Speaker 1: 0:00

Welcome to the Cut the Tie podcast. Hi, this is your host again, thomas Helfrich. We're on a mission to help you cut ties to whatever it is holding you back, to become the best version of yourself, the best entrepreneur within you. And today I'm joined by Scott Morris. Scott, how are you today? I'm great. How are you, thomas? I'm good. Where are you? Were you zooming in or stream yarding in or videoing in from, yeah, my home in Denver, denver Colorado, denver Colorado, denver, colorado. Everyone knows you just get high in that state. You're probably not going to make the cut floor. Well, here we go, scott. Take a moment to introduce yourself and your business.

Speaker 2: 0:39

Yeah, so 25 years in the profession of HR, about 20 of those in a C-level role in organizations ranging from startups to billion-dollar enterprises, 15,000-plus employees. I am currently CEO and founder of a company called Propulsion AI. I am currently CEO and founder of a company called Propulsion AI and we help managers think about the connection between individual roles and corporate strategy. We help them to make the connection between that role and the broader good that the role does, define the outcomes, define the critical success measures, turn those into targeted results and define growth paths for people to go into those jobs. And we do that all with artificial intelligence, Not four to six hours of effort that humans take, but in as little as 15 minutes.

Speaker 1: 1:08

It's crazy. I always ask people the power statement. Why should they work with you? In this plethora of AI that's out there? Why should they work with you?

Speaker 2: 1:16

Yeah Well.

Speaker 2: 1:16

So, first of all, everybody's talking about AI right now, and I think you've got to be a careful consumer when it comes to artificial intelligence.

Speaker 2: 1:23

There are a lot of companies that are slapping AI as a word on the outside of their tech debt and calling it AI, and it doesn't really do anything but the old ERP version of whatever they created. It's not really AI at the core. So that's one reason you want to work with us is that we're truly an AI-driven system. We are built on frameworks that are used by the top professionals in the business and we build AI into that framework. Second thing is you got to be a careful consumer of the difference between an agentic AI system, which is one that you totally hand off to, and a co-pilot system, which is one that helps you be better at being you and gets expertise out of your head. That's the principal reason you want to work with us. We are not a shortcut. We are. We are a cheat code, but we're very much a human in the loop system. It helps bring your expertise to the table faster and easier.

Speaker 1: 2:13

Describing automation plus AI. I love that because at some point that there's a role for that. I don't think there's a whole lot of use cases even defined that do that really really well. Yet I think maybe small, minor, but not on anything major business and specifically things around human and, let's say, culture or things that go with HR right, like the people and the kind of the protection of the company versus the employee and all the things that go with that. That is such a nuanced role that your AI is a good assistant to kind of help you stay within legal frameworks, company, corporate and you guys. It's like, hey, this is the rules you kind of need to hear by in this situation. Here's some things you could do. I think that is a. I assume that's kind of where it kind of helps you manage where you need to with that within HR as well, or is it.

Speaker 2: 2:54

It does manage the compliance aspects for you. She's not going to. We have a digital human, by the way, when I make reference to she. Her name is Athena and she acts and processes like a human would process, because that's how we built her. It's not a form filler, it's not chat GPT. She's actually going to ask you questions and draw answers out of you and in the course of that interview for lack of a better term that's where she delivers her greatest value, which is clarity.

Speaker 2: 3:18

See, one of the things that's happened in HR over the years is that the HR team has assumed a lot of responsibilities that actually are better placed with managers, but they were too hard for managers to do on their own, so we jammed the HR people in there and we said here, you do this for the manager, but in doing that, hr actually robbed the manager of the real critical value that they needed, which is to have clarity. When you're clear about how a role fits your strategy and what the outcomes you need and what kind of success measures you have, it's not just that you attract better candidates, but you manage that role differently and effectively. You become a talent magnet, and that's what we're really trying to help managers do. We want them to be the managers that everybody wants to work with? But to do that, you've got to understand the strategic nature of that role and you've got to understand how to grow the person in it In your own journey. Describe it a bit how you got here and what kind of the major tie was that you had to cut to get there. Well, so I'm going to give you a little bit of the longer version, but only because there are a couple of things that are not obvious. If you look at my LinkedIn profile, you're not going to see things like.

