Give Me the 20% That's Real | Jim Wardlaw | Ep. 9

After 13 years as an EOS implementer and nearly 950 sessions, Jim Wardlaw picked up David Hawkins' book on the map of consciousness and found a framework that reframed everything he thought he knew about leadership teams. Hawkins places courage at the midpoint of human emotional states, calling it the line between negative and positive. Jim started seeing that line everywhere in his work: the teams that muster the courage to face hard truths consistently come out stronger, while the teams that stay below the line stay stuck in anxiety, politics, and avoidance. In this episode, Jim shares how that insight changed his approach to facilitation, tells the story of a single moment of vulnerability that transformed an entire leadership team, and explains why he believes AI is a bridge to better human thinking, not a replacement for it.

Key topics:

• How Jim met Gino Wickman before EOS existed
• David Hawkins' map of consciousness and the courage line at 200
• The three questions exercise that broke a senior executive and transformed a team overnight
• "Give me the 20% that's real": a conflict resolution technique from Hank O'Donnell
• Why AI might be a stepping stone to higher human cognition, not a threat

About Jim Wardlaw:
Jim is an EOS Expert Implementer based in Western New York with about 125 implementations and 950 sessions under his belt. He started as an ad agency owner in East Lansing, Michigan, where Gino Wickman was his first implementer. After selling the agency, he earned a master's in Creativity and Organizational Change Management from the Center for Applied Imagination at Buffalo State, the oldest organization in the world focused on creative problem-solving. He is currently writing a book called Entropy exploring the relationship between AI and human imagination. He can be reached at jim.wardlaw@eosworldwide.com or jimw@stitch.solutions.

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Transcript

SPEAKER_00 0:00

Hey, welcome to Impact Moments Powered by 90. In this episode, we're sitting down with Jim Wardlaw. He's an expert EOS implementer with over 13 years of experience and approaching a thousand sessions. He's actually one of Geno Wickman's original clients back when EOS was still called Business Accelerator. So he's really seen the system evolve since the very beginning. You're going to get a lot from this conversation. Jim breaks down courage and how it's the single most important quality of a high-performing team. And he ties that into a framework that completely reframes how you think about team dynamics. He also shares a story from one of his sessions where a single moment of vulnerability completely transformed a leadership team's dynamic overnight. And then we also get into AI, how it's a bridge to better human thinking, not a replacement for it. And Jim's got a really cool perspective. He's got a master's in creativity. He's writing a book on it. So you're not going to want to miss this one. Let's get into it. Hey, welcome to Impact Moments Powered by 90. I'm Christine.

SPEAKER_02 1:05

I'm Chris Snyder.

SPEAKER_00 1:06

And we are talking to Jim Wardlaw today. Thank you for coming.

SPEAKER_02 1:10

My pleasure.

SPEAKER_00 1:10

Yeah. So I'd love to get a quick intro from you who you are. And I know you're an EOS implementer. So tell us a little bit about how that came to be.

SPEAKER_01 1:19

Oh, geez, that's quite a story. So I used to own a small ad agency in East Lansing, Michigan. Um, and I was a member of EO and uh was invited down. Actually, Jonathan Smith, who you may know as an implementer as well, and I were table mates in EO in Detroit. And Jonathan uh invited me to an event, and so I uh met this guy there, uh Geno Wickman, who uh came up to me and he was an interesting guy, had this system he was working on um called the business accelerator at the time. And uh he said, I got this thing, it's gonna be huge. I gotta show it to you. So he comes up to my East Lancing offices and he draws this big pie chart on the wall, you know, or on the whiteboard. And uh we ended up hiring him. So he was my implementer um a bunch of years ago now. I think his rate was 1,500 bucks a day or something a long time ago.

SPEAKER_02 2:12

Yeah, it might be 10x that now.

