Chris Dyer

Now it's, hey, I need to find the light switch. I don't have my glasses. My grandson is lost in this room. Right. I need it. Now, all of a sudden it's a different conversation right now. So you're getting more and more and more information.

I'm asking you to do this thing that might be weird or scary, but like, and so the more you move up that ladder up that X, you know, Y axis, anyway, whatever it is, the X axis, Y up the axis, um, suddenly blanked on my X and Ys and forgotten all my geometry. Um, the, as you go up the X axis, the, which is more and more understanding, um,

I'm asking you to do this thing that might be weird or scary, but like, and so the more you move up that ladder up that X, you know, Y axis, anyway, whatever it is, the X axis, Y up the axis, um, suddenly blanked on my X and Ys and forgotten all my geometry. Um, the, as you go up the X axis, the, which is more and more understanding, um,

I'm asking you to do this thing that might be weird or scary, but like, and so the more you move up that ladder up that X, you know, Y axis, anyway, whatever it is, the X axis, Y up the axis, um, suddenly blanked on my X and Ys and forgotten all my geometry. Um, the, as you go up the X axis, the, which is more and more understanding, um,

And more and more training, more and more of them deeply getting it. And some people are going to stop at, they get it. Some people are going to go all the way up to like expert level. They want to know everything, right? Some people understand what ChatGPT is and how to prompt it. Some people are using it to like deeply program and go. Like there's a spectrum of what people understand about that.

And more and more training, more and more of them deeply getting it. And some people are going to stop at, they get it. Some people are going to go all the way up to like expert level. They want to know everything, right? Some people understand what ChatGPT is and how to prompt it. Some people are using it to like deeply program and go. Like there's a spectrum of what people understand about that.

And more and more training, more and more of them deeply getting it. And some people are going to stop at, they get it. Some people are going to go all the way up to like expert level. They want to know everything, right? Some people understand what ChatGPT is and how to prompt it. Some people are using it to like deeply program and go. Like there's a spectrum of what people understand about that.

But as they go up, then... Again, it has to be a good idea. They begin to move along that y-axis to, I'm going to do something. I will change. I will help you get other people to change. I will be a champion of change. I will reinforce and literally help you find the people that do that. That's one tactic that leaders can take.

But as they go up, then... Again, it has to be a good idea. They begin to move along that y-axis to, I'm going to do something. I will change. I will help you get other people to change. I will be a champion of change. I will reinforce and literally help you find the people that do that. That's one tactic that leaders can take.

But as they go up, then... Again, it has to be a good idea. They begin to move along that y-axis to, I'm going to do something. I will change. I will help you get other people to change. I will be a champion of change. I will reinforce and literally help you find the people that do that. That's one tactic that leaders can take.

The second tactic is, I realized when we were going through this change that I had a group of people that were my champions of change that wanted to change. They were good to go. And everyone was like trying to convince the people in the middle to change, to go along with this, to why it was good for them. And I kind of was like, you know what?

The second tactic is, I realized when we were going through this change that I had a group of people that were my champions of change that wanted to change. They were good to go. And everyone was like trying to convince the people in the middle to change, to go along with this, to why it was good for them. And I kind of was like, you know what?

The second tactic is, I realized when we were going through this change that I had a group of people that were my champions of change that wanted to change. They were good to go. And everyone was like trying to convince the people in the middle to change, to go along with this, to why it was good for them. And I kind of was like, you know what?

I don't think we need to worry about the middle group. And I've actually seen this work over and over and over again. The middle group essentially gets pushed by the bottom group. And the middle group actually ends up pulling the bottom group. And the champions of change kind of pull everyone along too.

I don't think we need to worry about the middle group. And I've actually seen this work over and over and over again. The middle group essentially gets pushed by the bottom group. And the middle group actually ends up pulling the bottom group. And the champions of change kind of pull everyone along too.

I don't think we need to worry about the middle group. And I've actually seen this work over and over and over again. The middle group essentially gets pushed by the bottom group. And the middle group actually ends up pulling the bottom group. And the champions of change kind of pull everyone along too.

So I got the champions, the people who really got it, to go and have lunch and go have coffee and go have side conversations with the people who were like, no, I don't like change. I don't want to do this. I used to call them the flip phone crowd, like the people who had those old flip phones. They wouldn't.

So I got the champions, the people who really got it, to go and have lunch and go have coffee and go have side conversations with the people who were like, no, I don't like change. I don't want to do this. I used to call them the flip phone crowd, like the people who had those old flip phones. They wouldn't.

So I got the champions, the people who really got it, to go and have lunch and go have coffee and go have side conversations with the people who were like, no, I don't like change. I don't want to do this. I used to call them the flip phone crowd, like the people who had those old flip phones. They wouldn't.

Remember, the buttons were falling off, and there was no way they were going to go to an iPhone. They were never going to give that thing up until it finally broke, and there was no more warranty, and they finally had to go to the Steve Jobs mafia. But when I got those people that really got it, I had these peer conversations about, what are you worried about? What's going on?