Speaker 2: 4:18

I started my actual first job. I was a working actor. I grew up in Los Angeles and I was a working actor. I have a handful of film credits, a bunch of commercials, a little bit of television, some voiceover work, but as I left college, I had no idea what I wanted to do, and it was a huge struggle for me. I felt like I was talented, I had a lot of things that I could offer, but I had zero concept of what I wanted, and so I did what was, I think, natural for most people, which is I became a police officer with the Los Angeles Police Department and I thought yeah, I'll find it in there.

Speaker 1: 4:49

I'm going to pause you just real quick. The timeframe you were there, given your age, was an interesting time to be a police officer in LA. Did you just call me old? I didn't, but I can give you the perspective of there was turmoil, probably right before you entered.

Speaker 2: 5:05

You're guessing my age, right, yeah, there was some turmoil. I came in right after the Rodney King incident had happened in Los Angeles and it wasn't sure at what time, but it was also. It was a good time. Los Angeles Police Department's the finest department in the nation and I was proud to have been there. And I'll tell you one of the things that I learned, and there are a couple of lessons that I take away.

Speaker 2: 5:23

I've never been as an HR professional. I've never been a person that practices a sort of policing or the compliance function. I don't disrespect the need for that, it's just never been my focus. I've always been focused on how do we better enable productivity, how do we enhance manager effectiveness, those aspects of the profession, of the profession. But one thing I learned in the department was that you could have four people that stand on four different corners of the same intersection, watch the same exact accident and have four very different perspectives about what happened. And that's kind of like every organizational dynamic that I experienced in the last 25 years. People shape, color, understand things and react to them based on their own point of view, and so helping them to be in touch with that point of view becomes really important to creating organizational success. And it's a surprising lesson that I took out of a very a sort of non, you know, like non-traditional connection to to to work.

Speaker 1: 6:19

So so so I think that's funny. I mean sorry just to just to bring it back. So you have this crazy background, yeah, a little, and then non-trivial, it sounds like you have lots of ties you've cut along the way, so please continue. I just like it's crazy that you're, I was an actor and I was a police officer.

Speaker 2: 6:35

No, Well, I mean, you know what? There's an interesting story though behind it that goes to kind of the thrust that you get to in your show, which is that I had to make a choice to walk away from the police department, and I did it because I was I was really idealistic. I went into it. I I think I went into it for the right reasons, but what I found was, you know, and I and I think this is not, this is not other people's problems, this is my problem Like I had this perception that everything inside was good and everything in the neighborhoods that we policed was bad, and it was a total flaw in my own thinking.

Speaker 2: 7:11

And what I realized was that humans are humans, and there are some humans that wear that uniform that are not necessarily the good guys, and there are some people that get referred to as bad guys that really aren't, and so at some point, I made a decision to walk away from that, and it was a hard decision because I loved it as a career, but I knew that it wasn't going to fit with what I wanted to create in the world, even though it was an opportunity to do good every day, and you do in that job you get to see your impact on a regular basis. But that was the first tie I cut was the decision to walk away from that and walk back into well, back into, because it was among my first jobs but into the world of business and into entrepreneurship.

Speaker 1: 7:51

I mean it's interesting too, because it's also your personal brand. So there's like I brought up that because if the group has a negative connotative to it, you're like that's not me and I don't want to be known as that.

Speaker 1: 8:01

like and it's not aligning to what your beliefs are. That's not me and I don't want to be known as that like. And it's not aligning to what your beliefs are. And this can be true. I'm sure this transposes to your corporate career of getting to the right companies because, like well, this company acts like this but has this perception. I don't like that. I should ask did that drive you to?

Speaker 2: 8:17

I've walked away from stages of my corporate career because I just got to the point where either I didn't believe it anymore, which I think is a really important thing and translates.

