Your AI Standard Operating Procedures

Alan Jackson: you've got the SOPs, you've been reading but what happens TRACK02: you've got the SOPs, you've been reading but what happens Alan Jackson: when you need to change them? Well, if you have SOPs you better be ready to change them. If you don't have any, we'll tell you how to get It's easier than it's ever been. But here's the thing nobody really wants to hear, and it's that you have to read everything TRACK02: Well if you have SOPs you better be ready to change them. If you don't have any, we'll tell you how to get It's easier than it's ever been. But here's the thing nobody really wants to have to read every Alan Jackson: that the AI writes, every word. If you accept it w without reading it and you don't get any leverage, you'll just get a bunch of slump at scale and your name's all over it. That's it. And and the same goes for the tech itself. just because the AI can put it out there doesn't mean you should put it into production, especially if you don't have somebody there to watch and monitor it. TRACK02: If you accept it w without reading it and you don't get any leverage, you'll just get a bunch of slop at scale and your name's all over it. That's it. And and same goes for because the AI can put it out there doesn't mean you should put it into production, especially if you don't have somebody there to watch it. Yeah, you'll get surprised and in business surprises are almost always bad. Alan Jackson: get surprised and in business surprises are almost always bad. Make more by losing less. Answers are everywhere. TRACK02: Make more by losing less. Answers are everywhere. Alan Jackson: And we're here for the questions. well, I mean let's let's just jump right into the question. What is an SOP and why should you write one? Right. You your business has been running, you got this far without an SOP. Everybody just knows what to do. Why spend the time to write out an SOP? TRACK02: Let's just jump right into the question, what is an SOP and why should you write one? Right, you your business has been running. You got this far without an SOP. Everybody just knows what to do. Why spend the time to write out an SOP? Well, there are a lot of reasons to have an SOP. First of all, an SOP stands for standard operating procedure. They're very common in highly regulated industries. You see them in pharmaceuticals, laboratory environments, tech environments, banking environments. even medical offices will have a standard of care is what they typically call it. So there's an order of office. There's an order. And so you need to understand your business from the standpoint Alan Jackson: even medical offices will have a standard of care is what they typically call it. yeah, there's an order of operations, right? And so you need to understand your business from the standpoint how that order of operations occurs. And if it's occurring the way you want it to, that's great. But if it's occurring chaotically TRACK02: how that order of operations occurs. And if it's occurring the way you want it to, that's great. But if it's occurring chaotically or in a way that you do not want it to operate, then you have a problem. And the only way to fix a problem is to measure it. So you start with an SOP. You get that standardization out there. It may not be perfect. It's probably not going to be perfect the first time you do it. I know it wasn't perfect for us. It's something that has evolved over time. But we wanted to have I mean, outside of artificial intelligence and it being a force to be reckoned with in the year twenty twenty six. My controller at my small business, she had already told us that twenty twenty six for us needed to be the year of process development. We wanted more consistent processes in place. What was her motivation? Why did she think process? Because she wanted to be not always be the caboose at the end of the train. So she didn't want to be Alan Jackson: She had already told us that twenty twenty six for us needed to be the year of process development. We wanted more consistent processes in place. What was her motivation? Why did she think process? Because she wanted to be not always be the caboose at the end of the train. So she didn't want to be TRACK02: always getting an invoice and not knowing why we got an invoice. She wanted to not just Alan Jackson: always getting an invoice and not knowing why we got an invoice. She wanted to n not just Get invoices indiscriminately. She wanted to have a predictable means to receive that invoice and then handle that invoice. And initially it was very TRACK02: get invoices indiscriminately. She wanted to have a predictable means to receive that invoice and then handle that invoice and never gonna pay that invoice. So it was very Alan Jackson: Wild West, right? Somebody went to the store, somebody brought a receipt back, somebody gave it to somebody. But there was a box on her desk and it would fill up. And it was just a pile of receipts. Well, I remember when we went through that as we were starting to explore that. TRACK02: Wild West, right? Super went to the store, somebody brought a receipt back something. Yeah, and there was a box on her desk and it would fill up and it was just a pile of receipts. And I remember when we went through that as we were starting to explore that, Alan Jackson: We we actually found that there was a there was a loop where the same invoice would have to cross the same desk twice. because basically we had I believe it was was TRACK02: we we actually found that there was a it was like a loop where the same invoice would have to cross the same desk twice. Mm-hmm. because basically we had I believe it was was Alan Jackson: the controller who had to be the router. She had to see it first. She had to send it to the person for coding and then it had to come back to her. And but it wasn't written anywhere. that was just the way it was and if you did it wrong, now the controllers telling you like, Hey, you didn't do it right. And there were just tons of ways that that system could fail. yeah. There were all kinds of ways that receipts could get lost. Vendors can double bill you. Yes. I mean we had one just this year, right? It was what like five grand somebody almost double billed us TRACK02: And but it wasn't written anywhere. Mm-hmm. It was just that was just the way it was, and if you did it wrong, now the controller's telling you Hey, you didn't do it right. And there were just tons of ways that that system could fail. There were all kinds of ways that receipts could get lost, people could forget you had one just this year, right? It was what like five grand somebody almost double billed us. Alan Jackson: for. TRACK02: That's right. Well, we just had one this week actually. We received an invoice from a w one of our vendors and our company, High Brighton Construction, there is also another company in our sphere, High Brighton Building Supply. And Alan Jackson: Well, we just had one this week actually. We received an invoice from one of our vendors and our company, High Brighton Construction, there is also another company in our sphere, High Brighton Building Supply. Mm-hmm and TRACK02: not all vendors Alan Jackson: not all vendors are local and know that those are two separate companies and I'm sure that this multinational supplier just they don't care who pays the bill just saw high breight and yeah system did and it sent us a bill. Wasn't our bill. And oddly enough, that same bill was approved by none other than David. So I received it that hit our process and before it even got to TRACK02: are local and know that those are two separate companies and I'm sure that this, multinational supplier just saw they just saw high bright and or their system did and it sent us a bill. Wasn't our bill. And oddly enough, that same bill was approved by none other than David. So I received it that hit our process and before it even got to possible payment It was kicked back to me and said, David, did you approve this? And I looked at said, No, that's likely from an another you know, the some other hybrid and turns out I happen to know that at that other company they also have a leader named David. So you know it's so without that SOP to like trigger that forced Alan Jackson: They also have a leader named David. wow. And so without that SOP to trigger that forced TRACK02: It would have been assumed David approved it. It's got his name. It says David. David works here, you know. So with Alan Jackson: confirmation. David approved it. It's got his name says I bright and weed. David works here, So TRACK02: the with that process in place it you know, it prevents things like that. That's one reason you need SOPs. That and that's just a basic business reason. That's not even getting into Alan Jackson: in place it it prevents things like that. That's one reason you need SOPs. Makes and that's just a basic business reason. That's not even getting into what we are talking about, which is why does an SOP matter to the AI? Right. Well okay so let's just before we get into what it does with for the AI, TRACK02: what we are talking about, which is why does an SOP matter to the AI? Right. Well like okay, so let's just before we get into what it does with for the AI, Alan Jackson: how How do you start that? You're a company, you've never had an SOP, you've never you might even be somebody I know I early in my career, I I