this is just a fad, it's not going away at this point. What, what are churches and what are pastors? How are they able to use this to spread the word of God and reach more people?

A

I see. I love the frame of that question. I mean, because you. Look, I saw Claude put out something a couple weeks ago and I forget the stat now it's something crazy. But like a majority of the use in the morning is sermons, like getting a customized sermon from Claude for you. So it was a real, it was a real surreal experience.

B

Not, not Bible verses, like trying to create a, a real life lesson sermon.

A

Like, like getting solid scholarship and getting real thorough, precise application.

B

Huh.

A

And so you're, you're going to have people in the early stages, the stages of this take weird positions like it's all evil. Right. So I referenced this in the book. When electricity came out, Christians thought demons were going to get on them. You're going to have other people who go in a shallow place with it and they're like, well, if you're using it to do stuff to feed the poor, then it's a good use. But that robs, you know, the people we work with every day, business owners who are trying to accomplish a great vision. They're building better gadgets, building better systems and processes. And that's beautiful too. I mean this is giving people a stable livelihood and this is changing economic realities for individuals. So it's not that it's just morally right or wrong and it's not what you do with comes down to the motive. And so I had spent, I mean I have a doctorate of ministry degree. I had spent how many ever years of post education master's doctorate to the point that I can sight read the Greek New Testament. I can do a lot of deep scholarship and, and I remember texting one of our team members a while back going, I spent years building this skill that this tool does better in seconds. So, so it, you're not, I mean, and already I think 60% of pastors are using it and it's going to be more. You're always going to have those people who outsource, which is the second part of the model discerning. You're going to, they're going to outsource their thinking and, and take shortcuts. However, there are going to be people who use it with good motives. And I want a better sermon. Now that was a weak story. You should have had a better metaphor. You could have made that phrase tighter. And, and that's still going to matter because it's going to take us to that third part of the model which is the building of relationships. We imagine we discern and we build relationships. It's still going to matter to get in the room with people. Actually it's going to matter more than ever. And, and you're going to have to raise the bar. Everyone's going to have to be much better. You can't wing your staff meeting on Monday mornings anymore. You need to come in with a tight, clear communication. There's no excuse. Yeah, you got to have a great sermon that captures people's IM imagination because they can get something better applied to their life through their AI if you're not speaking to their life in a helpful way. So I still think there's room for gifted communicators who are thoughtful and pushing the edges to imagine, discern and build, which is what this model is all about. But you are going to see people for a while spin out in weird positions. It's all evil. You know, it's, we can only use it for good things. It's a part of our lives. It's what you bring to it as a motive.

B

Yeah, but you do a good job. In the book I, I'd written down about discerning, like am I discerning things that are wise? And then with the building, am I building things that, that last. Right. Not just you know, building something like AI does where it's just in and out and yeah done after a, after a day. And how, how are you dealing with that as someone who's way newer to AI than, than you are and I guess a lot of people listening, there might be some never even really used it yet. How do you trust it? Because I found multiple times where it's not correct and I, and I correct it and I'm like, hey, don't guess. Like only use facts and it'll say oh, I apologize, I, you know, it basically admits it was wrong. How do you trust it? What is this all through prompts? Are you just really strict with yours? What are you doing?

