We've got some guest speakers you'll get a more formal introduction to a bit later on. Jackie Yao also joining from China down in, Guangzhou, and Sean Conley joining from, Budapest in Hungary. We've got an international panel here for you. I'll be excited to turn it over to them shortly to help us explore today's theme of putting the human centricity back in the change management of AI adoption. So we'll hear from Sean and Jackie. We'll have lots of discussion, with each other in breakout rooms. And before we're done, we'll also engage in an exercise to apply AI to change management and another exercise to apply change management to AI adoption, hopefully gain some new insights from each other as we explore that. First, let's check out some pretty current data on AI adoption just to understand the the state of things. We we will share these links with you as well, where these came from. These are some pretty high quality studies. The first ones we'll share here. So, in September of this year, one third of American workers had used GenAI at Work, in the last week from this particular body of research. So, in North America, that's, about where we are in Europe. About fifty percent of professionals use AI at work, including, a higher number of marketers where there's a an especially great uptake and interesting that higher achievers that are leading the curve in AI adoption. And, although this shows some promise in in terms of adoption, what is interesting coming out of Gallup is that only about six percent of people feel comfortable using AI in their work, and thirty two percent of people, this is now, North America, are very uncomfortable. And if you get into that, a bit thanks, Ray Waite, if you're here for sharing this research with us, then you would discover that that's for a whole range of reasons. Many of those reasons are employers aren't giving them the right amount of guidance or training. Some people feel that they're, undercapable. So with that, just as a bit of background, a bit of level setting, we'd love to hear from you all. If we can warm up our fingers, please, and get into chat. We have a ton of change expertise in this group, global change expertise. Many of us have been doing this for decades. How is AI adoption different from other changes we've worked on or change in general? How is AI adoption different from other change context? Jeremy, it can be wrong. The in that yes. We there's the the golden always of, of AI work, gen AI work especially is always check everything. You can't trust it in the way that humans can be wrong, but for other technologies, we are used to those technologies being more reliable. Jackie, the uncertainty, the pace of change is so great. Andres, I I think that's a very interesting perspective, not different really, just bigger and broader. We will be sharing later on. There is an emerging thesis that we forget a lot of the core change principles that we should and tenets that we should be bringing to bear in these change? Juan, faster and more democratic. Yes. The access to these tools is incredible. Larissa, my opinion, there are lots of people are afraid of AI and for some good reason maybe, but the fear is dialed up here. Pace, Eileen. Not only is it different. It itself is changing so quickly. The capabilities are changing so quickly, our understanding of them. This is great stuff. Please keep your thoughts coming. Jenny, unclear about, how to engage a thoughtful exploratory conversation with it. Yes. Absence of clarity there. There isn't a a this hasn't happened before, so we can only draw on analogs. And, Larry, sometimes it operates in the shadows. We may not always be aware of whether we are looking at gen AI generated content or not. So some of what might we might experience as an absence of transparency does add a layer of complexity that can conflict with trust. Fascinating stuff. Thank you all for your thoughts. One more question, before we're gonna turn it over to to Sean and hear some things, some thoughts is we've asked how is it different now? How is AI adoption the same as other changes? Natalie, I saw your question. Is it different? And and some others, maybe it's bigger, broader. But what about AI adoption from a change perspective makes it similar to changes we've participated in, led, or experienced in the past. Yes. People are at the center. Adoption. Right? Presumes people. Thanks, Judith. And they need to change our way of doing to integrate it. Right? We can't no one can be passive, and that's true in just about every change. Yeah. Farhana, that people are intimidated. We experience intimidation maybe acutely with this change because it's so current, but in what change isn't intimidation some factor? Natalie, many people are afraid. We need to analyze the impacts. Someone joining from the UK. Finally, we've got some English representation here. All about people just like any other change. Great. Eileen, it brings frustration and then excitement, when user and AI sync to collaborate, removing intimidation, maximizing our performance. Eileen, what I love about this response is that we start with the early bits of change. There are those intimidation factors. I love that you've taken us through to the other side as well. That once we've, you know, gone through, moderated the dip a little bit, there is the other side of the pot of gold at the end of the rainbow. Thank you. Michelle, individualized