AI Won’t Replace You Unless You Let It with Aneesh Raman

You're listening to Mick Unplugged hosted by the one and only Mick Hunt.

This is where Purpose meets power and stories spark transformation.

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I'm Rudy Rush and trust me, you're in the right place.

Let's get unplugged.

Ladies and gentlemen, welcome back to another exciting episode of Mick Unplugged and today

I have someone who I'm going to call the most interesting man, not only on LinkedIn,

but at LinkedIn.

He's someone I've followed from afar for a long time.

His genius is communicating and articulating real-world problems, but giving us real solutions

to that.

So please join me and welcome me, the game changing, the authentic, the man in the mirror in

each room.

And each other.

Good.

Thank you for having me, brother.

And I got to say, congrats to you.

On the up, spread the good word out there about how we can find our because and I have been

following that and appreciating it and we're in this moment.

I think the most disruptive moment to work in human history, but it is laced with such incredible

possibility around all the things that you've been coaching folks to pursue.

And so I'm just grateful for the work you do every day to inspire belief in more and

more people and get them on a new path.

You know, we can't we can't make change if we don't put forth effort, right?

And I believe that the way that the world is now and everyone in a good way, I mean,

this very positively, everyone has a microphone or a video.

And so how you use that, I think tells your character.

And so for me, my character is always, I want to uplift and I want to impact.

So that's what this form has done for me, man, but I want to I want to flip it to you.

You know the question I always start with, like, what's your big cause?

And so you've done a lot in your career.

I mean, in your continuing to do a lot in your career, we're going to talk about this amazing

book in a moment too.

But if I were to say a niche man, like, what's your big cause?

Why do you keep doing it the way that you do it?

It's kind of the big existential question that's defined my career because it's shifted.

I would say up until about 10 years ago, my because was to fit in.

I'm, you know, the child of immigrants grew up in this country wanting to succeed.

I saw that as both validation of why, you know, my parents sacrificed so sacrifice so much

to come here, but also a way to feel accepted, feel belonging in America.

And so a lot of the early chapters of my career were to fit in at the, at the most basic

level, to feel valued, you know, by this country.

And that didn't mean I was doing it.

I think solously, like I was doing it with real purpose around impact.

I was a war correspondent for CNN.

I became a speech writer to President Obama, like, it was all good work that was trying

to impact the world for the better.

But a lot of what was driving me and led me to change jobs every two years and to really

be restless about growth and opportunity in chasing this title or that title was this

idea that I just wanted to be successful in other people's eyes.

It was relative worth.

And about a decade ago, I started to better understand my skills.

So I dislodged this idea that I am my title.

And I started to understand that I have skills I can take to different arenas, explanatory

storytelling is this core skill I've had for my first days as a reporter to now.

When I left journalism to join the Obama campaign and he hadn't won yet at that moment,

I knew I wanted to be part of a movement, like telling a story was one thing, but being

part of actioning that story felt like a necessary next step for me.

And so a lot of the time in the administration and then at the startups I went to after was

kind of coalition building.

How do you tell this story, but mobilize people around a vision?

And then about a decade ago, my because sort of locked in economic opportunity became

this sort of cause for me.

I found it really interesting.

I found there were so many broken pieces to how people access or don't economic opportunity.

I sort of committed to it as this 50 year problem.

I wanted to help solve and a lot of it was just out of I can be endlessly curious and

committed to this because it's a big, gnarly problem.

And then the moment of Black Lives Matter really shook me in a way that I understood it wasn't

just economic opportunity was economic freedom.

And you know, Dr. King has this this great line about free to famine, free to the rains

and the storms like legal freedom gets you a lot and it gets you to this place of being

situated and seen as a human in the society or in the democracy or in but economic freedom

requires like investments into you.

It requires like structures around you that help you now with that legal freedom go build

the life that you want goes far as your talents and tenacity will take you don't mean

everyone needs to go try and be a billionaire, but it means that you can work hard and get

ahead.