SPEAKER_01 2:14

Something like that. But uh we worked with Gino for um a few years, actually. I had a business partner and uh he said I remember very clearly, he said, Um, you two are the most extreme visionary integrator relationship I've ever seen. And if you can make it work, it's gonna be amazing. But I sort of doubt that you're gonna make it work. A few years later, after 12 years of owning the business together, um I actually fired her and she ended up buying the business from me. So that's what it took for us to get that transaction done. But uh then uh I sold the firm in 2007, as I said to her, and um fast forward, sort of did the corporate thing for a while. Didn't like that very much. I'm more entrepreneurially minded. Um and then life sort of took a big right-hand turn. I ended up heading to Buffalo, uh, New York, to do a master's at the Center for Applied Imagination. Uh I got a master's in creativity and organizational change management. Um, the center is uh the oldest um uh organization in the world, really focused on the study of creative problem solving process. Um it's actually where brainstorming started. Uh it's a long story there, but uh, what pulled you there? That's such a unique Well, I had a background on the creative side uh in advertising. I actually had a Bachelor of Fine Art degree from Michigan State in graphic design and started sort of on that side. And then um, you know, I looked good in a suit and they said you should be an account executive. And I had this sort of creative background. Yeah. And so I had this weird mix of sort of business and creative. So uh came up on that side of it and then went into account service and management. Um you a fan of Mad Men? Oh, yeah. It's a little dark though. It's dark. It's dark. Awakened too many demons, I think, in some ways, but um but really enjoyed it.

SPEAKER_02 3:54

Aaron Powell Yeah, the what I liked about it was like just you knew there was an unlock coming. Yeah. Like like they were struggling on a problem set, but it was that creative moment. Yeah. And obviously Don Draper, whatever, right, was gonna have that unlock, but then they started opening up some of the other characters and how they were interacting and and having this moment. So it was very dark, but I did enjoy. Trevor Burrus, Jr.

SPEAKER_01 4:12

But that that's actually what led me to uh the Center for Applied Imagination because I'd I'd always been interested in creativity, its source, you know, what motivates you, where does insight come from, where do ideas come from. And uh had heard about this place a long time ago. And then when sort of things went sideways, I said, you know what? I'm gonna go do this. And uh it was an opportunity for me to reinvent a little bit and sort of get my life refocused. And then actually I got a call from Jonathan and he said, Have you seen that thing Gino's working on? I said, Yeah, that thing you talked about. Yeah, EOS, it's called. I said, interesting. And he said, I think I'm gonna go get certified. And then about six months later, I did the same thing. So I was the first implementer in Western New York and Ontario, um, sort of evangelizing the good book, Traction. Yeah. And um started, you know, as many do with a few clients. Um, and then it began to build. I think for probably five or six years, I sort of had the place to myself. Yeah. And then um recruited a couple people and they joined. Now there's about eight of us, I think, in Western New York, and I think 28 implementers in Ontario. So, um, but uh that's sort of but you know, I became an implementer, I'm an expert implementer now. I've done about 125 implementations, um, 950 sessions or so, um, all shapes and sizes of companies. But it's been a fantastic journey. Uh, EOS is a very powerful system, you know, and there is nothing more rewarding than to see those ideas get generated and executed on. So I think that's what I enjoy about it most.

SPEAKER_02 5:39

I find it interesting, and I'd love to pull on the thread a little bit more. So many people struggle I've seen so many people struggle to when they have EOS because it is a system. There's not a lot of creativity in it. Right. Right.

SPEAKER_01 5:52

Right.

SPEAKER_02 5:52

But it un it unlocks or lets you have the opportunity to have creativity in other ways. But there's been people I've seen that just they have to try to write their own system.

SPEAKER_01 6:01

Yeah.

SPEAKER_02 6:01

Right. And they're creative in their nature. So they're like, you know, I we we've had some of these conversations. Like, I don't want to call it rocks, I want to call it boulders. And I th and I when I have those moments, I'm like, you're you're missing for me what the what the opportunity was, which was not have to worry about the system. That's right. Worry about the work, right? That the system gives you the opportunity to do.

