Episode 111: Are You Leading With Your Right Brain?

Do you excel in analytical, strategic and goal-oriented tasks yet often get bogged down in thinking through how to unstick yourself from complicated situations or challenges? This episode focuses on how tapping into the power of your right brain can help you move forward through seemingly intractable challenges.  

The right brain is our gateway to seeing the big picture, infusing fresh ideas and deeper understanding into your life. It’s the part of our brain that helps us interpret the world through our senses and is vital for empathy, enabling us to forge genuine connections with others. 

Our guest is Yda Bouvier, and she has a unique mix of business expertise and physics knowledge, which includes over a decade working in senior roles at Boston Consulting Group. She’s also an accomplished executive coach and the author of the recent book, “Leading with the Right Brain”. 

If you enjoy the show, please take a moment to rate it on Spotify. Your ratings hep more people like you discover the podcast!

Episode Highlights

• An exploration of the unique functions of the left and right brain in life and decision-making. 
• A revealing look at the brain's ability to simplify complex information. 
• An examination of the evolutionary reasons for the predominance of left-brain thinking. 
• A discussion on effective strategies to engage the right brain for holistic problem-solving. 
• Insights into using metaphors in coaching to unlock deeper understanding and solutions. 
• Practical advice for using right-brain thinking techniques to tackle complex challenges. 
• A unique perspective on integrating business, physics, and executive coaching expertise. 

Yda’s view on the greatest unmet wellbeing need at work today

“I think the [greatest] unmet need in the workplace is still for people to feel really seen, seen and heard, and acknowledged for just simply who they are and what they bring. I feel that we’re just as a we’re not good at…making others the other feel seen and heard.”

What "working with humans" means to Yda

“When I think about working with humans, I immediately think about the transition we’re all in at the moment. Part of it is trying to figure out how to work with increasingly intelligent machines. And, you know, I’m facing that as an individual, but if you’re running an organization, this is something that is absolutely top of mind. 

Now, when I think about working with humans, it seems to me that because machines are developing so fast, we need to develop quickly and cultivate the unique human advantages that we bring. It’s not hard to argue that computers and AI compete more easily with the qualities of the left side of your brain, and that the right side of your brain allows for a uniquely human advantage. So, we can really leverage that. 

But also, when we work with the right side [of the brain], AI is just another team member we can collaborate with. Working with humans then also means working with machines because you can see AI as a team member. This may be a funny twist you haven’t thought about yet. 

But when I think about working with humans, I think about us really using our human advantage to also be able to work with intelligent machines.” 

Resources

Follow:  Yda on LinkedIn
Visit:  Yda’s website
Read:  Leading with the Right Brain

Full Transcript

Note: This is an unedited AI-generated transcription. Please excuse any errors or inconsistencies.

Michael Glazer
We're talking about how to lead with the right brain. And I want to start with a really simple question. What does each side of the brain do?

Yda Bouvier
Yes, this is an excellent place to start. Thanks, Michael. So, the left side of your brain, which most of us use a lot all the time, what your left brain does is it looks at the world. And it says, there's a lot of complexity here. Let's simplify it. And so your left brain creates a simplified model of reality that you can then influence and use and get things done. The right side of your brain, it always experiences the full richness of the world. And so it doesn't have that simplification to it. But it means that, that because it's it, the world is rich. Anything that is different, or new tends to first come into your right brain. Now, maybe I give you a very simple example of this, that would help. If I asked you, where do you live? What would you say?

Michael Glazer 
I could answer it in lots of different ways. I could say I live in Tokyo, I live in Japan I live in I could give you a specific address. I can tell you exactly. I live with my family.

Yda Bouvier
Yes, so the first one's had Tokyo Japan address. They're all it's like a sort of a model that we've created to exchange where we live, which is really useful, because like that we can find each other and so can the taxman. But if I, it doesn't really tell me a lot about your place of living, essentially, if I ask you a different question, and I say, what do I see when I stand in front of your house?

Michael Glazer 
Yeah, you would give a very different answer, I'd say you see a big kind of building that looks like and I can describe, I can describe the bricks and the greenery and the small street in front, and the kids walking by going to school or lots of different things.

