The Five-Year Century: What leaders need to understand about AI, work, and human potential

A century of change is arriving in five years. Most organizations are responding by making their industrial age models slightly more efficient, and that is the problem.

In this episode, Micah Smith sits down with Mihir Shukla, Chairman and CEO, Automation Anywhere, and Nancy Hauge, Chief People Experience Officer at Automation Anywhere. Together, they have written The Five-Year Century, a book on what it actually means to lead through this moment.

The conversation covers why revolutionary tools applied to broken frameworks change very little. What resistance to AI really signals, and how trust changes the equation. Why the industrial age kept more human capability out of work than it ever asked for. And why every person in an organization is about to get a promotion with AI.

If you lead people, make decisions, or are figuring out where to go from here, this one is for you.

Transcript

SPEAKER_02 0:00

The talent is evenly distributed, opportunity is not. And AI has made that opportunity available to everybody.

SPEAKER_00 0:06

Technology has the shelf life of a banana. They're obsolescence just built into everything, except human capability.

SPEAKER_02 0:13

Think about when an electricity came and imagine somebody taking an electric ball, putting it in a lantern, and still walking around. Sometimes you see people doing that with AI.

SPEAKER_00 0:24

I think that those people who believe that the things that have made them successful to this state will continue to make them successful. I think they're going to be very uncomfortable reading the book.

SPEAKER_01 0:33

Welcome to Agentic Edge, where we explore the frontier of AI agents, enterprise orchestration, and the architectures that are shaping tomorrow's intelligent enterprises. I'm Micah Smith, and joining me for this special episode are two executives who also happen to be co-authors of a new book titled The Five Year Century. And Nancy Hauge is Automation Anywhere's Chief Human Resources Officer, a 40-year veteran of organizational leadership, and one of HR Executive Magazine's top 100 HR tech influencers. Together, they have written a book that I think is going to challenge the way a lot of leaders think about AI, work, and what it means to lead through this moment that we're in right now. Mihira and Nancy, welcome to you both. I want to start with the origin story of this book. Nancy, you mentioned that Mihir suggested you two write a book together on your very first day at Automation Anywhere. What finally made this the right moment to take that leap?

SPEAKER_00 1:48

Earlier than the first day, Mihira had said something very provocative to me about my role, which is what do you think the role of human resources is when 40% of the workforce isn't human? When I always joke, I so then I had to take the job because that was a challenge I really wanted to take on. Things are happening, the world is converging around the concept of how work is going to change. And so it just felt as though the appetite for this was ripe. Now is the moment to help people.

SPEAKER_02 2:15

Mihir, what's your perspective on that? Not commissioned anywhere as customers in 90 countries and thousands of them. I found myself in the middle of so many of these conversations. And I was beginning to see patterns out of it. In my role, we talked, I talked to people from every virtually every industry: manufacturing, banking, insurance, healthcare, and more. Not only to CEOs and boards and heads of state, but also with union leaders and developers and actual users of AI who were at the beginning were afraid of AI. So talking to this being part of these thousands of conversations, you learn from each of them. And it made sense to bring some of these patterns together for the benefit of all for everybody. Because I think we all are uh are in the middle of these conversations and wanted to do it before it is too late to act.

SPEAKER_01 3:10

Love that. Miher, I want to start with you on this, and I want to hear Nancy's perspective as well. But when you picture the person who most needs to read this book, who comes to mind? What are you thinking of? Who are you seeing there?

SPEAKER_02 3:21

I think right now every person in an organization is negotiating with themselves, isn't it? Uh, do I learn this new skills, new way of doing work, or do I protect what I know? So, in this kind of environment, I would say this book is written for decision makers and change agents at every level. Whether you want to bring change to yourself or to a group or a company. What we try to do to research a lot more based on these thousands of conversations. No hype, uh, no not fear, but only to bring clarity to the extent we have and we have understood, with the hope that people will enjoy reading it. It's written with a humanity at its core.

SPEAKER_01 4:08

Nancy, your perspective on uh on who you're thinking of when you're thinking about the reader for this book.

