Ryan Lufkin

And that's where we're in this kind of phase right now of how much do we trust these tools to be autonomous and how much do we really need to continue the oversight?

But it's a lot.

It can be feel very, very overwhelming.

And you almost have to shrink your bubble into the world that you control and that you have aspect and kind of ignore a lot of the other noise.

A really good friend, Troy, who was in a car accident and suffered a traumatic brain injury and was out of work for about a year.

And when he was ready to go back, he would do these interviews and they'd say, well, do you know AI?

And he would say, what do you want me to know about AI?

And they'd say, well, but do you know AI?

And what became clear very quickly was that they didn't actually know what they wanted.

They wanted someone with skills in using AI and adapting these tools to come in and help them deliver that kind of innovation.

reached out to me and we had a conversation.

I sent him some courses that he could take and he upskilled quickly and then got a job pretty rapidly from that.

But we're in this position where a lot of college universities aren't necessarily taking ownership of teaching AI literacy and employers aren't necessarily taking ownership.

They want these graduates to come out with these skills to help them.

We need both sides to take ownership of training and

students on AI literacy and how to use these tools effectively and ethically across the board.

That other aspect is there's this old adage that I've heard from a lot of employers that are like, well, what if we train our employees and they leave?

The counterpoint is what if you don't train them and they stay?

We need employers to really own the upskilling and reskilling of their employees to make their workforce better and not hide behind the fear that those skilled employees will then take that training and go somewhere else.

That scarcity mentality, I think, is really important to acknowledge.