August 18, 2025 • 29 mins
Have we lost our sense of urgency? That's the uncomfortable question at the heart of this eye-opening episode featuring an exclusive preview from Lone Rock Leadership's upcoming book "Deliver."
Step into the cracked pavement and broken windows of an abandoned factory outside Memphis where something extraordinary happened. In just 122 days, a team transformed this derelict appliance plant into the world's most powerful AI supercomputer—a feat industry standards suggested should take 18-24 months minimum.
"We need to think back to the 22 or 25-year-old version of us—how hungry we were, what we were willing to do, the drive and speed at which we worked," Russ challenges. As we navigate the second half of the year, whether we hit our annual goals depends on our leadership approach, mentality, and sense of urgency.
Ready to transform your team's pace and execution? Listen now to this behind-the-scenes preview of the book that promises to change how leaders think about delivering results. Then share this episode with a colleague who needs to hear this message of momentum and possibility.
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Episode Transcript
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Speaker 1 (00:00):
What they accomplished outside of Memphis
in just 122 days is a message tothe rest of us that we and the
organizations we lead are movingway too slow.
Speaker 2 (00:16):
This is the Lead in 30 podcast with Russ Hill.
You cannot be serious.
Strengthen your ability to leadin less than 30 minutes You're
listening to.
Speaker 3 (00:27):
Lead in 30.
Lead through change.
Choose to be powerful.
Make decisions faster and withbuy-in.
Check out the new 30-dayleadership courses now available
from Lone Rock Leadership.
You can watch the previewvideos right now at lonerockio.
Speaker 1 (00:43):
Yes, you can.
Three new courses Adapt in 30,power in 30, decide in 30.
They join our foundationalcourse of Lead in 30 at
lonerockio.
If you want more information,go there and check it out.
We've got a video for each one.
It's like a minute or two long.
That give you a summary of it.
(01:04):
Check it out, see if it'ssomething that you think the
mid-level managers in yourorganization need to, um, need
to participate in.
Okay, um, welcome in to the leadin 30 podcast.
In less than 30 minutes, wegive you something to think
about, a framework, an example,a story, something to help
upgrade the way that you leadothers.
(01:25):
Nothing has a more more broad,broader impact on your life,
your legacy, your lifestyle,your ability to deliver results
than your ability to lead others.
So we're working on it.
We're upgrading it each, eachepisode.
I make my living coaching,consulting senior executive
teams at some of the world'sbiggest companies.
(01:47):
I'm just one of the members ofthe team at Lone Rock Leadership
and so excited to be able toshare some of what we're
learning.
Okay, here's what we're doingin this episode.
I'm actually going to play foryou a clip of the audio book our
new book deliver.
Our new book deliver.
(02:07):
That's coming out.
Um, as uh, as I'm recording this, we're getting ready.
By the time actually this goesout, we will have the um they
call it the advanced copy of themanuscript.
It hasn't been um edited downyet, like it.
It still needs to go throughcopy editor, still needs to be
typeset all these fancy terms inthe publishing industry before
(02:29):
it actually gets printed by thepublisher and sent out and
available on Amazon andeverywhere else, which is that's
just weeks away, like we're in.
I mean, basically we're likeweek 38, uh, and the baby's
coming in week 40.
Right, so we are getting readyand we are feeling well not that
we would know as men what itfeels like uh, we just get to
(02:52):
watch our spouses, partners,wives, whomever, give birth.
I've done it four times, uh, inour family and I all I know is
that looks like discomfort andnobody's happy at that period,
and we're just ready for thisthing to come out, this baby to
be born, and that's the way wefeel as the coauthors on this
(03:12):
book.
So, um, I'm going to set up alittle bit and then set it up a
little bit and I'm just going toplay a clip for you.
So we've got the advancedmanuscript in the hands of like
40 or 50 executives, different,different, uh folks in different
industries.
Right now they're reading it atthe time that this episode is
going to go out and they give usfeedback on it like, hey, this,
(03:33):
this part of the book wasinsanely good, this part dragged
a little bit, this was, oh mygosh, or they call the whole
thing ugly.
And then we just cry and wepretend this episode never
happened and that we didn't workon a book for four years.
Um, so, anyway, the advancedcopies out, then what the
process is.
(03:53):
Then we go in, we make somefinal adjustments to it.
Um, we should have the coverdone, um, any day now, which I'm
super excited about.
We're going through differentrounds of edits on that and then
, and then you get the booktypeset.
They make the design and allthat, and through copy editors
making sure that the grammar andduplications all fixed and then
, boom, it's out.
