Welcome to the Adaptive Mindset. I'm Brett Gallant, cybersecurity thought leader and founder of Adaptive Office Solutions. Here, we don't just talk tech, we unlock the strategies, stories, and mindset shifts you need to stay secure, lead boldly, and thrive in a digital world. Let's get started. Welcome back to the Adaptive Mindset. Today, I'm joined by Landon Lynch, founder of Motive People Strategies. Landon works with executives, founder-led companies, investors, and leadership teams to help organizations grow through stronger people, clearer communication, and more scalable leadership. This conversation is about what it really takes to build a company, that does not just depend on the founder, but develops leaders at every level. Landon, welcome to the show. Man, I really appreciate you having me on. I'm looking forward to this. Yes, yes. And I'm excited, especially about our pre-conversation about a few of the areas we're going to dig into. We have a few mutual interests. We're both in Dan Martell's elite coaching program. which has been changing my life, and I know it's changing yours. So let's dig in with this, Landon. Before we get talking a little bit about Motiv, tell our audience about you and what led you into Yeah, I think, I mean, the helpful kind of entry point is I spent a lot of time working in nonprofits, speaking in front of groups of people and kind of as I was leading a lot of that work, I think when you're, I was leading boards of people who were writing a bunch of big checks in order to support all the work that we were doing. And in the process of that, there were a lot of people that were really involved along with me and that kind of, trained me up in some ways and just helped me think about how do you actually leverage business in order to get really impactful things done in the world and kind of started the wheels turning in my head when it came to, Oh, what I'm like, what I really want out of this whole work life thing is I want the world to pay me to impact it. So what's the best vehicle or series of vehicles that I could really dive into that would allow me to do that? And so for me, in that kind of world, I started working alongside a lot of these people who were leaders throughout the community and a lot of different businesses and kind of learning alongside of them and begin kind of putting a picture together for pieces of what I wanted to build. And then along the way, they start pulling me in because of some of our work together and start asking me, hey, you know, can you help me with this issue? Can we just sit down and whiteboard this? And then I got more juice out of those experiences than I'd gotten pretty much anywhere else. And then they were helpful. And then they looked at me and said, well, that's really helpful, but if I can't do it with my team, it's not nearly as helpful if it's just me kind of speaking this language. So is there anything we could do with our team? And like, I don't know, let's give it a shot. And so I started kind of putting tools in my tool belt to help people work with their teams. And I mean, whatever level of juice I got by working with one person, it was like on steroids, working with the entire team and then seeing the ripple effects in the organization for me. So I just got absolutely like engrossed in the idea that if I can, if I can do really highly focused, impactful work with the right series of people at the heads of organizations, the ripple effect of my time and energy could really shape and change people's lives. And for me, that's like get out of bed and get excited about I can't think of anything more impactful that you're, you're, I often think about that. How much of an impact am I making like the triple down effect? And, uh, you know, and the fact that you're getting the juice, the energy from it, that that's the biggest, the biggest why we're doing it. Yeah. Yeah. Well, I always think too about, have you been exposed to that idea of icky guy? Those kind of four circles, like what am I good at? What does the world need? What is it that pays? And And kind of the intersection of those four. You got to, you got to dig in Well, I just think it's a helpful framework when I'm thinking about where do I really want to be spending my time and my energy. And at some level, if I'm thinking about high performance combined with sustainability, I kind of need to check all those boxes. And if one of those boxes is left unchecked, something is really going to suffer when it comes to either my ability to perform and make impact, or my ability to do it sustainably. Like I had, I mean, for, for some people, they do work that it pays, it pays really well, the world needs it, and they're good at it, but they're not passionate about it. And so they either need to go find something they're passionate about, that allows them to really, you know, they know they're working over here, that this isn't their passion project, but it allows them to do this thing. Like I had a client who, he was a lawyer, and so needed it, the world needed it, it paid, and he was good at it, but his passion was, I mean, adopting a bunch of kids. And so it created the kind of time constraints and the finances to be able to go home every day at a certain point and be with all these adoptive kids in the foster care, you know, that he really cared about. Right. So he's checking all the boxes some way, shape or form. But for me, and I think the lucky few really, pretty much all of those boxes got to be checked kind of in one vocation, which I think is really rare. And