Speaker 2: 8:31

I know a big part of your audience are entrepreneurs and I think every entrepreneur is probably shaking their head when they hear me say you have to really believe it If you're going to be successful as an entrepreneur. You've got to really be a bit like beyond what you have to do in a corporate setting where you actually get feedback about things and you have other people to rely on for decisions. You've got to believe it as an entrepreneur and I've certainly walked away from stages of my career because I wasn't believing what I was selling. The line that was kind of the BS line between oh it's creative marketing and we actually don't do that, but I've got to sell, that walks away. And in part because my job was to bring in top talent and when I started to make a really compelling case to work in an organization that I had some questions about, it was just it's time to go, and so those are some other ties that I've cut.

Speaker 1: 9:18

Yeah, what's up, you know. Do you remember the last one before you launched Propulsion AI? Do you remember what was that, ty?

Speaker 2: 9:28

This was Tell me about it for a moment, e-ty, if you asked me, like, tell me a time in your life that you had to pick, that you like cut it. The decision for me was do I go to work? I was failing out of the job that I was in and the decision was do I go and find another job or do I go and launch my own endeavor? And found a company and to provide a little background the way I got into it. I was working in a manufacturing company in Costa Rica which was amazing, amazing, like probably the smartest boss I've ever worked for, amazing, like probably the smartest boss I've ever worked for. But I wanted to be in the US and I went into the job with kind of the nod, nod, wink, wink, handshake of you only have to travel 25% of the time, and I realized quickly that that wasn't the case. So I was traveling about 75% of the time. Costa Rica is a great place, but I wanted to be in the US and a recruiter came knocking and said can you help me to network and find somebody for this role that I'm trying to fill in Denver? And I did everything I could and she finally got to the point where she's like you should probably talk about this role because I think this sounds perfect for you and the money was obscene and the location was perfect and just, and there was a component of experience that I didn't have before. And so the short version of that is I got the job, but after the first two months. First two months were great, but then I started to see that every way that I was composed like I have the worst potty mouth in the world I mean probably maybe second to yours, but the, the it's just like. You know my, the way I expressed myself was not a fit with the organization and the places where I was either going to be tolerant of things that I thought were mediocre or unyielding about things that I thought were mediocre were off by about five degrees. The places where I just wanted us to have some intestinal fortitude and really provoke was not what the leadership team wanted to do. It's every factor that could possibly be off was off, and by the end of the first year I hated it, like seriously hated it.

Speaker 2: 11:30

But the idea of stepping out into something and not having a safety net and not having anybody I mean lack of anything like nobody else to blame in when you found a company, there is no one. You know it's really easy. When you're inside, you're like, oh my god, our marketing team is like horrible. Then you get out and you do marketing. You're like, oh my god, marketing's hard and I could say that about sales or product or engineering or quality or like any of the things. They're really hard when you're, when you're the one that has to do them and as an entrepreneur, you have no guide.

Speaker 2: 12:01

So like that choice was looming so big of like I know that this is out here, by the way he shortcut. I had no idea it was like on steroids. Like I saw how hard it was gonna be, but I had no idea how hard it really was. And so that choice was looming big. When I realized that like I could not stay, I had to leave, and it was the first time ever, I was just like I do not care. I've had other situations where I was like I don't really like this, I'll go find another job here. It was like I have to be out and I have to be out now.

Speaker 1: 12:35

Yeah Well, I mean, I've said to people like it's not that I would never take a job with somebody. If it was the right situation where, like hey, if it paid well, I enjoyed the people I was with, I felt like I was an owner in it, like I was, I invested equity in it, I wouldn't just go work for something I'd want to go build. There's nothing wrong with that. It's when you're mindlessly doing something you hate every day and it's that's when you got to take a step out on your own journey. The impact talk about that to relationships, the financial, the and then maybe the benefits on the other side. What tell me? Just what was this crater? How big was it?

Speaker 2: 13:06

I mean I? I mean I think that the, the journey like the. The first hallmark of the journey is just loneliness, like you sit alone for most of the time and ideate, and in the beginning it's all ideation and then it becomes ideation and execution and then it becomes about 50 other things. But it's a lonely journey and being on your own I make a joke about marketing is hard. And then you have to start doing it. You realize what marketing teams go through, or sales teams or engineering teams or whatever, but you're all alone.