Yda Bouvier
Yeah, and so there's this, this picture that emerges about where you live, which is quite rich, I can't find you necessarily, but in a way I know more about where you live. And often, what you choose to share about that picture that comes up, often we share the things that are important to us. And so in a way, what you share then is also something more personal, and it has an effect on our connection. Whereas Japan, Tokyo, the street doesn't have that same thing. And, and in a way, you know with that, with with that difference, you can you can see some of these really unique things about the right brain where it's, it has this full rituals, so it sees the whole picture of where you live. And it in a way, when we talk about that it has a powerful effect on our connection.

Michael Glazer 
Yeah, can you say a few words about what that powerful effect is?

Yda Bouvier
Yeah, so so. Because you, you share something that's relevant to you, I respond to that often with something that's relevant for me. So I might say, Oh, you've got a lot of kids walking around. When when they're going to school, I have that as well in my neighborhoods. And then we might talk about kids, and it would lead us to a very different conversation. Now, of course, I think one thing that's important to know about the left and the right brain is that I say in my book that a lot of us are dominant, our left brain tends to be quite dominant. And it doesn't mean that we don't use both sides of the brain all the time. In fact, we use it for we use them seamlessly for pretty much everything that we do. That's why a lot of scientists also don't like using the distinction between left and right because, you know, we can't distribute tasks. That way. I, the way to think about it is as if your left and your right brain are a bit like two people walking next to each other. And the left one is just walking slightly up front. So the left one therefore, experiences the world first responds to the world first, and that creates that sort of dominance, for many of us in in our in the way that we experience the world. Is

Michael Glazer
That is that evolutionary? Is there some, some anthropological reason why why we lead with our left?

Yda Bouvier
First we a lot of what we, we try to get things done right? Being effective and practical and goal oriented and achieving has become a pretty important thing for us. Evolutionary, and the left brain is really good at that, because it simplifies the complexity. The other thing, which plays a big role is that in a way that we communicate, we tend to communicate with words, and your left brain processes in words, whereas your right brain processes in images. And so, in order for your right brain to be kind of active, there needs to be a visual in the interaction. And there isn't not always naturally visual in our interaction. So in the way that we communicate, and interact with each other words are so dominant, that that also stimulates the left brain a lot. What are

Michael Glazer
Some of the disadvantages, if we're over relying on the left side of our brain without tapping into images, what are we missing?

Yda Bouvier
So this simplified model of reality, which is great to get things done, also means that the left brain can get trapped in its own system in its own system, a bit like the proverbial hamster on the wheel, and run really fast, but can't get off the wheel. And so when we're, when we're stuck, we really need the, the to bring in these qualities of the right side of the brain to get unstuck. And, and, you know, in a coaching context, as you will also know, people often come to coaching because they're somehow stuck in either in their career or in their, in their life or in something is stuck. And as coaches we will, that's what we do we help people get unstuck and move forward. And so in coaching, I find myself using the right side of the brain, pretty much in every conversation, because it's it, it sort of gets us unstuck.

Michael Glazer
I want to talk about how you use the right brain perspective, or what the right brain has to offer in your coaching. But before that, I want to ask you about something a little bit more everyday conversation ish. So when it comes to people expressing their world, in metaphors, we often say things like, feels like I'm on a roller coaster, I'm dragging my feet, my head's in the clouds or whatever. Just in passing, it's almost we say it without thinking sometimes. How can we use those opportunities when people are starting to use metaphors themselves as an opportunity to take the conversation somewhere where it might not have gone otherwise?

Yda Bouvier
Very, very easily by simply asking something about the metaphor. So if somebody says, I'm feeling when I'm walking with my head in the clouds, our natural instinct is to say, Oh, let me help you focus. But if instead we say, what's, what's going on in the clouds? Tell me about the clouds. Or it's a roller coaster, like, Alright, what's it like on the roller coaster? Are you going down, you're going up, you're screaming, if you get people to talk a little bit about the metaphor, you often get a lot of information about what's going on for them. I'm a big fan of these picking up these little visuals in when people speak.

Michael Glazer
It also seems like in the examples that you gave of how you would respond or or lean into it is that you're actually leaning into what they're saying, as opposed to responding. Coming back to that left side of I understand that now I'm gonna redirect the conversation to what what's on the agenda or what's on my agenda or something like that.