You know, President Obama, we should talk about that basic bargain.

And that just lit a fire under me because once I understood economic opportunity to be

many things at once, economic agency, economic dignity, economic mobility, economic freedom,

it just made it much more necessary to commit to this cause.

And so that locked in is my because and then as we'll talk about AI arrives and I just

saw every reason to double down on that because of the opportunity to change systems.

And so I feel so blessed that I found my fight.

I found my cause and I don't think it has to be something as big as let's go build the

third great movement in human history because I think we've had a movement for democracy

and political freedom, a movement for climate, the economic freedom is sort of the third one

that we can do globally, but it can be something in your community.

It can be something that just drives your curiosity like you talk about.

It can be about a sector you're interested in or a startup that you want to go and build.

But I don't think I really locked into it until about 10 years ago and it changed everything.

Wow.

Wow, brother.

Again, that's why I'm such a huge fan of you because you just gave me reasoning.

You gave me logic.

You gave me philosophy.

But what was most important was you gave me you, right?

Like you talked about you and what you needed to do and how you needed to change it.

And I think for everybody that's watching everybody that's listening, the moment of

impact and we're in a world of AI, right?

But everything starts with you and the decisions that you make, the choices that you make.

And that's why I love Anish for what he does because everything does start with him.

And now Anish, we're going to talk about AI, right?

Like I can't have you on this podcast and not talk about AI.

You challenged me in such a good way.

You had a post where you talked about is AI like electricity or is it like computing?

And I'm going to have a link to that specific post because everybody needs to watch that

short.

Talk to us about that a little bit.

Talk to us about AI being like electricity or thinking about it like electricity.

Yeah.

First, let me say to everyone, I've been living and breathing this AI stuff for a couple

of years.

Like ever since GPT went mainstream, I saw it as a solution to a problem.

I've always thought the labor market is broken.

It's one of the least transparent, least dynamic, least efficient, least equitable markets

humans have ever created.

How we match talent and opportunity is largely guesswork and index generally on pedigree signals.

Did you get the right degree from the right school?

Do you have the right job title at the right employer?

Do you know the people I know?

And we know so many people who have so much talent and tenacity and potential who just

never got the shot.

They were locked out or blocked out of economic opportunities.

So when AI arrived, I saw, okay, this is going to be big.

I think this is going to change work in a real way.

That means we can clean up a lot of stuff.

There's a lot we could do as we rebuild work to fix what's been broken.

So I came with that just curiosity.

I know a lot of folks understandably are coming with a lot of fear and anxiety.

Generally, when technology is disrupted work, it has led to more jobs at the other end

of it, but it's led to a lot of messiness in the interim and a lot of people seeing their

lives and livelihoods upended.

We also know that technology, which I think is this tool unlike any humans have had to

go do big new, better things in the world has not lived up to the promise of what many

of us thought it could, you know, a decade or two ago.

There have been instances where we've all been like, what is this?

And is it doing, you know, real harm to society?

And so I think we all start from a place of understandable fear, understandable skepticism.

And I just want to show my math about why I came at it differently.

But because I was coming at it differently, I sort of started to build this logic flow

and it starts with, okay, I think this is going to be big.

There's this term general purpose technology that folks may have heard about or not, but

it basically describes technology that comes in kind of changes everything and then a lot

of stuff builds off of that technology in terms of new businesses, new jobs, new economies.

And so if you look across sort of the history of the work in the industrial age, you got

the steam engine, you got electricity, you've got internet, and now we've got AI.

And so I always started from what does this mean for humans?

And that was always a little bit of an outlier from the start because at the beginning

of all this, a lot of technologists were saying, well, humans are done.

We're cooked.

Like, we had a good run, but this machine's going to outmachine us like, there's nothing

left for us to do.

So the idea that there was even a role for humans at work in this age wasn't it given.

And then there wasn't a lot of effort at the beginning to, if you think there is going

to be a role, start to understand what it's going to look like.

But that's where I went first.