hated compliance, I hated procedure. I'm not really a big fan of audits. These these things all bother me. TRACK02: I hated compliance, I hated procedure. I'm not really a big fan of audits. These these things all bother me. Alan Jackson: And so if you if you get to today you don't have SOPs, how do you start? Where do you start? Like you had a pretty clear entry point. You had a specific department with a very real need that they understood SOPs were the answer. So how long does that take and and what does that process look like to get the first version? well you know, in the old days pre twenty twenty four TRACK02: And so if you if you get to today, you don't have SOPs, how do you start? Where do you start? you had a pretty clear entry point. You had a specific department with a very real need that they understood SOPs were the answer. So how long does that take and and what does that process look like to get the first version? well you know the y in the old days, pre twenty twenty four, You would have to sit down with an individual and you would ask them, What do you do? Walk me through your day, walk me through your week, walk me through your month. Get me sh tell me how you do things not only on a daily, weekly, monthly, tell me how you do those things, break those tasks, break that down into tasks, and then break those tasks down into their own processes. So how do you step by step achieve each task? And so you confirm that a bill should be paid or should not. And someone would sit there as scribe and either write or type that into an SOP and there would be an agreed upon format. Alan Jackson: How do you confirm that a bill should be paid or should not be paid? Someone would sit there as scribe and either write or type that into an SOP and there would be an agreed upon format TRACK02: and that person would then take all their notes and insert it into that format and then you guys would look at it. Management would management might review that with you, add things, delete things. There would be Alan Jackson: and that person would then take all their notes and insert it into that format and then you guys would look at it. Management would management might review that with you, add things, delete things. There would be TRACK02: this I mean, it could be months. It could be months long process of creating one SOP. And fundamentally that process hasn't really changed, but it now with AI Alan Jackson: it could be months. It could be months long process of creating one SOP. And fundamentally that process hasn't really changed, but it now with AI, a process the process you just described may never happen in a lot of small businesses because TRACK02: The process you just described may never happen in a lot of small businesses because the perceived juice just isn't worth the squeeze. That's right. But now with modern tools that can do things like record it can be a phone call between you and the employee as long as your phone can capture it, or it can be a voice note on your phone. yeah, if you so Alan Jackson: The perceived juice just isn't worth the squeeze. But now with modern tools that can do things like record it can be a phone call between you and the employee as long as your phone can capture it, or it can be a voice note on your phone. yeah, if you so I have I would suggest that the first thing one should do in creating SOPs for their company would be TRACK02: I I would suggest that the first thing one should do in creating SOPs for their company would be get some means of recording conversations in place. You can use the voice memo on a phone, you could use you know, a service, a third party internet service and record your meetings. Well nowadays I mean chat GPT has free voice mode. Alan Jackson: use the voice memo on a phone, you could use you know, a service, a third party internet service and record your meetings. Well nowadays I mean chat GPT has free voice mode so you could you could use that. you could you could use something like a whisper or you there are all kinds of tools out there, but you need to record the conversation. You need to have and you need to sit down with each of your employees and go through and just talk. TRACK02: So you could use that. you could you could use something like a whisper or you g there are all kinds of tools out there, but you need to record the conversation. You need to have and you need to sit down with each of your employees and go through and just talk. What do you do all day? What what are the things that make you Alan Jackson: What do you do all day? What what are the things that make you struggle with your job? What are the things that are easy? How could we make it better? keep it keep it real, and just have that conversation. And you might even go so far as to develop TRACK02: struggle with your job? What are the things that are easy? How could we make it better? keep it keep it real, and just have that conversation. And you might even go so far as to develop five to ten questions that you ask each employee, the same five to ten questions. That would probably be a very good way to do it. I don't know that that's how we did it, but in hindsight Yeah, I I think in hindsight that would be a really good way to do it. You know, Alan Jackson: ten questions that you ask each employee, the same five to ten questions. That would probably be a very good way to do it. I don't know that that's how we did it, but in not initially, no, we I think in hindsight that would be a really good way to do it. TRACK02: come up with five, ten, e maybe no more than I wouldn't go more than twenty. I think we had a more categorical Alan Jackson: up with five, ten, even maybe more than I wouldn't go more than Yeah, I think we I think we had a more categoric approach where we knew broadly we wanted to ask, what do you do? How do you do it? especially on on on the finance side because we know there's those periodic tasks. but where you talk about the recording I think that's the There's a hidden benefit now in doing that SOP process with these AI recorders in that your scribe can now be present. Right. So, you know, our situation it was the office administrator who was the scribe. That's that always fell to her. And that meant functionally she couldn't actually be in the meeting. Right. Because she is so you know, sh gotta be capturing details in the right order. TRACK02: can now be present. Right. So, in our situation it was the office administrator who was the scribe. That's that always fell to her. And that meant functionally she couldn't actually be in the meeting. Right. Because she is so you know, she's gotta be capturing details in the right order. And interpreting at the same time, you know. And so you don't have to do that. Allow you to just have it as a conversation a little less structure. Alan Jackson: And interpreting at the same time. And and these tools allow you to just have it as a conversation a little less structured because that's humans do a little bit better in a free form, but then the AI can bring that structure in. I I think that's really TRACK02: that's humans do a little bit better in a free form, but then the AI can bring that structure Yeah. That I think that's really the superpower of the AI is to hear the hidden details in conversation that you may miss. Even if you're a very competent transcriptionist. Alan Jackson: the superpower of the AI is to hear the hidden details and conversation that you may miss. And even if you are a very competent transcriptionist, TRACK02: you may miss certain details that were brought up. On the other side of that though, AI can't see expressions on people's faces or pick up on, you know Alan Jackson: you may miss certain details that were brought up. On the other side of that though, AI can't see expressions on people's faces or pick up on, you know, Yeah, the A the AI may not pick up on sarcasm. Yes. There are there are some limitations, but but I think where it really starts to get traction and power is when you start you don't just have that one conversation with one employee but you've done it across TRACK02: laughter or pick up on sarcasm. Yes. So there are there are some limitations, but but I think where it really starts to get traction and power is when you start you don't just have that one conversation with one employee, but you've done it across across the whole organization and you've talked to someone in bookkeeping, someone in sales, someone in Alan Jackson: the whole organization and you've talked to someone in bookkeeping, someone in sales, someone in TRACK02: logistics, somebody that's an office manager, a field manager, you're talking to different Alan Jackson: logistics, somebody in your field cruise manager, a field manager, you're talking to different different people, different technicians, all these different humans that do different tasks and see the world through their own lens and once you start capturing all of those and then you give that to the AI and you say, analyze this full package of data and help me create a set of SOPs, you will be stunned at TRACK02: people, different technicians, all these different humans that do different tasks and see the world through their own lens. And once you start capturing all of those, and then you give that to the AI and you say, Analyze this full package of data and help me create a set of SOPs, you will be stunned at Alan Jackson: how accurate