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Secrets From a Coach - Debbie Green & Laura Thomson's Podcast
Secrets From a Coach - Debbie Green & Laura Thomson's Podcast
188. Being Human in an AI Workplace - Maximising Personal Touch Moments
In this first episode of our 4-part focus focusing on Maximising Personal Touch we look at how to balance the tasks we complete with the impact we create.
In a world that is becoming increasingly automated, and Artificial Intelligence now an everyday term we explore how to remain empowered, confident and making time for the human moments where we bring our personal touch to the interaction.
Whether client, patient, customer, student, colleague, contact or friend - it is the personal touch that makes the difference. We explore the 3 Human Edge skills that enable the personal touch moments to happen. Not only benefitting our roles right now, but also our health and wellbeing for the future too. We are human beings, not human doings, and how we work today serves as a lesson or a warning for future generations.
We share simple everyday tips for creating personal touch moments: etiquette, engagement and empathy.
Curious? Check out our previous relevant episodes:
Ep.125 Engage With Everyday Collaborative Conversations with Dr Trudi Taylor
Ep. 123 Connect With Caring Conversations
Ep. 116. Relationships Last Longer Than Emails
Ep. 95 Positive Impact and Influence: Relationships and Reputation
secrets from a coach thrive and maximize your potential in the evolving workplace. Your weekly podcast with debbie green of Wishfish and Laura Thompson-Stavely of Phenomenal Training.
Speaker 2:The number you have reached is not in service. This is a recording.
Speaker 1:Debs, laura, how are you doing Well, I am beyond excited.
Speaker 2:I know you are.
Speaker 1:Because you have allowed me to unleash my robot AI conversation.
Speaker 1:I know you've been itching to do this right, and I think the fact is I think now more than ever, laura, what you were talking about back in 2016 has never been more relevant is the day today, so the floor will be yours for sure well, I mean, you know, as always, we like to bring a bit of an edutainment sort of feel to it, because the last thing us humans need is more things to worry about, more things to feel pessimistic and concerned about, because the more worried we are about things, the less open our minds might be in terms of looking for the opportunity, which I know is a big thing for you. So our hopes and dreams for this four-part series is looking at how do we maximize human touch, because if us humans can't first of all notice and identify what are the moments that actually bring that humanness to how we work? And, of course, one person's job is someone else's leisure life or pursuit. So even in an out of work environment, we're interacting with people that are doing their job, so this impacts all areas of our life. The second thing, then, is is how do we then have that confidence and that self-belief to, even if everyone else isn't getting up and having a chat with people? Everyone else is sitting there, nose to the screen, emailing. That doesn't necessarily mean that's the best way to go about it.
Speaker 1:And then the third one as well, I think, just to remember, we are supposed to enjoy ourselves.
Speaker 1:That is one of the aspects of humans in that we do things just because it feels good and it has, you know, some sort of pleasure to that as well. So what we tend to find off the back of some of these conversations we have in our workshops at the moment is people really enjoy those activities and exercises that get you know to remind us of the power of humans being in a room together and enjoying each other's space. So we thought it might be quite cool for this first one to just have a look at some key things around. We're not human doings, we're human beings, and particularly from some of the insights we get as the privileged role us as a team of working as facilitators, what might be some interesting things just to put back on our radar. Because the busier we are, the easier it is to not have some of those human interactions because they might take 30 seconds more face to face. But oh my God you know, the benefit you then get from that is untold.
Speaker 2:I know when you first sort of floated this idea around and, um, you know your thoughts around if, if it's boring or mundane or it's just a chore, then the robots will do it.