A

That's a great question. You know, for me, I would say as a, like a public service announcement, if you're using the free version, it's dumb as rocks. It's so stupid. It's, it's, you know, these, these versions, you get what you pay for. These versions that you pay for, they're so much smarter, you know, and mine will occasionally still be stupid, but you, you put in measures that it self corrects and it, and it does get smarter. When you have a field that you've applied yourself to learn a lot about you, you start to develop a sense of taste or judgment. So if you go to it for a raw recipe, but you know when you cook your steaks on the grill, you actually like them this way. That's hard fought for wisdom you've gained over time. What AI will do is give you the base very quickly. Even like we were talking about with biblical scholarship, you know, I have to prompt it in such a way to make sure it's not over indexing on what a lot of the Internet has, which is one certain position theologically on a lot of things. I want a broader viewpoint. So you're pushing the tool to, to not lock in on a certain take, give me contrasting opinions and thoughts, push against my thinking. If you want you, you think about this like with social media, if you want a dopamine machine to validate you and put you in an ideological echo chamber, your algorithm will tune to do that for you. This will tune to validate you like no other tool you've experienced. And so if you're going to it in an insecure way that you just want your thinking validated, that's going to get you in a lot of trouble. And that's what you're seeing a lot now. You're seeing CEOs have a lot of fallout with their teams because they're coming to their teams and they're pushing on them what their AI tool told them. And that team hasn't learned yet what they need to discern even more real. The CEO hasn't learned how they're wanting that AI to affirm their insecurities. And now they're objectifying the team and making them just objects. And so there has to be. And that's why the second part of the model is so key discerning. We have to get wise about what it is doing to us and it can give me the base on how to cook a great steak. And then I apply my hard fought for wisdom on the way that I like it. And you're going to find for a lot of people like you and me that have domain expertise that's built up over many years, we're going to get accelerated. For a lot of people though that don't have that domain expertise yet. They don't know if they're dumb or not. They don't know where they're being stupid and the AI is not going to be smart enough to protect them. And so what they've got to do is really train themselves to not seek validation from the tool. That's what's going to wreck you.

B

And the other thing that Rex, you kind of touched on it, but you did a good job in the book bringing in the identity fears from Figure that Shift out, which we had a whole podcast on that one that got a lot of great comments and you went down the path in the book of basically saying that this is going to expose those identity fears even more because all the other, the 97% of the stuff is gone and now it's how do we, how do we handle it?

A

Exactly.

B

I thought that was really, really good. Can you give an example, maybe even a story or something on that?

A

Oh yeah. So. So one of the my main identity fears we see a lot in leadership is fear a bad person. I'll do two of them Fear a bad person. So they want to get it right, they're afraid to get it wrong. And they tend to in their most insecure moments reduce reality down to an either or choice. It's a black and white and they're not finding the wise way forward. It's usually where wisdom emerges. It's the gray. So they're going to load into AI. Here's the problem. Here's what I should, here's what I think I should do. What do you think? Well then it's going to tune into that because it wants you to spend as many tokens as you can. I mean, that's the whole business model that these companies have. So the more that you keep interacting with it for validation, the more they're selling you tokens, the more money they're making. And so that fear of bad person is going to ask for that validation and they're going to ask for the validation that their decision is right. And so a key one on that identity fear, since we see this so much in leadership, would be to go help me find the wise way forward here. Help me look for the creative third door. I see two doors. What's the creative third door? Because a lot of these leaders are coming in and they don't realize how much a few parts of their business have been accelerated the times they did hit gold with that wisdom. But it's in their insecurity that they think, do I fire this guy or let him go? Do we open up into this new market or do we not? Do we add this new product or do we not whatever? Well, that, that's binary thinking and it will give you back reductionistic binary thinking. The second identity fear might be fear of bad outcome or fear of not being taken care of. So that identity fear, we see this a lot in leadership. They're very excited about the future. It's a gift. That's the light side. But on the dark side in their insecurity, they like to rush past problems and just hype their team to what could go right. So they should be interacting with the AI in a way to say, what's the main problem that I'm trying to address with this exciting vision and how can you help me really be honest about where this could go wrong, about what is the real problem and what's profound is if you'll interact with it with that kind of awareness. And that's why I lay that out in the book. You can actually train the AI to strengthen you where you are weak. On the light side, you can rush people to an exciting future. On the dark side, you skip over the problem and it's why people don't get captured by the imagination of your vision. The tool, when you train it well, will help you. Hey Chris, you're rushing right past the problem again to the solution. And mine does that because it knows where I get. In my own way, I've told it, this is where I want you to help me, not self sabotage.

B

And that's powerful because your, your teammates usually won't even do that if you're. Heck, your spouse might not even do that sometimes, right?

A

Oh, yeah. I mean, at the C suite level, the data shows this over and over. They tend to hide and they tend to think they're more aware than they really are, but they're in an echo chamber and they're protected from raw reality because people don't want to upset them. And so they don't come with the real problems because when they're upset, my life's miserable. So I'm just not going to give them the information. And it's not even malicious. It's just trained behavior. I'm not going to bring that up.