and effective it really can be. TRACK02: how accurate and effective it really can be. So that being said, you still gotta read it. Alan Jackson: So being said, you still gotta read it. And that I think is the the big thing and and we have to we have to avoid it inside our organizations to to not Once a measure becomes the goal, it stops being a useful measure, right? And so there's a certain extent to where you can't let well I got ten SOPs done. that's not a measure. That's not an objective. and and you really you still have to be careful with these tools today because they're they're they're over eager. They're they're like a new hire who wants to do a really good job. TRACK02: Once a measure becomes the goal it stops being a useful measure, right? Mm-hmm. And so there's a certain extent where you can't let well I got ten SOPs done. Like that's not a measure. That's not an objective. And and you really you still have to be careful with these tools today because they're they're they're over eager. They're they're like an empire who wants to do a really good job. Alan Jackson: And they might take your conversations and produce an SOP, but they're gonna they're gonna kinda go off the rails a little bit, they're gonna improvise, they're gonna make things up. Well, and I think you have to go back to, you know, w I think in our inaugural episode we talked about the crit method. Mm. And you you you need to be cautious in how you prompt. So TRACK02: And they might take your conversations and produce an SOP, but they're gonna they're gonna kinda go off the rails a little bit, they're gonna improvise, they're gonna make things up. Well, and I think you have to go back to, w I think in our inaugural episode we talked about the crit method. And you you you need to be cautious in how you prompt. So You're not just gonna say, Hey Claude or Hey Chat or whatever, create me a full suite of SOPs for my business. No. Go. No, that's not a prompt. That's that's just like that that's a sloppy request. You're you're gonna get slopped. Stupid example, but managing the mail, right? Alan Jackson: Me a full suite of SOPs for my business. No. No, no, that's not a prompt. That's that's just like that that's a sloppy request. Yeah, it needs it needs to be much closer to, hey, help me put together an SOP for, you know, a stupid example, but managing the mail, right? Like what is the process? What is our escalation path? When does something get put on the CEO's desk versus the controller's desk? TRACK02: what is the process, what is our escalation path? When does something get put on the CEO's desk versus the controller's desk versus the office administrator? and that happens through those conversations. Yeah, when I I'm I'm reflecting back to when I was in this really in this mode heavily and this was about ten or eleven months ago. Alan Jackson: versus the office administrator. and that happens through those conversations. Yeah, when I I'm I'm reflecting back to when I was in this really in this mode heavily and this was about ten or eleven months ago. TRACK02: And I mean I was really heads down on this and this is not something I did overnight. I worked on it Alan Jackson: And I mean was really heads down on this. And this is not something I did overnight. I I worked on it TRACK02: for weeks, for at least at least two weeks. I did I did something like I started out, you know, h with the context. Like this is my company is a cons a small construction company with nine employees. We build houses in the one to two million dollar range. We have an emphasis on quality. it is very important at my company that we have a good work life balance, that we pay a fair wage, that we respect the work that is done by others, and so I gave it a lot of context. And then I said, You are my Alan Jackson: respect the work that is done by others and so I gave it a lot of context. And then I said, You are my TRACK02: SOP writer. So I gave it a role. And then I said, now I want you to ask me questions that would help fill in the gaps that you see in all of these conversations I have uploaded to you, AI. And I am I want you to analyze all of that and Alan Jackson: SOP writer. So I gave it a role. And then I said, now I want you to ask me questions that help fill in the gaps that you see in all of these conversations I have uploaded to you, AI. And and I am I want you to analyze all of that and TRACK02: ask me to fill in the gaps. I am the clarifier. And our goal is to create a full sweat a full suite of SOPs per role in the company. We're gonna start with roles. We just wanna be able to talk about the roles. And then this was actually one of the first times I used the crit method. And just for the audience outline critic. The crit is context role interview task. Alan Jackson: This was actually one of the first times I used the crit method. And And just just for the audience outline crit again. Crit is context role interview task. TRACK02: So I give the give the AI context, I assign it a role, I ask it to interview me, and I give it an overall task to achieve. Based on that. So it's kinda what I just yes. So that's kinda what I just outlined and how I did it for my company. Then I sat back probably on a s Sunday morning or Alan Jackson: So I give the give the AI context, I assign it a role, I ask it to interview me, and I give it an overall task to achieve. Based on that interview. So that's kinda what I just outlined and how I did it for my company. Then I sat back probably on a Sunday morning or TRACK02: something and on my porch in drinking some coffee or whatever and and it started asking me question after question after question. Well when Lisa does this and what do you do? And when Mitchell shows up on Thursday, what what do you guys talk about? And, you know, whatever. It just asked me all kinds of questions. And I answered them. One by one by one. I went through it. It was very it was almost exhausting. It I mean it really There was a point I remember I talked to you about it the next day because I said I got to this mental point where my brain literally said that's enough and it was about nine fifteen at night. I had been going hard all day thinking and thinking and thinking and my brain just that's enough and I just had to go to bed. I I was I was mentally done. But there's an Alan Jackson: And it was about nine fifteen at night. I had been going hard all day thinking and thinking and thinking. And my brain just that's and I just had to go to bed. Yep. I I was I was mentally done. But there's an advantage that comes through that through that, whether you're conversating with your team or with the AI or some combination TRACK02: advantage that comes through that through that, whether you're conversating with your team or with the AI or some combination. And I would probably done all of that that day. Mm-hmm. You you free up some space. You're able to to look at those problems a little bit different. And you can start to see these inefficiencies, or these gaps, right? I know early on we kept catching gaps where Alan Jackson: And I would probably done all of that that day. Yeah. Just just by getting it out of your head you you free up some space. You're able to to look at those problems a little bit different. And you can start to see these inefficiencies or these gaps, right? I know early on we kept catching gaps where there just there was a dark spot in the process that it was it was nobody's responsibility and so nobody did it. Right. TRACK02: There just there was a dark spot in the process that it was it was nobody's responsibility and so nobody did it. Right. d tons of those. Yeah. Tons of things like I I had no idea I should have been doing that all along. I was just sitting here trying to think of one. I can't I I can't right now right off the top of my head, but I can tr trust me, there are many. Alan Jackson: Tons of those. Yeah. Ton tons of things. Like I had no idea I should have been doing that all along. I was just sitting here trying to think of one. I I can't I I can't remember. Yeah, they're not coming off the top of my head, but I can try trust me, there are many TRACK02: just different Alan Jackson: just different TRACK02: things that needed to be in the employee handbook, for instance, different things that needed to be discussed at staff meetings d all kinds of things, you know, who was was who should be responsible for Making sure that lumber is delivered in an accurate manner. should it be the buyer or should it be the supervisor? Those kinds of questions were answered. And and those staff meetings also serve to inform the SOPs because one, it gives you an opportunity to dis to discuss those SOPs. Which Alan Jackson: Making sure that lumber is delivered in an accurate manner. Well and recording those fire or should it be of the supervisor? Those kinds of questions were answered. And and those staff meetings also serve to inform the SOPs because one, it gives you an opportunity to dis to discuss those SOPs. TRACK02: we did. But it it reveals the reality. Alan Jackson: But it it reveals the reality, right? So you have the procedure but you have reality and so in those recordings you're you're gonna capture what actually happens to a receipt once it enters this building. and well you know, I think that's a really what you're describing there is really important because TRACK02: Right. So you have the procedure but you have