Speaker 2:And yet you always talked about that importance of having that level of emotional intelligence. So you know, yes, whilst and you'll talk more eloquently about this than me whilst they're learning deep learning is going on from machine to machine to machine there is still that element of being that emotional human being and, from a level of emotional intelligence, the impact that you have on individuals is far outweighs anything that you could have with a robot, and so I think it's really important that we understand the impact that having that human connection has is just incredibly powerful. From just noticing, as you said, somebody in the room that we've seen maybe not not themselves or just not feeling it or suddenly they react to something that so quickly because we're always observing what's going on and sensing and feeling that can help make or break that relationship with that individual. And you can pick them up really quickly rather than wait for a I'm going to put it in a vertical a computer to say yes or no to you, because you have to act right in that moment. So that reaction has to come into play and, yeah, I think we do that exceptionally well as humans, because we empathize with what people are going through, and that's what makes the biggest difference. So, yeah, I mean, laura, what's your steer on that, because you started talking about this so long ago? How have you seen it evolve from an emotional intelligence perspective?
Speaker 1:Well, I think, what wasn't factored in. So when I had my wake up and smell the silicon moment and thought, hang on, that's interesting. So I'm here sitting listening to a neuroscientist talking about the work they'd been doing with DARPA, the defence agency over in the US, which has $3 billion a year annual budget to research stuff that invariably is focusing a lot on AI and all those types of things, and what I think has surprised me is we didn't have a pandemic factored in. So just how vulnerable the world of work was made by that sudden requirement to shift and flex and adapt. And I think what I haven't quite sort of appreciated, or would have known at the time in 2016, was any of these changes.
Speaker 1:You know, wake up and smell the silicon, look for the opportunity that was based on a foundation of optimum freshness and resilience and energy as the world of work. Actually, what some of these big changes are coming in is it's hitting us at a time when people are exhausted. They've got too much work to do anyway, let alone think about being innovative. Who wants to be innovative when you can barely cope with your nine to five? You know, and maybe it's just the people we hang around with, but I have not really met anyone in the last couple of years who says oh yeah, I'm just floating around in my job at the moment, not too much to do, that's just not what we're hearing.
Speaker 2:No, it's definitely not what we're hearing.
Speaker 1:No whether they're dealing with caring responsibilities, because you know the state can't provide that amount of wraparound care, so they're having to do all of that stuff as well as a day job.
Speaker 1:So I think what surprised me, debs, is, had everything gone to plan and we just had smooth sailing, as you know, when the first bits of AI started to get sold out there in the open market robotic process automation to RPA, and then it's all kind of built and built and built, but on a workforce that is fatigued, and that, I think, is one of the things that we both feel, and our team feel, very passionate about is, at the time of recording, now, midway through 2024, if we haven't been able to identify what is it that actually makes, in my role, that human, personal touch and it tends to be things that require relationship.
Speaker 1:If it is just transacting information, passing knowledge from one thing to another, then if you haven't already been automated, that at some point there will be a process that is able to do that, and it's really important, I think, not only for our earning potential but also for our general sense of optimism and empowerment, to look at where is my edge, what's the value I add to this, and they tend to be the bits that people enjoy the most in work anyway.
Speaker 2:You mentioned there about the human edge and I know you talk really well and we share this on workshops about the three human edge skills and I think I know you introduced them way back then but I think they're still really relevant, if not more so. So when you're talking about, you have to remind us of what the three human edge skills are that we have to nurture in order to be that human and have that personal touch and build those relationships. So remind us of what the three human edge skills are, lor.
Speaker 1:Well, this was an attempt, Debs, to sort of put the pin in the butterfly, and I'm aware that as soon as you try and capture something, potentially you're losing the thing in itself, because part of being a human is we like to break the rules, we like to be naughty, we like to do all the reasons why you have to have compliance and blockchain auditing processes in, because humans quite like a game and we quite like to kind of mix things around a little bit. But if there were to be three aspects that probably are required for any of these human moments to take place Don't worry, deb, I'll talk about the four C's in a moment these human edge bits. I was thinking that if you were to try and define it, it would probably be these three things. First off, emotional intelligence, so the ability to be mature with yourself and others, even if the other people aren't being mature with you. So if we just reference, um, the four pillars of emotional intelligence, um, who was the guy? What's his name?