Speaker 2: 13:37

And the other dynamic that I think is missing is in a corporate setting you get feedback, like you make a decision and you get your hand slapped for it if it's a bad decision or you get congratulated for it if it's a good decision. When you're an entrepreneur, you don't get any of it, and so you're potentially making some bad decisions, but there's no feedback loop to that and there's similarly nobody to pat you on the back and reinforce you when you've made a good decision. So the signals get messed up and weird, and the reason I think that's significant is it complicates the path right. You don't have the, the. The signals are guardrails to a certain extent and they. They sort of guide you down the path. Even though you may have control over the path, it's still keeping you kind of centered, and when you're an entrepreneur you still get that.

Speaker 2: 14:24

So it's a lonely experience, and it was. It's a, it's a sort of informationless void some days, but yet you're making the most important decisions, because if I don't, if I didn't do X or Y, we're not eating, we're not paying mortgage and you know, getting to the point where you're like, oh my God, where is the money for next month's bills coming from? That's scary, it is. Or knowing that you need to close a sale, but recognizing that if you look desperate, you're not closing that sale. How do you strike that balance?

Speaker 1: 14:58

What was the impact to your family during and during this? Like for these, I mean, I have a sword host.

Speaker 2: 15:03

I have a really supportive spouse. He's incredibly supportive, in fact I, he has all your math errors from. Yeah, it's like not being able to remember your anniversary like it's, that's a, that's a killer.

Speaker 2: 15:15

Every year I'm like he's at the third or the sixth right, but you know he I mean he actually said to me I was moping around the house soon after, like the debacle had happened with my last corporate job. He's like why don't you just stop being such a baby, just stop complaining about things and go do something and worry about you?

Speaker 1: 15:33

were those the exact words? Was he like stop being a little. It was a little bit more expletive I just didn't feel the feel, the vibe that was actually. I feel like maybe he was a little more explicit to you like, listen, he was a freak, right about it, but, and I don't know, maybe that was that's that's him cutting ties with me being an emotional person yeah, you look off camera.

Speaker 1: 15:53

He's here now, just don't say anything. Right, I guess we'll make the cut, for I want you to give me some advice, or give the listeners advice. What's's, what's the advice to the listener? Well, I mean, I so I depend I.

Speaker 2: 16:05

You have a variety of listeners, I will. I will tell you, I'll give you two pieces of advice, I think, to the entrepreneurs. I mean actually several pieces of advice, I think, if I look back over things that I didn't do really well I I thought too much of myself in the very beginning and the reason I think that's a significant comment is when you, when you think it's about you, you start to execute that way, not realizing no one cares, no one is seeing this stuff. So don't worry about the cringe factor, move faster. The other thing I didn't really fully internalize, like everybody can tell you the lessons about, like move fast, break things and pivot, and what I think I didn't recognize back in the day, like I thought I had to get the website right. Right, I'm on like the 15th version of the website right now and like, so it didn't matter what I had on the first one. What mattered was did I have a first one? You've got to get to those things really fast. So I think the advice that I would give, one of the pieces of advice I would give to the entrepreneurs is move really, really fast and lose the cringe factor that anybody cares about, all of the things that aren't going to look right for you.

Speaker 2: 17:13

The second piece of advice that I would give to entrepreneurs is test the ideas early. I'm super afraid of being full of shit, and so I was really afraid to go put things out into the world that I didn't know I could deliver. But if you don't put those things out there, you also miss the signals on who's going to really be interested in it and who will buy it. And I'll confess I think we're behind right now. We don't have the market voice. I still have an empty microphone to a certain extent as I'm trying to argue the case for how we make managers' lives better, employees' lives better, because we help them make connections.

Speaker 2: 17:50

On the manager's side, managers want people that take initiative and act with ownership and embrace accountability, and yet they think about jobs in terms of tasks and activities. And on the employee side, employees want jobs with meaning, and if you aren't articulating the purpose of that job rather than just the tasks associated with it, you're never going to connect to it. So there's a loss on both sides. But test the ideas early, because that helps you build things, helps you build things and because I recognize that your audience is broad.