reality. And so in those recordings you're you're gonna capture what actually happens to a receipt once it enters this building. Well, you know, I think that's a really important what you're describing there is really important because Alan Jackson: I TRACK02: I'm I'm starting with or w what I what I saw I started with those roles, right? I wanted to define the roles, what does a field supervisor do? What does the general contractor do? What does the controller do? so I really wanted to define all those roles. But inside those roles are all those tasks, the things that they do every day. And some of the pushback I got from my team Alan Jackson: So I really wanted to define all those roles. But inside those roles are all those tasks, the things that they do every day. And some of the pushback I got from my team was, well and these were people that were used to seeing SOPs. And they would say, Well, this isn't really exactly an SOP like I'm used to seeing because I'm used to seeing like do this, then this, then that, then this and you will achieve that. TRACK02: was well and these were people that were used to seeing SOPs and they would say, Well this isn't really exactly an SOP like I'm used to seeing because I'm used to seeing do this, then this, then that, then this, and you will achieve that. Alan Jackson: Right. And TRACK02: And yes, but that is an SOP for a task. Right. And that comes later. Right. That comes later. So once you get all those roles defined, now you know what everybody's supposed to be doing. Now you take all of the stuff that they're supposed to do and you start describing how do you do that? And I mean so the process isn't over once you have your roles defined. It's a really just beginning. No, no. Alan Jackson: Yes, but that is an SOP for a task. Right. Which an SOP may point to many. Right. That comes later. So once you get all those roles defined, now you know what everybody's supposed to be doing. Now you take all the stuff that they're supposed to How do you do it to and you start describing how do you do that? Mm-hmm. And I mean so the process isn't over once you have your roles defined. It's a really just beginning. No, no, I think the the next step is is you I I refer to it as dog fooding, right? Eat your own dog food. Sit down with the procedure and, you know, try to do your job according to that document. Can you? You you may find out like, hey, our reality doesn't support the ideal. Probably you out. Yeah, almost certainly, yeah. But you need to like record that. So you need to have the SOP sitting there and you TRACK02: And you you may find out, hey, our reality doesn't support the ideal. Probably you will find that. Probably. Yeah. But you need to like record that. So you need to have that SOP sitting there and you working in tandem with the person that's trying to do their job according to that SOP and have that person say to you Alan Jackson: working in tandem with the person that's trying to do their job according to the SOP and have that person say to you, TRACK02: number five is I I I would never do that. That's dumb. I'm not gonna get to the end of the process and you're like, we forgot to to do something. we for yeah, we've we've we need to add something. That's right. so there's there's a lot of development that needs to go on Alan Jackson: number five is I I I would never do that. That's dumb. I'm not Or you get to the end of the process and you're like, we forgot to to do something We should have told the customer. That's right. so there's there's a lot of development that needs to go on. TRACK02: once you ha but but getting something something written that everybody can communicate around, that's the hard part. Alan Jackson: you have but but getting something something written that everybody can communicate around that's the hard part TRACK02: And once you have that, now you're having conversations about something more meaningful. And I think this process goes a long way towards Alan Jackson: and once you have that now you're having conversations about something more meaningful. Well I think this process goes a long way towards TRACK02: if you do it the way that we're describing, one of the downstream results is something we've talked about before and that's employee ownership over the role. Mm. Yeah. And and you know, that comes down to you know Alan Jackson: if you do it the way that we're describing, one of the downstream results is something we've talked about before and that's employee ownership over the role. and and, you know, that comes down to, you know TRACK02: I don't do my job. Alan Jackson: I don't do my job that way. Do I have to do my job that way? TRACK02: Do I have to do my job that way? Alan Jackson: I don't like it when they do their job this way. And and by getting by having those role holders help write the SOP, it just puts skin in the game and and it really and it gets those conversations moving. Right? And it gets you know, for example, it gets your con comptroller to To say the thing that she's thought of for six months, right? she knew it and she just never said it for any number of reasons. In these conversations it just comes out. and that's that I th has been really interesting. Huge huge unlock for everybody. And being able to just have something something to go by. And and then there's a CYA aspect, right? Like I did it according to the SOP. TRACK02: in these conversations it just comes out. Mm-hmm. And that's that I has been really interesting. That's been a huge huge unlock for everybody. And being able to just have something something to go by. And and then the CYA aspect, right? Like I did it according to the essay. Yeah, and it can be that. And if they do that then, you know, you really hope that Alan Jackson: And if they do that then you know, really hope that they're gonna change it. If i I mean assuming that something went wrong and they said I did it according to the SOP and it didn't come out like it's Right, you don't want malicious compliance. We want them to say, Well, I think what we should do is change item four and so that we won't make that failure again. You you want to fail forward. the you know, and a big part of that TRACK02: they're gonna change it if i assuming that something went wrong and they said I did it according to the SOP and it didn't come out like it was supposed to want malicious compliance. Yeah we want them to say, Well, I think what we should do is change item four and so that we won't make that failure again. You you want to fail forward. the you know and a big part of that is making sure you read everything. That has been something that I recently heard I can't remember where I heard it and it makes a lot of sense to me right now that the human is the bottleneck now. Yeah, the human is the bottleneck. So I we just can't process information at the speed or even the the amount, the volume. Alan Jackson: The human is the bottleneck. So I we just can't process information at the speed or even the the amount, the volume that an AI can. And so So you kinda need to engage with it, get your thing and then withdraw, process it, internalize it, live with it a little bit, and then go back. TRACK02: that an AI can and so So you're gonna need to engage your thing and then withdraw. Yeah process it internalize it live legally you gotta give yourself some space to process. You're not the goal is not to keep up with Chat GBT's processing abilities. No You will fail. Yeah you cannot do it. Alan Jackson: The goal is not to keep up with Chat GPT's processing abilities. No, and it's it will fail. And it you know, it and you have to be careful. You can't go back to the to the AI and say, How can we improve this? Because it's like Billy Mays in the commercials, right? But wait, there's more. yes. What a great idea. Yeah, like there's all it's always a better idea. Like, we should totally restructure this whole SOP. so I think you just TRACK02: say how can we improve this? Because it's like Billy Mays in the commercials. But wait, there's more. yes. what a great idea. Yeah. we should totally restructure this whole thing. So I think you just you have to give yourself some space and some time to read, think, discuss, debate, you know Alan Jackson: You have to give yourself some space and some time to read, think, discuss, debate, you know do all of that. Give yourself the space to do that and then go back to the AI and say, Hey, this didn't work. This is not what I wanted or Yep. I want to change this or Yeah. And you can't be mean to the AI anymore either. TRACK02: Do all of that. Give yourself the space to do that and then go back to the AI and say, Hey, this didn't work. This is not what I wanted or or I wanna change this or And you can't be mean to the AI anymore either. No, not not if you use Android. Now Sam Altman Alan Jackson: No, not not if you use anthropic. now Sam Altman for What's Worth Open AI, they take a different approach. he didn't say you could be mean to it, but he did say he doesn't have that rule. I don't recommend it. well well let let's kinda make it really, really pragmatic without going into to too much sensitive information. Right now, TRACK02: He didn't say you could be mean to it. He did say he doesn't have that rule. I don't recommend it. let's kinda make it really, really pragmatic without going into to too much sensitive information. Right now Alan Jackson: High Brighton is going