Speaker 2:again, daniel goldman is the man back in the 80s, the man back in the 80s.
Speaker 1:So there he is with a big gold chain saying right, these are, these are the four pillars of emotional intelligence. So self-aware am I aware of my own triggers and the things that wind me up? Self-management have I got the capacity to have the maturity to just sit on that and use my inside voice rather than my outside voice, and that ability to self-manage to then enable you to have social awareness? Can I read the room? Is now the time to talk about my promotion when everyone's in tears because they've just been given notes of redundancy? Like he's been able to read the room to then have the social, the relationship management aspect of timing, working out using discretion and all those things that actually might require the plan to change in that moment, because the idea that you had for that conversation or that seminar or that conference or that briefing might be a bit different when you then arrive at it, whereas a machine wouldn't be able to quite be able to read the room and the nuances, because the machine won't know what does it feel like to experience grief, suffering, loss, redundancy, relationship breakups, because they haven't got a heart to break.
Speaker 1:So I think when we can remind ourselves of this emotional intelligence bit, it gives you empathy, then what that enables is the second human edge skill, which is the personal resilience. Have I got the capacity to look after myself? Because we can, of course, extend care and consideration and kindness for others around us, but we are responsible for looking after ourselves, and we almost need to be our own CEO these days, chief energy officer, to be able to think I'm buckling under too much workload. No one really knows what I'm up to, because I'm working hybrid, or I don't have a direct line manager anymore, because it's all a bit fluid, or I'm lone working as well, or I'm lone, working.
Speaker 1:How do I have that conversation and how do I have the resilience to know that I matter? And it might not be an easy conversation, but I'm going to know that I matter. And it might not be an easy conversation, but I'm going to have that conversation and our colleague Lex defines it beautifully about how resilience isn't about bounce back In fact, that just leads to burnout. It's about emerging from those tough struggles wiser and more able to handle the things that might be around the corner next which is why we love talking about the Stoics, don't we, deb it's about how it's those lessons in life that equip you for life, you know, with those things. So that's your emotional intelligence, and then your personal resilience, and then what that allows you is to be a thinking, feeling human, able to demonstrate mental presence in that moment. So mental presence, which I know we're going to talk a little bit more on our follow-up episode from this next week.
Speaker 1:But this is around how do I have the brain power to attend, to concentrate, to be able to use judgment that is as unbiased as required, to be able to forecast and imagine things without getting lost in anxiety, to be able to reference the past without dwelling and getting depressed.
Speaker 1:So that ability to think cleanly and freshly in that moment, and if we're too wound up or too tired or too fatigued, then you'd be better off having a robot dealing with that interaction. Because one of the other things I think is quite interesting is no one can upset another human quite as much as a human. And so I understand why, if I had an option to pay my car parking charge, do I want to ring a call center based in the council or do I want to use the automated payment system? I'm going to use the automated payment system because I don't want to go through the hassle of potentially dealing with a not great customer interaction. So those three human edge skills the emotional intelligence, your personal resilience and your mental presence then enable you as a human to have those conversations and interactions and nurture relationships that then enable that human edge, that personal touch, to come out oh my god, so important.
Speaker 2:And there's a little bit around at the moment where go? How many people are actually checking in on themselves as to the impact they're having on others and whether they are having the best impact or not, because sometimes people forget that that is another human being that you're talking to and that you don't know what their backstory is. And I know we always say you know, whenever people arrive in a room or on a coaching session, we have no idea what's got them in that room today. So that ability to show empathy and understand it from their map of the world can make a huge difference to that personal touch and that human touch which people sometimes just need in that moment.
