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183: "Kids Are Intuitively Hacking AI With Their Voice, Not Their Keyboard" ft. Justin Coats

Erik shares how he’s running a week-one “vibe coding” summer curriculum for his 10- and 7-year-old daughters using voice-first ChatGPT. He and Justin unpack what’s working, what friction to watch for, and how to think about learning, iteration, and human responsibility as AI becomes the new interface.🧭 Conversation HighlightsErik’s kids start with voice prompts to generate images, then turn them into stories and comic panels. When they hit “out of ideas,” they switch to a question-driven loop.Justin connects voice interaction to a future where typing may matter less, especially compared to the speed and friction adults experience when typing vs speaking.Erik explains how he designed the curriculum to teach creativity in steps: character ideas, then world-building and story arcs, then tools like Scratch.They debate “creation” and responsibility: Erik pushes that he created the curriculum using a tool, while Justin emphasizes co-creation language and the need to define responsibility clearly.💡 Key TakeawaysVoice-first prompting reduced friction and boosted creative iteration for kids, without requiring typing skills as a constraint.A curriculum that gives kids a narrative “vehicle” (character, world, arc) is more effective than letting them only “play” with the tool.Guardrails matter: AI should support thinking, questions, and drafts, but kids still need to physically do the writing to keep the skill building.Ownership and responsibility should stay human-centered until AI can be held accountable for outcomes, not just outputs.❓ Questions That MatteredWhat’s the right sequence for teaching kids creativity with AI tools so they don’t stall out at “what do I make?”How should adults think about the shift from typing to speaking as the primary interface with AI?Where do we draw the line between using AI as a thinking partner versus outsourcing the actual work (like story writing)?When AI helps generate curriculum or content, what does “created by” actually mean, and who is responsible for downstream impact?🗣️ Notable Quotes“There’s no wrong answers, there’s no test. It’s just… I come up with an idea, I see it.”“If you create your digital baby, you didn’t do any of those things. It has to go do those things on its own.”“It really seems like creativity tends to be a function of speed.”“Until I can hold the AI responsible for something it created, I’m not confident I could use the language that it created something.”🔗 Links & ResourcesListen To Other Episodes Co-Hosted With Justin

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182: "What is Being Hyper-Responsive Actually Costing You?" ft. Alli Murphy

5d ago00:18:12Tap to summarize

Erik and Alli dig into “invisible rules” that shape how we behave at work, especially the ones that reward constant availability and create anxiety. They compare examples from different cultures, then get practical about how to change the rules without triggering backlash, using shared wins and a trial mindset.🧭 Conversation HighlightsWhat starts as “being committed” at work often turns into guilt-based expectations like staying connected on vacation or responding immediately after hours.Some invisible rules are cultural, but many are reinforced by habits and performance anxiety that feel safe because they helped people earn promotions.Alli describes how effective change comes from running experiments, not making instant identity-level shifts, so your nervous system learns that “different” is safe.Erik emphasizes that changing norms requires influence, and that framing behavior changes around shared wins helps peers and leaders buy in.💡 Key TakeawaysInvisible rules can be both harmful and useful, depending on what they’re trying to solve and whether they’re implemented in a way that supports real outcomes.When you want to change an individual behavior, pair “who do I want to be?” with a time-limited experiment to gather data and reduce the fear of committing forever.For structural change (processes, cadence, meeting design), tie changes to shared wins so the organization understands the point.You usually cannot change these patterns in a vacuum. People are watching, so communicating clearly and aligning with outcomes is part of the leadership move.❓ Questions That MatteredAre these invisible rules actually cultural expectations, or are they performance anxiety patterns that individuals bring from previous environments?What are we trying to solve for when we enforce an availability expectation, and is timeliness the real driver?If I don’t do this, who do I think will be mad at me, and what does that reveal about the root consequence?How do I explain the behavior change so peers and my boss understand it as a shared win, not a personal preference?🗣️ Notable Quotes“When you start a new job, it's kind of like you're drinking from a fire hose.”“Doing something different is safe… you’re not just gonna talk yourself into one day waking up and being like, I lead differently now.”“It ended up being really well received, and I never went back to having meetings on Wednesdays.”🔗 Links & ResourcesListen To Other Episodes Co-Hosted With Alli

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180: "What If Your Team Already Knows What’s Broken, But Won’t Say It?" (reflections on Josh Frantz)