through some staffing changes and and some team growth. TRACK02: some staffing changes and and some team growth. Because we're where we are, we have these SOPs. I guess how does that change the way you're approaching hiring? Alan Jackson: Because we're where we are, we have these SOPs. I guess how does that change the way you're approaching hiring? TRACK02: man. I yeah I was thinking about this last week. So we just we just made a new hire and th it's it's a great opportunity. It's just a fantastic opportunity because we are going to be able to not take someone who was sitting in a role doing it the way that they had done it, you know, the old way. We'll call it the old way. It's not not that old, but it was the old way. And we created some Alan Jackson: And we created some procedures, some standard operating procedures, and some of them they adopted and some of them they did not. Some of the way they u interacted with our software was good and some of it was workarounds to just get things done, which is noble but unfortunately in today's or maybe fortunately in today's world TRACK02: procedures, some standard operating procedures, and some of them they adopted and some of them they did not. Some of the way they u interacted with our software was good and some of it was workarounds to just get things done, which is noble but unfortunately in today's or maybe fortunately in today's world Alan Jackson: workarounds probably aren't the best. TRACK02: workarounds probably aren't the best way to achieve the outcomes because you have to have sources of truth, emphasis on truth, and truth is undermined by workaround. And so what I see as the opportunity here it and I immediately when I knew I was gonna hire some new people I went to my office manager and I said, I wanna see the SOPs that you have for our roles. And she's like whips out this notebook with all of in like nice slick cover sheets and and I was like, Okay, good. I know they're there. Alan Jackson: roles. She's like whips out this notebook with all of in like nice slick cover sheets and I was like, Okay, good. I know they're there. Yep. I'm you know, I don't need to necessarily look at them right now, but I know they're there. Right, because these have already been went through. We've had we've had people use them in their roles. So my next step in my mind is the hiring or is the owner of the company. I'm TRACK02: I'm I don't need to necessarily look at them right now, but I know they're there. Right, because have already been went had we've had people use them in their roles. And so my next step in my mind is the hiring or is the owner of the company. I'm I'm thinking when the new person starts Alan Jackson: I'm thinking when the new person starts TRACK02: One of the first things we're gonna do is sit down with those SOPs and basically do the same do the Go through it with them. Right. And let them let them critique. Alan Jackson: one of the first things we're gonna do is sit down with those SOPs and basically do the same do the go through do the conference room process with somebody who knows nothing about the process. Right. And let them let them critique let them say, well or ask questions. And they maybe they don't know enough to critique. Maybe they just L let me rabbit trail you right there just because you you've you've said something that I think a lot of people may have some reservation with and that is TRACK02: Let them say, well or ask questions and that may maybe they don't know enough to critique, maybe they just Let let me rabbit trail there because you you you've said something that I think a lot of people may have some reservation with and that is Alan Jackson: opening themselves, their processes, their company who critique from from the inside, even if that's somebody who's never been there. And and how do you how do you as a business owner prepare yourself to hear people say, Well, you could do it better. You this is some people don't have tact, right? They say it in a really mean way. Some people do or they so the way I the way I frame that is in my mind, I always wanna be I I I want to put people who are smarter than me around me. TRACK02: prepare yourself to hear people say that you could do it better and this is some people Yeah some people do or they so the way I the way I frame that is in my mind I always want to be I I I want to put people who are smarter than me around me. Alan Jackson: Okay. I I as a leader I crave intelligence. I crave people who are intelligence to be around me. TRACK02: I I as a leader I crave intelligence. I crave people who are intelligence to be around me. because those people are going to challenge me and my processes to be better. That I I assume that. So when people come to me and critique the way I'm doing something, my initial thought is maybe they have a point. I just assume maybe they have a point. Let me think about that. And if they don't want to give me time to think about it, then I'm probably just gonna tell to come back later. But I've got I'm gonna think about what they've y what they've presented to me as a is a critique, you know, I I assume it's constructive. And I don't know, I don't I'm just not the kind of person I I I think people who are good leaders don't immediately go to their ego. Alan Jackson: immediately go to their ego. I think they go to a place where they think, hmm, maybe maybe there's something there. Then let me see what there's there. There could be nothing. They could be just a jerk. Right. That doesn't want to do their job. That could be the case. Probably not, but it could be. Well I think it's on the other end, they may have the best idea that you've ever heard and you're gonna miss it because you won't take that call or you won't take that conversation. I think it's the TRACK02: I think they go to a place where they think, hmm maybe maybe there's something there. Let me see what there's there. There could be nothing. They could be just a jerk that doesn't want to do their job. That could be the case. Probably not, but it could be. On the other end, they may have the best idea that you've ever heard and you're gonna miss it because you won't take that call or you won't take that conversation. I think it's the Alan Jackson: Difference between becoming TRACK02: difference between becoming right Alan Jackson: right and being right. if your goal is to just always become right and you just accept, okay, I'm never quite there, there's always some little tweak. Yeah, I think everybody sits around and thinks, or we always hear it all around us at conferences, at meetings, at you know, TRACK02: being right. if your goal is to just always become right and you just accept okay, I'm never quite there, there's always some little tweet. Yeah, I think everybody sits around and thinks or we always hear it all around us at conferences, at meetings, at Alan Jackson: well. TRACK02: wellness Alan Jackson: retreats or whatever you always hear people putting down the guy who says, Well that's just the way we've always done it. Yeah. You know, like that's the He's an easy target though. That is the the one that everybody you hear it all the time. So maybe there's something to that. So maybe the way you've always done it TRACK02: retreats or whatever, you always hear people putting down the guy who says, Well, that's just the way we've always done it. that's the He's an easy target. Yeah, th that is the the one that everybody you hear it all the time. So maybe there's something to that. So maybe the way you've always done it is in question. Alan Jackson: is in question. And I would certainly But I don't think you can even know that until until you document the way you've always done it. you you don't even know the way you've always done it. Exactly. Unless you've written it down. Yep. And then TRACK02: And I would certainly say just until until you document That's what I was gonna say. Like you you don't even know the way you've always done it. Exactly. Unless you've written it down. And then taking that to someone new and fresh and interested in your business for in a totally new way because they're gonna be a totally new employee. You know, there's a period of time there when you if you've ever hired people there's a there's a time period where they are just super eager and they are a sponge and that is the time where you have the chance to transfer your corporate culture to them. You have a chance to communicate your value your core values to them. That's where you can communicate the process that you do things and you can instill that in them. And then after about six months, it's kind of just the way things are gonna be. And you can get incremental change, but you will never have that chance. to really make big changes like you probably need to make given this presence of this new human in your equation. Well to stay on that, since you've got, in in our specific situation Alan Jackson: Need to make given this presence of this new human in your equation. Well, to kind of stay on that, since you've got, you know, in in our specific situation, you're bringing on a professional, somebody who has done this before, somebody who's done th different things at larger scales. And so how do you look at TRACK02: You're bringing on a professional, somebody who has done this before, somebody who's done th different things at larger scales, and so how do you look at bringing them in to