Speaker 2:And to have that astuteness to know how to manage that relationship in that moment is a skill that I think probably some people do need to get back into practicing because they may not have had that opportunity to do it for a while. But I think it's the skill that will set them out above the rest and keep them going, as great people to be around want to work with that individual rather than go. Oh my God, it's them again. I'm just going to try and avoid them. So I think it's super important to have an awareness of that and I suppose, when we look at the next part around the benefits of having that personal touch, should we explore your four Cs, because you mentioned them, but they sort of fit quite nicely into some of the benefits of doing that as well. So should we take a moment to explore what they are, laura.
Speaker 1:So, devs, let me do a quick roundup and then actually what I think would be fascinating to share is what our overall sort of takeouts for that has been when we've seen some of these team exercises that we've done. And how can you have individually very intelligent and bright and full of emotional intelligence, personal resilience, mental presence, individuals, but collectively some weird things can sometimes happen. And I think the amount of learning I've done around human nature, personal touch, from observing for the last 20 odd years now what humans do in group environments you know for anyone here who's ever worked in assessment centres again, you get real fascinating insight into what people do when there's a certain set of circumstances that they're in. So shall I do a quick whiz through and then we'll then see about you know some real life.
Speaker 2:On the four Cs, yeah, of what we'll then see.
Speaker 1:So the four Cs was an attempt back in 2016 to look at. So what is it then? If there were to be a taxonomy of human specific skills, that if we were able to not only show this as parents but to be able to encourage this in our workplaces, that actually we can have this wondrous build of AI and more, more tech. But it's the lovely symbiosis, it's a collaborative thing between humans and machines, where we get the best of both worlds, not where one is the sacrifice of the other worlds, not where one is the sacrifice of the other. So the four C's is, first of all, that ability to care. So not just a script, although there are lots and lots of coaching bots and counselling bots that are out there.
Speaker 1:But that follow-up question, that ability to say just go back to what you said two minutes ago, just joining the dots up. And it would be quite tricky for a non-human to understand what it means when someone talks. Just even the word mum is so loaded with emotion. Would a AI-enabled chatbot that might have highly intelligent questioning ability through its algorithms, but would it really get what the word mum means as someone then chokes up a bit and then says that you know? Just even that word is such a loaded word for humans. It carries loads of emotion. So that ability to ask follow-up questions. And we had our amazing guest oh, what was his name? Simon Brown, who was talking about check twice.
Speaker 1:So to have that mental health kind of watch out for each other. So asking twice you know, how are you, how are you really? So that caring bit. The second enabler, from a human moment point of view, is the ability to collaborate. So to think, hey, we're working busy on this project over here. I wonder what they're doing over there, Although we're both stacked. Should we put in half an hour just to see where you're at and where we're at? And, oh my God, slapped forehead. We're both working on the same problem, but just with a different thing. And where we've seen that happen bizarrely, Debs, it's sometimes a learning and development workshop is the only time people from different departments get to come together, and even in the room last week we had some moments of oh my God, you're there working on X, we're working on Y, but we're all being asked to deliver more Z. Actually, there's loads of stuff that we could do and if we catch it now, that's going to save a whole load of hassle in six months time. So that collaborate bit, because bots will be able to know let me see what I've got here in my vertical A and over there in B, but actually to look at yeah, but what's behind us in Z, so they'll be able to join up dots with all the sensors et cetera, but to be able to think actually, who knows what in terms of the different people around an organization. That's up to us to find that out.
Speaker 1:The third C is curiosity. So learning just because, Asking some follow-up questions, that fond curiosity is that phrase that Lindsay, our colleague, talks about. So it's not interrogating people but it's asking with fond curiosity. So what are you up to at the moment? What's a challenge for your team? And just spending that time and that one minute at the start of a team meeting to just find out who's up to what, what have been the wins, walls and wisdoms, kind of unlock, loads of opportunity to have some proper conversations.