1w ago00:08:56Tap to summarize

🧠 Erik’s TakeAfter reflecting on his conversation with Josh Frantz, Erik kept coming back to a deceptively simple idea: every company has hidden problems that leadership would absolutely want to solve — if they actually knew about them.The challenge isn’t just finding the problems. It’s creating an environment where people feel safe enough to tell the truth.What stood out most to Erik wasn’t the technology behind Blyndspot. It was the human reality underneath it. Employees often stay silent not because they don’t care, but because speaking up feels risky. Sometimes they fear blame. Sometimes they fear retaliation. Sometimes they fear making themselves obsolete.The real challenge for leaders, then, is psychological safety. Not performative safety. Real safety.Erik also found himself reflecting on how much organizational progress depends on workflow clarity. Most companies still don’t truly understand how work gets done inside their business — especially all the unofficial workarounds employees create to keep broken systems functioning. As AI adoption accelerates, that lack of workflow clarity may become one of the greatest bottlenecks companies face.🎯 Top Insights from the InterviewPsychological Safety Must Be EarnedLeaders can’t simply claim feedback is safe. Employees need evidence that honesty won’t be punished — and that their ideas will actually be heard.Anonymous Feedback Changes Behavior. True anonymity increases both participation and honesty. The moment employees believe leadership can identify them, the quality of feedback changes dramatically.Closing the Loop Builds Trust. If employees share feedback and never hear what happened next, participation dies. Acknowledgment matters almost as much as action itself.Workflow Is Becoming the Competitive Edge. AI can only improve systems companies actually understand. Most organizations still lack clarity around how work truly happens at the operational level.🧩 The Personal LayerOne of the ideas Erik kept wrestling with after the interview was how emotionally difficult it can be for leaders to admit there are problems inside their company they don’t fully understand yet.That admission requires humility.It also requires confronting the uncomfortable reality that employees may already know what’s broken — and may have known for a long time.Erik reflected on how many organizations unintentionally train employees to stay quiet. Sometimes through fear. Sometimes through inaction. Sometimes simply by asking for input and then disappearing without responding.The conversation also reinforced something Erik deeply believes about leadership: trust is built behaviorally, not rhetorically. Leaders don’t create safety by saying “my door is always open.” They create it by consistently responding to truth without punishment.🧰 From Insight to ActionAudit where feedback currently dies inside your organization. Ask yourself whether employees genuinely believe it’s safe to speak honestly. Create visible follow-through when employees share ideas or concerns. Clarify workflows before trying to automate them with AI. 🗣️ Notable Quotes“There are problems that exist in your company that if you knew about them, you would take action.”“Your people don’t want to tell you.”“You’re going to have to work really hard to build psychological safety.”“Workflow is now king.”“You can’t automate what you don’t already know how to do.”🔗 Links & ResourcesListen to Josh Fratz's episode

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181: "The Best Businesses Solve Recurring Problems" (reflections on Bill Dowd)

1w ago00:12:26Tap to summarize

🧠 Erik’s TakeIn this reaction episode, Erik reflects on his conversation with Bill Dowd — founder of Skedaddle Humane Wildlife Control — and explores the deeper strategic lessons hiding underneath what initially sounds like a simple pest control business.What stood out most wasn’t just the humane wildlife philosophy. It was the way Bill consistently reframed problems instead of fighting unwinnable battles. Whether discussing raccoons, hiring, franchising, or seasonal staffing, Bill repeatedly demonstrated a mindset rooted in systems-thinking, long-term strategy, and practical execution.Erik also unpacks why Bill’s Christmas light business may secretly be one of the smartest operational decisions discussed on the podcast so far — not because of lights, but because of talent retention and organizational design.🎯 Top Insights from the InterviewHumane Isn’t Just Ethical — It’s Strategic. Trying to eliminate wildlife entirely is a losing battle. Bill’s philosophy focuses on prevention and coexistence instead of endless reactionary tactics. Erik reflects on how this mindset applies far beyond pest control.The Best Businesses Solve Recurring Problems. The sheer scale of wildlife activity around homes highlights how massive “hidden industries” can become when they solve unavoidable real-world problems.Seasonal Businesses Need Creative Systems. The Skedaddle Christmas Lights expansion wasn’t random — it solved a staffing problem. By creating winter work, Bill retained skilled employees year-round and strengthened the entire business.🧩 The Personal LayerErik resonated deeply with Bill’s practicality. There’s a difference between theoretical expertise and wisdom earned through decades of lived experience, and Bill clearly operates from the latter.What also stood out was Bill’s willingness to challenge assumptions. Most people instinctively think “remove the animal.” Bill reframed the entire problem into “remove the opportunity for the animal.” That subtle shift completely changes the strategy.Finally, Bill’s comments about leadership and specialization connected strongly to Erik’s own beliefs around accountability, delegation, and trust. Just like in hockey, businesses fail when leaders try to play every position themselves.🧰 From Insight to Action Audit your business for “unwinnable battles” you may be fighting repeatedly instead of solving systemically. Look for underutilized assets — people, equipment, relationships, or capabilities — that could create additional value. Evaluate whether seasonality is quietly damaging your ability to retain top talent. Stop trying to personally own every function of the business and identify where specialists should lead instead. Ask whether your current strategy eliminates problems or simply reacts to them repeatedly. 🗣️ Notable Quotes“You’re never going to win a war where the game is to eliminate the animal.”“Humane isn’t just humane — it’s probably more strategic.”“What can you do? Animal-proof your home.”“What you’re really doing is adding people to this business more than anything else.”“You can’t play every role on the hockey team.”“Your job as a business owner is to hire good people and get out of their way.”🔗 Links & ResourcesListen to Bill Dowd's episode