journey, it is not the same for everyone. We saw even in the figures earlier, some people are stoked. Some people feel unsupported. Some people are very opposed, and that's true for any change. You've got your for those that know experience change, you've got your range from, folks that are currently in a state of resistance or denial versus people that are excited. Kiara, working with people, we have to interact with their personal perceptions, not just the facts and the stats. Right? The, emotional dimension of change has a greater impact on adoption than the rational, does this make sense? Thanks for bringing that back into sharp relief for us, Kiara. Thank you all for your thoughts. Now I'm gonna quickly introduce our two panelists for today. Sean, as mentioned, generously joining us here from, it's in Budapest for client work. Sean is a global learning and development leader. Sean has over over thirty eight years. Sean, I would have guessed you're thirty seven years old, but I'm reading this correctly. Yes? The or thirty eight years of experience shaping cultures, driving transformation through innovative learning strategies, and currently at Aero Alliance. Sean leads leadership development and learning initiatives for global audiences. He's got a rich background that includes key roles at Baker Hughes, NBC Universal, Disney. Sean has worked in over forty five countries and brings a true global mindset, as evidenced by his location today. He's also a self published author with two more books on the horizon showcasing his passion for creativity and present presenting with flair. So Sean's gonna share some insights from his experience working with worldwide organizations trying to scale AI in his talk. Every change hero needs a sidekick, meet mine. Please, Sean, take us away. Awesome. Thank you so much. What a pleasure it is to be here. And every time I hear that introduction, I just hear I'm getting older and older. But, yeah, I come at this, conversation from that l and d landscape, and I'm just someone who has been doing this for a long time. And like many of us, I think, I rely on kind of the old ways of doing things. As you heard, I'm currently in Budapest right now, facilitating a leadership workshop, and then I, normally reside in Las Vegas. So with that, though, I wanted just to kind of level set this because as I was listening to all of the the the chat being read, I was, like, going through my head checking the box. Like, yes. That's me. Yes. That's me. That's where I was. I was stuck. I'm afraid. I know change, but then I also want to adopt and do something different. So, really, on the next slide, it kinda gives you an idea of really where I was coming from in the world is I'm not an AI expert, but I'm just really passionately curious about this. And I had to kinda wrap my head around it because it's always been there, and I've worked for big companies who are like, you know, you can't bring AI in because we don't have the guardrails up. And I'm with another organization now, you know, that's still figuring it out. But what was really interesting and how I really got more involved in AI is, I needed to actually pull together an L & D strategy. In fact, on my first day, I've been in the organization now for about two months. And on my first week, I was asked to pull together a complete l and d strategy, and include a a budget for this. And I immediately went into, oh, I've done this before. I know how to do this. And so I'd stopped myself, though, because I was going down the wrong path. I was going down the path of what I knew. So I was new to my role, just started. There is there was nobody like me before this. They did not have a learning person. And so it's a very small organization I'm with now, and so I'm the first one. So there's no budget. There's no L & D function. And so I just thought, okay. Pull together some files, make up your your L & D strategy. And then I realized I was going down the wrong path. And I had been to, you know, many workshops on AI adoption or AI in the workplace, and I took a step back as a true learning person and said, okay. Why don't you apply the skills that you've been learning? And so to me, that was what was missing. It was the whole idea of why don't I actually use AI to pull this together. And so that's what I like to call my new superhero sidekick because AI really helped me. But, as I started doing this, I was I felt really stuck. And I don't know how many of you have ever felt like that before where you're like, I'm just going through the motions, and I'm just I'm trying to break out of this. And it's so easy to go right back to those those things that you know. And so I started asking myself just some questions. And I I said, what do I really need? What am I trying to accomplish here? And on the next slide, you'll see some of the questions I just was was toying with. There's a reason I asked myself this. I'm like, what do I need? And so my initial action was I need to pull together an L & D strategy, and I need to pull together a budget. And so I actually went to my little superhero, and I just typed in, you know, come up give me an L & D strategy. And it was very, very vague question, first of all. I said, you know, I'm new to an organization. I wanna come up with an L and D strategy. Help me out. And I had toyed with, you know, ChatGPT between different versions of AI, and so I thought that would give me