(04:15):
So, um, the backstory on deliverour next book is that this is
the one skill we are failing toteach mid-level managers.
We've taught them all thesesoft skills about how to build
trust, how to discover their why, what their personality profile
or letters are E, w, n, j,whatever.
We teach them how to havedifficult conversations, we
(04:37):
teach them about how to getabove the line.
We teach them about all thesethings, and the one thing that
we're failing in mostorganizations to teach them
about, train them on, developthem around, is how to stink and
deliver, because they arepromoted or let go if based on
their ability to deliver results, outcomes, right.
And yet you look at the wholetraining industry, of which you
(05:00):
know, we launched a company fiveyears ago.
We were doing executiveexecutive consulting forever,
but then we launched this.
Uh, this years ago, we weredoing executive consulting
forever, but then we launchedthis company with just
off-the-shelf training solutions, and now we've put tens of
thousands of people through Leadin 30.
And now these other corecompetencies that dip into the
frameworks and models we've beenusing with our executive team
(05:21):
clients forever.
Now we make that available tomid-level managers, which is
like insane, it's awesome.
And so we've had using with ourexecutive team clients forever.
Now we make that available tomid-level managers, which is
like insane, it's awesome.
And so we've had the teamworking literally for a year now
, non-stop, night and day,weekends, around the clock.
They can tell you about it, um,and we've shot over, I mean,
just a gazillion videos.
I think we're up to like 80.
(05:41):
I think we'll cross the 20, 40.
I think we'll cross the hundredvideo mark shot in less than
four months, within within aweek, of this episode coming out
.
We've been massively ramping upto be able to make all of this.
We've had these, we've beenteaching these core concepts
(06:03):
forever, but we haven't madethem available off the shelf
until now and we've had littlecourses and this, that and the
other.
But now we're upgrading all ofthat and massively refreshing it
and getting it out Anyway.
So Deliver is our book aboutdelivering results.
(06:23):
It really is the book thataccompanies Lead in 30, clarity,
alignment and Movement.
So I'm going to play for youthe audio book of maybe a third
or fourth of chapter 14.
This is deep in the book andit's a story that we uncovered
in the research that thathappened outside of memphis, an
(06:48):
ai company and uh, and so I'mnot going to say much more other
than this is way deep.
Obviously, chapter 14 we'vealready established different
leadership modes.
We've already talked aboutclarity and alignment in depth,
and now we're in movement, whichI've been talking about a lot
in the last few episodes of thispodcast and, uh, and I'm going
to play for you a chapter or apart of a chapter and this is
(07:11):
read you all.
Um, you would, I shouldn't eventell you this, actually, I'm
going to tell you after youlisten to it.
So I'm going to play the audiofor you.
This is, um, a story.
We go pretty in depth on it.
You can listen to it in a in alittle faster speed If you want
to, if that's your style withaudio books.
You know 1.25 or or two, twotimes speed.
(07:32):
I really like like 1.25 or 1.5to always like way too fast for
me.
I can't even, I can't evencomprehend it.
Um, I get the gist of it, butI'm not going to apply anything
at 2.0 speed.
So 1.25 or 1.5 is really goodfor me.
So you might want to up thespeed.
Listen to this portion of thebook on movement and I'll come
(07:52):
back and say a few things afterit.
Here we go, chapter 14,.
Speaker 3 (07:56):
Building the AI Supercomputer.
Weeds sprout from cracks in theasphalt, like nature reclaiming
what industry abandoned.
Broken windows stare across theMississippi Delta, reflecting
nothing but emptiness.
This parking lot once heldthousands of cars belonging to
workers who built America'swashing machines and dishwashers
.
Now it hosts only windblowndebris and the occasional
(08:20):
scavenging bird.
Inside the cavernous facility,machinery sits frozen
mid-assembly, as if workersvanished mid-shift, leaving
behind the industrialarchaeology of a more optimistic
time.
A single figure walks acrossthe cracked pavement, boots
crunching on broken glass anddecades of accumulated debris.
(08:44):
He's not seeing the decay ormourning what was lost.
He's seeing the future of AI.
His phone buzzes with anincoming text Timeline.
He types back without breakingstride.
We'll figure it out the racefor digital intelligence.
(09:04):
Our journey to this point hasbeen about creating clarity and
building alignment.
Now we shift to movement.
Everything we've done up tothis point is designed to
harness the power ofcollaborative effort To showcase
what's possible.
We picked Brent Mayo becausewhat he and his team
accomplished in just 122 days atthat abandoned Memphis compound
(09:25):
happened quietly, yet the wholeworld needs to know about it.