SPEAKER_01 6:20

Yeah, you know, somebody once said, I don't remember who I attribute this to, but they said, you know, the reason that we have systems is so that you can allow extra capacity to show up in your mind, right? And so now you have more capacity to think, more pass uh, more capacity to generate ideas. Um, it might have been the guy behind uh second brain, uh, now that I think about it. Um, but he, you know, he said, look, I have systems that can do that stuff. Uh now that gives me more room to think and create. And I think EOS is sort of somewhat similar, right? Yeah. We have a system, we know it's proven, we know it works. I'll be the first to admit I'm a high ideator, nine quick start, love new ideas, love the future, love to live in what if. And uh the problem with that, of course, is that when I first started doing EOS, I kept reinventing. And I gotta be able to do this better, or Gino can't be right, or something, right? I have to tell you, I've eaten my words more times than I care to admit that uh there was terrific work done by Gino over seven or eight years, sort of in his basement. And uh he built a system that is incredibly reliable. I always tell my clients maybe 95% of the sl the problems you face can be solved somewhere inside EOS if you if you really become a good student of the system and apply its thinking and its frameworks. Um and you know, like I said, I can't tell you how many times Gina was right. Um, so I think uh it's it's a well-designed system for sure.

SPEAKER_00 7:38

Was he writing the book as he was working with you guys in your business then?

SPEAKER_01 7:44

Uh no, I think that those those the book was a well, he might have been actually now that I'm thinking of the book.

SPEAKER_00 7:48

Like, did you feel like that workshoppy aspect?

SPEAKER_01 7:51

You know, he did a lot of that workshoppy stuff. Um, you know, he's he's as you know, he's one of those guys that loves to make sure that it's right before he introduces it. So I think he spent a ton of time sort of getting it right and then started to recruit people. So I think it was about number 50, probably, in terms of implementers. Um and uh, you know, at that point, the system I think was pretty well founded. And and then it was just a matter of convincing people that it was legitimate, right? It was a real thing. And, you know, the rest is sort of history, as they say, I guess. It's uh it's been a remarkable sort of trajectory.

SPEAKER_02 8:25

Aaron Powell What I've been fascinated by, Christine, is there's like everything does have a purpose. And there's probably a uh we call them quarterly collaborative exchanges where the implementers get together. I think it was maybe two or three quarters ago uh we were talking as implementers about this section of the implementation. I think it's in Focus Day, where we're walking through like six questions that you're asking the team. It's kind of a buy-in section. And there was a pretty big sentiment in the room that people don't do it, that they don't see the purpose in it. And then and so Gina was there and he's like, let me, let me do it with you so that you see it. And he did, and it was like, it would you found the purpose in it again. It's like because he he walked through the sections of why that question matters versus just looking at it on the page and going, I could I could skip that. And and sometimes people skip things like that because of time.

SPEAKER_01 9:17

And often how the question is asked. That's it. I mean, he really spent time on every word um and testing, you know, the impact or the output of, you know, that question or that phrase or that concept or construct. I mean, it just is remarkable to me, to tell you the truth.

SPEAKER_02 9:33

Yeah, I agree.

SPEAKER_00 9:34

Well, I'm curious you came here today with an impact moment to share with the audience. So what is that?

SPEAKER_01 9:40

Well, I think you know, it's funny. I've been doing this for 13 years. Um, so I have lots of those kinds of stories where I've seen uh sort of remarkable things happen with businesses. The the thing though that recently has really struck me, and it I don't know that I call it well, it was an insight, I suppose. Um, but I I uh I was reading, and this gets out there a little bit, but I was reading David uh Hawkins' book. I don't know if you're familiar with Power versus Force or Letting Go. Interesting guy, he's an MD. Uh he does some sort of edgy, you know, research and has some interesting opinions. But the thing that really caught my attention in this book uh was something he calls his map of consciousness. And uh it's a really simple idea. Essentially, it starts with uh sort of the lowest state of human emotion, which he calls shame, and on that scale, it's a 20. And then at the highest level of human sort of emotion, he calls it enlightenment, it's at a thousand. But about midway up that scale is two hundred, and at two hundred is courage. And he said, This is the line between negative and positive. And when I read that, it really struck me that all of my teams, uh, when they muster the courage to enter the danger, um, to deal with difficult topics, to address wrong people, um, to work for the greater good, to set their egos aside, are often in that positive space because they've mustered the courage to do what they know is right and not easy. Um, but they always feel good about it. It might be really hard work, tough sledding, right? But they feel good about what they're doing. And the teams that drop below that line in that negative space are often anxious, uncertain, um, political, a lot of water cooler conversations, right? They're just not doing what they know they need to be doing, but they're terrified to do it. And so I think that was probably a bigger insight for me in the last um, you know, I would say a couple of years, uh, that courage is such an important quality in an effective team. Um, and so consequently, I've really encouraged my teams to start to recognize what it takes to push into that space. We call it entering the danger often inside EOS, but that's a very real thing. Um, and when we can facilitate a process that allows those people to be more comfortable having those difficult conversations and creating psychological safety around that, I think the uh the outcome is often sort of dramatic. You know, we get at real issues, we change the momentum and the frame and the energy of the team, and uh they start to do things that maybe they didn't know they could do. So that's a really powerful thing for me. I've seen it happen too many times.