SPEAKER_00 4:14

There are leaders out there who know they have to make a change. They don't know how to go forward with it, they are not sure how to name it. People who are cheering about what's coming at us so rapidly right now, and they know that it's gonna hit them. They just don't know what to do. They don't know where to go with it. They can conceptualize it intellectually, they don't know what actions to take. And they don't know what not to do, what to disabuse themselves of, right? So, what are the things that are impeding me? It's that person who's scratching their head saying, I get it, I just don't know where to start. I also think that generationally we have some specific audience in some ways. I think that there are a couple of generations that are embracing technologies very, very rapidly, and they're gonna be placing a demand on some other generations. So the baby boomers, I may be the last baby boomer standing in Silicon Valley, the baby boomers, this is, you know, interesting to them, but you know, they're retiring at 13,000 a day out of the out of the workforce of the United States. And so probably not as relevant to them. Gen Xers, very relevant to the Gen Xers who have achieved position level in the world, but don't have the volume of population. They are the leaders right now, and and they're the ones that have been raised in with the industrial age mindset. Things are working out for them up to this point. They're heading into their 50s now, and they're pretty comfortable. And here comes this change. And all the tools they've had up to this point aren't going to be as relevant. And so, where are they gonna go for the new tools? That's the population that I'm very interested in.

SPEAKER_01 5:49

I like this. Yeah, I mean, when I read it, I think it was interesting to me because it's not necessarily just for technologists and it's not just for executives. I think you said it perfect. It's for change agents, it's for people who are understanding this moment that we're in and who have a compelling vision for the future or want to have a compelling vision for the future. It's it's something that I think has really broad appeal. The title of the book is The Five Year Century. What does that actually mean? And why does the timing matter so much right now?

SPEAKER_02 6:23

You know, we are living through uh one of the most interesting times of our life where we would see change worth a century within the next five years. That's easy to say it, but to live through it, to imagine that happening in that time period. It's an unbelievable experience. And that compression of time changes everything about how change agents need to make decisions and how individuals need to plan their careers. With the way the world is evolving, look, first time we are living in a world where overall population is on a decline. There are a few handful of countries where population is increasing, but everywhere else in the world as an overall, the working age population is declining. And so, in that kind of an environment, that is first time for us as a human being, where there are just less working age people. And so, how is that how is that going to work? How is that economy going to unfold? And what role will technology and AI play? So it is a first time for many things and a very compassed time.

SPEAKER_00 7:37

You know, um, I I work for a CEO of previous in my career who said technology has the shelf life of a banana. And that's right. I mean, their obsolescence is built into everything except human capability. If you think the compression of time, here phrased it very well, but if I paint a picture for you, the 19th century was a century of change, whole century, 100 years, and that was a hundred years of change. In the 20th century, we had two centuries of change. The first half was automotive and aeronautics. The second half was computing and communication. In the first 25 years of this century, we've seen another century of change when you think about what we're doing with smartphones that we're carrying around, the app-based economy, the negative use space, you got an empty backseat, an empty bedroom. How do I monetize those things? All of these things have added to technological and cultural and work change in the last 25 years that's equivalent to what they did in the entire 19th century. And we see this just accelerating. And now AI has just stepped on the gas there. And so these next five years, when the demographics in the world change so dramatically, and when we see this technology coming into full ubiquitous use, we know that accelerator is unlike anything we've seen before. It was already accelerating at 50% per year. Now it's just going so much faster.

SPEAKER_01 8:59

You mentioned something really interesting there about, you know, there are now Uber and there's places like Airbnb. And without the introduction of the iPhone and introduction of the App Store, do those things exist or do we get to that point? And I think that's really interesting to think about because those businesses were essentially born out of an invention of something that kind of changed at a point in time. And I think we're starting to see that same thing. And I don't know what's the what's the thing we're gonna look back on and say, well, yes, of course that exists because AI agents made that possible. But I'm I'm excited for that change. There's a phrase in the book that I really like where you talk about organizations using revolutionary tools for evolutionary change. I want to hear from you here first, what does this actually look like in practice? And what are leaders doing wrong that they think they're doing right?

SPEAKER_02 9:57

That's a great question, Micah. We all know AI is a transformative technology, but often the way people are using it is still in the keeping the old scaffolding in place. Think about when an electricity came, and imagine somebody taking an electric bulb, putting it in a lantern, and still walking around. Sometimes you see people doing that with AI. They're just putting AI around broken processes or broken software. Uh let's take an example. You know, a meaningful part of our economy today works around making errors. What I mean by that is there are lots of errors created. Think about an internal ticketing system in any company. Large companies have millions of tickets, they are just millions of errors. And then we have a whole organization and systems and tooling to manage those errors, and they exist in every part of the life. In an AI world, those errors don't have to exist. Imagine a world where those errors are immediately resolved. Now, generating errors and solving them is not the best way to contribute to the economy. So, how can you reimagine how the world could operate? The AI brings a world where you have almost a limitless workforce. Just like machines brought us a limitless muscle power, if you will, this one brings us a limitless workforce of artificial intelligence. So this is an opportunity to reimagine it. As somebody said, nothing so useless as doing efficiently something that shouldn't be done at all. So this is an opportunity to decide what shouldn't be done at all and reimagine or what happens.