And so then I thought about, okay, we've had these three and now this is our fourth, let's

say, general purpose technology.

I think it's at that level.

And that was, that was a step first because remember, first it was like his AI, the internet

or crypto.

Is it a fad or is it actually here?

And then if it's here, is it going to change overnight or over decades?

We were just kind of like feeling our way through this.

But I was like, no, this is big and it's going to change a lot and it's going to change

quicker than we think.

Okay, now what is it going to change?

So then as I looked at steam engine electricity internet, one thing popped out.

If you think about steam engine to electricity, that was a big shift.

And we write about in the book how the companies that saw the gains of electricity understood

that and rebuilt the entire workplace around the electric motor in a different way than

they had from the steam engine.

But if you think about humans at work, it didn't change a lot.

Like you were still at a factory as a human at work.

You were doing different factory work, but you were still doing largely physical labor

on an assembly line building things.

Then the internet comes along and that kind of does change work in a big way, right?

We get the knowledge economy suddenly college becomes a bigger deal.

Getting that CS degree becomes a bigger deal.

People are launching businesses out of their garage and turning them into global empires.

It kind of changed things.

We went from physical work to cognitive work.

So early on with AI, I was like, okay, is it going to be like electricity where we're going

to do largely what we do now, but a little differently, or is it going to be like the internet

where it's going to change what we do?

And ultimately I landed on, it's going to be like the internet and it's going to move

us just like the internet moved us from physical work to cognitive work.

It's going to move us from cognitive work to like relational work.

And so early on I called it the relationship economy, then I called it the innovation economy.

We can get into the latest version of that thinking in the book, but it's going to move

work to index on something different.

And then the big high happened as I started writing this book with our CEO, it's going

to be the first time in human history that work indexes on our human capabilities.

The mind, not the machine, is about to come to the center of work.

And that means we got to change a lot, we got to build differently, but like you said

at the start, it means like we have as one of our last chapters, this idea, nobody beats

you at being you, like figuring out not just what makes you unique as a human, but what

makes you unique as this human is going to become your biggest competitive edge.

Agreed.

And I borrowed that from you because you and your team graciously sent me a copy of the

book.

To read it, I'm on my third go through of it now, just so that you understand how much

this book means to me.

And by the way, I'm remiss.

The name of the book is open to work.

How to get ahead in the age of AI.

And so I'm going to, I'm going to preface some things.

And then any, I'd love for you to talk about, you know, conceptually how you and Ryan

decided that we need to write this book and we need to write the book now.

So for everybody that's watching this listening, why this book is so amazing.

Kind of goes with the title, open to work, but there's an action.

How to get ahead in the age of AI.

So you're not getting just talking theory.

You're getting practical applications.

You're getting things that you should be thinking at, looking at, and then how to put

those things in place or the logic behind where you should go individually or as a company.

And so now my question is this, how the heck did you do this book?

Well, it is, I yield from using the word perfect a lot, but it is the perfect book for right

now. And I truly mean that.

So like, how did you and Ryan vision this together and what was that process like?

Well, thank you for saying that because it is like, it's so hard to write a book that I've

turned it from an out to a verb like to book is really difficult.

It's an intense endeavor for anyone that ever wants to write a book, call me up.

I will try and dissuade you with every solid argument I have.

And then if you still want to write it, that's the reason I write it.

And that's kind of where we started.

Again, we both understood AI could be a solution to a problem because we had been

a prior to AI go in mainstream really pushing this idea of a skills first labor market.

How do we make it more possible to match town and opportunity around the skills a person has

and the skills that a job needs done?

And so we, we saw it as something that could advance that cause.

And then we started seeing around us this conversation build and build and build that was so charged,

that was so emotional, that was fueling so much fear, so much anxiety.

And worst of all, we realized it was fueling this fatalism.

There was this thing settling in that was kind of like,

whatever's coming is predetermined, whatever's coming is inevitable,

whatever's coming for me, for us, for all humans at work, like AI already knows the answer,

or a bunch of CEOs already know the answer, or academics know the answer.