Speaker 2: 18:26

If you're in a company and you're thinking about what are you going to do with AI, you better start that journey now. And my advice is you've got to find really quick wins, both for agentic systems meaning the ones that you completely hand things off to and co-pilot systems, because it's going to create the bandwidth within HR that lets you do more strategic things. And you've got to don't build those systems, buy them. Buy them quick, implement them quick and transition the HR people into worrying about the new manager experience with those systems, because you cannot hold the tiger with the bro and the change is going to come. The question is, who is going to be ahead of that change and who's going to be behind it in business?

Speaker 1: 19:04

I love that. Some quick fire for you. Here we go. Who gives you inspiration?

Speaker 2: 19:09

God, on what subject? I mean, I'm massively like okay, I'll tell you one, and this is like I listen to this every time I get down. Barack Obama, there's a clip of Barack Obama and this is not intentionally a political statement, but, barack, there's a clip on YouTube that all you have to do is search, fired up, ready to go, and you'll find this clip and it's Barack Obama talking about, like this horrible experience that he had when he was campaigning the first time for president and how bleak everything was. And he goes to this rally and there's like 15 people in the room and he's wanting, of course, to talk to big crowds, like any political candidate does, and there's 15 people and it's been raining and there are nasty articles in the news about him. And he gets in there and he says to the audience how are you doing? And there is a woman in the back who says fire it up, ready to go. And he takes inspiration from that. And I take inspiration from that clip and I kid you, not every time my day gets bad, I pull that thing up and I listen to it because it gets me back in the headspace. So I take inspiration from that kind of thing.

Speaker 2: 20:16

I take inspiration from people like John McCain too, who stands up at a rally and this is when he was running against President Obama at the time and a woman is spouting a bunch of sort of popular misconceptions about President Obama and John McCain puts his hand, really gently, on this woman's shoulder and takes the microphone from her and looks her in the eye and says no.

Speaker 2: 20:43

She looks back at him and this is the moment that's really important and she looks at him with this like very sincere look and she says no. He says no and she sits down and he uses that as a leadership moment, and the reason I'm so motivated by that is that leadership, whether it's self-leadership or group leadership, is really always about choosing the right path, more so than it is rallying people to a certain point of view. And I think true leaders and the ones that I'm inspired by are the ones that have the intestinal fortitude to actually do that, and he did. In that moment. It would have been very easy for him to just go with the group and rile them up, and it certainly would have served his political ends, but he didn't do it. He did what he thought was the right thing and what I thought was the right thing to happen.

Speaker 2: 21:32

Interesting dynamic we have in politics, but sometimes the best leaders don't become the leaders where you see people without titles that are the ones that are truly exercising leadership. In fact, that phrase comes from Ron Heifetz at Harvard, who wrote a book with his writing partner, Marty Winske that I think is amazing called Leadership on the Line. Their differentiation is that leadership is a verb, not a noun, and you can only see it when it's being exercised. And you can exercise it without a title or influence or portfolio of any kind.

Speaker 1: 22:03

That's fantastic. What's kind of the best business advice you've received you?

Speaker 2: 22:08

don't have to be the smartest guy in the room, because I have a real problem with that because it's an ego thing. And when you're, when you learn not to be the smartest person in the room, you find yourself open to listening to other ideas and I think in general because I mean, I'm not surprising when I talk a lot, but the value of listening is huge and I think that's probably the best piece I've gotten. Who gave you that advice? A guy that was upset with me and I don't think he meant it that way. It was like sometimes there's like really good advice to be had.

Speaker 1: 22:44

Yeah Well, good for the guy to be so annoyed with you to say something. I will tell you my second day had gotten this new job. It was my early thirties or something like that. Literally the second day, my boss calls me from Houston. I'm not even sure why I'm reporting to this person, cause he's like in development, I'm in like some other, you know, and he goes you second day, you should change your personality If you wouldn't be successful here. And I thought go, fuck yourself. What a stupid thing to say. I'm like you're a man manager. Huh, oh boy, what job did I just take? It was the longest I've stayed in a role, but, honestly, the worst, worst place I've ever worked. I'm undisciplined. That was their seven. I had seven bosses in four years. Oof, I look back, though. Just a side note ADHD messes up people's. This is why there's so many entrepreneurs with ADHD. They cannot be successful in corporate. It's just. It doesn't happen. If you have any ambition, you have going to last. You're going to be burnt out, thrown out or chewed out.