Yda Bouvier
And, you know, because I know that the the right brain expresses itself through visuals. And because I know that it's that's the right brains way of bringing something into the conversation I have my antenna is really open to that. And so when I hear a visual, I'm like, Who? What's it trying to tell us? And so that's why and therefore I asked a little bit about I need to know a little bit more about the visual to try to understand what the message is that the right brain is trying to share. Now

Michael Glazer
In coaching, I would expect that there's a balance between you understanding what's going on and using the visual or the metaphor to help the coaching client him or her by themselves understand what what's going on.

Yda Bouvier
Yeah, Yeah, and so when we, of course talk about the metaphor is not my metaphor, it's the goat cheese metaphor, right? And so it's not like the only person that can kind of help us understand the metaphor is the coachee. And so we're really, and there's something about you may have experienced this yourself and coaching conversation as well, when you, when you're, let's stick with the roller coaster, if you're talking about the roller coaster, it also helps your coachee to talk about what's going on for them with that little bit of distance. So they might say, you know, this roller coaster, yeah, I'm on a roller coaster, because you know, it's going really fast. And actually, it's really scary how fast it goes. It's very, of course, that means that the person is scared. But it's different thing to say, this roller, I'm scared that roller coaster is going fast. And it's scary than to say I'm scared. And so there's something about in the metaphor, it makes it much easier for us to express how we are and what's going on for us. I don't know, have you come across something like that in your conversations as well?

Michael Glazer
Frequently. And oftentimes, it's not only coaching conversations, sometimes it's skill conversations, when we're talking about helping people navigate negative self talk, for example, I am not good enough, is very different from saying, I'm hearing a voice in my head telling me I'm not good enough. Or my inner critic is telling me I'm not good enough. It's just that that kind of small distance gives us just a micro moment to ask ourselves, hey, do I want to believe the store? Like I have a choice? Am I gonna believe the story that I'm hearing in my head here? And it's not the same as what you're saying? I think but I think there's a similarity and that there's some kind of space, talking about the roller coaster being scary versus using the words I am.

Yda Bouvier
Yeah. And this, this very same principle also happens when we're not when it's not about individuals in conversation, but also in a team conversation.

Michael Glazer
How does that play out?

Yda Bouvier
So in a team conversation, what you often see is that, of course, we all walk into a room with our simplified models of reality, when we sit down to discuss a topic, and we have different perspectives, with our models, or with our different models of reality, now, those differences are really valuable. And often, that's what the value of diversity is about. But it's very easy for us to actually fall into a dynamic of defending our model of reality. And it's like, a I'm right, versus You're right. Yeah, whereas if you. So that's sort of a left brain ping pong that can happen in conversations. If you bring the right brain into the conversation and you bring in an image, you're essentially capturing the complexity that encompasses all these different models?

Michael Glazer 
Is there an example you can think of where you went from two people having opposite positions to using an image or a metaphor to help two or more people kind of get past that?

Yda Bouvier
So I was recently working with a team who are in a very difficult transition. And their opinions are all over the place about pretty much anything there, whether it's, are we listening well to each other? Are we performing? Well? Do we have good meat? I mean, it's like some people, some people say yes, other people say no, it's all over the place. And so at some point in the conversation, I asked people, I said, Look, what, what brings you here? What brings you to work? And can you please describe that with a picture with a visual, I had some pictures also that they could choose from if for that particular meeting. And I remember to have there was this was a group of 15 people. But if I just take an example of two that had been quite on different sides of the spectrums for all topics, at one of them put a picture of a of a tractor sowing the fields. And another one brought a picture of some birds of prey in the sky. Now, these two individuals start talking about their images, which, when I first looked at that with my own model of reality, as although they're very different, but when they started talking about what they saw in the picture, you could immediately hear the similarities. And not just I could hear the similarities but they started talking about the similarities. And they say, Ah, so what we're both trying to do is retry really focused on creating a sustainable cycle for our clients, which meant a lot to them to find that kind of common ground. There's something about it often when you bring in the right brain, it's like your conversation lifts to a different to a different level. But it also then makes it very easy for people to see the things that they have in common, rather than the things that keep them apart. Mm hmm.