I think some people over-index on like, well, if I don't have that, I don't have anything. I think there's a lot of different ways to accomplish that, but that was Yeah, I can see that. Especially in my own life, reflecting on it, a lot of times it was the grind, but Yeah, no, I agree. Well, it gets me so far. It gets me so far, but I think it can get it. Like for me, it can also get addictive. And then once it does that, it almost gets debilitating as A hundred percent. You need that balance as I see. Yeah, you have to be hitting off all four quadrants or ideally if you can. So that's it's proven true for me anyway. Yeah. For me, it has. I've been on this journey myself for the last few years, especially. We often forget how powerful it is when you're using all four of those quadrants. I get it now. And keeping that time for yourself. Like I shared before I spoke, we started recording. I was out in nature listening to some podcasts of you. And a few and 20, 30 minutes of just quiet reflection and gratitude. I never gave myself permission Oh, really? What was the turning point for you that kind of like, hey, I got to reintegrate It was a moment back in in October 2023. I was talking to my coach and I said, Dave, I don't have time to go to the gym. And he said to me, Brett, you mean to tell me you own your own business, you can't go to the gym. And it started a whole journey of personal transformation and mindset and identity. And that's part of the reason why this podcast is here. Since then, I released 150 pounds as well on that journey. So. Oh, wow. Yeah. So like we, I, I see part of the reason why this podcast is here too, is to help entrepreneurs understand You have to buy back your time and reclaim your identity mindset shifts that i had i didn't have time. And from what I heard listening and learning more about you, you help businesses in that way as well. You help entrepreneurs like on their journey. And perhaps, you know, maybe you can tell us a little bit about how you help people at Motive just so that we can tie it Yeah, I think your, the story you're reflecting on is, you know, certainly one that we would really resonate with, like my team and I, we like when I, when I go in, when you're starting to work with organizations and you're thinking about organizational transformation, organizational strategy, and you think you get really try to help people at the beginning, get really clear on, I mean, the most fundamental level, it's asking the question, what do you want? And then pushing, and I think a lot of people, and I think we're kind of trained to do this in relationships almost, just throughout society, is I only want to go so far down that road because then it gets weird and people think you're getting too personal or whatever it is. But every now and then I think somebody comes along who actually presses and asks the third or fourth follow-up question, oh, well, why do you want that? Well, if you had that, what would that do for you? And after the third or fourth iteration, I feel like I get to something that is like really consequential and substantive and kind of foundational for me. And even just the act of getting clear on that is, it can be so powerful because it acts as this anchor for the things that I'm going to spend my time and my energy toward. you know, for you, right? I just think getting really clear on, well, I want this kind of a business, or I want this kind of health in my world, or I want this kind of margin. Well, if you had that kind of margin, what would it do for you? And it sounds like you drilled down to a couple of really important specifics. And we do a lot of that work because I just think there's just only so far you can go and do it sustainably, especially if you're an entrepreneur and building a business and all the rest of it. Until you kind of tap out, if there's if you're doing it based on a lots of oughts and shoulds that are that are kind of in your world, like there's just only so far I can go down that road before, like if I don't have desire kind of rooted in what I'm doing, I'm going to burn out and somebody is going to pay for it. And it's usually One hundred percent, like my own pivoting what I've learned. just from observation, my own personal learning, number one, health is wealth. Ever since I reclaimed my health, everything shows up better. What I've seen after speaking with leaders like yourself and entrepreneurs, a lot of entrepreneurs, they're on an island, drowning. And sometimes they don't reach out. Sometimes they don't hire or look for help with professional like yourself or other coaches or even other entrepreneurs. So there's a lot of deep work there that I think the journey is never done. And I think, I think sometimes too, people get confused a little bit between, well, how is this just not therapy? And, and I think therapy completely has its place for me. Coaching still is really about, you're kind of doing some of the similar work from the clarity perspective, and then having some accountability toward activation. I think the, The focus on activation and iteration and the cycle time on it is where I think coaching for me a lot of times differentiates because I want somebody who's sitting there calling me on the stuff that I'm just not I'm not thinking through, I'm putting up smoke screens. I've got limiting beliefs. We're not digging into my childhood and all the rest of the things that really do inform all of that, like a good therapist would do. But I am highly focused when we get into organizations on, okay, what