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179: Bill Dowd: "Why Are So Many Entrepreneurs Ignoring Businesses Like This?"

1w ago01:06:33Tap to summarize

Bill Dowd went from professional hockey player to founder of North America’s largest humane wildlife control franchise — and in the process, built a business most people never even realize exists until they desperately need it.In this conversation, Erik and Bill unpack the realities of scaling a “boring” business into a category-defining company, the hidden opportunity inside fragmented industries, and why systems, customer service, and relentless execution still beat flashy ideas.They also explore franchising, hiring, leadership, AI, operational excellence, and the surprising emotional shift society has made toward humane animal control.This episode is a masterclass in spotting overlooked opportunity and building durable businesses that solve real-world problems.👤 About the GuestBill Dowd is the founder and CEO of Skedaddle Humane Wildlife Control, North America’s leading humane wildlife removal franchise. A former professional hockey player drafted by the New York Islanders, Bill transitioned from athletics into entrepreneurship and built Skedaddle from a one-truck operation into a 60+ location franchise system across Canada and the United States.Known for pioneering humane wildlife removal practices and prevention-focused solutions, Bill has spent nearly four decades redefining an industry built around customer trust, operational systems, and long-term thinking.🧭 Conversation HighlightsBuilding an Industry Most People Never Notice. Bill explains how wildlife control is one of the largest hidden markets in North America — because every home, city, and business eventually has to coexist with animals.From Professional Hockey to Entrepreneurship. The conversation explores how lessons from sports — leadership, discipline, teamwork, and specialization — translated directly into building a scalable business.Why Franchising Became the Growth Engine. Bill shares how he realized the business could scale nationally through systems, training, and operational consistency rather than trying to personally own every market.💡 Key TakeawaysGreat businesses often exist in overlooked industries with endless recurring demand. Systems and execution matter more than flashy ideas when scaling. Customer service remains one of the biggest competitive advantages available. Franchising works best when operators follow proven systems while still contributing ideas. Hiring, training, and retaining strong people becomes the true growth bottleneck. “Boring businesses” frequently have massive total addressable markets. ❓ Questions That MatteredWhat makes certain “unsexy” businesses such incredible opportunities? How do you scale a service business across wildly different geographies? What traits separate successful franchisees from struggling ones? How do you maintain innovation while protecting franchise owner investments? What happens when customer expectations evolve faster than an industry? Why does humane treatment create a stronger business model? How do you build systems🗣️ Notable Quotes“We’re a marketing company that just happens to chase raccoons.”“First to the door wins.”“A lot of things happen that aren’t our fault, but are still our responsibility.”“Do what you do well and hire the rest.”“We’re well past the point where we can remove wildlife from cities. We have to learn to live with them.”“AI isn’t replacing someone crawling through an attic chasing a squirrel.”🔗 Links & ResourcesFollow Bill on LinkedInCheck out Skedaddle's Website: www.skedaddlew

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178: Josh Frantz: "The Value Behind Extracting Knowledge From Frontline Employees"