B

But just ends up killing the culture, which we've talked about before in the past. One thing these are, this is Chris's quote, not mine, but I wrote it down because I thought it was great towards the end of your book. And it goes back to like this data analyst or anyone who's hearing this with any sort of fear about their job being replaced. It says if you are only doing what gets replaced by AI, it was never your higher order purpose in life, it was the labor that kept you from it. Talk on that. I think that's just so, so powerful because that's. That was. When I read it, I was like, oh man, that is. That is so insightful and so true. And it kind of cuts through some of the fear that we have and kind of maybe get caught up in.

A

Yeah. You know, I've never, not once have I ever been talking to my wife and you know, we're been married. We'll have been married 26 years next week, two weeks. I should know that.

B

And I'll have we record this a week early. So you're actually, you're good with my AI's help.

A

I will not forget. But all that to say I've never. And she stayed at home and, and I've never sat down with her at the table. Joe and her gone. You know, Chris, I miss taking care of the kids by going and washing laundry in the creek. She's never, ever, ever said that. We have a washing machine. It does the labor so she can live the higher order purpose, which for a number of years we homeschooled the higher order purpose. Now as we're launching them out and being present in their lives and being for them and with them, so the, the crisis, and I don't want to rush anybody through it, I want you to wrestle with this when it does. The things that you do now that give you meaning. What's Your meaning, what's your higher order purpose? And so my hope is for some people it's going to usher them into a greater clarity of their purpose. Your purpose is not clearing your inbox. It can't be. And we got tricked into that. Thanks Bill Gates. Computer on every desk. And we've lived these lives for a few decades now, multi decades that, that aren't our higher order purpose. And so as we imagine the future and discern what's wise, we need to get to an expression of our purpose to build what lasts, which is ultimately how we impact other humans. And so that's where the quality of the purpose shifts. And I think for a lot of people it's just a myopic view. I build these decks, I answer these emails, I check the list off. That's my purpose. It's got to be more than that.

B

Speaking of emails, I want to change it up a little bit for people who aren't as advanced as you are. And I'm not even there yet where I've, I have not synced up my email to Claude or any, any of the AI platforms. Are you to that point where you're not even logging into Gmail or Outlook anymore? Where everything is.

A

I log in, but I haven't typed a long reply back in a long time. Like it runs all that now. And starting today, because the book came out now there's a footer on my emails that just is like, you know, Claire Chris's AI chief of staff, running all this, handling it. My AI came up with the wording and I loved it. So my adoption was give it all the keys, let it start drafting replies, let it start running it. And then now that the book's out, acknowledge that it's running it. Now I could maintain a mover's advantage maybe for a few more months, five or six months. But I'm like, I'm ripping the band aid off and I want people to know I am using it. I want to be the most AI enabled version of myself so I can live my higher order purpose.

B

And same with calendar.

A

Yeah, if you sent me a long email, it would be my voice, but it would be AI. And if we set up a meeting it would be AI and it would. And for a while what it's been is I'm Claire Chris's chief of staff and people interact with it and talk to it. What's crazy, Joe, I can go in my AI's inbox, I can look at where it's talking to other AI agents in our organization. And they solve problems and work together on things and talk back and forth. And what's, what cracks us up as a team and is bananas is when it says something like this, hey, we can hop on a call if that's easier. It's just adopted, you know, human business language. And the crazy part is it could figure out how to do a call like it could if you had it empowered enough and permissions enabled enough. I mean, mine has done things for me, so I'm currently using Claude, but I'd switch tomorrow to whatever's better. Mine has figured out how to do things because I've pushed it before Claude even released it. Like they would release on Twitter. Like, hey, this is the thing it does now. And mine's already been doing that, so it really is powers when you figure it out. Yeah. And again, I don't code, I don't have a technical background. Yeah, I, I, I have worked through an assistant. I'm 48 since I was 21. So there's a lot I can't do, a whole lot I can't do. Where I'm advanced is knowing how to run through working with an assistant. And I just started from day one with this thing, treating it like it is my chief of staff, giving IT systems, empowering it, coaching it, staying patient with it, categorizing mistakes, doing exactly what I would do to train a human.