what I needed. And it, sure enough, gave me some information, and then I started going down that path. Okay. Just pull the budget together and, you know, pull the strategy together. And then I realized I screwed up the entire thing. So I'm here to admit that I screwed this entire thing up because I then put on my change hat. And I said, what's the what is the very first step of, you know, our ExperienceChange, right, which is to understand. I went to what a lot of people do is I went right to solution. And I'm like, I teach this for a living and yet fell into that path myself. And so I went down the path of you didn't even understand from your stakeholders' perspective what you really need. And so I asked another question then in in kind of, ChatGPT, and they said, help me identify a great way to engage my stakeholders on an l and d strategy. And I got some information. And what I really liked about this is I I felt like I was actually applying to change tools, number one. But more importantly, I was asking a better question. And so what I got was information that would put me on the path to really go back and talk to the stakeholders. I didn't even know who they all were because, again, I was brand new here. And then I looked at the data, and and a lot of the folks in the chat earlier, some of the things that were coming up were things like I'm afraid or, you know, you've gotta question the data that's up there. Absolutely. Because when you go back and question the data that you get, you soon realize, A, I don't speak like that. B, I'm missing a whole bunch of information here. And that's a little bit of the thought process, but I need it to be more clear. And so I completely scrubbed the information that I got, but what that helped me do is to fine tune the next question. And so, really, what I wanted to share is that I'm using this myself. I'm trying to become a kind of a superuser of AI, but I have the same struggles because this is new to me. But trusting the data is not the first thing you do. You need to really go in there and see what you get and continually refine. And so I kept refining and refining, and now I have an actual change plan that I can go back and work with my, you know, my supervisor and our executive team to really stop and think about what am I trying to do when he when they say create a change, you know, or a a L & D strategy. I now have questions that serve the the conversation in a richer way versus just a here's a change model. And so that's kind of what I wanted to share was just as as users of AI, being really clear about where you wanna go, to me, is really important. And so I think what I'd I'd love to just know from all of you, and you can open up your chat again if you would, is, you know, where are you stuck? And I I look at that as a much higher level question. I was stuck because I thought I just needed to create an L & D strategy. Where I was really stuck was I didn't know my stakeholders. And so where are you stuck right now when you think about your fear maybe of using AI or when you start to think about how do I connect this to a change plan. But where are you stuck as individuals? Because I think that's the first place to start. So I'd love to see what comes up in the chat. Yeah. So I love it. So assumptions that people, you know, make about AI, that's what we would love you to answer. But, again, my whole thing was I thought it was gonna just spit out a whole, you know, life changing plan for me and to do everything. So my assumption was completely wrong. AI hallucinations. I love it. So ethical, legal, yeah, all the privacy things. That's it. That's where I was stuck as well. I didn't know what I couldn't do. I love it there. Didn't know where to start. It's just, you know, it's just information. Right? Asking the right question. Freely admit that I did not ask the right question there. How to train the model. I think that's a great one too when you start to think about every time I was refining my search, I was actually helping me understand what AI is all about, but I'm also training the model. Right? I'm I'm reshaping so it gets to know me. I understand, you know, how to ask better questions. But that's one thing to always think about there. So it's it's admitting kind of where we're stuck and where we have a hard time with these things. The apprehensions that we have obviously came up there. Learning how to leverage. Again, places that we're all stuck. Creating content. Love it. And so this is really, I think, to me as as some of your responses come in, the thing to think about, right, is where are you stuck? I was stuck here too. I was old habits. And, again, we do this for a living, but I was stuck, and I wasn't sure where I was stuck. And so I asked myself that question. And then I went on to the next question, which I'm gonna ask all of you again to pop this in the chat. Once we kinda know where we're stuck, I don't know if you can hear that, but the alarm just went off in the hotel I'm at. Anyways, it went off. So, what's holding you back? So what holds you back? And I know legal privacy issues, that's one of the things that comes up in a lot of organization. But what personally is holding you back? Yeah. So being able to trust the information that you have. It's a great one. Remembering that you are just using this as a tool, but you'll you're more creative. And I'm not gonna just go and use the information