When discussions stop, excusesdie and waiting for perfect
conditions ends, disciplinedexecution becomes unstoppable.
The scale defied comprehension.
It wasn't just that they builtthe most powerful computer the
(09:46):
world had ever seen.
It was that they did it withspeed.
That shows just how painfullyslow the rest of us have become,
weighed down by discussion,meetings, planning, coordination
, more meetings, additionaldiscussion and an endless swirl
that get in the way of the verything we, as leaders, were hired
to create Movement the war forsilicon.
(10:11):
The first obstacle wasn'tengineering or construction, it
was supply chain warfare.
Xai needed 100,000 specializedcomputer chips, each one more
powerful than the computers thatsent humans to the moon, cured
diseases and decoded the humangenome.
But these weren't just anychips.
They were NVIDIA H100 GPUs, themost coveted piece of
(10:37):
technology on Earth.
The global demand was sointense that tech giants like
Google, microsoft and Meta hadessentially declared economic
war on each other, withbillion-dollar purchase orders
used as weapons in a battle forcomputational supremacy.
Every major AI company neededthese chips, but NVIDIA's
(10:59):
fabrication capacity was finite.
Securing 100,000 of them meantacquiring roughly 20% of the
world's entire annual supply.
The mathematics were staggering.
Each server rack containingjust eight of these processors
cost over $300,000, more thanmost people's homes.
A single row of racks couldcost $10 million.
(11:22):
The total hardware bill wouldexceed $7 billion, representing
one of the largest technologypurchase orders in business
history.
Most companies would approachthis challenge through
established protocols formprocurement committees, analyze
vendor relationships, negotiatephased delivery schedules
(11:43):
spanning multiple years, secureboard approval for capital
expenditures and build riskmitigation strategies for supply
chain disruptions.
Xai gave themselves 16 weeksthe challenge building a silicon
brain.
They chose the abandonedTennessee warehouse because
(12:04):
building the ideal facilitywould take too long.
That would save them years ofwork.
Xai was the underdog in theartificial intelligence industry
.
Chatgpt, google and China allhad a massive head start In AI.
Being six months behind mightas well be six years.
The first company to achieveartificial general intelligence
(12:26):
wouldn't just win market share,they would fundamentally alter
the balance of global power.
Xai's team literally searchedevery city in America looking
for the largest existing emptystructure they could find.
Finding and securing the785,000 square foot monster
(12:46):
outside Memphis would have takenmost companies more than a year
to locate, form a committee toevaluate the pros and cons of
purchasing it, interview dozensof firms to represent them in
negotiations and then go backand forth with red lines on
proposed contracts for months.
Xai did it all in a couple ofweeks.
Once they were the proud ownersof the dilapidated compound.
(13:09):
Now they had to figure out howin the world they'd keep it cool
.
Engineers faced a problem thatparalyzes most organizations
100,000 processors running atfull capacity would generate
over 100 million watts of heat.
To put that in perspective,that's enough thermal energy to
power a small city concentratedin a single building.
(13:31):
The heat density would beapproximately 100 times greater
than a typical office building.
If you've ever noticed yourlaptop getting warm when working
hard, imagine that problemmultiplied by 100,000.
Except, laptop overheatingmeans slower performance, while
data center overheating meansbillions of dollars of equipment
(13:52):
literally melting.
Traditional data center airconditioning would not just be
inadequate, it was physicallyimpossible.
The volume of air required tocool this facility through
conventional methods wouldcreate hurricane-force winds
inside the building with airvelocities that would be
dangerous to humans anddestructive to equipment.
(14:14):
They had to figure out adifferent way to keep their
billions of dollars of thefastest chips on Earth cool and
functional.
The only solution wasdirect-to-chip liquid cooling on
a scale never before attemptedin human history.
This wasn't just an engineeringchallenge.
It was a physics problem thatpushed the boundaries of thermal
management science.
(14:35):
The system they designedresembled the cooling
infrastructure of a nuclearpower plant more than a typical
computer facility.
Miles of precision-welded,leak-proof piping would carry
coolant directly to eachprocessor.
Thousands of sensors wouldmonitor temperature and flow
rates in real time.
(14:56):
Automated shutoff systems wouldrespond in milliseconds to
prevent catastrophic failures.
Dr Sarah Chen, leading thethermal engineering team,
captured the challenge withbrutal simplicity.
It turns out it's just reallyhard work the 24-7 War Machine.
(15:16):
What followed was constructionwarfare.