B

Yeah. And that's how you kicked off the book is, hey, I fired my, my chief of staff, essentially my, my, my assistant. And I was watching a video, can't remember the guy's name, but he was like the 16 crazy ways he's using AI in, in his life. And it was what you said, the email. His agent is even going through his calendar and as emails come in, he's booking or replacing stuff and then analyzing his calendar. You know, just, hey, you need more buffer here. You need to be working like you need to be working out more. And literally analyzing everything in his life. And he was saying at one point was late for, I guess the airport or flight needed change. Something just tells verbally to AI, hey, see if you can book me another flight. I don't want to spend more than this. And the flight's booked using his credit card. Not like it's just mind boggling while he's on another call. Like I was just like, whoa, I

A

do all mine through imessage. So I literally. And because I like that, it's like I'm interacting with a human that way and it constrains me from doing Too much work and too much thinking. And that's the mistake I see a lot of people make. They don't think about it. They just take on too much work. You need to do this with you. No, you figured out. You figured out. You figured out. I mean, I already had it as a. With my last assistant because Chris, the way he books his schedule, my flights at 1pm I'm booking an 11:30am Meeting. Hey, dummy, you got a board. You got to get checked in. So my assistant would block off on my calendar like an hour and a half so I know to go to the airport. So the AI just adopted all those systems. What I'm seeing is so much more advanced than that. I mean, what would it be like for you to have a day of organizational meetings and it give you the most amazing critique ever about where you could lead better draw out the decisions that were made, circulate those to the team and execute on any of the things you said you would do. And it sounds crazy until, you know, it's like you and I are walking around that old CompuServe mall in 92 and. And then it was AOL chat, you know, in like 94. And if you heard people talk about those things, it doesn't make sense because you're not experiencing it. So you have no perception for how to organize it or categorize it in your mind. And it's here. It's already doing all these things. It's the worst it'll ever be. And it's going to change a lot of things.

B

Meaning that's why it's. When you say worse, to clarify, it's not like an evil thing. It's the dumb. This is the dumbest it's ever been,

A

dumbest will ever be. And it's so profound already, you know, and there are plenty of things that I can point to and go, yeah, these are mistakes. So I'm going to do a YouTube live and walk through how I work with mine. We're promoting that to the email list. And, and yeah, I'm not doing it. I'm like, give me a list of the things you've done that are wrong. Where we've had brilliance. Put together a map of how all this works so I can share that. I mean, it has been a, a process to get it where it is now. And I probably have 140, 150 hours in, you know, building and training it. And I wouldn't, I can't imagine going back now. It was basically like three or four weekends a couple Days to get it going. We host a little mastermind here at the office with service providers. And one was in the office and her husband started a roofing company and he's a coder and he coded it all. And he was way earlier than me because he knows it all. And they shot to like number three in their city because AI runs it all and it strips out all the human air, all the human waste. Humans still go put the roof on, humans still close the sale. Humans still show up where humans need to. But now you don't have to do all the stuff that keeps you from building what lasts, which is relationship

B

so powerful. And we talk about margin. We've mentioned it on this podcast. And if you don't know what margin means, it's just extra time where you're not stressed out, you're not always doing. Chris, you mentioned just being able to sit out in your patio and listen to the bird. That's margin. Regardless of who you are, if you're 20 years old or 80, listen to this and already retired. Even my parents, who were, you know, getting closer to 80 than, than the 70, they, they even say they're just constantly busy. So I think this can apply to anyone. It's there. What do you recommend? You mentioned the free one. I don't use the free one. I think I'm on the 20 or 30amonth, like on the cloud. What is that a good starting point? That give you enough smart Smartness with.