Speaker 1:And then the fourth one is creativity. So you've got your care, collaboration, curiosity and creativity, the ability for either one person or a team to come up with something new, to be able to add some value at some point. And if you've got your emotional intelligence, your personal resilience, your mental presence, then you've got the wherewithal to be able to add some value at some point. And if you've got your emotional intelligence, your personal resilience, your mental presence, then you've got the wherewithal to be able to care, collaborate, be curious and be creative. But if you're brain dead, if you're emotionally numb because you are practically near burnout, as our colleague Lex talks a lot about, then actually it just makes work stressful rather than successful.
Speaker 2:Yeah, it does. And also it then helps, helps you to communicate well, to build that connection right. So, if you understand all of that stuff, where am I in the middle of all that? But actually, how then might I communicate that out to others and vice versa? So it also links in together around what's important to people, but it's always about the people and what's at the heart of them and taking that time out to see it, which is that ability to connect to humans, connecting which is so powerful at times. So I love that.
Speaker 2:And you mentioned about the all change exercise, which we've done on a couple of workshops now. Well, for years now, but certainly over the last couple of months, we've sort of got that one back out of the carousel of content and we've done it again, haven't we? So, and that's always fascinating to watch, isn't it? How, as you said, people have individually know, but then when they get into that group, it's how impactful that group thing can be and the impact that it can have if you are disconnected from people and only focusing on the task without ever thinking about well, we have got this task to do, but who are the people that are going to be part to play in this and just taking that moment to go who are the people, who are they Can make a huge difference to the end result of that rather than stumble upon it. But it comes back to being, as you said, curious around. I wonder what somebody already knows about the tasks that I'm being asked to do and that all change exercise is brilliant, for that isn't it.
Speaker 1:It's absolutely brilliant and, without spoiling it because you might be listening and you might be about to come on a workshop when we do that exercise but, in short, you've got two allocated roles and, as Zimbardo showed in the 1970s in his Prisoners and Prison Guards experiment, there's something that sometimes happens to us when we think, oh, I'm in this role and they're in that role over there, and so therefore, what are they up to? As you then see, and then you just sort of watch it's almost like a wildlife documentary. You just watch this series unfold where actually especially if you're a real doer type of person, it is excruciating. Sitting there going. What are we doing then? Is this a social experiment? You see people getting all feisty about it and then you're there watching, as it's the privilege of what we get to do. But you're watching going, just go out and ask, just go out and ask, and then you're on the other side with them lot going. When people come out and ask, be polite and actually invite them into the conversation be courteous.
Speaker 1:So you see this fascinating thing of oh my goodness, there's something that happens when we get into certain aspects of our job. I'm here at a meeting, there's them lot, there's us lot. Right, let's just be really aggressive and not ask any questions or not try and connect at all. And if there was CCTV footage showing some of these spectacularly bad meetings that have taken place, you'd be there going just ask the question.
Speaker 2:Ask the question. Yeah, so if I were?
Speaker 1:to sort of sum up some of my sort of read from that is the benefit of when someone does extend some personal touch. Hey, what is that bit of paper that you're stressing out about? Is there anything that we can do to help? Sure, thanks. And then, within 30 seconds, when two people are, or two sides are, looking at the problem together, we're unstoppable. It's when two sides are looking at each other, going you should be doing this. Well, you should have been doing that. And then that's where the stress then builds, because you've got a load of people stuck in the middle, going well, what are we doing then?
Speaker 1:because, yeah, I just want to crack on and then they make it up anyway, because there's no clarity and nothing's there for those to go, so we just make it up and do our own thing, and that's when carnage happens right so we don't want that absolutely so if arbor, to sort of extract from all of that observation that we get to do is, as well as that, three human edge bits and the four C's, it is really boiled down from a behaviour point of view is connect. So, if you're unsure, find out and connect. And when you do, connect rather than going in as a conflict competitive position. It is a listening and a resolution and a collaboration position.