SPEAKER_00 12:12

It's interesting because I think we were just talking about this yesterday, the enter the danger concept. And it feels like a lot of times the EOS implementer is the one who like does that first. Yeah. Like they take that risk and open that up to the rest of the group. That's very true. Is that what you've found with your clients?

SPEAKER_01 12:28

I actually say uh to my teams, I say, you have to remember that vulnerability starts with you. Your courage, your willingness to be vulnerable will establish a line, and people will often meet you there. That's true. But they will not begin that process without you establishing that line first. So when you step into it, often people will rise. In fact, um, quick little story, I'll never forget this. Uh, it was last summer, and we were doing one of the exercises in an annual that we'd often do. Um, and uh this particular exercise is called Three Questions that I do, which is the three most important people, three most important decisions, and three most important events in your life. And at the end of the table, it's pretty big team. At the end of the table is this guy, he's probably in his, I would say mid-50s, you know, mature business guy. And he starts answering these questions. And in uh the second question, most important people in his life, he breaks down and he can't finish the exercise. He's so emotionally overcome. And uh, I mean, it was really powerful. Complete silence in the room. People didn't know exactly what to do. And then there was this moment where again gives me chills talking about it, where the team sort of rallied around that vulnerability, and they all came to him, you know, not physically, but emotionally came to him, met him in that space, and supported him through this really difficult realization, you know, that I think it was about his grandparents raising him as a kid. And um that team transformed at that moment. They changed their dynamic, they changed the power of their relationships, they get they became a more vulnerable, open, communicative team. And every session from that point on was a different sort of session. So it just, you know, it reinforces that idea that if you have the courage to really step into it, um, everybody meets you there. And often I think human nature is to sort of support because they care for you, right? That's right. Yeah, they they want you to be successful.

SPEAKER_02 14:19

There's we see this in in different stages of how the the teams, the companies have come together where you know, maybe with some of the core value work you've done. And I've had this experience where we're doing core value work and they feel so close to each other that they want to have a core value of family. Right. And you're like, it's not really you're familiar with each other, but core value of family probably isn't it. Yeah. But let's talk about the emotion of that. Yeah, yeah. Um and then there's the teams that you see that they're so far apart from that that you're that you're like, okay, we're insular. Yeah, we gotta we gotta figure that out.

SPEAKER_01 14:52

That's right. Yeah, really interesting. And it it does um, you know, if they can start to bump up against that a little bit and start to really experience it. Because I I tell people uh ultimately what I'm going for is for them to start to see um sort of insight and criticism and feedback as coming from a place of really deep caring uh and compassion for the teammate. Because if you really think about it, that courage I mentioned earlier, it takes a lot of guts to tell you something I know you don't want to hear, but you need to hear. Yeah. And that comes from a place of deep caring and compassion for you as my teammate. And when I can receive that information, that feedback, as coming from that place, it no longer becomes an attack. It doesn't trigger me. It actually comes from a place of compassion and care. And when I start to see that in my teammates, that's a very powerful place. All of a sudden now everybody around me has my back and is supporting my success and is only telling me things they know I need to hear. And it's then my obligation to accept that feedback or not, you know, what I want to do with it. But really powerful.