SPEAKER_00 11:42

I think, you know, Micah, the trap is the familiar dysfunction feels safer than unfamiliar change, right? Um, people are comfortable with where they're sitting in terms of how they've learned to do their jobs. And the models are industrial age. And so we say, yeah, how do you take this new technology and then just make that industrial age more efficient? That isn't how this works at all. And you can point to so many industrial age models that we just think are empirically correct. I spent some time a long time ago uh, of all things quality for a computing company. And so I learned all about statistical process control and deming and baldridge and all those things. And I have to say, this makes it all obsolete. And that I think is where people are like, wait a minute, I understand change management. I understand how things progress, but that's all based on previous generations and models that no longer are entirely relevant to how you're gonna create efficiency going forward. And you can look at simple things, you know, the way we write job descriptions. Here's a series of skills that I need, and here's the work that I'm gonna need you to perform that's that we break into tasks, as opposed to say, here's a set of problems I have. Would you like to come solve me help me solve these problems? That's different than, you know, or here's I gotta move from point A to point Z. Have you got any idea how I might get there? You know, those are the things that you want to put in a job description so you can get to people's creativity. Things that we do, we just take for granted we have to do them. Performance management systems. You know, the basis of our performance management systems are out of World War II, built for 19-year-old draftees. And we don't employ a single 19-year-old boy in our company, and most people don't. Yet we treat accomplished adults, experienced accomplished adults, like they're 19-year-old boys. And everybody says, but you have to have a performance management system. And I'm like, you know, I mean, certainly not that one. You've got to have something, but it's not, it's got to be about those outcomes and it's got to be it, are you helping me solve those problems? It's got to be about these new models that we're coming to, not just using revolutionary technology to just go solve industrial age problems.

SPEAKER_01 13:54

I love that. Those are that's a great analogy. And it kind of along those same lines, you know, you've spent your entire career in HR watching people respond to change. What does resistance look like up close and where does it usually come from? Because I'm sure you've seen patterns like this before, Nancy.

SPEAKER_00 14:14

It's almost never about technology itself, right? There's resistance that, you know, happens mostly because people can't see themselves. They can't see themselves in the future. Um, you know, it's funny. Futurists always fail uh painting pictures because they don't include you in it. You know, the guy who's standing on the corner somewhere in a big city holding a sign that says the world ends next Tuesday doesn't get a lot of followers. You know, if he was holding a sign that says next Tuesday, we're gonna have calorie-free Krispy Kreme and Hubbercraft, I'd get behind him, right? I'd okay, I'm that's a future I want to go to. We always have to look at people and say, look, we're gonna go into the treacherous territory called the future. We're gonna take you with us because it won't be as good without you. That's what people want to hear. So when they see a technology that they think, maybe just make room for me anymore. That's or maybe my skills aren't as relevant. Maybe I won't have the position power, the status, the influence that I have today if you change all these rules on me. That's where you get the resistance. Now, we mention in the book, and it's very dear to me, the role that trust plays in this, and that trust is a currency inside organizations, right? We all know how to earn it, we all know how to lose it. How do you spend it? And spending trust is the acceleration of change. That when people trust you, they will go with you into that treacherous territory called the future because they trust that it won't be as good without them because you've let them know that. And then you don't have passive resistance. You don't have people throwing up all the issues that they can see, every issue they have to get resolved. And they don't always say, Well, it's clarity. I want to have clarity on this. I'm not that clear about the future. I know we got to go there. So let's get started. So you have that passive resistance, that passive aggressiveness with that comes under the guise of, you know, well, we've got to get this all straightened out. That really you have to read that as that's insecurity, that's timidity. You know, someone's afraid to go there with you when they're looking for that security. If you have engendered enough trust in your organization, you won't run into that.

SPEAKER_01 16:20

One of the more provocative ideas in the book is that a lot of what we've been calling human work was never actually worthy of human potential. Can you explain a little bit what you meant by that? I'll start with you, Mihir.

