Sam Parr

Like they don't know to do it.

So some structure is better than no structure.

And therefore, rather than say one of those CEOs you talk to is absolutely right, find out what they're doing and see which one feels best for you and your org.

Well, you talked about that with Danny Meyer.

Yeah, he also did a tour through Europe as a stash, which is a fancy word for work for free.

I think so, or at least the notion of it.

One of the arguments I make, like pound the table in the learning chapter, is that most people don't think about continuous learning in their job.

The founders do because they're learning these new technologies, and maybe doctors do because it's required by law.

But most people that get into a field, I think...

I think the college experience and the high school experience were so exhausting.

They're like worn out and they're like, I'm glad I'm done learning.

And then they're going to go to work.

But whatever you do, I guarantee you, especially with AI out there, there's some nuance of what you could be doing that's new.

And unless you're trying to find that edge, somebody else may be.

And

I think the people most at threat by AI are the ones that aren't continuously learning, that are just kind of doing the same thing they did 10 years ago, because they're kind of a widget, and that could be automated.

And the people that are curious about what's possible, they're naturally gonna see this AI thing pop up and go, wow, that's a new tool.

I better figure out what it can do for me.

And those are the people that are hardest to replace.

Like if your company's trying to figure out AI and one of your employees is spending more time on it than everybody else, they're the last person you're going to fire.