that I got from AI. I need to put Deshaun's spin on it. I have to put myself into it there. But, also, if you make the mistake of just using the data that you get, you're not you're trusting it to do too much. You need to really go back and to relook at things there. A lot of us are concerned clients, customers, partners that we might be replaced by AI automation. I had that same fear. And as I see it now, AI doesn't replace me. AI is my sidekick. And that's really why when I was thinking about chatting with all you today. I'm the superhero in this, and I needed my sidekick. So I use AI to help me, but not to replace me. If I'm just sending information out that comes from AI without any revision, looking at it, changing it, making it myself, then, yes, it's probably gonna replace me. But you can't replace my thoughts and how I would present something and how I would scrub that data. And so really thinking about you using AI as a sidekick to me is something that's really helpful. But, also, one of the places we get stuck or where we get held back is just taking the time. It's when you get the hang of it, it's really fast, but it does present more kind of work for you to do because you have to learn it, but you also have to really go back and not rely on the data that you get, but to learn how to ask better questions, to fine tune things there. So we all get stuck in our own ways. I think we all have things that hold us back. But now what I'd love you to really think about before we kinda wrap up this part of it there is thinking of your life. Like, mine was my lL & D strategy there. But where can you use AI right now? Where is it gonna help you? Where might it help you simplify in the roles that you're in? Yeah. So simplifying, like, you know, planning, communication there. Number crunching, you are not the only one that's terrible at that. I'm horrible at that, but it's great to help you with analytics and to to really fine tune things there. AI can certainly help you automate kind of processes. It's very fast as long as you know how to use it there. It's great for inspiration. It's great for brainstorming as you're you're popping in the chat there. Refining messages, communication, all of those things are, I think, great ways to really look at things that we can simplify. And if you're like me, in any way, shape, or form, the hardest step is just getting there and using it. And once you do that, you start to go, wow. I can use this in so many other ways. I can use it to help me summarize it. I can use it with my analytics. I can use it for messaging. I can use it to help me come up with stakeholder engagement. I can use it to help communicate. I can use it to help me act. It can help me consolidate my plan. So think about, you know, the ExperienceChange process, and you can actually use AI in every single one of those steps to help you rethink and regauge and recalibrate what you're trying to do. And I know I don't have a lot of time, and I wanna turn it back over to Andrew, so that you can have a conversation. But, again, really, I just used it to help me create my strategy in my new organization, but I made a classic mistake as I went right to solution because I thought that's what AI was gonna help me with. But I needed to back it up, slow it down a little bit. And I just really started talking about, k. Understand what's going on. Look at your client perspective, first of all. So I love it when I get to actually use what I teach, and this was just a prime example. Again, not an expert at this at all, but someone who's just been passionately curious about this. And if I think you walk into this with the same kind of passion or the same kind of curiosity there, you'll see how you can start to get past some of those fears and to use this in a way that actually enhances your career and not takes over your career or replaces you in your career. So with that, I just wanna thank you so much for letting me be here. It's really an honor. I'm humbled to be in these kind of conversations. I use these as a way for me to, you know, rethink what I do for a living. I'm a student of all of this and, you know, welcome any tips or thoughts that you might have that will help me on my AI journey as well. So with that, thank you so much. And, Andrew, I'm gonna pop it back over to you. Sean, thank you so much. We are honored to get the perspective of a true, change and learning leader, and thank you for your humility. I know, Sean, you and I have discussed before the importance of just getting started. This brought into very practical terms the the nature of iteration. Some of our colleagues in chat, you might have noticed, put in there, not sure that they're asking the right questions. What I heard clearly from you is there isn't a right question. It's about getting started, analyzing, and then asking for more or different there. So thanks for that and and making that real for us. Let's let's all reflect now. And so, we're gonna pop you into breakout rooms just for a few minutes, to have some informal conversations. So if you are right now in the way that Sean was you know, your initial attempt, Sean, maybe I can outsource this entirely to AI, didn't work for you. It became a cointelligence. It augmented your work. I wonder if we can all reflect here. How can, GPTs augment the change work that we are responsible for? If you've got live examples of how it is augmenting your change