And we're all just like along for the ride.

That's such an anti-human view because it diminishes not just the potential we have as humans,

which the industrial age like shrunk us.

And so we've internalized this diminished sense of self that we need to be about efficiency at work

and that we need to be machine like.

And so if something comes like a machine that can out machine us or a tool that can out efficiency us,

like we get afraid, but we skip past so wait, we're more than this.

Like humans have been around longer than the steam engine.

Our brain that's been this brain able to have complex thought and build stories that mobilize us

it's at least 40,000 years old, maybe 70,000 years old.

It built the nation state, the monetary order, everything around us was humans imagining something

that didn't exist and then figuring out a way to make it so.

We can go back to that.

So a lot of it was like this fatalism.

And so we wanted to push back on that.

And so at the beginning, we went up and down, what is this book?

Do we have a book or do we just have an idea?

What does it look like if we build it out?

Is it just a career book?

Is it something bigger?

And we had a couple of guiding principles.

One was that we wanted to help people.

And that was like a real important point, which is because at the time,

there were a lot of books coming out that were sort of thoughts for thinkers to think about

when it came to AI, which was appropriate.

It was early and it was a lot of like leaders talking to leaders or academics talking academics,

just people trying to get their head around it at this really broad societal macroeconomic level.

And we just knew for every member because our vision at LinkedIn,

which keeps us honest, is create economic opportunity for every member of the global workforce.

And so we just knew for every member, that stuff was like unhelpful.

And so we wanted to make it really specific.

And so there's a part of the book that helps you just get situated,

that understands what's been and what's possible for us as humans at work.

But then we get super tactical about what you can do as you think about your job,

what you can do is you think about your career for companies, for economies,

and then ultimately for use an individual.

So that was a helpful push for us along the way.

And then the other guiding principle we had is,

we're just like two dudes who've had kind of the careers we've had.

We're not representative.

And it's hard to make anyone representative given that as we've talked about,

everyone's going to have to be uniquely themselves.

But we knew one way to do that would be to have a really diverse selection of stories,

of workers, from all backgrounds, from all stages of their career,

from every angle coming at AI.

I mean, we got Jeanette Aggression like this 50-year-old person who starts with a hell-node AI.

I mean, she talks about how she grew up watching Terminator, Terminator 2, Terminator 3.

AI came and she's like, okay, it's now happened in the robot apocalypse.

But she talks about how she pushed through that.

And she was taking a course where they said, use this tool to update your resume.

And it helped her see her skills in a new way.

And then she had to learn something for a certification.

And she was like every one of us,

someone who never found learning fit us.

It wasn't built around our way of learning our curiosity.

So she told the tools, like help me learn this thing in a way I like to learn

with stories of analogies, help to her get that IT certification.

To stories like Jeanette, like Umay, like Taj, like Diego.

I mean, it was really important for us to have that.

And that is the book.

And so our hope ultimately is that not only does it help you at a basic level,

but it helps you by being really actionable.

And it helps you by finding someone in this book.

The humans of this book are the books.

Someone in this book that feels like someone that you could listen to

and trust and believe that what they're saying is something that could work for you.

Because ultimately we're in a battle of belief right now.

And if the people that win and the stories that win

are a disbelief story, like humans are done,

the technology keeps beating us at stuff like hunker down,

give up, give in.

Like that's just going to be more likely as the outcome.

Because we know that's how things work.

Like we tell ourselves stories in order to live,

as John Diddy and said as humans.

But if we can inspire belief and ignite belief in everyone,

especially folks who have found the labor market

to be a place that locks them out or blocks them out of opportunity,

like this is the cheat code now with this tool

and with the way it's changing.

And so that's that's what we wanted to really inspire at Ignite.

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Yeah, and I love how every story truly is a representation

of different people in society.

And what I love about it, and as you read the book,

you're going to see this.