1w ago01:24:22Tap to summarize

In this episode, Erik sits down with entrepreneur and Blyndspot CEO Josh Frantz to explore one of the most overlooked ideas in business: the untapped intelligence hidden inside organizations. Josh shares how his experience building multiple companies led him to a powerful realization — frontline employees often see and understand operational problems better than executives, consultants, or leadership teams ever could.Together, they unpack why psychological safety matters more than most leaders realize, how anonymity changes the quality of feedback, and why most companies struggle to implement meaningful change even after discovering the truth.👤 About the GuestJosh Frantz is a three-time founder and the CEO of Blyndspot, a human business intelligence platform focused on uncovering operational inefficiencies through frontline insight. Drawing from over 25 years of entrepreneurial experience, Josh believes companies perform best when leaders systematically capture and act on the collective intelligence of their teams.Blindspot combines human context with AI analysis to help organizations identify hidden problems, improve operations, and create healthier feedback cultures.🧭 Conversation HighlightsThe Untapped Intelligence Problem: Josh argues that most companies (knowingly or unknowingly) ignore their most valuable source of operational insight: the people closest to the work. The frontline often sees inefficiencies, bottlenecks, and broken systems long before leadership does.Why Psychological Safety Changes Everything: Employees rarely share honest feedback when they fear judgment, retaliation, or embarrassment. Josh explains why anonymity dramatically improves participation and why trust must be reinforced culturally — not just promised.The Companies Most Ready for Change: Surprisingly, the organizations most capable of benefiting from feedback systems aren’t chaotic companies in crisis. They’re already high-performing organizations intentionally investing in continuous improvement.💡 Key TakeawaysThe people closest to the work often understand operational problems better than executives. Employees need psychological safety before they’ll tell leaders the truth. Anonymous feedback systems increase both participation and honesty. Organizations that intentionally create space for change outperform reactive companies. AI becomes significantly more valuable when grounded in company-specific human context. ❓ Questions That MatteredWhat valuable intelligence is currently trapped inside your organization? Why do employees hesitate to share operational problems openly? What happens when middle management unintentionally filters truth? How do leaders create psychological safety at scale? Why do some companies embrace change while others resist it entirely? 🗣️ Notable Quotes“There’s a whole lot of high-value intelligence in the frontline of organizations that is not being leveraged today.”“A lot of things happen that aren’t our fault, but are still our responsibility.”“If you want to bomb this system, have people give responses and then let it become a black hole.”“The people turning the screws really have the most valuable insight.”“We’re not trying to understand what employees think about work. We want to understand what employees know about the business.”“You can ask everyone at scale now. That changes everything.”🔗 Links & ResourcesFollow Josh Frantz on LinkedInCheck out Blyndspot.com

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177: "Is Typing Becoming Old-Fashioned in the AI Age?" ft. Justin Coats

2w ago00:54:02Tap to summarize

Erik and Justin take a practical tour through AI “tools that actually ship.” They start with Lovable to build a real landing page fast, then move to NotebookLM for source-grounded research and repackaging, and finish with Spinach AI for meeting intelligence that turns conversations into executable next steps.🧭 Conversation HighlightsErik’s Lovable experience: a subsite built in minutes by feeding a prompt and letting the tool pull branding, structure the story, and generate interactive components like email capture and a databaseVoice vs typing in AI tools: speaking helps you move at the speed of thought, surfaces gaps in what you can articulate, and makes iteration easierLovable’s workflow options: Build mode for speed versus Plan mode for a more production-ready blueprint you can edit before publishingA “human first” approach to using tools: have the conversation with the interested person, then use AI to turn that learning into assets like websites, decks, and meeting summaries💡 Key TakeawaysIf you want results quickly, talk to the tool (dictate) instead of trying to perfectly write your thoughts first. It reduces breaks in your chain of thought and speeds iteration.Use conversation as your forcing function. Real questions from a real person help you figure out what you actually need before you ask AI to build it.When accuracy matters, ground AI output in your sources. NotebookLM’s citation behavior helps you verify without doing a ton of manual reading.Meeting intelligence tools can eliminate the “regurgitate the notes” overhead. The value is turning transcripts into tasks your team can execute.❓ Questions That MatteredHow do you get past the awkwardness of speaking to AI so you can describe what you want faster?When should you choose Lovable’s Build mode versus Plan mode for production readiness?What kinds of research or content work should be source-grounded to avoid hallucinations?How can meeting transcripts be turned into actionable tasks without relying on scattered human memory?🗣️ Notable Quotes“Get comfortable talking to your computer.” “Start with a conversation with somebody who’s interested in what you’re doing, and then go to the AI tool.”“Stop limiting yourself. Jump in, play around, have fun. You’re not gonna break it.”🔗 Links & ResourcesListen To Other Episodes Co-Hosted With Justin

