“What Can I Become With AI?” – The Mindset Shift Every Leader Needs | Patrick Antrim

They're thinking about what can AI do for

me, and what task can I do?

And instead, they should be thinking about what can I become with AI?

Being somebody that is a true thought partner, that you integrate with AI to

end up creating your own natural works.

But right now, you can see the noise in content even on LinkedIn, but the reality

is in AI, what's going to be unique is, what's up here, and how do you execute?

What's up everybody?

Welcome to yet another episode of the What's Your Story podcast.

I'm Scott Leese.

This is my co-host and good friend, Mike Lindstrom.

We're yin and yang today, buddy.

Yes we are, black and white.

Black and white.

Black

and white.

Black and white.

This is a special episode of the What's Your Story podcast.

We actually have Patrick Antrim who's coming back on

the show for the second time.

He's actually kind of, our landlord.

That's a good point.

I would never have thought of it that way.

I mean...

He is kind of the landlord...

This space right here.

Everything that's-

This beautiful studio that you see.

Everything that is here is Patrick and NectarFlow.

Yeah.

So yeah, we can call him our landlord.

Yeah, he's kind of our, maybe he's our boss kind of in a little-

That's a new nickname.

We gotta go with that ... way.

The boss.

We'll call him-

Patrick the Landlord.

The Landlord, The Boss.

Patrick is the founder and CEO of a company called NectarFlow,

which is all about AI and implementing it in your business.

So we're gonna get into all that kind of stuff today.

So welcome to the show again, Patrick.

Yeah.

I love it.

Love... You guys are telling stories, and obviously being in a

studio helps communicate that...

yes

...to the world, so, and I know you-

And you're helping us with that.

Yes.

You're helping that, We want to catch up on what,

what's going on since we've talked.

It's been a few months.

How about the

Nect- how about the NectarFlow story?

Yeah.

Yeah.

Yeah.

Tell us what's going on, man.

Well, I will tell you it's evolved and

changed i- in more simple ways.

Essentially selecting the right people and designing the organization you want.

I think a lot of times, especially when you're talking about go to market stuff

with sales, you're trying to grow the business- Fundamentally, most companies

are working with what they've got.

Even if the great leadership books that written, you've read, they've

been written in a way that's like a chef only cooking with the ingredients

on the table or the counter.

And what NectarFlow is allowing us to do now is select the right

people so we can then change the DNA of an organization and design the

organization the way that we envision it.

And so I know you work a lot in go-to-market and sales strategy coaching.

Yeah.

We're really helping industries.

Obviously, our beachhead is our multifamily.

A third of Americans rent.

We wanna change the way people, find about and discover housing, and having

the right people to do that is a differentiator in telling that story.

Insurance, another huge opportunity where the story is changing.

You have a population of employers that are seeing their employment group

age out, so you have a different... You have to design the organization

in a way that you wanna win, and NectarFlow helps that, like a decision

intelligence when you pick people.

Mm-hmm.

Mm-hmm.

When we were talking about insurance, you and I started that

conversation a few months back because obviously you said your beachhead is

being multifamily, and it's really neat for me to be able to share and

contribute and hear what, where you wanna go with that, and I think that's

only two verticals you've mentioned.

Yeah.

That... I don't want people to hear that, that there's

only two verticals 'cause this could go in any vertical, correct?

Right.

When you think about the company-- So if everybody's using the same technology

we think about... We're trying to get AI, AI out of the conversation and back

into what is really special about people.

Well, it's their story.

It's their the full picture of what makes them unique and

valuable into the organization.

Those two industries obviously are where people shine and relationships

matter, and that story matters for those types of companies when they're trying

to create results in the business.

So I think it's really any company and any organization is designed to collect

people, which is what a company is.

And I think that a lot of people get hung up on

it is 'cause AI means so much, but you've shifted that paradigm.

It's not an AI company, it's something that's going and shifting the culture.

I think that's a really important point that I've picked up from listening

to you when I'm in this office and studio, and how much that's gonna

shift the conversation moving forward.

What are your thoughts on that?

'Cause everyone gets hung up, "Oh AI," and you shifted that conversation.

Yeah, I think ultimately, what is the purpose of an

entrepreneur is to increase the levels of productivity in the business, right?

Like, expand markets, grow sales, get resources so you

can solve business problems.

'Cause when you sell that matters.

What's changing is the ground underneath every business.

The workflows are changing.