And I want you to think through this when you read the book,

is that each story is how AI is working for that individual, right?

Because I think in society, we're getting so overwhelmed

because everybody's talking about AI.

And it's good.

It's a very good thing.

But what works for Amish and the 50 different things

he's doing with AI may not work for me.

But if I can figure out what works for me

and understanding who I am, what my business is, what my goals are,

and where I'm trying to take things,

then I can start understanding, well, how does AI make me better, right?

Not thinking of how does AI replace humans or anything like that,

but how does it make us better?

So much so, Amish, that when I read the book,

I had a fundamental change in my businesses.

Not that I was ever looking to replace,

but my teams would tell you that I was the AI expert.

And I'm using air quotes if you're listening,

because I'm not an expert, right?

But I try a lot of things.

I flipped it to them and said, no, no, no, no, no.

The things that you do and everybody has different roles,

you need to understand or figure out,

and I will help you how AI and what components

make you better to perform better.

Because I don't want AI to replace you.

That's not what I'm trying to do.

But if it takes you five hours to do this thing,

whatever this thing is,

if AI can help you do it in four, that's a win, right?

If AI can help you do it in one hour,

now imagine who you are.

So everyone has taken ownership in their role.

And I got this from you both privately and through the book.

But everybody on my team now thinks like an AI owner,

meaning they own something,

and AI has to be a part of what they do.

As a matter of fact, you can't work in my companies

and not embrace AI to help you get better.

Because if you get better, the company gets better.

And if the company gets better, everybody wins.

And so I got that from you.

And as everybody's reading the book,

I want you to think through that aspect of,

how does AI make me better?

And I don't have to do 100 things with AI.

It could solve one problem.

If that one problem works, then it works.

So again, I'd love to get your take on what I just said.

Well, it's so powerful.

It's kind of everything of the moment in the book,

which is, AI's not going to replace you unless you let it.

Right? Like it all starts with the agency we have as individuals

and the strengths we start with.

We have a neuroscientist in the book who has a great line.

Everyone is amazing as they are.

So this is one of those moments where you start with strengths,

no matter who you are, where you've been across your lived experience,

your learned experience, maybe got resiliency, not from work,

but from how you grew up.

Maybe you got adaptability because you have to shift jobs a lot.

You're really curious.

You're really creative.

You know how to read the room.

You know how to build partnerships.

Whatever it is, you start with strengths.

There are human strengths that AI can't beat you at.

But if your day-to-day job is largely

routinized tasks, summarizing this over here,

analyzing quickly that over there,

yeah, AI's going to beat you with that

because your day right now is largely about efficiency work.

It will out-efficiency you.

But you are more than that.

But you've got to decide that you're more than that.

You've got to believe that.

And then you've got to shift the task of your job

in that direction.

We have this statistic,

70% of the skills for the average job

will have changed by 2030.

That's a lot, 70.

So that means even if you aren't changing jobs,

your job is changing on you into an entirely new job.

Now, what's exciting about this moment is

in a past era of technological destruction,

the way it worked was it played out over years and top down.

So if I was telling you about the internet or the electricity

and telling you that 70% of your job was going to change,

I'd kind of be like, okay, and then like,

wait until you hear how it's going to change.

Because at some point, your boss,

your boss's boss is going to come tell you,

okay, we figured it out.

Here's how we're using the technology.

Here's what it means for you.

Maybe you get laid off, maybe you get moved around,

maybe you get hired into something

that's a new job of that economy.

But you didn't have much control

over how it was going to change your job.

It was kind of decided for you.

The opposite is true now.

You know who has less idea than you

about what you do all day, your boss, your boss's boss.

Like you know what you do all day.

And that 70% is yours to change.

And we have a chapter in the book about this

for how we can all just approach our jobs today

about this tool.

Take the dozen tasks you do in a week.

Forget your job title.

And you could be CEO or the newest hire to company

and I'd say the same thing.

Forget your job title.

You do about 12 tasks every week.

What are the tasks that AI can do now?