is the ideal outcome? What is the strategy? Now, how do we optimize the entire conduit of that, which is the people, the teams, the leaders, that actually have to execute this thing if you want to get to the end goal. I think a lot of times the subtle but really impactful misunderstanding is, well, if we get the strategy right, then everybody should just be able to take care of the rest. But actually, If that senior leader doesn't show up and if they're not thinking about buying back their time, if they're not clear on how that organizational definition of success is really reflective of and reinforcing of their own personal definition of success, if they're not really working on being aware of what it's actually like on the other side of them in their communication, especially under stress, if they're not aware of a lot of those things, best intentions oftentimes get really derailed. And that's where we come in a lot of times is going, OK, we're going to we're going to actually put a lot of tools in people's tool belts so that they can do the real work of. I missed the last part you cut out there for a second, but Oh, OK. Yeah. It's simply simply just that we do a lot of that work so that we can make sure that we're optimizing all the people components that are really necessary if we're going to actually have the team performing at the high enough level to get to the end goal that we all say is so So a lot of founders, and I see this all the time, and I was guilty of this, a lot of founders, they say they want to delegate, but they still stay in the middle of everything. Why is it so hard for leaders to let go? And what have you done to work I mean, I could, I think there's a lot of reasons that we don't let go. I'm curious though, like when, since that's top of mind for you, I think from an old mindset and belief that I had, but I've since pivoted, it was, if it's the old mindset I had years ago was it has to be done right, has to be done by me. And I've since flipped that around from what I've learned from being in Dan's world and other environments. I've now flipped it. and I have my own viewpoint that I've adopted from scouting, train them, trust them, let them lead. You have to let people fail so they can lead. And borrowing what Dan says in Buy Back Your Time, 80% done by someone else is 100% freaking awesome. I'm in a season of my life, even more so that I thought I was doing well, but I've become even better now at this. really letting go, especially with my mother's health, she's right now in the hospital, in the ER, looks like she's going But you let even more things go, train them, you trust them, and let them lead. Yeah, And I think the thing you pointed to at the beginning, I feel like is something a lot of us, we skirt over really quickly because we'll go into justifying whatever our beliefs are, but we don't explicitly name the belief and then what's limiting about it. It makes sense that, and I'm sure if you told me a few stories about your early work experiences and maybe your parents' influence and all the rest of it, it would be really quick and I'd go, oh, of course you're carrying around the belief that if you want something done right, you got to do it yourself. Yeah. And a lot of other people, they hear that and they go, oh, yeah, that's that's like a normal ism. I mean, just smart people believe that like it doesn't even get questioned a lot of times. Yeah. And and it's not. And the thing is, it sticks partly because it's not untrue. If you want something done as well as it possibly could be done this time, then, yeah, you got to do it yourself. Yes. That's why it sticks. But at the end of the day, that's not actually what I want. I don't want. That's not the extent of what I want. A lot of times we don't take our desires far enough, I've found. So it's like, yeah, I want that right now. But if I want that right now, that gets in the way of the thing I really want. What I really want is a work that gives me finances and freedom. And that action is in complete opposition to me having the freedom that I said I really want. And so I need somebody to point me back to, well, here's the thing you said you really want, and then your current operating patterns actually get in the way of the thing you said you really want. So maybe we need to unpack that belief and put something else in place of it. And the 80% rule It's life changing because I see the old version of me and I see other entrepreneurs struggle. And they like the old version of me wouldn't even take 20 minutes to go for a walk around the neighborhood. got to put out the fire, got to feed the ego. Because it would feel wasteful? Yeah, yeah, yeah. And I've been at conferences, cybersecurity conferences with other leaders in my field. We're there to feed our mind and bring back the best to our clients. And not just pointing out the fact of what I've seen, I've seen the old version of me, people with their laptops working on tickets, when right in front of them was someone like yourself speaking, giving them information to help free them. But yet that old, that old mindset that I got to do it myself, if it's got to be done right, so. Yeah, yeah, exactly. Well, I think to your point, like that's one mindset, right? That belief of, if I want something done right, I got to do it myself. And then I think the other one that you even hit, and a lot of times it's just a crazy thing when you start working on this and you go, man, what is really informing this behavior? What really are the beliefs? A lot of times, sometimes it's