work like Sean did, great. Please share those. Or if you've got ambitions or thoughts, please share those. Let's head into our breakout rooms for about five minutes just to have some conversations. Say hi to interesting people. Welcome. Welcome. Welcome back, and thank you. One of the, amazing things about working with ExperiencePoint is, again, this global community of incredible folks like you. I hope minimally you had a chance to say hello and maybe, grab an insight or two from your colleagues. So if, anything emerged as, oh, that's something interesting someone is trying out or provocative thought that they have, please go ahead and put that into chat. And I'm gonna move us on. In a moment, I'm going to pass the mic over to a friend and colleague, Jackie Yao of CYY Consulting. Jackie, they we've had a chance to work together a bunch over the last year, Jackie. It's been a thrill. Jackie is right now, based in Guangzhou, in, the Guangdong province in China, and it is eleven thirty PM Jackie's time as well as our other Chinese colleagues and, Singaporean colleagues on the call. Thank you for being here. And Jackie is a few meters away, I think one wall between, himself, and his days old son, Liam. Thank you for giving us your time here. Thanks for helping us learn, Jackie. Now please. Yes. Thank you, Andrew, and thank you, Sean, for the all all the sharing. And, it's a, great privilege to have this platform to to share what we have done here in China. So my name is Jackie. I'm from CYY Consulting. We are a leadership development firm, based in China. I really look forward to cocreate with all of you today. So before I, before I start with the sharing today, there's a famous saying that I want to quote again. It's what gets measured gets done. There has been a ongoing discussion of ROI on training in general. And I think realistically speaking, the I think a successful, workshop a objective for a successful workshop is to help the participants to have the confidence and skill in trying out new positive behavior. I think the change usually, if not always, happen after the workshop. And today, I hope my showroom will shed some lights, on this topic, especially in the context of AI adoption. So, before we start, I'm gonna pick a quick survey. This is a survey that we gave to our, clients back in July as a pre workshop survey. We wanted to see the before and the after effects of, of our workshop. Can you please share with us, what are your, like, your current, frequency in using generative AI in your daily work? Okay. Great. I can see it's quite evenly distributed into in different options. So to give you a little bit of, on the, context, on the background, our clients first approached us hoping to learn more about design thinking. And one interesting thing that we found out is that they with they launched their internal AI chatbot, all for almost half a year at the at the time when we when we started our, workshop. And as you can see in the chart here, we can there were only twelve percent of the per, of the participant are are using AI tools on on a daily basis. So, intuitively, with with support from EP, we added work better with AI workshop alongside with the experience innovation apply workshop, and the which sounds was amazing. At the end of the workshop, we asked how do they plan on using AI, and we saw a massive jump in their AI utilization from twelve percent to fifty five percent, on daily, usage. But remember, this is only VOC, voice of customer. People don't always do what they say. So we did another one in three weeks after the workshop. And, yes, you can see in the last cell, forty five percent of them still retain their daily habits of using AI in their daily work. And one of the participants shared, and I quote, after inputting key points, AI automatically generated a video script based on my needs in just two minutes, significantly improving the efficiency. So, these are some really positive result. Not only we have VOC, but we also have BOC, like behavior of customer. And and we consider that this a very effective workshop in in nudging positive behavior and efficiency gain. So, if the result are so great, so nice, why are we, why are we not seeing a bigger shift in adopting AI? Why is it so hard for people to adopt to a AI with all the wisdom that I have today online in this chat room? Can you share with me what barriers to adoption you have observed in your organization? So I know Sean earlier talked about, on a personal level. So maybe we can shift the perspective of little bit and focus on the organization that you're working on. What are some of the barriers that you see, that is hindering the, AI adoption? Teams have informed my habit, confidential ignorance, fear, no clear direction. Fear works, curve will be replaced. Unfamiliarity. Do we option to choose from? Okay. I don't know what to ask. Don't know how to use regulated industry. I mean, how safe and not biased. Compliance. Yes. Yes. These are thank you. Thank you so much for sharing. These are also the challenges that we see with our clients. Usually, we see people that have access to it, but they don't get very good results, so they kind of just gave gave up. But often, in in our case, we also saw our clients, some of the participant are waiting for a centralized top down order, from the, from the boss to tell them what to do. And they are are are the people that are thinking, what they