SPEAKER_02 16:33

Micah, if you think about it, before industrial age, if you ask a person with a certain craft and ask them about work-life balance, they don't know what you mean. There was no such concept. Then the industrial age comes and we start we celebrate humans' consistency, speed, accuracy, their ability to follow rules every day, every hour, five or seven days a week. But capabilities only valued because machines couldn't yet deliver that. And so we trained professionals to excel at tasks that were at their cores was machine suited. And then this new concept comes about the idea of work-life balance, because work wasn't as fun. It was a very machine, it was suited for machines. I think what AI is revealing is how much of what we labeled as a human work was never the source of human value. And understanding it, one of the things Micah, I point out, is that we have colleagues who can have one specific title, but they bring so much more to the company. We have a great individual who works in our HR team who on the spare time flies drones and assembles remote control cars, and he's inherently IT, but he works in HR. And a lawyer who does rock climbing and takes more calculated risk versus what you would think of a typical lawyer. So people are so much more than the job, the narrow band of job that we have defined them as. That's all a byproduct of industrial age. Imagine if all of us can bring our entire selves to work. And instead of just doing this machine-oriented work, if we can exercise our full self, what would be that like?

SPEAKER_00 18:31

When I started working when I was 20 years old or so, and I went to work into a big insurance company, and they very were clear about, you know, first of all, leave your gender at home. We're not interested in that. Second of all, leave your intellect at home. Just do the job we've asked you to do. You don't need to weigh in on anything else and leave that sense of humor at home. We don't need you laughing here. You know, that's not important. And I moved to Silicon Valley some years later, and I realized this was the land of meritocracy because they said, Oh, wow, you're pretty smart. Bring your intellect to work, and you've got opinions, we'd like to hear them. And oh, bring your sense of humor because we need to break tension everywhere. It's a pretty tense, it's an intense place. We're happy to break that. It took a while for anyone to say, bring your gender to work. I have to be honest about that. They ultimately got there, but it took a while. I realized then there are what other human things have we been keeping out of the work environment that really are important to it. And of course, consciousness, our morality. I mentioned to you earlier, I think, Mike, the human brain as an association engine isn't ever going to be eclipsed by technology. Our ability to associate disparate things with other disparate things, they can't teach AI to do that. Now, someone's gonna say, yes, you can. I'm sure someone's gonna call me and say, Oh, yes, you can. Let me show you how we've done it. It's never going to work like the human experience coupled with the human knowledge. And remember, our customers are human. You know, we're we sell to human beings. We live in a human world and we're gonna continuously configure work to optimize for the human being. We were cogs in the industrial age. We were little robots, right? There we were, you fed us 3,000 calories a day. We reproduced at will, we continued to make new little robots, and we went in there and um fixed the industrial age, machinery, we fed the industrial age, software beasts. We were cogs in that world. Suddenly, human beings are not cogs in this world. Suddenly, this technology serves humans, and that is so remarkably different. And that is where the human potential is really going to be unleashed now. Because to Mahir's point, we're asking people to bring it all to work. Let's see what you got. Let's see where that creativity is, let's see what your association engine can create on behalf of our customers. That's what's got to happen. We're not limiting you back to that cog-like robot work.

SPEAKER_02 21:00

I think as amazing as AI technology is, it only knows the answers when it knows the answers. It doesn't know what are the right questions. And that is the real thing, isn't it? What are the right questions? And as we imagine new questions and new possibilities, we'll harness this technology, like we have harnessed team engines and everything else. We can go as far as we can have questions.

SPEAKER_01 21:28

Yeah, I love that. And I think one thing that I've learned from both of you in meetings and my time here at Automation Anywhere is that I'm learning how to ask better questions of myself and also of my team, especially when someone asks me a question like, why didn't I think of that? So I'm trying to ask myself those better questions. And I love this concept of people bringing their full selves to work. But there's also going to be this need for upskilling and reskilling. So I want to get your perspectives on that. How do you think about upskilling and reskilling individuals? And also, what are some of the the Traits and the skills that you think will be most relevant for people to really nail down as we go into these next few years?