SPEAKER_00 15:50

Are there certain exercises or things you go to when you see people starting to put up the walls and how to kind of take that first step?

SPEAKER_01 15:58

Uh yeah, I mean, those take uh, I wouldn't say specific exercise. I mean, many of the exercises in EOS are about that, certainly, uh particularly during the annual that we do. But, you know, though that dynamic takes some care and nurturing, right? It's something that comes along slowly. Um, and and there are a variety of tools, I think, inside EOS, and frankly, inside 90 that help that conversation to happen. You know, I I tell level, you know, a great level 10 meeting to me is a place where we learn from mistakes and we have a space where maybe six of your colleagues are waiting for you to have the courage to bring an issue to the table so they can help you solve that and make your life better, right? You know, and when people start to, oh, sorry, I'm hitting the mic. Um, when people start to recognize that um, you know, that's why we have these meetings is for you to actually draw on the resources of your team and let them help you make your job and your life a little bit better, that becomes a powerful realization for them as well. So a lot of these frameworks I think are meant uh to to sort of meet that need, right? To help people have different conversations.

SPEAKER_02 16:57

Right. You'll you'll see it sometimes where you know in the EOS we call it the a same page meeting, right? Where you can just totally see that they're not they're the two people who might be aren't on the same page. And then from EO experience, uh I've always coached more as clear the air. Something's going on. I don't know what it is. You guys probably don't quite know what it is, but we need to clear the air here. And that's one thing that you know you want them to probably go do in private because with the rest rest in the room, it might be something that's keeping them back from saying whatever that real issue is. Yeah. And that's part of the inner the danger, it's part of it being courageous enough to say it to know.

SPEAKER_01 17:32

Yeah.

SPEAKER_02 17:32

And and when when I've coached some of those, because sometimes it's bad enough that you're like, okay, I'll, I'll, I'll, I'll coach this because we're not getting there. Yeah. And it's keeping us from making the progress that you say that you want, it is is really going back to that moment of saying, just talk about it in something as simple as what's not working yet in this relationship. That's right. And just go through what's not working yet. And then normally you'll find it's not the first one or the second one. It's like the seventh one. It's like the mic drop at the end of their list that they're like, and you said that to me. And they're like, okay, there it is. That's right. There it is. Now we can talk about it. Now we can talk about it. Now we can talk about it. Yeah, that's right.

SPEAKER_00 18:09

Well, it's interesting too. You brought up with the issues and bringing something up because everybody wants to come in and help you with that thing. And it's also the flip side of bringing something up because other people were just not courageous enough to bring like they've been waiting for that topic or waiting for that thing.

SPEAKER_01 18:24

Yeah, yeah.

SPEAKER_00 18:25

Yeah.

SPEAKER_01 18:25

Yeah, that can be powerful also. I I, you know, I define an issue as a problem you can't solve on your own, right? I mean, we we want people to solve problems every day in their seats. That to me is, you know, when you own a seat or when you GWC it, get it on it, have the capacity to do it, like we talk about inside EOS. Um, what we're really saying is, you know, hey, I want to give you this job and I want you to solve problems all day. But once in a while you're gonna come across across an issue that you can't solve on your own, or as a leadership team member, maybe you see as a problem that we should be addressing. And uh to me, that's what the power of a level 10 meeting is all about, right? Is that you're able to bring that uh that issue into that forum and really get at it and have people help you figure out a way to address it so that now you have a team of people helping you solve a problem that you're not in a capacity to solve yourself, but uh through that sort of shared understanding and that resource, you can start to get to an answer that works.