Well, what does that mean?

That means that the skill sets of how you will select and hire people to

do work of the future is different.

And so if you don't have the right decision intelligence to

select them coming in, you're working with what you got.

And if what you have is somebody that's set in ways, in status quo,

or they're linear and they're looking at how work used to happen, they're

not going to be the steady leaders to then guide that organization

into the change that's upon them.

We call one of our products Picasso Hire, so it's how do you select.

And so if you think about a candidate that comes in, it's a stick figure.

It's not really a full picture of who they are.

It's really a resume is, what they've done, right?

So the job interview is, where you wanna get to, but you wanna get there with more

confidence, more decision intelligence to have a productive conversation.

' Cause nobody knows your business better than you guys, right?

Or the person running their business.

And so the interview historically has been mostly about a performance and confidence.

And right now, leaders are guessing ' cause they don't know

how to measure capabilities and success factors that are going to

drive businesses today and tomorrow.

And then you look at maybe personality tests, and that's more like preference.

And what we're looking at here is how do you know how somebody thinks?

Because if we know how somebody thinks, we know how they'll make

decisions inside the organization.

Give us an example of that, how someone thinks, 'cause

I've heard you say this before, and it took me a little while to

get my head wrapped around that.

So when you're interviewing a candidate, you got the resume they've

submitted, they've gone through some questions or a profiling, now

you're trying to get in their head.

talk to me a little about the science behind that.

Well, I'll be quick on this.

I mean, the reality is we're not reading minds here, right?

Right.

We're not talking about, anticipating what they're going to say.

What we're talking about here is people have certain unique experiences

like an operating system, and they've worked somewhere else at

another organization in the past.

So in those situations, they've relied on certain resources

and tools and frameworks.

While that may be great in that environment, but in your stage,

in your business, that may not... There may be a huge gap there.

So for example, in a multifamily apartment, you would have somebody that

has worked in a market where people are giving away free rent because there's more

supply than there is, customers to rent.

In that leasing professional, the salesperson has an assumption and

believes that you need to give away free rent in order to move

somebody into the new building.

Now, that's just because that's what they experience, and that translates

to how they'll make decisions.

So now you move that into a new situation where you're in another market where

we're not giving away free rent, or the business doesn't allow for that.

That's going to be important because you're gonna listen to, in the

interview, when they say things like, "If this, then that." So, "If I had more

concessions," or, "If I had six weeks of free rent instead of four, we could

have achieved 97% occupancy." And so you're listening for that in the way that

they perceive solving business problems, and that will help us understand how

they see the world and make decisions.

That's always been the hardest part.

The whole interview process- Yeah ... has been performative, is the word I

think that you used a little bit ago.

Confidence.

Yeah, it's confidence, and but it's performative.

You're trying to show somebody, like, this version of yourself

that you think the other person on the other side of the table...

it's like a ritual, yeah.

... Scott Leese: Is looking for.

But it falls apart especially in sales, I've hired thousands of salespeople,

literally, and the best sales leaders that I know, maybe you get it right

seven perc- 70% of the time, maybe.

Yeah.

If I hire 10 people- seven of them-

Yeah

...will be studs and really good performers...

Yeah

and 30% of them are not.

And there, there's a tremendous amount of waste with that, and you're trying

to cut to, I think, trying to cut to the heart of, who is this person?

Not what they've done, what their resume-

Right

... Scott Leese: is all about.

Who are they right now?

How do they think?

How do they operate?

How do they make decisions?

Maybe how do they deal with adversity?

How do they problem solve?

How do they get around certain challenges?

Yeah.

Right?

Those are the things that are extremely hard to test for...

yeah.

...in a 60-minute face-to-face interview.

Yeah and we end up figuring that out after we've hired them.

Yes, unfortunately.

And that's because they start doing work.

They show up to meetings...

That's right.

...And they usually rationalize a non-performance situation.

"Well, if I had-"

Yeah...

"more sales-"

Excuses come out.

Yeah, exactly.

Yeah.

So we figure that out-

Better territory.

Yeah.

We figure that out before we make the hiring risk verse after.

And the other piece of this is now we have another product called RAMP,

where we are measuring, do they understand what they need to do in

the first 60, 90 days of business?

And so it goes from consuming information, like training materials, to measuring do

they comprehend and do they understand?

I love that.

big pitch?

I love that you productize that.