do is very unique, and they need a specialized IT department or vendors to help them develop specific application. And last but not least, like, lot lots of you have mentioned, the accuracy of the information generated by AI because this is especially true for a former company because their message to the HVP have to be accurate and have to be compliant with internal rules and regulations. So, I argue that all these problems, all these, challenges are all legit. And while a centralized top down effort is needed, we should also let the personal creativity come into play when it comes to working with AI because, to be frank, no one knows what the future holds for AI. We cannot always wait for the organization, to make all the moves. We must get the human on board. Like, when I talk about human, it's, all the employees or or the people in the organization to really capture the AI. We need all of them to work together to really capture the AI benefits across the organization. And I want to echo with, one of the one of one of you said, I do agree that AI is a deeply personal tools, meaning different people use it for different purposes. So, this is the first insights that I have gained, from working on this case. And, now that we have identified a little bit of the problems, we want to look into the solution side and see what are some of the good step that have helped others in overcoming initial skepticism to AI. Can you can you share with me what what are some good practices that you have seen, in your daily work or some of the good practices that you have adopted yourself. Yes. Good. Showing them examples of real use cases. That's what we did in the workshop with our client, understanding AI. Give them freedom, encouragement. Thank you. Jumping in, playing around with it, let people start, experiment, and learn. Yes. I I think one of the most effective thing, to echo with what, I'm not sure how to pronounce your name, Nathalie, is that, less is more. What do I mean by that? Tell them enough to use AI, but not more that that will confuse them. I think that is one of the really good practice that we have, found, in in our adoption. Also, another thing that is worth pointing out is, we also leverage AI, in their learn learn, in their learning activities. Because usually when people learn, they feel safe. So, what we did, with, to encourage them to use more AI is that, we integrate the AI with the design thinking process to give them a better command of the process and the tools. Particularly, they use AI in brainstorming and generating insights. These two tasks, are, like, at least personally, are one of the harder task in the whole, design thinking processes. So they were able to see great results, and, and they were able to use the extra brain, to help them to propel them to find more extraordinary insights and extra extraordinary ideas. So, I think, overall speaking, the good thing about AI is that you can improve your output almost immediately just by trying. And I quote, what, Andrew has said earlier. Ten hours, it seems to be the golden, rule of thumb to, to get a pretty good grip on AI. So, when it comes to AI adoption, I think it's very important to spark curiosity and interest with the participants. Go to where they work or go to where they learn, and I think the rest will be relatively a simpler task, be it, be a simple piece of cake. So, looking beyond this case, some of the personal takeaway that I have, that I learned in this journey, one of them, is that we should always invite AI to the table. But we have to be the gatekeeper of our work because AI still BS little bit. It doesn't hurt to have a super brain at your disposal. So whenever you are doing a brainstorming, if you need a second opinion, it's always nice to just input your content into a chatbot and have AI to give you a little bit of feedback. And I would also argue the second point, I will also argue that AI can be a good marker for identifying a leader because good leader should be able to define your expectation clearly and give feedbacks, to your colleagues. So I would say that, AI using AI for myself have made me a better, thinker because it forces me, and it forces the user to explicitly express their thought processes, when it comes to work. So, this is all I have, to, share today. Thank you so much for this opportunity. And last but not least, before I'm gonna pass it to before I pass it to, Andrew, I would also like to leverage this platform to help me, in, recruiting your wisdom in our, we which we would discuss later in in the breakout room, or what approaches, given that, AI is gonna be big parts of everyone's professional work, what approaches can help, like L & D and, leaders like us, to integrate generative AI into our leadership development programs to prepare future leaders more effectively. So, this is, all my sharing, and thank you so much again. Thank you, Jackie. I love the provocation that this could be a marker for future leaders. I love it. Okay. Let's have this conversation. Let's help Jackie out. One way that we build capability around change and around adoption of other changes in leadership development context. So quick conversation in our breakout rooms. What approaches can help integrate generative AI into leadership development programs? As Jackie mentioned, applying it to real problems, the design thinking case in his case accelerated that adoption. Let's have a