one, but a lot of times it's a few that have all kind of compounded on top of each other that I'm not even looking at anymore, but they just feel real in the background. And, and the other one you said that I hear a lot of times is, well, I don't ever want anybody to think I'm above such and such a behavior or this part of the work. And so I want to make sure that I'm always getting my hands dirty so that everybody knows, you know, like I'm still willing to do hard work. And as opposed to like, we can actually differentiate between different kinds of hard work. And then I'm also like, man, if I actually play that out, am I really okay with me doing this? And then I'm robbing somebody else of the dignity of being able to execute their function within the organization and the feeling of me looking over their shoulder the whole time. Yeah, because because of me not wanting to be seen like I'm not a hard worker, like get over myself. It's it's at somebody else's expense at this point, not even just me trying to make sure I'm not looking I see it all the time. I've lived it. I can even think about the old way where I remember when we first hired a house cleaner would clean the house before somebody comes. Yeah. No, it doesn't. Why rob somebody the dignity of doing something that they feel passionate about? They get energy. You're doing something that you don't even like to do. We unpacked a few things there. And the next question we partially answered, but these patterns in a way, most business, a lot of business leaders want to scale. And some of what we just talked about impacts their own ability to scale, and they don't even see it. if it's the bottlenecks around that mindset. And that's what, how do you help, like, besides that, how do you help leaders unpack that? Just Yeah, I mean, I think this is where for me, I always start anytime I'm coaching somebody, we start with a full day intensive. And so we we dig in and I have them lay out like, hey, here's here's kind of my narrative up until this point. These are some of the things that really shaped my thinking and particularly something that shifted my trajectory. I think some people can dig into that same sort of conversation, but do so through the lens of what were the happiest or the worst times, you know, the things that really felt like a plus or a minus 10. But those things didn't always shift my trajectory. They might be really memorable, but I want to help ideally somebody spend a little bit of time just identifying what were the one or two things along the way during that five-year period that just it moved you a few degrees in one direction. So taken over time, now you've got like this big gap from where you were headed to where you are. So that people can begin to kind of identify that. Because when I identify that, then a lot of those limiting beliefs, they end up making sense. And so my hope is when we discover or unpack those limiting beliefs along the way, and they don't all come out at once, they come out in process, right? When you're paying attention to it, and when you start working the muscle of looking in the mirror a lot, then all of a sudden you start to notice the broccoli in your teeth, where it may have not even been, you're not aware of it at first. And so sometimes it comes out months down the road, and we just get to ask, oh, what's the thing you believe that makes that feel so evident to you? And people begin to be more and more capable of naming it. And then the whole reason we did that early kind of unpacking of narrative is because I want to be able to say, oh, it makes sense. Think back about what we were talking about. It makes sense that that would be a belief that you be carrying. Think about that experience. Because when something makes sense, when I'm not crazy, it's much easier to address my behavior and do something different moving forward than when I feel like it's either hardwired in or I'm nuts. But when I can look at myself and go like, Man, it makes sense that I'd want to do that given all of this. Okay, well, what do I want to do moving forward? And now I can insert choice in that internal locus of control kind of back into the setting. So that's one of the key starting points, but man, I always want to have that. Why does it make sense? that this is where you would go under that circumstance, followed by what is it that you want the outcome to be, as opposed to what it is? And then what's the one choice you could make in that setting that would put the outcome more in line with the thing that you want than what's currently happening? Because every one of those questions keeps the locus of control within myself, as opposed to sitting there going, man, there's this external circumstance and they did this and all the finger pointing that can happen when circumstances Yeah, 100%. You unpack that and importance really is asking a better question or the right question. Yeah. Well, I think it makes sense is a really important starting point. And then I just I think there's recognizing for all of us that a lot of those voices really come back to. I, I don't act like I'm as in control of my destiny as I really am. And so what would it look like for me to act or behave like I'm the primary agent that can change my outcomes? I'm not waiting for something else to happen. Like me acting today could I hope people really reflect on what you just said there. That's like a mic drop moment, Landon. So beautiful, beautiful. We have to really ask, look deep in ourselves and start acting. I want to pivot here for a