I mean, if you're only coding as a software engineer,

all your work is in bucket one.

But generally,

just why they're still hiring software engineers

that isn't all you do.

You also have to meet with other teams.

You have to meet with customers.

You can use these tools to prototype things in new ways.

So whatever you got going that AI can do,

that's bucket one.

Bucket two is what you're doing with AI.

And this is the key.

It isn't bucket one stuff.

Bucket one is what you're assigning to AI.

Bucket two is what you're doing with AI.

That means you're doing something new.

You're learning something new

or you're building something new.

You can now go into a meeting with someone

you've never met who's from a different world.

None have to be literally a different country

speaking a different language.

It can be, I'm an engineer and they're in sales.

And they might as well be from a different country

because I don't understand what they say when they talk.

The tool can close that knowledge gap.

It can close that expertise gap.

It can say, hey, here's how you have to think about

who they are and what they want out of this meeting.

Here's how you can frame things for them.

So it'll be win-win for them.

You can come into a meeting and say, I want to pop this visual.

I really want to pitch this idea.

How about I create a video?

How about I create a visualization and image

of like where we want you to sit and time square

to talk to people, let you see it.

You could do that with the tool.

So bucket two is, what are you doing that's new with it?

Not assigning it, but building with it.

And then bucket three is stuff that's you.

I mean, I need a minute to think about this.

I want to challenge my assumptions on this.

I want to come up with a new way for us to approach this.

That stuff that is you on your own is a human,

ethical judgment, critical thinking.

That also that bucket is doing something with other humans

going and brainstorming something,

going and partnering in a new way.

As you move your job like a conveyor belt

and the task your job across those buckets,

that's the opportunity.

Because bucket one task, you don't got to do anymore.

You've got a tool now that's going to do it.

Bucket two tasks, you get to become smarter and build better

without having to go back to school or hire a bunch of people

to create the content you want to create.

You just got to do bucket two.

And then bucket three is, oh my god,

all this cool new stuff you get to do.

And never forget everything that's led us to do

anything good in the world as humans

has come about because we've done it together.

There is no story of positive impact, big change,

even building a successful business

that is just about a lone genius.

In the book, we talk about Einstein,

we talk about DaVinci, we talk about Mozart,

like all these people that came to be who they are

because of people around them

and because of the space they had to think creatively

or to be curious.

So go find your people, go learn with other people,

go brainstorm with other people,

never before has more been possible

and as easy as it is to do it as it is now.

For anyone who still is like about the tool,

this is the easiest to use technology

that humans have ever created.

You literally just have to talk to it

like you would another person

and it's getting easier by the day

to do more and more bigger, cooler stuff.

So don't let yourself get in the way again.

AI isn't coming for you unless you let it.

Anishma, I could talk to you all day.

I know how busy you are.

We might have to do a part two

because I want to pick your brain on so much

and you have so much to give to the audience.

But if there's one thing that you want people

to truly know about this book

and why they need it right now,

what would that one think be?

I would say we have all deserved a world of work

where we could bet on ourselves

and feel like the systems of work

would help us make that bent payoff.

And that is true for any human

who's ever worked a day in their life.

And until recently,

I wouldn't have been able to say

to any of those humans bet on yourself

and let's get going on building a world of work

that lets that bet pay off.

And that's sad.

That really rips at me if I think about it.

The billions of humans who have had so much potential

who could have done so much,

who could have come up with so many new ideas

and new industries who just weren't born

in the right zip code or at the right time

to hack their way into what they needed to succeed.

But we're in a different moment.

And so on behalf of all of them,

bet on yourself for every person who couldn't do that,

even though they desperately wanted to,

bet on yourself, push everyone around you,

the people you work with, the people you work for,

the folks you elect into office,

the folks that you have as community leaders,

push all of them to make sure your bet pays off

to build the systems of work in a new way

so that they are human-centric, they are dynamic,

they are agile, but we get to do the work

of building a better world of work,

better work for each of us, better work for all of us.