a few other conversations. We'll see you back here in about four minutes. Welcome back, everyone. And as, Jackie and Sean has generously shared with us, we'd love, your generosity. If, you had any conversations, any thoughts on how you can integrate GenAI into leadership development, please pop those thoughts into chat right now. We'd we'd love to learn from you. And as that's happening, we'll wrap up in a moment. Just wanted to share a provocation and don't want to bastardize a a great works in just a few seconds, but to I would recommend highly checking out the AI Savvy Leader by David De Cremer. He's an academic and consultant. The book was recommended to us in the world, by, our friend Adam Grant. And to summarize one interesting thesis in the book, he says, essentially, for some reason, in the context of AI, leaders forget the fundamentals of leadership, not just change leadership, leadership in general. And they neglect to do a few essential things like gain alignment around the problems AI will help us solve. Sean, in your case, you started with, give me this answer, and then you step back and said, what's our problem? Jackie, in your case, you mentioned it wasn't just here's AI, learn how to use it. It's we've got this challenge. We're going to use AI and or design thinking and AI to augment the design thinking process, but we align around the problem first. Something, for some reason, people neglect to do, in the context of AI. But these leadership essentials or fundamentals remain fundamentals. Another thing we often neglect to do is communicate the what's in it for me, for the projects we're working on, and for the technology. Not just what can this technology do for the organization, how can it save us time, but what's in it for you if it's augmenting your work? What will that mean for unlocking new opportunities for you? And, again, we we heard this in both Sean and, in Jackie's cases. It is our role as leaders to provide agency and unleash creativity. And for some reason, with AI, very often people say, alright. IT figure this thing out, and we don't do our jobs as leaders to engage people and unleash. So one last thing I'll share with you, we heard a bit of reference to this. One of the things that is different about AI and and the adoption of AI in, you know, the way that all changes are unique, one radical change people need to embrace to effectively adopt AI, It's so fundamental that it requires a shift in roles no matter what your role is. So one key change in a world of work with AI tools is that your role shifts from a contributor. And no matter who you are, no matter what level you work on, some of your job is contributor level work, and a lot of that's going to change now where you are the supervisor. So search problems become more like definition problems and direction type of problems, and creation work starts to look like higher level editing or strategic work. And and that's a useful analogy. It's a good way to think about your relationship with AI or as you're rolling out AI to others, a good way to help them think about it. We don't just accept the first thing we're given. Sean, you really impressed this upon us. We are like supervisors. And if you're a supervisor, you don't give an assignment and whatever gets turned back, you deploy. You assess the work that you're given. You, you know, go through those iterations, say wait a second, I need more of this or less of this and iterate, appropriately. I hope that's useful for us to consider. And then for us to consider, well, AI, yes, it is a change. We need to treat it like we treat other changes and how we help people adopt AI. But interestingly, AI is also an accelerant for change adoption. So if we want more, emotionally sensitive communications, if we want feedback on our change plans, if we want to get started beyond our writer's block with the change plan, kind of like your example, Sean, AI is a tool that can help us do that. So thank you all for being here. A few quick ExperiencePoint updates to keep you all, our our community, in in the loop. So, excited to share with our ExperienceChange facilitators. We have some updates to the deck that are landing tomorrow that you're welcome to to get on, your ExperiencePoint account and see those new visuals, clear activity instructions, and, some additional speaker notes. You'll get an email about you should get the email about that already on your account tomorrow. For anyone that's searching for a venue in to in Toronto to host, let's say, your next ExperiencePoint workshop, we've tuned up the HQ, and we'd love to test that out with, you all being part of the inner circle. And if you'd like to see any of our products and and what they look like, we've got some upcoming opportunities to do that for ExperienceChange, ExperienceInnovation Aware, and ExperienceInnovation Learn on November twenty fifth. So we'll drop those notes into the chat here. If anyone has any additional questions for us, would like to stay on and chat, I'll I'll be sticking around. But on behalf of ExperiencePoint, would love to thank Jackie and Sean for your contributions today. Would love to thank all of you for your contributions here, for your conversations, for being a part of the extended ExperiencePoint team. Thank you all. Looking forward to continuing this journey with you. Have an excellent evening, morning, afternoon, depending on where you are in the world.