moment. I want to make sure we get to what we talked about in the pre-show. So I was listening to one of the podcasts you were a guest on, and you were talking about your EA. And the talk was about AI adoption. And really, I love the honesty that you had, where you had to pivot and re-look at, you know, you had to sound like you needed to transition out your previous EA and then you brought in a new EA. But you started with a culture of AI adoption and your EA actually became a profit center. We can dig into that a bit, but I wanna make sure we talk about how you're leveraging AI And I want you to touch on the AI accelerator because I want this platform in this moment right now to make sure that we talk about this because I see just my own world, especially where I've been focusing more in the North with municipalities and other thought leaders, AI adoption is a scary thing. I love the story of how you've been working with your EA, became a profit center. Let's dig Well, let's tell people about Your journey with AI and how you started adopted because I think that's a really good place to start. Now we can talk about the little pivot into what you're doing with the with the AI accelerator. OK, Yeah, I mean for me I've. I've always been very tech forward, which some people go, oh, OK, great. Yeah, it makes sense that you'd like to AI stuff. And that gets me off the hook because I haven't been tech forward. So I think that made me my inclinations. And I think that's kind of how my brain works is I can always kind of see a handful of steps down the road and around the corner. And I have a gut feel a lot of times for, oh, this just makes sense. And when I feel that way, usually about four to six months later, everybody else starts thinking, oh, this really just makes sense. So there's an advantage there. But it's also I like I really like the process of iteration. I really enjoy it. And I think Most of us, we kind of have to grow into that. But for me, AI gave me the chance to create such short cycle times, like what it was supposed to do, allowed me to just explore all of my thinking and get somewhere concrete so much faster so that I could go, oh, that really works. And I want to go all the way down that rabbit hole or No, that doesn't work. And I can move it out of my thinking and get off to something that does. And so before I would just have to spend so much more time vetting an idea before I would know whether it was not like whether or not it was worth investing much time in. And now my research got sped up and everything else. And so I got, I mean, I think introduced to it probably in a similar way that a lot of us did. hearing about ChatGPT in the news and giving it a shot and being blown away even with the very first versions of it. And then, you know, not too terribly long in, they introduced a voice mode in ChatGPT, which is the one piece of chat that I honestly still use. But man, you go on walk and talks with this voice that I've trained now to... to speak in my language and it's, I mean, and I think I took one of Dan's recommendations about the personalization settings and saying, be my ruthless mentor. I do not need a bunch of fluff. Don't give me caveats. I need you to test and poke holes in all of my thinking and You know, and then even just those settings, I was like, I don't think people are using it this way. And then I would kind of dive deeper and deeper and have it start solving problems. And then they started bringing out a genetic workflows. And I was like, oh, my gosh, like, could something actually be working for me behind the scenes? And then and then I think the kind of first principles question of like, well, what would have to be true? for this thing to be working behind the scenes. And then I started looking at all the connectors and everything that are attached to most of these AIs. I was like, well, it would have to talk to my email and then it would have to reflect on that. And then it would have to go and talk to Notion, my database, and then it would have to pull all the data from there and compare it with my email. And then it'd have to have access to my calendar to go put something on it. And I just started going, well, I'll just ask AI, like, hey, this is what I'm trying to accomplish. I think this is all the stuff you'd have to have. Like, how would we build this? And it just told me. And I was like, fine, I guess we'll just go do it then. And then it worked. And then the moment that wheel started turning, I don't know about, you know, for you, I would imagine based on some of our conversation, there was probably some kind of a similar process there. But all of a sudden I was like, what could I not do better by installing this? And then all of a sudden it just, it blew up and I had it implemented in every corner of my business in the next few weeks. And that led to the EA being a profit center and everything else, which we can dig into more, but that was kind of my introduction. And then just me, my curiosity wheels started turning. And then all of a sudden for me, it's efficiency and effectiveness. I was like, this is gonna save me a ton of time. but then it's gonna make me insane. How can I make it not just save me time, but make every single part of the work that I do more effective? What would have to be true for me to be more effective on a client call, more prepared for a podcast discussion, more engaged when I'm here? And I just started picking them off one by one, week after week. And it's been a true life-changing game I want everyone to narrow in on