So let's go do it.

So bet on yourself, make sure you've got that

and then go make the world a place

where everyone can bet on their set themselves

and have that bet pay off.

I love it.

And Anishman, here's our new, I'm gonna pay this for it

because folks that follow the podcast, they know

when I have good books that are really good reads

that are impactful, I usually give out like 20 copies

to the first 20 people that message me.

This book is so important in what we do right now

and we're gonna do this on LinkedIn for obvious reasons.

The first 50 people that message me AI on LinkedIn,

you're gonna get a copy of this book from me.

So Anish, I'm gonna buy 50 copies right now

and the first 50 people on LinkedIn,

you're gonna get a copy of the book,

but here's what I need you to do.

I need you to pay it forward, especially if you're a leader

of a company, you don't have to be the owner,

if you're the leader of the company,

when I gift you this book, I now need you to go get a couple

of copies for key people on your staff

because this is how you're gonna win.

This book is gonna teach you how to win.

It's gonna give you frameworks and mentalities,

thoughts and action to succeed.

I guarantee it, like you've never heard me guarantee

on this podcast, I can promise you

because in just a short period of time,

it's changed things at my companies, right?

Like I have people who, I'm not gonna say

they were anti-AI, they were intimidated by AI.

But in this book, they understood, just find one thing

and make me stronger, as Anish said, in one area.

Because now, again, in someone on my team,

we'll tell you this, what used to take five hours,

takes one hour, that productivity

by utilizing AI and understanding.

So 50 people linked in AI, but you gotta move it forward

and how you prove it to me is by taking a picture,

tagging me in Anish and saying that you're paying it forward.

That would mean the world to Anish,

but it would mean even more to me

because of the respect that I have for this guy.

So Anish, round that I love him.

Well, same to you, anyone that feels any connection

of the story we're talking about here, it's like a movement.

I mean, really, we gotta go get the word out.

We gotta go enlist others.

It's gotta get bigger as we go forward.

We gotta have preaching captains.

I mean, you gotta have people like in each sector,

in each community, in each community college,

like getting out there with this word

and giving people like a call to action

and some simple steps.

But if we can mobilize folks and it starts with ourselves,

like any good movement, we can fix work.

We can build better work.

I mean, that just, we can change how the world works.

It starts with one worker at a time.

So just thank you to everyone who's listening

who has been inspired in a new way

and wants to go bring others along.

You got it, Amish.

Any time you want to come on, brother?

Well, we should.

I'm gonna come in now and I'll tell my team,

like we gotta do a part two

because what I want to geek out with a bit

is like what makes us us?

What was sort of interesting and surprising

about writing this book is if we weren't starting

with what can the technology can do,

but what can we do?

We have to define us.

We have to define what makes humans human.

What are our unique capabilities?

And it turns out there's been not much work on that

in the arena of work because we haven't had to do that

because the machine has been at the center of work,

not the mine.

So it would be fun to do a part two

where we go through just how we constructed our offering,

you know, of what makes us us, the five seas in the book,

the sort of habits of resilience and adaptability

that lead to an entrepreneurial mindset

and just how folks can take that as a to do as well

to build that human capability.

Absolutely, brother.

We will make that happen.

My niche, again, honored.

I'm gonna have connections to a niche in the show notes

in the descriptions.

I will have links to the also in the show notes

in the description.

If you're watching or listening,

also your local bookstores, support local bookstores,

great way to go get it,

but obviously I'll have links to Amazon books,

million Barnes and Novels and all that too,

but if you can go get it at a local bookstore,

that's also a big one.

For all the viewers and listeners, remember,

you'll be cause is your superpower.

Go unleash it.

That's another powerful conversation on Mick Unplugged.

If this episode moved you and I'm sure it did,

follow the show wherever you listen,

share it with someone who needs that spark

and leave a review so more people can find there because

I'm Rudy Rush and until next time, stay driven,

stay focused and stay Unplugged.