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176: "Is Talking to Your Boss the Same as Talking to a Brick Wall?" ft. Alli Murphy

2w ago00:16:40Tap to summarize

Alli and Erik work through a familiar leadership bottleneck: a team is burning out, a senior leader brings data and requests support, and the boss keeps asking for more data or dismisses what’s already been presented. Erik frames the real problem as a reality and agency issue, then lays out several ways to break the stalemate without losing credibility or steam.🧭 Conversation HighlightsErik reframes the situation: if you keep hitting the same wall, it’s time to do something different, starting with acknowledging whether change is possible above you.He offers three response paths: adapt because you won’t get support, confront your boss more directly so the responsibility shifts, or seek support by going around them when appropriate.Alli shares a practical tactic that reduced friction with her CEO: weekly “above the line / below the line” clarity, showing prioritization and what’s feasible when additional resources are not comingThey discuss negotiation and communication upgrades: agreeing on what data actually matters, using your boss’s narrative space (including having leadership’s words on slides) so the message lands even💡 Key TakeawaysClarity beats persistence: repeatedly re-presenting the same evidence to an unreceptive system will erode the leader and teach the wrong lesson to the team.You can negotiate the data request itself by aligning on what the decision-maker needs to see, rather than accepting “show me the data” as a blank check for endless reporting.If skip-level escalation is risky, you can still get the impact by positioning your case so the skip level and your CEO hear the substance without you necessarily being in the room.When support is unavailable, the work becomes: reshape the work deck, reduce pressure, and build a credible plan forward that respects the team’s reality while you keep moving.❓ Questions That MatteredWhat changes in your strategy when you accept “nothing is going to change above me”?If you bring your boss the information they asked for and nothing shifts, how would you like them to retain talent, retain customers, and deliver results given that reality?If “show me the data” is the instruction, what specific data set would actually change their mind, and what pieces are unnecessary?If the company or your boss truly can’t say yes, how do you deliver “bad news” to your team while still creating dignity, respect, and a forward plan?🗣️ Notable Quotes“I’d rather square with reality.”“If you keep slamming your forehead against the brick wall, it’s obviously time to do something different than you were doing before.”“How would you like me to dot dot dot.”“If I ever split the difference, I came home with half a human being. There was no such thing.”🔗 Links & ResourcesListen To Other Episodes Co-Hosted With Alli

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175: "Are You Leading Conversations… or Just Waiting to Talk?" (reflections on Nicole O'Sullivan)

2w ago00:11:02Tap to summarize

🧠 Erik’s TakeThis conversation with Nicole O’Sullivan went deeper than expected—and that’s exactly why it mattered. What stood out wasn’t just how to sell better, but how to think better about people.Erik reflects on a core shift: most communication breakdowns aren’t tactical—they’re patterned. We’re not bad at conversations because we lack scripts; we struggle because we’re running unconscious habits around listening, judging, and responding.The real unlock? Interrupting those patterns long enough to actually see the human in front of you. That’s where influence starts—not in persuasion, but in presence. 🎯 Top Insights from the InterviewPeople don’t listen to understand—they listen to respond. Most conversations are pre-loaded with internal dialogue. Changing that pattern is the first step toward real connection. Everyone operates from a deeply ingrained communication pattern. These patterns were learned early and reinforced over time. Leaders who recognize them can actually develop better communicators. “Scratch the record” to break your brain’s pattern bias. Your brain wants shortcuts. Great leaders resist that instinct and stay curious instead of defaulting to assumptions. Every person is a fingerprint—not a category. Treating people like patterns kills connection. Treating them like individuals builds influence. The “Employee Bill of Rights” is a leadership baseline People should always know: What they’re doing well What to improve What they’re aiming for How they’re held accountable 🧩 The Personal LayerThis conversation didn’t just reinforce ideas—it challenged assumptions.Erik reflects on how easy it is to slip into pattern recognition when interacting with others. It’s efficient, but it’s also dangerous. It strips away nuance and replaces curiosity with certainty.He also acknowledges something harder: everyone has been on both sides of this.Being treated like a process instead of a person Treating someone else the same way That tension is where growth lives.There’s also a deeper realization here: Great communication isn’t about saying the right thing—it’s about earning the right to be heard by making the other person feel seen first.🧰 From Insight to ActionAudit your listening pattern. Ask yourself: Am I trying to respond… or trying to understand? Practice “scratching the record” in real time. When you feel yourself labeling someone—pause and get curious instead. Use the 4-question leadership framework in 1:1s. Make sure every team member can clearly answer: What am I doing well? What should I improve? What’s my goal? How am I measured? Slow down your responses. The pause between listening and speaking is where better leadership decisions happen. Replace judgment with a question. Instead of assuming, ask: “What might I be missing here?”🗣️ Notable Quotes“People don’t listen with the intent to engage—they listen with the intent to respond.” “Your brain wants patterns. Leadership requires you to interrupt them.” “Be curious, not judgmental.” “Everyone is a fingerprint.” “If people don’t feel seen, you don’t get influence.” 🔗 Links & ResourcesListen to Nicole O'Sullivan's Episode