something that you've said, Landon. And I say it a lot, but I haven't said it recently. If you don't have a sticky note on your computer screen with this, how can AI help me do this better? For me, I use quite a few similar ways, but I actually have my own AI board of directors that I have the persona of certain personalities and I have a meeting with my board and get their persona of those people to weigh in on the challenge or the opportunity. And I pivot that and create some great opportunities and changing some of my beliefs and mindsets, especially when I'm working on something, the mindset shift, I put it in there. Yeah, it's interesting. It's very interesting what I know you're doing. Do you wanna dig into a little bit about the AI Accelerator? Do you wanna talk a little bit about specifically what Yep. So, uh, Dan Martell did his kind of version of this for, uh, CEOs, you know, quite a while ago. And, um, I took it and looked at it and I mean, uh, Dan is super generous with, uh, you know, with his content and everything else. And, um, and I just looked at it and I was like, this. This is very reflective of the kind of conversation I'm having all the time with leaders right now. And they're trying to figure out founders, CEOs, board members, investors, and they're trying to figure out whether on behalf of their portfolio companies or their organization as a whole, or even just for themselves, Like, look, I'm impressed. I think it's amazing all these demos that I'm seeing with everybody being able to automate X, Y and Z. And, you know, oh, you wake up and you have a morning brief waiting for you that captures all of your loose ends and your finances and everything in one snapshot. Man, I want that. Yes, I'm sold. I want AI. I have no idea how to start. Yeah, it's just. Right? I mean, it's just like, I feel like a lot of them, they're just like, man, I'm staring down a barrel of a gun right now. And it is, you know, I feel like if I don't, if I don't dive in, we are completely SOL and I'm a bad leader, but I don't know how to begin. And to be able to set time aside. Or they know they're going to be signing up to be drowning and overwhelmed and they don't want to do that because they've got work that they have to do to execute on to keep the wheels turning in their business. And so like, how do I allocate time that actually creates something meaningful? And by the way, I'm not trying to be an IT guru here. So what is it that I really need to know as a leader to be able to help guide my organization through this? And also recognizing, and I think the more I'm around people, the more I'm hearing, they're recognizing that this isn't first and foremost some IT tech install initiative, that it is a leadership and change management effort that they uniquely have to guide. And at the same time, they don't need to feel the pressure of being the most tech savvy, And I think a lot of leaders, exactly what you said, are drowning and overwhelmed. So they don't know where to start. So it's an analysis paralysis. Yeah. And so this needs to change. And I love how you're framing this, because this message needs to be heard more by leaders. What specifically are you doing with some of your Yeah, well, so I built a free accelerator and it integrates kind of, we start, it's four days, it's about 30 to 40 minutes a day for four days. So it's very low hanging fruit when it comes to time, energy investment. But the idea is at the end of the four days, You're going to have kind of a mindset shift that we talked about in day one, some acclimation with tools and what's really available right now and using different tools for different purposes and just how to think about some of it. Because I think a lot of us, you've either heard of Chad GPT. And that's essentially you're hearing a little bit about Claude or, you know, but you're just like, I don't know which tool to use. And I'm a little nervous that if I start using one, I'm going to choose the wrong one. And then next week, and what do I again, right, like where to start. And so it just helps frame the conversation, then Very few people I've talked to have still been given this idea of how to create that kind of traveling context, which is a master prompt or systems prompts for your business and then a process by which to create it. So I just, I walked them through, here's how to create it, here's why, here's the function of it. Now, if you want to do it at a starter level, that's great. Here's, you can take 20 minutes and you can still be further ahead with this context document than 90% of people out there. Save it to your desktop, you can just pop it in. If you want though, if you're a senior leader, You can spend three to four hours on it and here's a prompt for you and it'll interview you and help you build this thing and just pop this in. And then if you're an enterprise leader and you're overseeing something nationwide, you're overseeing a portfolio and you've got a lot of dynamics at play, Here is a three-day version of it. This is an unbelievable comprehensive context document that you're going to create. It's going to do magic, basically, when you have this because of what AI is going to understand and what it's going to be able to reference with regard to you. I give everybody, hey, here's a few different levels that you can dive in on this with. Then the next day, we put it into your first workflow, how to create a workflow win. so they can see it in practice. And so what I have everybody do on day three is we do a meeting prep. Because for me, it