I've hacked this together over 20-something years, and you kind of

feed people the material, and then I've always said, "Well, how do

I know they actually learned it?"

Yeah.

I gave you all this training material.

I sat through Mike's sales training or whatever, but nobody ever tests...

yeah.

...to see if you actually assimilated that knowledge

and can take action on it.

Yeah, and

You productized that.

Well, we're, now we're role-playing, and in sales you know this.

This is

Yeah.

like looking at the objections, how are they proceeding,

when stressor happens, how do you get the information in that discovery process?

So giving them a low stakes, fail-safe environment to get the reps in where

you're not bringing them to a sales kickoff event and it's like, oh,

it's intimidating within their own organization, and they don't want to

look silly or these types of things.

And so we give them in that product, you're bringing...

What typically happens in a business is you, we're not selecting the right

people because we haven't ramped them up, and we haven't developed,

but we don't have the bench.

And so those two departments, you think about, like, training and

onboarding and the sales selection are compensating for each other.

Yeah.

So you typically have hired wrong, so now you're like, "Okay,

let's find another role, another market for them, or move them to another

stage in the company." And now we're bringing those two things together.

So tell me about the-- You guys have developed this kind

of a assessment within the system.

Tell me a little bit about that.

I've seen I've seen you demo it before where you have this set

of words or phrases, and you have to put them in different buckets,

and it kinda gives you one layer further of how they really think.

Tell us a little about that.

Well, I think that, you know, people are unique.

The reason why we called the PICASO assessment PICASO is because

it's the full picture, right?

Art is appreciated, in the context of how it's seen.

If you put all the art in the world and you put it in a building,

it'd be called a warehouse.

If you pulled that piece of art out of the warehouse, put it a, on

a white wall, shine a light on it, it's worth sixty million dollars-

in the context of how it's seen.

And so what we're really trying to help companies do is select better

and find that diamond in the rough.

So in that process, there's reasoning models that help understand the beliefs

that somebody has and the assumptions.

And they stack, right?

And then they end up with "Well, with those beliefs, these are the

assumptions that they make and they bring to decision-making."

And then there's conditionality, which is sort of like this if this, then that.

Like, if I had capital, then I would make the startup launch,

or you could bootstrap it.

There's different ways.

But if we know how they think before that happens.

And then necessary and sufficient.

These are mostly the conditions that they believe are necessary and sufficient

to ensure that success happens.

And it's a lot of cognitive science that I don't wanna bore your listeners

with, but the reality is this has been battle-tested thousands of assessments.

And this science goes back to the '40s when the US Air Force was

looking at, you know... They were a wartime employer and then they

were, became a peaceful employer, and it's like, well, who do you keep?

Yeah.

And then how do we align them with what

leaders within the organization?

I think that's actually a relevant analogy to what the workforce is

going through right now because of the...

mm-hmm

...introduction of AI into it.

And darn near every business is trying to reduce headcount, all

the reduction in force stuff.

But now they have to look at it through a different framework, a different

lens of like, "Well, now who should I keep?" And this, wartime, peacetime...

yeah

...worker kind of analogy is an interesting...

Yeah.

...one for where people are at right now.

Which employees do I keep?

Do I keep the peacetime employee or the wartime employee?

Yeah, I never thought of it that way.

That's true.

Well, I love the analogies on that wartime stuff because,

there's external things that are driving leaders to do-- entrepreneurs,

business owners, you name it, to do different things differently.

And, you know, having known that, the reality is leaders, when they are in

situations for, like, debt, leverage, acquisition, business strategy, M&A

stuff, they don't delegate that activity.

They're in it.

They understand.

They put deals together, all that stuff.

But when it comes to hiring, historically, they outsource it or they

say, "Well, we have someone in HR...

Yeah.

...for that." This is no longer an HR conversation.

This is about how do you design the business that meets the needs of the

customer of the future and where the world is going, and that is an executive

entrepreneur conversation that they need to have decision responsibility over.

Yeah.

So obviously, HR supports all the things that are in

that part of the business, but the reality is it's not like give it to

a recruiter and find me something.

That's not what a great sports team would do.

So how are you thinking about growing the team at NectarFlow.

You're gonna put 'em, you're gonna use the product on them, with them, right?

Sure.

You use your own, eat your own dog food...

Yeah, of course.

...or whatever.

But what are the things that, that you're looking for as you enter this new

phase of your business from a employee?

I think sales.

Revenue is important for a business.