update your SOPs, right? That's right. Let's let's say you're bringing in an estimator. Alan Jackson: bringing them in to update your SOPs, right? let's let's say you're bringing in an estimator. are they able to bring their expertise to the table on day one? So TRACK02: Are they able to bring their expertise to the table on day one? I'm so hungry for someone to step in there and say You almost say this. David, this is a terrible way to do things. You should try this. W I saw it work at this other place and I yeah, please bring that to me. I mean, I'm super excited to see anything like that. Alan Jackson: hungry for someone to step in there and say You almost want to say this is horrible. This a terrible way to do things. You should try this. W I saw it work at this other place and I yeah, please bring that to me. I'm super excited to see anything like that. I I I just TRACK02: I just I I always open for for that. I'm just always open for it. I don't I I've been with people in my life who are not like that and I don't like being around them. So I think that the best especially in today's world with younger workers the way they think and operate Alan Jackson: younger workers the way they think and operate, I think you're gonna get a lot more out of people if you are open to change and at least listening. You may not you don't have to adopt it. You know, you can tell them I think you're wrong. Yep. You know, you can and you may be right. You you may be right to tell them they're wrong. But TRACK02: I think you're gonna get a lot more out of people if you are open to change and at least listening. You may not you don't have to adopt it. You know, you can tell them I think you're wrong. You know, you can and you may be right. You you may be right to tell them they're wrong, but you at least heard it. You should you should listen. And and the SOP is the basis of that, you know, just to Alan Jackson: you at least heard it. You should you should listen. You should. And and the SOP is the basis of that, just to I TRACK02: I I am super excited to have to have those SOPs in place and be able to sit down with new hires and say, This is the way we've always done things or not always, but at least in the last twelve months, this is how we've been doing it. And this is what we expect you to do. And these are the people you report to and these are the people you're in charge of. And Alan Jackson: I am super excited to have to have those SOPs in place and be able to sit down with new hires and say, This is the way we've always done things or not always, but at least in the last twelve months. This is how we do it today. And this is what we expect you to do and these are the people you report to and these are the people you're in charge of and TRACK02: you know, these are the activities we expect you to do all day and Alan Jackson: these are the activities we expect you to do all day and TRACK02: D what do you think about that? I wanna hear what those people have to say about that. for sure. Well and something I think is interesting, it looking at it from my background in the software world, it's very common, or has been for me to Alan Jackson: what do you think about that? I wanna hear what those people to say about that. for sure. Well, and something I think is interesting and I it looking at it from my background in the software world, it's very common, or has been for me to TRACK02: to just try something new, right? Experiments are basically free, you just copy the code, you change it a little bit and you see the difference. Alan Jackson: to just try something new, right? Experiments are basically free. You just copy the code, you change it a little bit and you see the difference. and I think SOPs give an organization an opportunity to do that because once you've got that V one SOP, like, okay, we've we've talked about it, we've discussed it, we've critiqued it, and we've ran it. We know that it works and we're adhering to it. that start by by being consistent you can start to measure and once you can measure you can start doing legitimate testing and you can say, Okay, well what would happen? Like let's try to change our receipt SOP so that the first contact is digital, right? Like instead of bring the receipt back from Lowe's, it's get to your truck and take a picture of the receipt and send it immediately. And you can you can make those small changes and test it and see, okay, the problems that we had you mentioned workarounds, right? We had workarounds for what happens when the wind blows the receipt out of the truck. TRACK02: okay. The problems that we had, you mentioned workarounds, right? We had workarounds for what happens when the wind blows the receipt out of the truck. We don't need that, right? It's just like with the modern AI agents. If you listen to the clawed code people, they say with every new model release we just delete, delete, delete out of the prompt. Alan Jackson: We don't need that, right? It's just like with the modern AI agents. If you listen to the clawed code people, they say with every new model release we just delete, delete, delete out of the prompt. Editing, right, is so much a process. I'm sure our producer can agree. Editing really is the process of deleting TRACK02: Editing, right, is so much a process, I'm sure our producer can agree. Editing really is the process of deleting. but in business, right, everything's a procedure and now because you've got a procedure, you can start to iterate and improve that. y well and Alan Jackson: But in business, right, everything's a procedure and now because you've got a procedure you can start to iterate and improve that. well and the AI can understand that you do and what the people around you are doing. There's this weird compounding effect that I think we're only starting to see now, this is way off topic, but that the right, because you've been using the same AI agents, right? Certainly our internal agents they are it's not like talking to chat GPT who you've got to like bring them up to speed every chat. TRACK02: The AI can understand what it is that you do and what the people around you are doing. There's this weird compounding effect that I think we're only starting to see now this is way off topic, but that the right, because you've been using the same AI agents, right? Certainly our internal agents they are it's not like talking to chat GPT and you've got to bring them up to speed every chat. Over time the these systems are Alan Jackson: over time the these systems are really starting to learn TRACK02: really starting to learn. yeah, they said they say things like David, I gonna do that, right? Yeah, that's say you want to, but I know It'll also say what you need to d would you like me to send that as an email to Lisa? Yeah. You know, like or it'll just it suggest things because it knows what she does. Like, that'd be a good thing to let her know about. Yeah, send it so sh And that's such a small task. Imagine how many things never get communicated, never get done. Alan Jackson: They say, no, David, I know you're not gonna do that, right? you say you want to, but I know you it'll also say what you need to d would you like me to send that as an email to Lisa? Yeah. or it'll just it's suggesting because it knows what she does. Yeah. that'd be a good thing to let her know about. And send it such And that's such a small task. Imagine how many things never get communicated, never get done because the energy and attention span that it takes for you TRACK02: Because the energy and attention span that it takes for you Alan Jackson: to write the email as soon as your phone rings that email's never gonna get sent. That's right. And all I had to do is push Y. Yep. Please send that email. Y E S and it gone. Yep. oddly enough that exact scenario played out in the last few days and today I was meeting with the with my TRACK02: to write the email as soon as your phone rings, that email's method. It's gone. That's right. And all I had to do is push Y. Yeah. Please Y E S and it gone. oddly enough that exact scenario played out in the last few days and today I was meeting with the with my controller and she she found a message. She's like, this is the message I was asking you about because I didn't understand what these numbers were and I was like, yeah, I ref I just remembered, you know, I did ask Connie to send you that email. So she she got it. So it that was not lost. And Alan Jackson: and she she found a message. She's like, this is the message I was asking you about because I didn't understand what these numbers were and yeah, I re I just remembered, you know, I did ask Connie to send you that email. So she she got it. So it that was not lost. No. See. you know the the slop thing, you've got to be very careful. It is really It's so tempting to say, look at this twelve page thing. Yeah. Please read this thing I haven't read. Yes. Yeah. You've got to be careful. You've got you you've gotta read it. You've gotta read everything. You've got to take the time to read, read, read, read. Don't just read the product TRACK02: th the the slop thing, you've got to be very careful. It is really It's so tempting to say, look at this twelve page thing. Yeah. Please read this thing I haven't read. Yes. You gotta be careful. You've got you you've gotta read it. You've gotta read everything. You've got to take the time to read, read, read, read don't just read