SPEAKER_02 19:14

Do you have any isms that you've picked up, whether you generated it or you just find yourself when you're coaching and helping your clients? Are there things like go-to phrases that you that you pull through? Yeah, one of one of mine, and I picked this up from counseling days. When I was being counseled, um was the story I tell myself. Interesting. So the reframe for me that that works in that moment is when people feel like they're accusing each other of something and they don't know that to be true, that's how they feel. And just offering them the reframe is like, hey, Christine, it sounds like the story you're telling yourself is that check in with Jim before you accuse him of that. And then that that reframe just seems to work much better because it's your story, it's your truth potentially, but it's not yours. And so placing that on them versus letting them say, okay, story I'm telling myself, Jim, is that yesterday when you did blah, you know, and anyway, so that one seems to be That's powerful.

SPEAKER_01 20:08

Uh you know, it reminds me actually of something I picked up from Hank O'Donnell, who's a a really amazing implementer in the US community. But uh he uh he has a technique where uh when two people are sort of battling it out and they're not on the same page, he'll turn to the uh person uh who's getting frustrated with this feedback, and he'll he'll say, All right, give me the 20% that you agree with, the the 20% that's real of the 100% that just hits you like a freight train. Yeah. And that is a very leveling sort of conversation. Right. Because all of a sudden now we're finding commonality, and the 20% that's real is something we can start to talk about. And that often leads into the larger story and whatever else is being you know discussed there that's or maybe not discussed that needs to get talked about. Um so that's a really powerful ism or technique that I found works incredibly well.

SPEAKER_00 20:55

Yeah, and you brought up team health earlier too. Three, what was the name of the exercise you talked about?

SPEAKER_01 21:01

Oh, three questions. Three questions, yeah.

SPEAKER_00 21:03

And I feel like that's another good way to hear and understand people's perspectives and go a little bit deeper into even intention. Are there other team health exercises that you lean on for those?

SPEAKER_01 21:14

Yeah, I mean, the traditional ones, you know, that we often will use as a personal histories exercise or what we call it one thing, which is a Patrick Lencioni sort of tool. Um, sometimes there's another one I use once in a while called the five big questions. Um, and they're deeper. I usually do that second or third year, but uh things like uh, you know, what are you most ashamed of? What do you want for your family? What do you regret most in life? And, you know, those sometimes can trigger some people to, you know, go a little deeper and you know, frankly, it makes people uncomfortable a little bit sometimes, but also it allows them to push that line of vulnerability a little bit. So they get a little more comfortable with that experience in front of their colleagues.

SPEAKER_00 21:50

Yeah, it's interesting because we talk people ask about like what should I be doing for team health? And so we have this resource where it kind of ranks them in terms of well, how much trust is on your Team, because that's how vulnerable you're going to be able to get. And that's going to help guide you. And so, like you said, I'm not doing this until three years in because we haven't built a foundation yet to understand one another.

SPEAKER_01 22:11

Yeah, it's a really important part of it. And I honestly think that we're we're sort of hardwired in many ways as humans. Um, I believe, sort of evolutionarily speaking, you know, to sort of mitigate risk. I mean, we, you know, we we live a lot in that sort of survival mentality where, you know, frankly, getting kicked out of the tribe is not something that we like to do. So, you know, frankly, keep it keeping it low risk and making sure that people don't think that I'm not capable or weak is something we're always very mindful of. So, you know, when people again start to shift their thinking around the fact that their team is there to help them be successful, and this is a safe place where we can talk about these issues. You're not gonna get kicked out of the tribe, we're gonna help you be successful. Um, I mean, that's a pretty powerful realization for them.

SPEAKER_00 22:53

Well, I'm curious, this is something we ask all of our guests because we talk a lot about the successes and the things that are going well and how things um really worked out. But I like to reflect back on what's a moment that you feel like was your biggest fuck up?

SPEAKER_01 23:06

Like Oh, I mean, that was probably early, you know. Um, I learned a long time ago that uh as a facilitator, um our job is to sort of stay out of the content, right? Our the job is there to help people have conversations and draw insights in uh through questions and engagement. And I learned real early that the minute that I took a position against someone in the room and we started a debate was the minute I lost the team and I lost the facilitation. So, you know, resisting that that temptation to sort of begin to debate somebody uh, I think is a is a skill you learn very, or a lesson maybe that you learn very early in your career. Um so that I wouldn't call it a major fuck up, but I would call it a a lesson learned and one that I try to avoid now as often as I possibly can to make sure that I'm just not triggering people in the room. My job is to get them to have a conversation, right? And to stay out of that content, let them develop the content.