I think using that revenue in ways that you can interact and create value for

an organization obviously is game on.

But from an engineering standpoint, we are getting 5, 10 times the output from

our current team, so we're still in the midst of figuring out what that need is.

And we've taken instead of, like, an AI and create 40% more

productivity in your business, sort of a broader global conversation,

to more narrow and more specific.

And that's why we're owning this workflow of, selecting the

right people, ramping them up...

Mm-hmm.

...to productivity, assessing how they're doing, and then

ultimately, knowing what motivates them.

So that's how we're thinking about it, is one workflow, not the role.

So not thinking Do I need an SDR?

Do I need a go-to-market leader?

Do I need a chief revenue officer?" Do I... I'm not even

looking at titles anymore.

I'm looking at, what is the work that needs to be done, and then

where can I use AI to apply that work consistently to get the most leverage?

That's what I'm interested in, leverage.

And it's interesting because we're getting more expansion versus even thinking

about, how do we eliminate or, cut back?

It's mostly like, how do we attack this industry?

How do we become the category leader?

And how do we design that category in a new way?

Because others are going to sit and wait and watch what everybody else does.

Yeah.

Well, it's interesting.

I was on a conversation.

It was a coaching conversation with a group, and there was an HR director

on there, and she had said, "Well, we're really kind of intimidated by

what AI is doing for our industry.

It's gonna be, like, sourcing resumes." And basically what she was saying with

her own limiting beliefs is, "It's gonna be taking my job." That's what

I heard in the language patterns.

That's not true with what you guys are doing.

You're trying to run alongside an HR director or an HR team and say,

"Hey, this is the way of the future.

It's going here.

It's already headed here.

It's not here to scare you or replace you." Speak to that a little

bit, 'cause I think there's a big limiting belief out there that, oh,

these, all these new AI tools are gonna just eliminate HR altogether.

That's not true.

Yeah.

So we don't take any humans out of the decision-making.

No technology should ever tell an organization who to

hire and things like that.

I think that they're getting a lot of tools that are helping them

with efficiency and automation and summarization of information that

comes through, and that's all great.

But we're doing something totally different.

Companies are using all the tools that they may have used already, so it's

not like a switch kind of situation.

It's mostly like, "Ah, this might be the reason why, despite all the tools

that I have been using in the world, I still have not solved this problem."

And that's because we're guessing in the interview.

And so what we're doing with NectarFlow is bringing organizations, allowing

them to use whatever they're using now, integrate with whatever tools.

They don't need to make a change.

There's no change in the process.

But what we're going to add in is right in front of that decision, get

them to the interview the fastest way we can with most of the information

that they can make a better quality interview, and they decide who hires,

who advances, and all that stuff.

It's just something they've never done before.

Yeah.

Right?

You wouldn't be able to do this unless you hire

That person that's worried about that really they

just need to grow their skillset.

Oh, I agree.

There's no place for a worker who doesn't pick

up AI integration and skills.

It- that person will be in trouble.

That's what I told the...

Yeah.

...the CEO.

So if you just, if you're just saying "No, I, you know, I've

been working a particular way for 40 years, like I don't wanna learn

anything new," you're in big trouble.

Yeah.

I... That person I don't think has a working future.

Nope.

But that person can...

amen

...learn all sorts of things about AI and how to apply it

and make themselves more productive, more valuable to the business.

That's what you're looking for, I think, is people who are willing to,

like, take on this new challenge.

I gotta learn these new skills in order to stay...

yeah

...relevant and make an impact.

Yeah.

And that's where we need more of your coaching is, at the end of

the day, being empathetic to, like, a B2B process, the fact that the

person has a single flow of income.

They don't wanna make the wrong move.

Their job is amicable, analytical, and its job is risk management.

Avoid risk, And then you have this AI thing, which is all a technology can't

see, and so they're... just understanding that in that process is... And that's

why we have the media, and we have the video, and we have all the things that

we do with education is because we just need to bring people to develop

new capabilities, so they have more confidence to make a yes decision,

and that's, that takes sometimes...

Yeah.

...more time than we'd like.

Yeah.

So Myles is your guru behind the scenes.

I know he was here in the office.

We saw him this morning, and he was telling me that you guys have a new tool.

I don't even know if it's out in the market, but it's a search tool.

You speak to this, how you're getting that search tool to use on behalf of whether

it's HR internally or for a recruiter.

So it's a new tool that you guys are bringing in outside of Picasso and Ramp.