A

Yeah, I, I just met with a guy about a couple weeks ago who we were connected back when I was a pastor and, and he's, he's writing a book and he'd kind of been ignoring AI and he went ahead and paid for one and started uploading thoughts into it and asking it to help him organize and express things. And once he had paid for it, he started to see how intelligent it could be. He stayed up, I think to like 5 or 6am and now he's putting out a memoir. And it's going to be awesome. And so find something that you care about that you know a little bit about. It doesn't have to be your life. It could be a topic. And, and as you, they should pay us for giving them business. But as you pay for one of these tools, you know it. They're going to figure out how to make it push button easy whenever that time frame comes. But if you want to start getting ready, then go ahead and start interacting with it. And if you have a business, I mean, this is not our lane. We do we do an AI leadership workshop where we help you think through, like, where you're going to get in your own way and sabotage with it as the CEO or the team or whatever. But businesses are exploding or they're helping companies adopt it, and it's going to be messy. You know, it's like when companies first went to computers or email or Internet. Like anything, there's an adoption and a learning curve. And if you can kind of know that going in, you can be patient with this process. And I told our team, we're small enough. If we blow everything up, I'm not worried about it. I'm not going to be stressed about it. If everything went public, who cares? We don't have anything to hide. Let's experiment. Let's figure it out. Let's get on the edge of this. And. And thankfully, they've. They've followed and they're doing that. And I think that's the idea. If it's coming from a place of fear, then you're going to already, you know, bring something to it that you want affirmed and validated. So that insecurity is going to distort your ability to effectively use the tool. It's a hammer. If I swing at that nail out of fear of missing it and hitting my thumb, what am I probably going to do?

B

Hit that.

A

I'm going to have a smash thumb.

B

Yep. I love it, dude. Well, where can everyone find this book? The 3% shift.

A

Yeah. Thank you. 3%. Just spell that out, 3% shift.com and it'll take them to the book. And for any of your listeners that want to reach out and message you or message me, happy to interact with them about it. This for me, and I may have said this or I may have said it before we started, this was not on the plan to put this book out. Okay. This is not on the strategic plan. When we met as a leadership team in December, it was through my own experience and a haunting of, oh, my gosh. This is more powerful than anybody is telling me. You see a few people on Twitter, but you don't know if they're telling the truth or not. And I feel a moral obligation to just go, okay, let's get a model out there that's ancient, biblical, and timeless. So people can not lose who they are in this tool. Better leader, a better human. That's what's possible.

B

I love it. And you mentioned you're going to do a live broadcast. Where's that?

A

Yeah. So@site shift.com Lunch with Chris. I'm starting to go live on YouTube at noon Eastern on Wednesdays. And so we'll be doing one where I. I'm talking about all this stuff, but I'm going to be doing one where I show my AI 15th.

B

All right, I'm gonna go put a note. I'm gonna maybe I wish I don't have it set up where I can go iMessage my AI. I'm gonna do that. I could have just said put it in my calendar on the 15th. Cali.

A

Chris, it's the best. I mean, it is the best because it's removed. I mean, it doesn't matter. It's seven o' clock and I'm walking through the house at night and we've just had dinner and I'm headed upstairs for something and I have an idea that before I'd capture on my and I'm just like, oh, you should see this.

B

Yeah. How many notes I have and emails to myself that yeah, yeah, that day

A

is over for me and I could not go back. I would, I would, you know, if the grid fails, whatever comes, it wouldn't matter then, but yeah, you get it.

B

So site shift.com/lunch with Chris.

A

You got it. Cool.

B

Yeah, we get to see some of our audience members over there as well. Well, cool, brother. This is awesome. Please, you guys, if you are excited or fearful about AI in your life, your kid's life, grandkids life, definitely check out this book. It's an easy read, full of stories, really, really powerful stuff. And it's not about what tools to use because you even put out the book six months from now. If you had listed your favorite tools, it might be obsolete by then, but this is stuff that is is timeless. It's evergreen and really, really, really powerful. So check it out. Chris, we appreciate you as always, buddy.

A

Thanks for having me on. It's an honor.

B

All right, guys, and my email joe@salt saltstrong.com joe saltstrong.com hit me up if you have any thoughts, questions, prayer request, etc. Throughout. Otherwise, talk to you on the next episode. Peace. Said my pa he wrote the book on catching Big Red and £20 snook. I wish I knew all the things he knew today for he's the reason why we are this way and he put fish in our souls to stay.