SPEAKER_00 24:06

It's interesting because Chris, I feel like you do the same thing where you're trying to facilitate the conversation so people can come to their own realizations without like slapping them in the face with it, you know, which is definitely a skill.

SPEAKER_01 24:17

The other thing too I've noticed over the years, uh again, just sort of an insight, is with 13 years, um there's two things that I find that are demons for me now. One is um what uh we call sort of thin slicing, right? You come into a meeting in your first session and you realize that that guy's not right for the team and that's the wrong strategy, and you're moving in the wrong direction there. And I've seen this pattern a thousand times before. Please don't do that. And you have to resist the temptation to consult. You know, I'm not there to consult. I'm there for them to develop that understanding. And the other challenge I find sometimes is you have so many nuggets and lessons in your head that you can lose sight sometimes of the core material that you're working on. So I resist those two temptations now. It's to try to, you know, let people come to their own conclusions and, you know, not flood them with so much stuff that they can't see the core tool or the core insider its application.

SPEAKER_02 25:11

Yeah, they're always most of the time feedback, especially when you're doing the implementation days, and the first time they've done sessions, they'll say something around at the end when you say, Where's your head? How are you feeling? Yeah. I've been drinking from a fire hose all day. That's right. Right. And then then you have to I always have remind myself to back up and go, okay, what did you retain? That's right. Because we might need to revisit, because there's just a lot, especially when those first seven. Seven times, right?

SPEAKER_01 25:35

We got to say it seven times before people hear it. And I think that's a very true, a true insight. Right. Yeah.

SPEAKER_02 25:41

100%.

SPEAKER_01 25:41

Yeah.

SPEAKER_00 25:42

Well, you're a fairly academic guy, so this is my last question. What are you reading or listening to or consuming right now that you're excited about?

SPEAKER_01 25:50

I I hate to even admit this, but AI is my distraction for sure. Uh my son, who is also an implementer, uh, Zach Wardlaw, um, got me in introduced to Claude Code recently. And uh, you know, all those projects I've been, you know, having sit on the shelf for years are now becoming real product. And uh, you know, the ability to use AI in a way that moves you from a concept to a product so quickly is sort of mind-blowing. Uh the power that's sort of within our grasp right now, and it's just gonna get more powerful, is absolutely consuming. It is the most interesting, you know, uh side hobby that I have right now.

SPEAKER_00 26:29

I know it's so exciting because there it's such a tangible way to articulate what's in my brain, a design, a thought, like an idea, a plan, anything. Um is there any sort is there any specific like person or channel or thing that you're looking at for Yeah, I mean I love Ray Ray Kurzwell's book.

SPEAKER_01 26:44

Uh, you know, it was just we talked about that a little bit before the interview. Um The Singularity is nearer, I think is a really interesting perspective on how rapidly this train is moving.

SPEAKER_00 26:52

Yeah.

SPEAKER_01 26:53

Um it's really coming at us quickly. Uh, human cognition, I think, according to Ray Kurzweil, you know, will dramatically improve over the next 10 years uh due to its ability to sort of merge or connect with uh with very powerful AIs. Um and I see that as sort of a stepping stone. In fact, I'm working on a book right now called Anthropy that uh introduces a model sort of along those lines and uh sort of introduces AI as a stepping stone really to a higher level of cognition. Um the model I introduced in the book uh sort of makes the argument that imagination, human imagination is sort of one of the most powerful forces we know of in the universe, uh, that everything really below it can be influenced. You know, we're making black holes in our labs and, you know, changing the course of human evolution and we're doing all kinds of things just through this little thing we have between our ears. And um, you know, right now it's the only thing between our ears that we know of. And so, you know, the question is, what does AI do? It either becomes more powerful than us and is in has an incredible capacity to imagine things that we yet have to imagine, or it's something that's a stepping stone that allows us to improve our own cognition, which I think is more likely. So I think people are afraid of AI and that it's gonna lead to a decline in human performance. I think it's actually a bridge to future human performance.