Michael Glazer 
Speaking of being able to see things through pictures, there's a story in the book where you're helping a manager through working through different dynamics with different members of the team. And you ask, I think it's her in the story, if I remember correctly, you ask, draw the team. Yeah, and then, and, and it wasn't only that the striking thing to me about that story is it wasn't only about what she drew, but the proper process of drawing that you observe, which was part of helping her move through it, can you explain what happened and how focusing on process and kind of tense helped

Yda Bouvier
The act of drawing something on a flip chart as a really helpful thing for a discussion, a lot of people experienced that in meetings. Now in it has that same effect as the metaphor we were just talking about, that we start looking at a picture together. Now, in this particular case, had, like you said, I asked my, my co T to draw the team on a piece of paper. And often people then say, Oh, I can't draw. I said, it's okay. I mean, II, they're just some stick figures. From a coaching perspective, when somebody draws something, I pay attention not only to the image, but also to what they draw first. And how do they grow facial expressions, or no facial expressions? I bet. Do they do it with a lot of energy? Or do they have a lot of hesitation when they when they make the drawing? Because they're all all of that is information that from a coaching perspective can be helpful?

Michael Glazer
Have you put that information to use in a conversation when you're talking with this client?

Yda Bouvier
So I might say to this client, I might say, if there are two or three people in the team that he or she draws really quickly. And then a couple that take longer, and might say that I say look seemed very good, easy to put these two on paper. But those two took some time. And my, my coaching client might then say something like, yeah, I don't really know where they are in the team. Actually, I was realizing as I wanted to put them on the paper that their role in the team is unclear. And actually, that's probably a real issue for us as a team.

Michael Glazer
So I'm just offering an observation. I've noticed that you drew it this way. Or I noticed the difference between how you drew these two people. It's like an invitation to, to say more for them to introspect about. Why was that?

Yda Bouvier
Yeah. And they people do that very quickly. And equally, I remember with this particular example, Micucci drew all those people with no facial expressions. So my first question to them was, what are the facial expressions? And when we saw the fruit and the coachee, drew them very fast. And I'm like, everyone, we looked at it, and we're like, Oh, lots of unhappy people. Yeah. And he's like, yeah, that's it. I hadn't really and then just to see that on the paper. He says, like, Yeah, I'm, I'm leaving this team and everybody's unhappy. I've, I need to take some responsibility for changing that.

Michael Glazer 
At what point do you switch from building out a rich picture or talking through a metaphor and linking it back to the work at hand or back to the real world?

Yda Bouvier
It's not really one, one particular time, but often, I always leave back 10 minutes in my conversation to say, okay, what are we going to do? Or what are you going to do with this, and people often then translate headaches is where, why? Then their left brain kicks in again, and and says, Okay, here's how we're going to make this practical. And that's their kind of two things going on, which is on the one hand side, your left brain can kick in and make it tangible, which is fantastic. And then you can do those things. But these right brain picture They tend to linger. And I, I've also, sometimes then a month later, I see my coaching clients again. And they will say, Oh, I've also done these other things, which is very different from what they had originally thought. But those practical ideas can also come later. And that's okay. So

Michael Glazer 
I want to ask you about a couple of other techniques that you use beyond images. One of them is is using objects in communication and coaching, can you explain kind of the role of how you use objects and what purposes in particular, they're well suited for?

Yda Bouvier
Yeah, so objects do in many ways, very similar to visuals, they just create a picture of something that objects are really great to, like you said, earlier, you gave this example of a critical inner voice. So I might say, Okay, pick an object from your desk that represents this critical inner voice. And then the object itself can, if the person chooses a very small object, or very big object, or a very colorful object, that just gives us all sorts of information about this. How about that inner voice, but similarly, you can say pick an object that represents this difficult colleague. So objects for coaching sessions are really useful. Or you can have, like in a team meeting where people are introducing themselves, and they're talking about some of their strengths or their characteristics. Sometimes I have, you can have a whole tray of objects and you say, Bring an object or introduce yourself. And people will tell something unique and enriching about themselves that and which others will then remember better. Yeah, as opposed to the I'm so and so I'm responsible for so and so I've done this and this and this, and you know, all those words that just seem to flow in and out of our head. I was just reminded of a conversation that I had last week, this was not really an the use of an object, or an image, but it was. I'll tell it to you anyway, because it might lead us to talk a little bit about other kinds of ways of accessing the right brain. There was in talking with a coachee, who was presented this particular situation. And I asked her, I said, Show me with your hands, you know, how big is this thing? Is it like, this is like this is like that? She says, this? Pretty big? Says who said pretty big? And she said, yeah, she says it's heavy. So we talked about said, Okay, what do you do when something is big and heavy? If you if you're carrying it? She said, Oh, you have to you have to hold it really tight to yourself, because otherwise you can't hold it? Said Yeah. And just by doing that, he says, Yes, that's exactly what I'm doing. I'm just holding this thing really closely. And actually, in the context of all the other things that are on my plate. That's I need to use my hands for other things. So so you can there's there's the right brain is on the one hand side really activated by visuals. The other thing that's important to know is that your right brain is in really dire direct contact with your body. So it's a lot of body information that streams into your right brain. And this is another way to that side.