Speaker 1:What are you worried about at the moment? This is what we're worried about at the moment how can we work together rather than this kind of conspiracy theory that you see growing in people's minds as they're out there trying to think about things they're going to do to us and actually they're out there worried about what you're going to do to them. So this, this conspiracy maybe that's the fifth C is just watch the conspiracy. Actually, not everyone is out to get you all of the time. And if us humans can't do that, then devs, then the machines are certainly going to play into that space, because we're going to do more of that relationship building with non-humans. And you know, I've really got into Stephen Bart bartlett's die of a ceo podcast. I know he talks really well, you know brilliantly about this. But if we're not able to bring out some of that human touch and that personal touch with each other? Um, I've not read any stat that says it's good for young people, old people, middle-aged people to be staring at a screen all day long definitely not, definitely not.
Speaker 2:And then that's the emotional intelligence in which how to deal with that if you want that impact to have a positive impact on people. So I suppose that leads us quite nicely on to talk about what are those everyday opportunities we could look out for for those human touch. So should we just take a little bit of a meander down that road and see what, what curiosities and creativity we can come up with? Laura.
Speaker 1:So I think, like a lot of these things, debs and I know you're a big kind of advocate for this as well rather than sort of thinking, right, tomorrow, that's it, no devices, I'm going to go full human and I'm just going to have conversations with everyone. That might not be sustainable and it might not be particularly enjoyable and if you're not a very extroverted person, that's going to exhaust you. So I think it's almost like getting a bit of momentum. So how much eye contact do you make with other humans? Is there one more person in your everyday coming and going that could just you could make eye contact a little acknowledgement?
Speaker 1:Introverts are humans too. So you know it isn't about sort of getting people to go out and be, you know, hugely extrovert, but it's about having that sense of connection. We're really passionate about doing what we can to be inclusive around people who are neurodivergent. So not everyone enjoys making eye contact. So if you're not a contact, eye contact lover, then it's that moment of connection, whether that could be a little note to someone, it could just be holding the door open for someone.
Speaker 1:Just that etiquette and that everyday here. Let me do something that might help you. So if you're not someone that feels particularly comfortable making eye contact with strangers and smiling at them, or that might not be appropriate, depending on what side of town you're in at the moment, but those kind of etiquettes and those manners and the pleases and the thank yous, and not speaking to each other as if we are speaking to Siri, alexa or Katana, so it is saying please and thank you, and all those things that you know are sort of part of our upbringing and and I know that might sound a bit old-fashioned, but it's served us all right so far, isn't it?
Speaker 2:because you know, just respect, we've done all right as a species.
Speaker 1:It's not exactly like we are failing in in the in the planet at the moment. You know, if anything, we're too much on the planet and we've dominated it too much. So I think there's sometimes some quite interesting things that, as long as, alongside the new technical stuff that's coming out, there are some retro skills that actually served us really well, that are actually probably quite useful to get back. So, in terms of everyday opportunities, the etiquettes, the um, little moments of engagement, whether that is um little messages or just a little acknowledgement, um, and maybe we need a third e. So we've got etiquette, engagement, so little moments of engagement yeah, I think it's empathy oh yeah, deb, tell us about empathy.
Speaker 1:Give us a one-on-one on that. What is it?
Speaker 2:I just love that. Really, it's that you know. Empathy is, you know, understanding it from somebody else's map of the world. I I know I mentioned it earlier, but that ability to just take a moment, it's not about you. As I said earlier, we have no idea what's going on for individuals.
Speaker 2:But if I can understand where you're at, how you're arriving, by, just as you said, from those etiquette how are you doing today? Oh, that's cool. Oh, oh, that's not cool, whatever they might give back at you, that's the bit. If I understand where you're at, I can then adapt and flex my style from a level of emotional intelligence right, because the impact that I want to have on you is going to be a positive impact. And if that is my intent, then that's how I need to then adjust my own behavior and attitude to be able to get the best out of that conversation. And owning it as well, I think, is super important. But empathy would be my go-to understand it from somebody else's map of the world and listen, love it so in terms of everyday opportunities to remind ourselves that we are human beings, not human doings.