the product. Alan Jackson: even. TRACK02: even. Read what your AI re what the what it told you when it came back to you after you gave it the answer or gave it the question or whatever and it gives a return. Read that. it'll automatically go to the bottom of it. Yeah. Don't start at the bottom. No. Go back up to the very part Alan Jackson: Read what your AI re what the what it told you when it came back to you after you gave it the answer or gave it the question or whatever. And it gives a return. Read that. Like it'll automatically go to the bottom of it. Yeah. Don't start at the bottom. No. Go back up to the very part TRACK02: That started when you asked the question or you gave the answer, go to that and read all the way down. And I just maybe you know something about this, Mitchell, but I saw where now the LLM I mean, you know, the the model companies, the anthropics and open AIs, have figured out the attention span of the user and they give a return that is yeah qua you know, similar to that per that user's u attention span. That's I mean I guess they can do that because they like they know whether you read it or not. Sure they could Alan Jackson: That's I guess they can do that, right? Because they and they know whether you read it or not. Sure, they could infer from your response, you clearly didn't read this because I addressed this understanding of the assignment. so I think, you know, if they that and TRACK02: Yeah, you didn't you didn't understand the the assignment. You know? So I think you know, if they know that and they're th I just think the quality is gonna suffer. If the quality of the products that they give you are gonna suffer because of your lack of attention to detail. Alan Jackson: There th I just think the quality is gonna suffer. If the quality of the products that they give you are gonna suffer because of your lack of attention to detail. Yep. And and I think there's a lot I know I I do this constantly with development. I'm I'm kinda short with my agents. I just type NO period. And then I explain what I really want and Yeah, we can we can have arguments about how you should communicate with them, but the AIs they take pushback really, really well. They never get Yeah, they they don't get offended, they don't it doesn't hurt their ego, they're happy to rewrite the thing they just wrote. And and that's an experience that a lot of people I don't think have ever had, right? Like if you're TRACK02: they take pushback really, really well. Mm-hmm. They never get tired of it. They don't get offended. They don't it doesn't hurt their ego. They're happy to rewrite the thing they just wrote. And and that's an experience that a lot of people I don't think have ever had, right? Like if you're Alan Jackson: if you're not somebody who's willing to push back on people, you may have never experienced what it's like to have your voice heard. And, you know, I think that can even apply to to CEOs. Like there there are business owners out there who for you know, TRACK02: somebody who's willing to push back on people. you may have never experienced what it's like to have your voice heard. And I think that that's interesting apply to to CEOs. Like there there are business owners out there who for you Alan Jackson: I'll say scared, they're scared. for lack of a better word, to push back. They don't have they're not confident enough in their own perspective. And I think the AI does give you an opportunity, especially through this SOP process if you'll lean into it and push back brutally honest. Yeah. And you can you can critique and you can, learn to say no. No, I don't like this. No, I don't want this. I don't like this direction. You need to change. I've done that some Well and there's that a lot of that comes out in the in the exploration. I you know, to go back to what we talked about in the beginning is TRACK02: if you'll lean into it. You can be brutally honest. And you can you can critique and you can, you know, learn to say no. No, I don't like this. No, I don't want this. I don't like this direction. We need to change. Mhm. I've done that some. Well and there's that a lot of that comes out in the in the exploration, I think, to go back to what we talked about in the beginning is Alan Jackson: you don't even necessarily know what your process is. You don't know, especially once you get to like TRACK02: don't even necessarily know what your process is. You don't know, especially once you get to even Alan Jackson: even the size of your company, you can't possibly know how every single person does every single thing. TRACK02: the size of your company, you can't possibly know how every single person does every single thing. That's right. Alan Jackson: Yeah. But you gotta start somewhere. You have to start somewhere. You you know, you've gotta you've gotta start by capturing these processes, running on you know, running those interviews through an AI, interacting with the AI, having the conversation with the AI, getting you know, use that crit method. I think that's a a a big lift for people when they realize like, I can TRACK02: But you but you gotta start somewhere. You to start somewhere. And so you've you've gotta you've gotta start by capturing these processes, running r running those interviews through an AI, interacting with the AI, having the conversation with the AI, getting you know, use that crit method. I think that's a a b a big lift for people when they realize like, I can People think that it's like our you know, our slogan. people think that this thing has all the answers. It has all the questions. If you give it if you give it the a it doesn't know the human world. It it knows what it's been taught, but it doesn't know what it's like to be a human yet. Maybe it will someday, but right now it doesn't know. So you have to get it to ask you questions. And when you start getting the AI to ask you questions and you're giving it human answers, you will be amazed at the returns you get. It's that is the essence of it. Alan Jackson: Well and s and so, to kinda bring this in in and close it up, next week we're gonna start on a really practical portion of this series where we're gonna go in and we're gonna explain here's how you actually do it. We're gonna name products, we're gonna give you workflows. I I do think it'd be helpful if we could give the audience just a real quick maybe we can even even demo it live. Like just explain or Yeah, may here I can even turn on an AI. We can we can do that crit method. you comfortable doing that? You got yeah, you like your AIs. TRACK02: You got yeah, you do okay, so now my context i I can rely heavily. I have tons of context, right? So I have since I've been recording conversations for months now, I've got I can give and I've connected my Alan Jackson: since I've been recording conversations for months now I've got I can give and I've connected my I mean I use Claude a lot, so I've connected my Claude to my phone system. I it has all my email everything connectors are there. So it no in my emails, my messages, everything. And so I can rely on that as context. But so like in the case of creating a TRACK02: I use Claude a lot. So I've connected my Claude to my phone system. I it has all of my software. All my connectors are there. So it no in my emails, my messages, everything. And so I can rely on that as context. But so like in the case of creating a Alan Jackson: sites superposition maybe just a job description, TRACK02: site superposition maybe just a job description. Alan Jackson: right? The T is a job description. I would say we are high bright in construction, we build custom estate homes and high end renovations across Western North Carolina, foothills and high country. We have an unlimited North Carolina TRACK02: I started out I said I would say we are high bright in construction. we build custom estate homes and high end renovations across western North Carolina, foothills and high country. we have an unlimited North Carolina general contracting license. We have a small, tight team of approximately eight people. we have we operate on documented rather than guesswork and our clients expect craftsmanship and clear communication and we try to d to deliver both. And for what we are trying to do now is hire a site superintendent Alan Jackson: Or what we are trying to do now is hire a site superintendent. TRACK02: who is responsible for the job site. They make sure materials are delivered on time and that inventory is accurate on the job site. They make sure subcontractors arrive at in a timely manner and are sequenced properly. They check for quality concerns on the job. They look for safety. Safety is a major issue that they have to be mindful of. this sometimes will deliver materials in a pinch. they will make sure that projects are completed prior to being paid for. So before a subcontractor receives a payment, they will the sub the superintendent will make sure the job is done correctly. And they will also be a participant in our documentation processes so they make sure that daily logs are performed into our software They attend meetings with clients, they attend meetings with staff, they attend meetings with subcontractors, they manage inspections, they look for scope changes, they would initiate potential change orders, so and we want somebody who has experience, we want someone who maybe has five a minimum of five years residential