SPEAKER_02 28:10

I find my my existing concern right now is that I'm collaborating less with humans and more with AI. Like I would consider Christine a thought partner. That's right. And instead of picking up a phone or getting on a Zoom call, I'll be like, oh, I'll just I'll collaborate with my Snyder writer for a while and see what it it thinks. And that I don't want to lose, right? The human collaboration. It's um it's just more convenient because it's on my phone or whatever to start to go think through a problem, think through an opportunity.

SPEAKER_01 28:41

And it's intoxicating. I mean, uh sometimes it thinks about things that maybe you haven't thought about or goes deeper in an area where you just have, you know, maybe touched the germ of an idea here and it's turned into something more remarkable than you had considered. So and and the human piece is very powerful. I mean, obviously the the work that I did in creativity and innovation is very much rooted in that idea. Um in fact, Alex Osborne's uh original insights, uh, who sort of led to the Center for Applied Imagination, you know, was very much rooted in this idea that process could drive output. You know, at the time in the early 50s, creativity was this unknown thing. It's like, in fact, the American Psychological Association uh stood up, or the the chair stood up and said, Hey, we got to research this thing. Interestingly, just a sidebar, Buff State back in the early 50s, um, when they started researching creativity, they they shortly thereafter introduced something called the the Creative Problem Solving Institute at the University of Buffalo, um, which still is going on today, by the way. But the first uh sessions of that institute were all attended by men in little black ties and horn glasses, and they were all government and military people interested in how creativity could offer us an edge against the Soviets in the early 60s. You know, could our brains do things that we didn't know they could do was a really fascinating stuff. It is no longer that, I wouldn't say. They've learned a lot about the process. But Alex Osborne was all about process, you know, it was all about connecting with humans and going through a process that drove outcome.

unknown 30:07

Yeah.

SPEAKER_02 30:07

Did you ever read Rick Rubin's Creative Act?

SPEAKER_01 30:09

I did, yeah.

SPEAKER_02 30:10

Yeah, I thought that was really fascinating.

SPEAKER_01 30:12

A little esoteric and philosophical, but really good book. Right.

SPEAKER_02 30:15

But the the the linkage between process and creativity. 100% is what I thought was was interesting, the way in which he did it. Trevor Burrus, Jr.

SPEAKER_01 30:20

So that's where AI I think is interesting. AI is a tool, right? It it enhances your ability maybe to go deeper and explore ideas in a way that you hadn't before. Um whether it will replace us or not, I'm not sure.

SPEAKER_00 30:32

Aaron Ross Powell Well, it's interesting, even this conversation and the tie back to EOS, because we're talking about like processes and frameworks that can allow you to do more of the work or be more creative with what you're trying to do. And like that foundation, I feel like is something that you're setting up for your clients right now. It's really remarkable. So the time a lot of fun. Well, great. Um, thank you so much for being here. If people want to get in contact with you, what's the best way to do that?

SPEAKER_01 30:54

Well, email or or text. I mean, certainly email uh jim.wardlaw at usworldwide.com or Jim W at stitch.solutions. That's another way to reach me. But uh always happy to talk to folks.

SPEAKER_00 31:05

Great. Well, thank you again for coming. It's great having a lot of time. Pleasure.

SPEAKER_01 31:07

Thanks so much for having me. Thanks, Jim. You bet.

SPEAKER_00 31:15

And that was Jim Wardlaw. What a fun conversation. I loved his idea about your team is waiting for you to have the courage to bring the hard stuff to the table so that they can help you. That one's really going to stick with me. And I also really liked the resources that Jim shared. They were really outside of the norm, business building, business books that we hear about. And all of those ideas about imagination and creativity really help expand perspective and help you think about problems in a new way. So if you do want to connect with Jim, you can reach him at jim.wardlaw at eosworldwide.com. And if this episode gave you something to think about, I hope that you like and subscribe so you don't miss the next one. And of course, share it with someone on your leadership team that might need to hear it. We'll see you next time.