SPEAKER_02 22:07

Just separating between reskilling and upskilling. So we we are at Automation Anywhere, we are fortunate to try this with vast amount of people in different parts of the world. We have tried reskilling people in the Mississippi Delta, which is a little poor part of the United States, in the Africa and in the valleys of Himalayas in Nepal and all over the world. And what we found is that first time we have a technology that allows people to become effective and learn very rapidly, versus taking a four-year course. So, in in one of the examples the book cites is when we trained people in Mississippi Delta, within a few weeks we could give them a diploma course in AI and automation. And we were able to take them from flipping burgers at $12 an hour to 120k jobs in AI. And first, we could see it in front of our eyes that the social mobility could increase significantly because these tools are very easier to use than what we have before. They don't have the limitation of keyboards and understanding syntax, and it is designed for every human being. And we saw this in various parts of the world, and we are excited about what that brings, right? The second piece is of skilling, which is retraining our current workforce, they should have access to tools and technology. But what we observed is that's not the limiting factor. What is limiting is they're breaking the mindset of how you use technology. We are so used to serving technology for so many years that thinking of it the opposite way, where technology should serve people and we should do personalization. You know, we are doing standardization, no matter who you are, you get the same answer. We need a hyper-personalization so that everybody is served to their need. And with EI, that is now possible. So I think some of those concepts that were limitation of an industrial age needs to be turned on its head, and then we can reimagine our current businesses as well.

SPEAKER_00 24:25

I agree. I think that there's um there's new skilling, right? There's upskilling, reskilling, all of those things. I also think, though, there's skill discovery, that the way we've configured work has hidden a lot of capabilities and skills that people have. Again, now we're asking them to bring it all to work with them. We've got to discover it. We have achieved a lot in the people experience group at Automation Anywhere in terms of using our own technology, drinking our own champagne here, and we're over 50% fully autonomous in the HR operations. Every time we have automated something, it's taken work away from somebody. And every time that person has had 17 ideas for what they should have been doing, how they could have been serving their customer better. And so, in some ways, it's taking that camouflage of the industrial age off. Once we get rid of that, what should your job be? To what would what could you do if I gave you more time? What could you do if you had other tools? And suddenly there's other solutions that we hadn't thought of we or didn't have time to do, um, couldn't get to because we were too busy feeding the industrial beasts. And so that has been very, very important for us. And so, like, you know, Mihir points out, there's one of the guys on my team is such a nerd. He just does all the nerdy things.

SPEAKER_01 25:46

And so he embraces in the best way, defending for other nerds who may be listening here.

SPEAKER_00 25:52

But then you find, though, then, you know, we take some tools, some things away from somebody, and you discovered they have a background in analytics that we hadn't been using. You discover they have a background in language that we didn't know that we needed. We discover that they have tools and capabilities that can solve problems that we weren't getting to those problems. We weren't getting close enough to those problems. And now we can get close to them and we can solve them because we can even see what the inventory of skills are that we have access to in the human beings. So it's upgrading them on the technology is one thing. But here's right. There's a mind shift. But once you say to somebody, you know, I can give you access to your if only list. You've spent your whole career saying, if only I didn't have to do this work, I could go do this better work. This gives you access to that if-only list. That's incredibly powerful.

SPEAKER_01 26:42

One of the things I think that really stood out to me is what's getting built changes, how it's getting built changes, but also who gets to build it. And I think that's really interesting, especially when we think about upskilling and reskilling and the opportunity that it creates for people. You covered some really interesting examples of organizations that have leaned in to ask the question, what can we do? How can we do more? I'd like you to share maybe an example or two that really stood out to you in putting this book together and some someone who really got it right when they were leaning in to say, what else could we be doing?

SPEAKER_02 27:17

We've covered in the book quite a few of those examples because we've been inspired by many amazing people in all over the world and what they were able to do. I have to pick an example. I'll pick one. One of our customers is a large oil and gas company with lots of complex tax laws to apply to. And one of the things we were able to do is put the entire tax code, a very complex corporate tax law, into the system and ask the AI to apply the law to all the transactions. And many of our tax laws are written to be confusing. So it took them about two weeks to say, okay, in this scenario, do I apply this law or that law and so forth. So it required some guidance. But at the end of two weeks, it was able to recompute a $60 billion worth of tax completely autonomously, and able to find $100 million worth of errors. And so we were able to, within three weeks, we recomputed all the taxes, refiled the papers, and saved company over $100 million in three weeks. This woke us up because the world we all come from, in three weeks, if you have a project plan done for that project, you would be lucky. And in this case, you have over 100 million of savings on record in just three weeks. This is what AI is capable of doing, to reimagine what is possible. But in this case, it is really a leadership moment, isn't it? Technologies can come and go. But leader in this particular case had the ability and their teams to reimagine what is possible. And the book has uh quite a few of these stories of amazing people all over the world. I always say that the talent is evenly distributed, opportunity is not. And AI has made that opportunity available to everybody. And those examples show up everywhere in the world.