Am I hearing that correctly?

It's part of Picasso.

So you think that Picasso was inbound, you're advertising,

applications are coming in...

Okay.

...and you're processing that information.

This is outbound.

So what we believe is some of the greatest people you wanna

hire are winning somewhere else.

They're not in the job marketplace.

So this gives us access to 800 million candidates to be able to go

find somebody in a market, and then have coffee or an introduction and

it's more of the scouting, right?

Yeah.

It's the outsourcing.

You pare down that 800 million via certain signals.

Yeah.

Like, for example, if you've been at a job for three years...

yeah...

...that's like a...

well, skills...

...that there's like a break point there sometimes at

three years where somebody's like maybe they're kind of stagnant.

Maybe they're looking for something else.

There's a tool that allows you to do what he's talking about, right?

You can source it or create different fields-

Mm-hmm.

...to be able to narrow it down.

Correct.

Yeah, by skills, by certain unique technology.

Do, are they trained on Sales Navigator?

Do they know a certain unique industry software that you know.

So when you're ramping them up, they already know those things...

Yeah.

.. Patrick Antrim: And you're, you, it's a more productive conversation.

It's applying signals that you look for...

yeah.

...in sales to break into accounts...

mm-hmm...

...to hiring...

Correct.

...and recruiting.

Like, if you're a sales guy, Mike, and I saw that your company got acquired

by a private equity firm I'm hitting you up in six to 12 months for sure.

Yeah.

Because...

let the dust settle...

...often what happens is, you gotta let the dust settle,

and then people are like, "This company's not the same anymore."

And they're ripe to be plucked...

yeah

...at that p- so that's, like, a signal that I would look for.

Yeah.

Right?

Well, that excites me, like, 'cause th-

And without the 30% cost of recruiter fee and things like that.

Yeah.

So we're saving a lot of budget line items for that.

So not just the fact that you help us with our podcast

with this being a landlord here in our facility, but what you're doing

with NectarFlow helps guys like us.

So we don't look at it as a threat.

I mean, the training tool, the ramp tool, it's voice, so it's literally

speaking to the agent, and so you can actually be the sales director

listening to the conversation that your AE's having with it to make sure

that they're actually getting it.

Yeah.

So cool.

Yeah.

And it's immediate.

Yeah, it's an opportunity...

So powerful.

...to go back and coach too then.

you're like well, in these types of situations, here's how I may approach

that." So that could work really well in compliance, making sure people

are ready for the customer service.

Well, we, I'm looking forward to being a referral partner.

I know.

Yeah?

I know.

We...

yeah, yeah.

...That's one of the reasons why I love talking to Patrick.

He gets my mind thinking about this stuff.

Yeah, yeah.

Different ver- And we're only talking about just two verticals

that you're flirting with right now.

Multifamily, you're already there, full-blown.

Yeah.

Well, it's for any company in the world really.

But we have deep relationships in the multifamily industry, and then

obviously with insurance is, we've got some category kings and queens.

You wanna make sure that you nail the first

couple industries and get the...

yeah.

...process smoothed out before you try to sell to-

Yeah

... Scott Leese: everybody though.

Yep.

Yep.

Well, so what are you hearing from some of these experts?

You talk about this big team of ASU professors and AI gurus, and

you're hanging out up in Stanford.

What's the latest and greatest to you that you can share on, that

comes out of some of these meetings?

Well, I think being in those conversations privileged to,

be not only in the conversation from an academic standpoint but in the

application to actual real-life use cases.

And I think what most people are doing right now is they're excited about AI,

but they're thinking about it wrong.

They're thinking about what can AI do for me, and what task can I do?

And instead, they should be thinking about what can I become with AI?

And not think about AI being an outsourced thought partner to being somebody that

is a true thought partner, that you're not outsourcing your thinking to AI,

and you actually have a process of which how you integrate with AI to end

up creating your own natural works.

But right now, you can see the noise in content even on LinkedIn, content

on marketing email, sales development, a lot of outreach that feels like

it's just... the marketers sometimes ruin some things, but the reality is

in AI, what's going to be unique is, what's up here, and how do you execute?

So this execution advantage is huge, I think, in what's different right now.

And there's a process Joseph calls it "The Aristotelian Loop", which is a

stage of thinking where what typically happens right now is somebody reads

a LinkedIn post, they get inspired, they're like, "I wanna feel smart

too," and they go and paste it and post it, and they've outsourced

all of their own thoughts to AI.