construction experience. We want somebody who's detail oriented and actionable, that they are very direct in their communication style. they have to have a valid driver's license and a good driving record and Yeah. So what I want you to do, Claude, is your role is to perform as a High functioning HR professional who understands the hiring laws of North Carolina and the po the policies and procedures of High Brighton Construction. And then I want you to interview me and ask me one question at a time so that I'm able to answer you and I will fill in any gaps that. you may h see in what I have described as your context and role And then our ultimate goal is to write a good job description that we can post onto a job seeking website, such as LinkedIn or Indeed or something like that. And we'll create that job listing together. That would be it. Alan Jackson: That job listing together. That would be it. That sounds super long. Yep. Alright, so that would I'm not gonna type all of that, first of all. I'm gonna turn on my voice memo or I'm going to push the voice to text button on my Claude. I'm gonna give it all of that. Alright, so then what did Claude give me? TRACK02: That sounds super long. All right, so that would I'm not gonna type all of that, first of all. I'm gonna turn on my voice memo or I'm going to push the voice to text button on my Claude. I'm gonna give it all of that. All right, so then what did Claude give me? he gave me the full thing. He gave me the entire this is a real case. So he gave me the full job description. He gave me the hiring range that was suitable for my area. He gave in terms of salary. he gave me you know how to apply and just basically pr gave me the entire thing that that I needed. I copied that after I read it, copied that, pasted it into I used LinkedIn jobs and I mean within two weeks I had probably twelve good candidates and we're right at the cusp of hiring one of them now. So that actually happened. Alan Jackson: And so you you sat down, you didn't have to sit down with a hiring manager and figure everything out. You just live stream a conscious what you think about the role and then Claude comes back, asks you a few clarifying details, make sure that the edges are covered, that it it knows you, right? It knows you and it knows do you want to change anything in the site superintendent SOP? Because I'm gonna base it on that. Mm. And you did say that, so TRACK02: sit down with a hiring manager and figure everything out, you just well live stream of conscious what you think about the role. And then Claude comes back, asks you a few clarifying details, make sure that the edges are covered, that it it knows you, right? Knows you it said do you want to change anything in the site superintendent SOP because I'm gonna base it on that. I mean he did say that, so and that's that's you know to to kind Alan Jackson: And that's that's you know, to to kind of bring it all together. That's that's what the AI does, it brings it all together and and it provides that continuity between the task of the of the day, which is put together a job description, to keeping the SOPs in line and and knowing you in the process and knowing your business. and it's it it is very helpful to to TRACK02: It's it is very helpful to to have all that in spot, one local And I think like it's a big thing for people, like I know for me initially it was hard to get comfortable talking to a phone that didn't have a voice on the other side. Yeah. You know, like getting y you know, I had to like at first sometimes I'd just have to go I would have to go like be alone. Alan Jackson: have all that in one spot, one location. And I think it's a big thing for people, I know for me initially, it was hard to get comfortable talking to a phone that didn't have a voice on the other side. Yeah. You know, like getting y you know, I had to like at first sometimes I'd just have to go I would have to go like be alone. You know, like I would just go sit on my front porch TRACK02: I would just go sit on my front porch alone and I would be out there just talking. You know, people think you're weird if you're just talking and there's nobody there to hear it. So it's nice to just you know, might want to just try it out at first, just be alone and get comfortable because what you will get comfortable with it, you know. You get you get more and more comfortable. You just say, I don't care, whatever. Alan Jackson: And really even over the last year we've seen these products move so when we started this a year ago, it really was talking to yourself and then waiting for a response. And then yesterday I sat for a good ninety minutes yesterday all in a row at my desk doing work but I was talking to chat about the project I was on. And it was doing that that interview. Well, what about this? How what do you think about this? How do you want to handle this? Do you want to handle this? and yeah, I mean you can talk about feel it felt weird. I get aggravated sometimes because it interrupts me. I don't know, I think that's a setting I need to tweak. Yeah, no interrupts me and I get all mad. TRACK02: Yeah, you talked about feel it felt weird. Yeah, it feels a little weird. And I get aggravated sometimes because it interrupts me. I don't know. I think that's a setting I need to tweak. Yeah. Yeah, it interrupts me and I get all mad. And that's I think where the the voice recorder in. Yeah, I like the voice recorder and then I can I'll just I just it's s sometimes I might even like going back to this crit method just so people can visualize this, I may just like write down Alan Jackson: And that's I think where the the voice recorder comes in. It works pretty nicely. TRACK02: context type it into my into my claude I'll say context in all caps role in all caps interview in all caps task in all caps and then I'll put my cursor under context and then I turn on my voice my my native voice to text and I just start talking and I give it all the context. And then I stop. And then I go and I put my cursor under roll and I've turned my voice on and I tell it it's roll. And I do it that way. Mm-hmm. And that that works really well. I'll I'll pre seed the voice chat with a bunch of text, things that I care about, things that I can't, you know. Alan Jackson: I do it that way. Mm-hmm. And that that works really well. Yep. That's that's an approach that I take too as well. I'll I'll pre seed the voice chat with a bunch of text, things that I care about, things that I can't, you know, like I can't give specific technical text in voice. What am I gonna do say? Curly brace, curly brace. I can't do that. No. That'd be weird. But it definitely that definitely helps to give it a little bit of a little bit of text to start off with. TRACK02: I can't give specific technical text in voice. Curly brace, curly brace. No. That would be weird. See, I just now realize that I know what a curly brace is. But that's funny. That's right. I'm not a coder, but now I I know I I know what a curly brace is. Alan Jackson: well cool. Like I said, we're next week we're gonna start on a a practical series, kind of building on everything we've talked about so far. So building on the AI constitution, building on the the boys and and the and TRACK02: Well cool, like I said, we're next week we're gonna start on a a practical series, building on everything we've talked about so far. So building on the AI constitution, building on the the voice. And and capturing voice, capturing and doing the SOPs. Yeah, to those things and and changing your environment or your culture to start allowing this dialogue. Alan Jackson: capturing and getting your team used to those things and and changing your environment or your culture to start allowing this dialogue. you built you've you build you build a foundation. yeah. So now we gotta now we're gonna start putting some sticks in the Yeah, now we're gonna now we're gonna start, you know, teaching you which tools to use, the types of data that you've got, how you need to manage that. TRACK02: You built you've you built you build a foundation. yeah. So now we gotta now we're gonna start putting some sticks in the air. Now we're gonna now we're gonna start, teaching you which tools to use, the types of data that you've got, how you need to manage that, how to help prevent tool sprawl, right? It's very easy to sign up for a thousand accounts to different things. Yeah, and yeah. And and that's something that we've learned. We've we've Alan Jackson: How to help prevent tool sprawl, right? It's very easy to sign up for a thousand accounts to different things. And and that's something that we've learned. We've we've we've finally got it narrowed down to just a handful of tools that work really well together. And we're able to step back and just go back to doing the business of the business instead of fiddling with technology. Well, and that that'll TRACK02: We finally got it narrowed down to just a handful of tools that work really well together. Mm-hmm. And we're able to step back and just go back to doing the business of the business instead of fiddling with technology. Yeah, yeah. Well, and that that'll be that'll be next week. We'll st we'll start on that whole process of how to start building it. Excellent. Sounds good. Alan Jackson: next week we'll st we'll start on that whole process of how to start building it. Excellent. Sounds good. TRACK02: Awesome.