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174: "Ownership Builds Trust Faster than Success Does" (reflections on Zia Mohi)

2w ago00:10:10Tap to summarize

🧠 Erik’s TakeErik reflects on his conversation with Zia Mohi through a leadership lens that’s both practical and deeply personal. What stood out most wasn’t just tactical advice—it was the mindset shifts required to lead at a higher level.At the core: leadership isn’t about being the hero anymore. It’s about becoming the buffer. Taking the hit when things go wrong, and stepping aside when things go right. That shift is uncomfortable, unnatural, and absolutely necessary.He also leans into a bigger theme—confidence. Not surface-level confidence, but the kind that allows you to give away credit, absorb criticism, and still stand firm in your decisions.🎯 Top Insights from the InterviewOwnership builds trust faster than success does. When leaders publicly take responsibility for failure, it creates psychological safety—and that’s what unlocks risk-taking and innovation. Success must be redistributed. The fastest way to build a high-performing team is to make sure they feel like the reason for winning. Failure is contextual, not absolute. In early stages (like sales), failure is learning. At higher levels, the stakes rise—but the mindset shouldn’t disappear, just evolve. Self-confidence is the foundation of good leadership behavior. You can’t give away credit or absorb blame if your identity is tied to recognition. AI won’t just replace jobs—it will redefine value. The real risk isn’t displacement—it’s failing to evolve your skillset fast enough to stay relevant. 🧩 The Personal LayerErik’s reflection reveals something deeper: most leaders know what they should do—but struggle to actually do it. Why?Because the transition from individual contributor to leader challenges your identity.You were rewarded for winning. Now you’re rewarded for how others win.You were promoted because of your success. Now your success depends on how you handle failure.That internal tension is where most leaders get stuck.He also highlights a subtle but powerful truth: the ability to lead this way is directly tied to self-confidence. If you still need validation, recognition, or control—you’ll default back to old habits.🧰 From Insight to ActionStart with one shift: take public ownership this week. The next time something goes wrong, say it plainly: “That’s on me.” Then handle accountability privately. Actively redirect praise. When something goes right, name the individuals responsible—specifically and publicly. Audit your confidence triggers. Notice when you want recognition or feel defensive. That’s where growth lives. Lean into AI, don’t resist it. Build literacy. Use tools. Increase your output. Make yourself more valuable—not less replaceable. Reframe failure in your team culture. Treat first attempts as learning. Only repeated mistakes without adjustment become real failures. 🗣️ Notable Quotes“There’s really no such thing as failure—it’s just learning.” “Your team needs to know that when things go wrong, the buck stops with you.” “If they win, it’s their success. If they lose, it’s your responsibility.” “You need a tremendous amount of self-confidence to give away credit.” “Your ability to demonstrate value is going to matter more than ever.”🔗 Links & ResourcesListen to Zia Mohi's Episode

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All episodes

183: "Kids Are Intuitively Hacking AI With Their Voice, Not Their Keyboard" ft. Justin Coats

182: "What is Being Hyper-Responsive Actually Costing You?" ft. Alli Murphy

180: "What If Your Team Already Knows What’s Broken, But Won’t Say It?" (reflections on Josh Frantz)

181: "The Best Businesses Solve Recurring Problems" (reflections on Bill Dowd)

179: Bill Dowd: "Why Are So Many Entrepreneurs Ignoring Businesses Like This?"

178: Josh Frantz: "The Value Behind Extracting Knowledge From Frontline Employees"

177: "Is Typing Becoming Old-Fashioned in the AI Age?" ft. Justin Coats

176: "Is Talking to Your Boss the Same as Talking to a Brick Wall?" ft. Alli Murphy

175: "Are You Leading Conversations… or Just Waiting to Talk?" (reflections on Nicole O'Sullivan)

174: "Ownership Builds Trust Faster than Success Does" (reflections on Zia Mohi)