Speaker 2: 23:42

I think the people that don't last in corporate are the ones that truly want to change the way things get done. Until you get into a smaller context, you don't have the freedom to really question everything.

Speaker 1: 23:53

That probably won't make up why I started showing you what is the one must-read book.

Speaker 2: 24:00

I can't have two. Okay, you can have two Change by Carrie Patterson and Leadership on the Line by Ron Heifetz and Marty Linsky. What was the one thing you got out of each of those? The formula for guiding change and the secret of one behavior out of change by Carrie Patterson, and the notion of the difference between an adaptive and a technical solution that comes out of melinsky and ron heifetz's book. You know, there's a different, like, getting people to adapt is a different process than giving them a change. You know a technical sort of solution.

Speaker 2: 24:40

I'll give you a more concrete example, and I and they use this in the book. Like, if you have congestive heart failure, right, there's one way that you get out of that, because seven out of eight people that have congestive heart failure are going to die. And now I'm not a physician, right, not my staff, but that's, that's a huge penalty to pay, right, but the real, the real key to staying alive is you have to change your diet, you have to start exercising, you got to quit smoking, right, you got to make all of these behavioral adaptations. But yet, when people are diagnosed, what they want is can you give me an operation? Can I take a pill? Can I just kind of get out of that pain?

Speaker 2: 25:16

We even see that in our business, too. People are like can you just write a job description for me? I'm like, yes, yes, but that's not the value that you need. The value that you need is clarity about the role, and in the same way that seven out of eight people are looking for that technical solution, they're going to die right. That's how hard behavioral adaptation is, and so the entire book is about how do you map and navigate, creating the context for that behavioral change, and I think it's a really good model for a lot of things.

Speaker 1: 25:47

That's awesome. If you had to start over today when in your timeline would you? I would be richer and better looking. Can't do that one. That goes back to who fathered you, but no. So if you were to start today, when would you do that in the timeline and what would you do differently?

Speaker 2: 26:10

that's dude, that's like like a very sexy choice, but I don't think I would. But here. Here's why I like I don't think I would start over, because I think I've done a lot of really good things. But I think I'm more defined by my failures than I am by my successes. I've certainly learned more. I am where I am right now because I failed, not just because I succeeded, and I don't think they're equally sized for me. I think I've failed way more than I've succeeded. But it's those failures that create the opportunity for me to have an even bigger success. And that's what I'm trying to do. I'm trying to have a positive impact. I'm trying to be a better person and a better leader than I was before. But the only way you see those things is in the context of failures. So if I went back and I changed those things, I wouldn't be here and in the context of failures.

Speaker 1: 27:03

So if I went back and I changed those things, I wouldn't be here, and I don't want that. Yeah, that's a life of things happen for me and didn't happen to me. That's abundance mindset, so that's.

Speaker 2: 27:11

Yeah, I mean you know what and I so I'm Peter Diamandis was a board member at an organization that I worked at and he is an amazing person and just super like. He's another influence on me just from being around him and interacting with me and those kinds of things. But things happen, period, full stop, and then choice takes over about what we're going to do about it and and that's where I think the real magic is that you're referring to in the comment you just made, right?

Speaker 1: 27:38

what are you going to do with it? I was on Peter Diamandis' Abundance 360 website for quoting because I was part of that group for a while and I was on their quote and had people calling me like well, did you really think it was worth it? I'm like it's actually one of the yeah, well put together networking, so I really like what he's done.

Speaker 2: 27:56

And we can get it.

Speaker 1: 27:57

He's trying to raise money, and that's what. But well done can get it.

Speaker 2: 28:02

He's trying to raise money, and that's anyway, but well done. But, but he's not selling snake oil, though.

Speaker 1: 28:04

Right there we are far better stuff is a little bit out there, but he's just in the future of tech. He brands it around the future of everything.