Michael Glazer
And you tell the story about the coaching conversation that you had with a client when you were walking through a park in London, you came to a place where you could have chosen many different paths and how that figured into your coaching conversation.

Yda Bouvier
Yeah, so I first I love going on coaching conversations with with people. I love walking in general, as far as I think walking is great for conversations, because when you walk, you're always already next to each other. And when you're next to each other. It's very different from when you're sitting opposite. In a meeting room, you're always opposite each other, even actually on Zoom, we're sitting weirdly opposite each other but walking has that movement. And, and that feeling of we're together because we're working together. Now with this coachee I discovered she was facing a career choice, which was very complicated for them to work through. And we'd been told they'd been talking about that and talking and talking. And so we arrived in the park at this crossing of seven path. And so we stopped there and I asked him I said look without out. Let's not think about this for a moment. But simply if you look at all these paths, which one would you like to take? Where's your? Where does your body want to go? And he took some steps into one of the bath. And we walked a little bit. And I said, So what's what's this path about? And he turned around looked, and he said, all the other I was looking at the other path, and some of them were really straight. And I could see I could go very far. And it just reminded me of all the of the careers that I don't want to do. I want to go in this sort of more twirly mysterious path. And that was a really big relevation for him, because he had previously before that time, he just kept going in circles. This the, the second really interesting discovery for him was that when he continued on that path, it rejoined with with two other options of the original seven. And he's like, wow, I couldn't see that they came back together. And he's like, that can happen with some of these career possibilities as well, which also for him was, was a really helpful realization.

Michael Glazer
What's striking to me about this story? Well, there's a couple of things. The first is the question that you used to literally help him move forward, you asked, Where does your body want to go? Yeah. And to me, it sounds like, it's a question that's a very intentional one to ask as opposed to any of the other ways you might have asked the same, same thing.

Yda Bouvier
I asked it in that particular way, because I knew that the my coach, he was quiet, they were just going in circles in their thoughts. Now, an image of your whole body is represented in your the right side of your brain, you probably know that the left hemisphere controls your right hand and the right side of your body and vice versa. But the whole body is represented in the right. And there's something about in our body, there's a lot of information that we're not aware of, and your right brain is in touch with that information. This is I'm simplifying, I think, was it three chapters in a book with one sentence. I was asking the question in this way to see if we could, if the body would show us something that that he knew, but that he wasn't able to do capture in his thought yet. And luckily, it did.

Michael Glazer 
The other striking thing to me about this story is how light of a question, you can ask, it just unlocks so many insights.

Yda Bouvier
Your right brain is quite playful. But that doesn't make it less profound, or relevant or serious in what it's trying to show you. Your left brain is so focused on this model of reality and the facts and the data and the details. And the data tends to dismiss this kind of this right brain, this this intelligence and this wisdom. And so here's where we need to do a bit quite deliberate to access that because otherwise, your right brain just or your left brain just dismisses it all. What are

Michael Glazer
one or two things that listeners can do to be more delivered to access their right brain?

Yda Bouvier
I would say three things. The first one, as we've talked to a number of examples is just, you know, bring visuals in your conversation. Either draw something on a piece of paper or pick up a metaphor. Even if somebody doesn't give you a metaphor, if they describe a difficult situation, you can ask them, hey, what color is it or what landscape or you can you can give people a metaphor, you can guide people into a metaphor. So that's one big thing. Another really easy thing to do is when you ask questions, you can ask questions that that evoke a little bit this sort of body intelligence by tapping into your senses. So instead of when somebody tells you a situation I'm in a, in a business context, let's say colleague comes in it comes and says, here's a situation. Instead of asking the person, what do you think? If you ask them? What do you sense? Or what do you see? Or what do you hear, you're tapping into different kinds of information, and you get a very different conversation. So that's super easy to do. And then the third thing is this notion of paying attention to body language. You know, if, if your colleague is like, sitting, and we looking really exhausted, slumped over. Observe that and and, and say something about it. And don't just think, oh, maybe they're not interested in what I have to say, because there could be lots of things going on. But maybe the third one is have requires a bit more affinity with working with body language, but the first two, everybody can do that immediately.