was one of the first workflows that I installed that it saved me. I did the quick math on it. It was about seven hours a week that it saved me right out of the gate. I can't think of anything I've ever installed ever that has even come close to that kind of immediate return from my time anyway. And because for me to prep for a meeting, like for our meeting today, I went on my calendar and 30 minutes before our meeting is a meeting prep invitation on my calendar with a link to a document in my Notion that gives me all the context, all the research I would have done. I mean, it just has it all right there for me. And so I go and walk. So when we talk about not having time to get outside, like I went and walked and listened to it prep me and get my mind ready for this meeting. And that used to take me an hour and I'd have to search through all sorts of stuff, half hour minimum, or I'd give it to my EA and she'd have to do it, but somebody would be doing it. And the number of meetings I have a week that I'd have to prep for if I was going to be really present, it was seven hours at least a week of just meeting prep that now is done and I can do in Yeah. So it's efficiency time-wise, but it's also effectiveness And to your point of the master prompt, we've we've enabled AI for my whole team. And I remember when my son started. Yeah, he we And his first, I love that so much, by the way, this is literally what I tell everybody to do. Day one, you come in, you hand somebody a master prompt, and then you say, develop this and But the thing is, you have to inspect what you expect. So I looked at my son's master prompt. It was okay, but I said, look, this is a great start, but you didn't ask it to interview you. So it was a paragraph to his master prompt. And I said to my son, I said, listen, go back to it. You'll thank me later. He went back and had an interview, but I want you to go as long as it takes. So an hour of interview later, that master prompt was a page and a half. But it never even thought, I never even thought to give it different context because we were having him do an educational speech, a component of his work here. it gave the master prompt developed different modes to act as. So it built that as a master prompt. I never even thought of that. So. Oh, I know. It's so good. Yeah. A lot of that. I would encourage everyone here to just take the story And consider using, accelerating the use of AI in your organization. Develop the master prompt, go to land and sub materials and look at it, take advantage of it. Ask a better question. Ask the question, how can AI help And I think the, you know, for enterprise leaders too, it's, I mean, like my master prompt now, after many, many, many, many iterations is 40 pages. Oh my gosh, that's incredible. Yeah. You know, but part of the reason it's 40 pages is because I built in a clause in my master prompt that keeps it evergreen. So when I'm working, if I've input my master prompt into something, a project I'm working on, it's paying attention to the work that we're doing and it flags along the way. Hey, such and such is kind of a, it's a new product angle that you may want to capture in your master prompt. Would you like me to update it for you? Yes, please. And so, it keeps it evergreen. And so, instead of it being something that phases out or ages out over, you know, six months, and then I have to really do this big, you know, initiative to readdress it and make sure it's, you know, it's current, So, for everyone listening, That's another really great takeaway. To really drive home the point what a master prompt is, it gives your AI even more context. So if you're constantly evergreening that and developing your master prompt, every time you reiterate your master prompt, you've just made your AI, your master prompt, be more effective in knowing who you are and how you operate. I appreciate that, Landon. I never even thought to reiterate that Well, and I want it paying attention because it's the one that, I mean, it's really ingested all of my current prompt. Like, Yeah, yeah. And it's just, it's like a, It's like a natural rhythm. It's just who you are. Yeah. Len, I've had such a great time here getting to know you and speaking with you. And I'm very thankful that you were a guest with us today on the podcast. This has been a long time coming. I'm glad we finally connected. How Yeah, easiest ways to find me, MotivStrat.com. Motiv is M-O-T-I-V, no E. So MotivStrat.com, you can check out, there's links to the free accelerator. You can do AI readiness diagnostic is on there. There's a free version of it. I know you've got one that obviously people can dive in with you. And so I'm of the mind where I just get every resource that is at my disposal. I always wanna be, shameless and in being resourceful and taking advantage of everything that's out there. So you can go on to that and then that'll link you to the accelerator and some of those other other places. You can find me on LinkedIn and Instagram, but more than happy to connect and and Yes, please. I would encourage you all to connect with Landon. You'll definitely be. It's always worth the conversation getting to know someone. And for me today, Landon, it was great getting to know you. And I know we'll be speaking more. Thanks Yeah, thanks so much for having me on. This has been a great, great time. Awesome. Thanks for tuning into the Adaptive Mindset. If you found value in today's episode, don't forget to subscribe, leave a review, and share it with someone who's ready to thrive in the digital age.