They're outsourcing their thinking.

They're outsourced their thinking to AI.

Yeah.

And it looks vanilla, it doesn't land, it just- just like good

copy does, it just goes over your head.

Right now in this room there's, all kinds of musical artists

coming through this room, but we're not tuned into it, the signal.

But if we turned it to Spotify and we had searched for Led Zeppelin or something, we

would hear it because we're tuned into it.

So good copy does that too.

Right now, AI is creating so much noise nobody's tuning in.

Yeah.

And so the leader's job is to cut through

that noise and think from your own self-experience and things like that.

But The Aristotelian Loop, which is a thinking process, which Joseph Cassir,

head of data and analytics at Arizona State University, we have this actually

in our technology to measure and assure that people understand how they're

thinking and how... What... Do they really understand what they just learned?

And this goes back to, like, Socratic method.

You think of, certain business frameworks, and there's thousands of them.

And then you have Aristotelian or Aristotle, where you have,

do they test assumptions?

And then you get into real-life scenarios, groups, and you get it

in- you get it offline, and you take what you know and what you learn and

how you use it as a thought partner, and then you interact, and you get

feedback, and you test, and you iterate.

And then you then share, and then you teach.

So that whole process can be measured inside our product.

But what's fascinating is what people do right now is they observe, they learn

something, and they go right to share.

They miss all that.

Yeah.

And they're sharing stuff that they haven't tested, they

haven't put to work, they haven't iterated, they haven't failed, they didn't

make adjustments on, and they're just sharing malpractice, bad information.

Yeah.

Yeah.

Every day on LinkedIn, buddy.

Every day.

Yeah.

They're just trying to signal, "I... Look

at this. I know something."

Yeah.

"I know something."

Right?

Yeah, exactly.

Yeah.

Well, that's a signal, too.

Like...

Yeah.

...you know, I need attention, I need marketing-

Right

... Patrick Antrim: I need confidence, all that stuff.

Dopamine hit...

Yeah.

...is really what it is at the end of the day.

But anyway, so I think just kind of going slower, and just

using AI to become more as a leader, and you now have this supreme intelligence.

The CEOs have always had, the great attorneys, the great accountants, the

experts, and they make decisions from the perspectives of people that have unique

discipline and knowledge over something, and then they make a business decision.

Like, you build an apartment building, I mean, there's all kinds

of things that are going on to bring a building together or build a car.

You have to know what that is.

So I think people need to know how to think.

And right now they're not.

They're just outsourcing it to AI.

What are some of the top AI tools that you

use outside of NectarFlow?

What would be some of the ones you would recommend?

I think all the obvious from Claude, to OpenAI, ChatGPT.

You have Perplexity for research.

But really those are the ones that I'm in- I'm not using a

lot of point solution tools that are API to some of those things.

There's a lot of, conversation right now around execution,

agentic stuff, Claude Cowork, and OpenClaw, these types of things.

Too early for me to tell where that's going.

But, everyone else has ChatGPT and Claude.

I mean, you've got Grok and all the great things.

But th- those things are more like, I believe, frontier, and those are just

gonna benefit the world just like Google has all benefited us in search and-

I think everybody has access to all of those tools.

Yeah.

So it's totally democratized.

Mm-hmm.

I think what the more advanced users of these AI tools have

done now is they've personalized the AI for their own particular use case.

Yeah.

Right?

Which means...

For whatever they're-

Yep.

doing.

E- execution is where it's at right now, right?

And being able to understand who you're sitting across from and how

you can contribute value to them.

so for me, I'm thinking like, "Well, what do I have running

in the background right now-

Mm-hmm

via my AI and agents and bots that is doing work for me that I

otherwise would not be getting done?"

Yep.

And if you don't have something like that going on, y- one

could argue that you're behind probably.

Oh, I would agree with that.

Claude's been around, but it just came out of nowhere.

Television advertising, people that would never even know this stuff are

like, "Oh, I'm on Claude." I'm like, "Did- would you skip over ChatGPT?" Like,

"Oh, I never even caught onto that ship.

I just jumped onto Claude." So I don't know why that happened.

Maybe it was the advertising, the marketing, and what they did

in the last 12 months, but more people are on Claude I found.

I don't know if you're, What's your vote on it?

Claude or ChatGPT?