Speaker 1:that's why we have designed machines to do our doing. That then unlocks our capacity to have more time and resource to bring that personal touch. The benefit of personal touch is well commercially. It's more likely to future-proof your career options, because personal touch is probably the moments of our role that are really key to keep human. So the collaboration, the care, the curiosity and the creativity aspects that doesn't come for free, though. So the collaboration, the care, the curiosity and the creativity aspects that doesn't come for free, though. So it requires us to invest in our three human edge skills, otherwise we become robotic in it which is your emotional intelligence, your personal resilience and your mental presence, and in terms of being able to think and sort of forecast. Actually, where might there be some moments in my working day or my shift today, tomorrow, next week for everyday opportunities? We've got the everyday etiquettes, the everyday moments of engagement and the everyday moments for empathy.
Speaker 2:Nice, absolutely, and we can do them right, lor, yeah, so what would be your share? The secret?
Speaker 1:I don't know, let me just Google it.
Speaker 2:I love that. Unleash the robot Lor.
Speaker 1:So I've only got my crusty old brain trying to dredge up thoughts in there. Can I just do it through chat, tbt? So my share of the secret would be, debs, chat through with a colleague who you think is probably itching to mix things up a little bit as well. Get them to listen to this and then think, okay, what benefit does us, the two of us, holding each other to account, doing some of this personal touch bit? And you know, depending on what type of thinker you are, the benefit for you personally, for your team, for your profession, for your industry, for your country, because your country needs us right now, because we use it or lose it. And I firmly believe, debs, this is what fires me up in this decade is, if we are not able to practice some of these personal touch moments and these human moments that enable some spark to come into our everyday, then what's the point of it all? What's the point?
Speaker 2:of it.
Speaker 1:Yeah, exactly, it's just more things whirring around stressing us out.
Speaker 2:Yeah, definitely, that's a mic drop moment right there.
Speaker 1:Use around stressing us out.
Speaker 2:Yeah, definitely that's a mic drop moment right there. Use it or lose it, go from there. So I suppose, um, so I suppose that links into my call to action. Would there be get curious, be curious together, whether it's with one person or whether it was 20 people. Just get in that curious mindset and, you know, navigate your way through with great questions. Find out what's going on for somebody, don't just try and google, you know. Wonder what's going on for somebody, don't just try and Google. Yeah, wonder what's going on with so-and-so. As you said earlier, ask the question, get curious together. That would be my call to action.
Speaker 1:So, debs, have a wonderful human week. I will, and you too, laura. Yeah, can't wait to cover next week's one, which is really looking at the specifics of how do we maximize cognitive potential, so some simple strategies for complicated thinking. So I can't wait to get into that.
Speaker 2:All around that cognitive stuff, yeah, I love that, and I'm so happy we're talking robots for you, laura. It's taken us a while, but we're there.
Speaker 1:We're getting on the radar once a year, Debs. You allowed me to do it last February.
Speaker 2:Not that you're counting, but yeah, it was about then.
Speaker 1:My little robot brain bubbles up every now and then going could you automate that? And now it's become a mainstream conversation. And now I think you know us as a team. You know we've all got our little kind of areas of interest, but now my area of interest isn't now going. Hey, by the way, there's loads of change happening over there. Now it is. We're right in the midst of it.
Speaker 1:Let's not lose ourselves over this. It's all going to be all right, because we get to decide how it's going to do and go. Probably only for a couple of years, though, and if we don't hold it now, then there'll be something else around the corner or it'll become bigger and bigger and bigger. So, um, you know, let's. Let's see it for what it is. It's an opportunity, and like any big machine, that we decide you've got the accelerator, but it has to be equal powered with the brakes, to then to work out how to best steer it. So that's, that's kind of where we are. We need to keep our hands on the wheel yeah, keep our hands on the world.
Speaker 2:I'm definitely going to do that and, um, yeah, look forward to those human moments with you this week beautiful watch and learn love it all right have a good one, love you.
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