SPEAKER_00 29:17

I think the the you know, again to that mindset change, that concept of why why am I doing this? Just challenging, why am I doing this again? The impressive question to me is the person who says, Why do I have to do this anymore? Why is this relevant? Right. And right really trying to focus on what's relevant. The other person I think that is um questions you're gonna love and want to hear from in the future is the person who's who's not afraid of looking a little foolish by the question they ask, right? Who's willing to dance out there in that place we don't know about going yet. In the book, we mentioned an experience I had with my friend Patty McCord, where, you know, eight years before Netflix started streaming, she was snooping around with a company I was working with around their streaming capabilities. And when she said to me in 1999, we're thinking we're gonna produce and stream our own movies, I was like, you know, you've got a big pick and pack center over there. That's the business you're not. But it she was willing to say, I know it's a wacky dream. I know it seems really weird, doesn't it? But we think this is where this could go. And that is what's inspiring is someone who's willing to say, I know I look a little foolish telling you this right now, but here's I think something where we might go. And those are the people that you're gonna be watching for. It's the people who are asking the why still do this and could we go someplace else? Those are the big questions that are inspiring. Our customers ask them every day. Every day they're asking those questions. It's it is very inspiring.

SPEAKER_01 30:50

I want to close with this. Who is going to be the most uncomfortable reading this book? And why should they read it anyway?

SPEAKER_00 30:57

I'll start with saying my son is gonna be the most uncomfortable because I'm making him do a quick for it. And he's 50 years old. I thought it's he's behind him, but I know he hasn't read it yet. So actually, most uncomfortable. I think that those people who believe that the things that have made them successful to this date will continue to make them successful, I think they're gonna be very uncomfortable reading the book because that's not the formula that's gonna succeed in the future. I'm certain that we here and I'm gonna get difficult questions over the next few months from people who think that um, you know, we are using illegal drugs or something in order to come to some of the conclusions we have. But yeah, there are some people who I think would like the world to stay as it is until they can get 10 more years of their career done. I think that's the group that's gonna be hardest, I think, on this one.

SPEAKER_02 31:45

And Micah, this is true for all of us in our life. There are times when we wish the world fits you because you have done a lot and you want world to fit you. I think without any judgment, for those people, this is hard because the world will change. It is just moving so fast, it's a matter of nations surviving. So it doesn't have a choice but to move forward. I think that it will be hard for those people, but maybe we put some fun ways to make change possible. So maybe book will inspire them to consider.

SPEAKER_00 32:19

Like a university book. Who do you think it's gonna make uncomfortable?

SPEAKER_01 32:23

I think the people who aren't moving, I think it's not the big that will eat the small, I think it's the fast that will eat the slow. And I think it's really important for leaders to be thinking about where I can't just keep doing things the same way and get the same results I got five years ago, right? I've got to have a new objective, I've got to have a new game plan, I have a new, have to have a new way to approach this. So that's that's who I think will be most uncomfortable reading it. But I thought it was a great read. And I think one of the things I would say for anyone else who's listening to this is it's not an AI book, and it is an AI book at the same time, right? It's not specific to, oh, open AI 5.5 or a specific anthropic model. It's about AI, but it's also about the change that goes along with it. And I found that very interesting. And I think it will still be extremely relevant six months from now, a year from now. It's not one of those things that is only a flash in the pan moment. I think it was an excellent book. So I would highly recommend it to anyone. Which gets me to my last question. How can people get their hands on this?

SPEAKER_00 33:28

Barnes and Noble, Amazon. I think it's on a variety of sites now. You can go to Wiley directly, who is our publisher, and see all of the areas that it can be purchased at.

SPEAKER_02 33:40

We also offered a book has a barcode that you can scan. And like there's a website where we have created a small community where you can interact. We like to continue this conversation of learning. And uh to end on a positive note, think of everybody is getting a promotion. The individual contributors who are working will now be in charge of delegating to an agent, managing agent performance. The words that we would typically reserve for a manager now applies to every single individual. And so, like that, everybody has to move up. The managers have to think like a director, the VPs will have to think like a CXOs, and the CXOs will have to continue to move up. It's a good world, isn't it? Where everybody gets a promotion.

SPEAKER_01 34:30

That's here, Nancy. Thank you so much for joining me for this episode of H Intake Edge. To our listeners, thanks for joining us, and we'll catch you in the next one.