Michael Glazer
They all seem very doable. Bringing pictures into how we ourselves describe things, inviting people to use their senses more than beyond what do you think? And then this third one is being observant about people's body language, and then verbalizing or asking people about it. Yeah, I assume this, this last one, if I'm correct, to think is something as simple as I see you're sitting with your legs this way, or I see you're sitting with your back straight. Yeah.

Yda Bouvier
And I found it that sometimes if I might say to somebody, oh, you're sitting with your legs crossed, what does that mean? People don't know. Yeah. And so sometimes I'm might sit myself for a little bit like that. And I'm like, What's this like? And I might say something. And if that's uncomfortable, I might say something like, you know, my disposition is this position that we're taking, it has been uncomfortable. And then the other person who's of course, also uncomfortable, because of the way they're sitting that because they're uncomfortable in the situation, they will then respond to that. What I've said and said, Yeah, for me, it's also very uncomfortable.

Michael Glazer
What happens next, in this example, it's been a real one. And

Yda Bouvier
I'm gonna say, so So what's your discomfort? Anyway? What are often I say, what are the what what, what are the pieces of that, that of that discomfort? And what are the pieces of my discomfort? And, and once we start talking about it, then there's not a specific next step, because the conversation just often just flows. Yeah, because you've, it's like you've opened the door, and then you just walk through it together.

Michael Glazer
Thinking of opening doors, I'd like to open a door to wrap up our conversation. And so it's kind of out one into another, or maybe I mixed up my metaphor there. But I'd like to end with with the same two questions that I ask all of my guests. And there are two questions about well being. Are you ready?

Yda Bouvier
Yeah, I'm ready. Yeah.

Michael Glazer 
So so the first one either is, what do you see as the greatest unmet will be needed in the workplace today?

Yda Bouvier
You know, I, at first, I thought, I don't know how to answer this question, because I don't see anything general. But big and I might see my reflection on this was that, oh, all my interactions just revealed that things are so individual. But for me, actually, that's the answer to your question. I think the unmet need in the workplace is still for people to feel really seen, seen and heard, and acknowledged for just simply who they are and what they bring. I feel that we're just as a we're not good at that yet. Where and this would make diversity so hard as a business challenge to really make diverse teams function. Because we're when Yeah, we're not good at making others see other feel seen and heard.

Michael Glazer
And what's one thing that you'd like to change to help us become better at doing that?

Yda Bouvier
That's of course with our right brain. This is the one of the underlying reasons why I'm so passionate about bringing the right brain and the magic and power of the right brain into our places of work. work, okay, you know, I've described it as the personal genie in the bottle, it won't, we need to know how to rub the bottle to get the genie out. That's all that work with visuals, etc, that we talked about earlier. But when we do that there's this force that we access, which is naturally collaborative. And that I think will go a long way to helping us be much more inclusive, and giving each other this bringing across that we see and hear each other.

Michael Glazer
Only item, what does the phrase working with humans mean to you?

Yda Bouvier
How long have you got?

Michael Glazer
As long as you'd like?

Yda Bouvier
You know, when I think about working with humans, I'm immediately thinking about at a transition that we're all in the moment, part of where we're trying to figure out how to work with increasingly intelligent machines. And, you know, I'm, I'm facing that as an individual, but as a when you're running an organization, this is something that is absolutely top of mind. Now, when I think about working with humans, it seems to me that because machines are developing so fast, we need to develop fast, and we need to, we need to develop sort of the unique human advantages that we bring. Now, I, it's not hard to make the argument that compute machines and AI compete much more easily with the qualities of the left side of your brain. And that the right side of your brain can allow is a uniquely human advantage. So it can make us we can really leverage that. But also when we work with the right side, AI is just another team member that we can collaborate with. And so it's in a way working with humans then also means working with machines if you go from because you can see AI as a team member, this may be a funny twist that and thought about yet. But when I think about working with humans, I think about us really using our human advantage to also be able to work with with intelligent Machines.

Michael Glazer
Thanks for tuning in if you enjoyed this episode please rate and subscribe to the show it takes only a few seconds to do and remember there's a lot more insightful content waiting for you at https://en.peoplefocusconsulting.com. Happy listening.

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