Speaker 2: 28:10

Everything looks out there like if you're a futurist, every there's going to be an aspect of everything you do that looks way too out there. But you know, guy like ray kurzweil another guy that I got to interact with at Singularity University is, you know, it's got about an 80% prediction rate, I think, over about 30 years, on the future of tech and I think he's gotten told he's crazy a lot of times but they keep coming true.

Speaker 1: 28:31

Oh yeah, Well listen, he is correct, I think it was 32 or so of the joining of biology and human and it becomes almost inseparable. I think that's probably pretty mathematically going to be close Publicly I think it's already being done in other places, just to be clear. I mean, we'll get off topic and I'm already over. It doesn't even matter, All right. Last question If there was a question I should have asked you, but I did not. What would that question be and how would you answer it?

Speaker 2: 28:59

You didn't ask me who lays in bed around me every day. I have 175 pound great Dane. He is sitting right down there and, yeah, he, he sits, uh or lays on the bed and snores through most of my meetings because he's uh, he's just a sleepy guy. I guess I don't know. He's 175 pounds. When I first brought him home he had a bunch of bad behaviors. He went after a bunch of dogs and, like he's just very reactive, broke my finger. They got hooked inside of his collar. But he is a great friend and a great companion and he lays with me every day and he's on this journey, whether he realizes it or not.

Speaker 1: 29:41

Good rule of thumb your dog should not outweigh your partner. Just saying that.

Speaker 2: 29:44

Yeah, for sure. And you know where he wants to sleep In bed. Oh yeah, In bed.

Speaker 1: 29:51

That's why I don't have a dog. Here's why I'm going to leave you with this. Thank you, friends. This is not going to also make the cut for you. This in my suburbia neighborhood I see a bunch of 55 to 65 year old men walking all the dogs they've collected through the years, like that's what I see all the time. I'm like I am not fucking that, I am not going to be the guy that picks up the poop and because because, oh, I'll do it like. No, you won't, you'll go to college, this damn thing's gonna be here and I'm gonna be the one. I'm gonna be that guy walk.

Speaker 2: 30:18

There's eight of them no dude Walking the dogs that they've collected over the years. That's a little uncomfortable, honey. I'm going to take the dog for a drag. What do?

Speaker 1: 30:26

you mean that they've collected over the years. You're a dog with no legs. That's a dog with no legs. You take it for a drag. It was my favorite I grew up on Truly Tasteless. I would go poop extra. Now it's just video games.

Speaker 1: 30:40

But the truth is you'd sit there and you'd pretend to go take a dookie and I'd be like, oh my God, the one that made me laugh so hard as a child I don't know why was what's. I'm going to have to make sure this is what is red and screaming, but can't turn corners. I don't know. It's a baby with a spear through it. I was like, who comes up with this shit anyway? Like Anthony Jesnick.

Speaker 1: 31:07

I don't know if you know who this comedian is. He has very dark. I think he wrote for Fallon for like a year and like they use none of this stuff. But if you listen to his humor, holy cow, it's so well, well done. Like it's like oh, it's so dark, I love it. It's so good coming back, ai, ai. Just ignore that segment. Scott, thank you so much for coming on today. I appreciate it. You've been awesome. I love what you're building here. Thank you, man. It's been such a pleasure to be with you. You know it's a shameless plug time, though, before you go, tell everyone how to get ahold of you and who should get ahold of you.

Speaker 2: 31:36

Yeah, so two ways. First of all, I love connecting on LinkedIn and we're not consultants and I don't offer consulting services, but I pay it forward. And so if you want to connect with me on LinkedIn, if you want advice or help around the mindset that managers need to adopt, around artificial intelligence, or around the idea of designing jobs to connect to your corporate strategy, get me at linkedincom slash in, slash M, scott M. And then if you want to find Propulsion AI on the web it's HTTPS Get Propulsionai. Awesome, I appreciate it. Thank you. I appreciate you too, man. Thank you for having me on. It's been fun.

Speaker 1: 32:15

Loved it. If you're still listening, listen. I have one call to action Hit the follow button on Spotify and Apple. If you're a youtuber, hit subscribe, get out there. Go cut a tie to something holding you back. Go unleash the best version of yourself.