I, it- I'm on both

... Patrick Antrim: it depends on what you're doing, you know?

Yeah.

So I- just like a great sports league, sometimes you

have dynasty years and sometimes you get out on your heels when you're the

leader and you've won every year, every-

Is this a Yankees reference?

No.

You're like, "Is Pete and Andy-"

I

like where he's-

You have to turn it around

... Mike Lindstrom: I like where he's thinking now.

But look what Michigan did with college basketball this year.

What do they do next year with that momentum, and how do you build?

So, I think it's important to say never underestimate a company.

They could be on a journey that they could be 36 months from a total game changer.

And I think it's exciting because the playing field's kinda been leveled.

Yeah.

You know what I mean?

And now the business translators, those that know how work is happening

are the ones that are most advantaged.

You don't need to be technically advanced.

You don't need to have all the servers and all the stuff.

You don't even know the tech- Like, I'm not even talking about AI anymore

because everyone else that shouldn't be talking about it is talking about it.

So the bad writers are writing.

Let them write, and let people follow them down a path where they

don't get an outcome, then they retreat back to the people that

they trust and provide value with.

We should be asking ourselves questions.

Like, what could I be doing right now if I could be in two places at once?

What could my business be doing in the other room over there, right?

And the more creative you can get around the prompts and the things

that you build for yourself, that's really where you're gonna get ahead-

Yeah.

I think.

I agree with you.

I mean, we've always taught power of questions and being curious, no judg-

Yeah

... Mike Lindstrom: no judgment.

But I think-

They've talked about it as prompt writing and stuff

like that right now, but I think it's more than prompt writing.

Yeah.

They were teaching people how to use, what was

Google when they did the circles?

people were teaching people all kinds of things as things evolved.

I think what's really exciting is when companies realize their workforce can show

up with a healthier mindset, better access to the right medical information that

allows them to live healthy and stronger.

They're working out, they're moving, they're in connection with other people.

What does that do to a workforce or growth in having happier, more engaged,

more interested employees versus, we're just doing all this work stuff that,

that, that can be done different ways.

Yeah.

I think it's the circle of getting back to people connecting

with people is a big thing.

We've talked about that, live events and masterminds-

Yeah

... Mike Lindstrom: and I think this is just another tool to help that.

It's not a, it's not a dissenter mediation, as they would call

it, where it's a separator.

It's actually bringing people together.

But I think that's where kind of online communities and things that you and

I have done, masterminds and online communities or groups, is powerful.

Yeah.

It is single-handedly the greatest rearrangement of workforce

and productivity and skill sets that anybody's ever seen.

And so if you can be that strong leader that can say, "Hey, listen, I'm gonna

guide you productively in a way that it's not, on one side or the other."

You just ultimately are back to the basics, and you can have a great human

connection, and you create value.

A- and part of that value is not just hiding and doing nothing.

It's getting in, getting into the game and learning from your own self, thinking for

your own self, and creating that value.

But yeah, it's, it's never been a more exciting time.

Well, how much longer till the public can

get their hands on NectarFlow?

Nectaflow is, we're ready Is

LIVE!

Tell everybody where to find-

Yeah, so https://nectarflow.com.

You

can

kinda see our four solutions, which is our Picasso

Hire, selecting the right people.

Ramp is getting them and assuring that they understand what they need to do

before they get in front of the customer.

Think of onboarding.

And then our Inside Ops, think of M&A, look at, management moves,

promotions, assessing them as they move throughout the organization

to make sure that they're engaged.

And then our Motivational Profile, which is knowing what motivates them

so you can lead them in ways better.

That's great.

Good.

So do you have anything coming up?

Any big conferences or anything even selfishly with Multifam,

anything you can promote?

we have our annual summits for the Multifamily Innovation.

We have Technology and AI summit.

That happens every year.

It's our 12th year.

Other than that we're doing webinars and podcasts like you guys are to help

educate the market, in other ways as well.

Good.

Great.

Appreciate you coming on again, man.

Yeah.

Appreciate it.

You're our resident AI guru.

Yeah.

Our guru and our landlord.

it.

All right, everybody, thanks so much for tuning in.

Check out NectarFlow, nectarflow.com.

Patrick Antrim, was just nice enough to join us today once again.

So appreciate everybody coming with us.

He had to come all of 30 feet from his office to here.

Yeah, just from over there.

Big commute for him.

Yeah.

All right, we'll see you all next time.

What's Your Story Podcast.