Unlike anything the industryhad ever seen, the
785,000-square-foot plant buzzedwith activity that never
stopped, a 24-hour-a-day,seven-day-a-week operation that
transformed abandonment intocutting-edge technology
infrastructure.
Three shifts of electricians,plumbers and technicians worked
(15:41):
around the clock in a carefullychoreographed dance of
construction, installation andtesting.
The power requirements alonedemanded infrastructure
typically reserved for smallcities.
The local Tennessee ValleyAuthority grid, while robust,
couldn't deliver the massiveelectrical load they needed fast
enough to meet their timeline.
(16:01):
Traditional utilityinfrastructure development takes
years of planning,environmental review and
construction.
So they built their own powerplant.
In the parking lot, 35 mobilegas turbines arrived on flatbed
trucks like an invasion force,transforming the broken asphalt
into an industrial power station.
Each turbine was the size of ashipping container, capable of
(16:26):
generating multiple megawatts ofelectricity.
Together they would push 72megawatts of power enough
electricity to supply 60,000homes into a single building.
The site was surreal and somehowprophetic an abandoned
appliance factory surrounded bya convoy of generators humming
(16:46):
day and night like mechanicalinsects, feeding enormous
amounts of energy into astructure that would contain the
world's most powerfulsupercomputer.
It looked like a scene from ascience fiction movie about
humanity's technological future,except it was happening in real
time in Memphis.
The impossible timeline, mayo'sphilosophy, became the team's
(17:10):
operational mantra.
Why spend two to three yearsengineering and planning than
two to three years building whenyou can do it all in less than
one year?
While competitors around theworld held planning meetings
about data center requirements,xai was retrofitting an
appliance factory.
While others formed committeesto study cooling solutions and
(17:31):
debate thermal managementstrategies, xai was welding
miles of precision piping.
While others negotiated vendorpartnerships over months and
analyzed cost-benefit ratios,xai was installing server racks
and running tests.
The numbers that emerged werestaggering and would have been
dismissed as impossible justmonths earlier 122 days from
(17:56):
site selection to operationalindustry standard.
18 to 24 months.
19 days from hardware arrivalto AI training start.
100,000 processors deployedinitially, doubled to 200,000
within 92 additional days.
Miles of liquid coolinginfrastructure installed with
(18:16):
zero tolerance for failure.
Seven billion dollars inhardware deployed faster than
any comparable project inhistory.
785,000 square feet ofabandoned factory space
converted to cutting-edgetechnology infrastructure.
In September 2024, historyswitched on.
(18:37):
The largest number ofphysically connected computer
chips ever assembled drew theirfirst collective breath.
Cooling fluid began its endlesscirculation through miles of
precisely welded pipes, whilethe humans who had worked so
hard to create the most powerfulthinking machine in human
history stood and watched.
(18:59):
Temperature sensors throughoutthe facility registered numbers
that would have been sciencefiction six months earlier.
Everything holding steady inoptimal ranges, everything held.
They had done the unthinkableand in one moment, pulled ahead,
at least temporarily, in theglobal AI race.
All because of one team led byone person who saw what was
(19:23):
possible standing on the brokenpavement of the abandoned
appliance plant.
Leaders who create movement onteams create remarkable
accomplishments.
They deliver while others dream, discuss and debate.
The leader operating systemisn't designed to just create
clarity and alignment on teams.
(19:43):
Those are means to the end.
None of it matters.
If you don't deliver In thepages that follow, we'll break
down the process and show youhow to create end.
None of it matters.
If you don't deliver In thepages that follow, we'll break
down the process and show youhow to create movement, but
first we need to show you whatyou're up against the digital
surveillance that exposed theproblem.
While XAI was achieving theimpossible in Memphis, teams at
Microsoft were watching what washappening in every other
(20:05):
organization around the world.
Dr Jaime Teevan, chiefScientist at Microsoft, and Dr
Shamsi Iqbal, principalResearcher in Microsoft's
Productivity and IntelligenceGroup, sit in a global command
center in Redmond, washington.
Their screens show the activityof 250 million workers in real
time through data streams thatmap every click, every app
(20:29):
switch, every moment ofdistraction happening in offices
and home offices around theworld.
They can see every meeting youschedule in Outlook, every Teams
message you send at 10.47 pm,every time you open Excel while
your boss talks during a Teamsmeeting.
T-van and Iqbal can see theproductivity spiral that's been
(20:50):
happening since work becamevirtual and hybrid.
Speaker 1 (20:54):
Okay, that is where we're going to stop.
I can't play too much for you,right, you got to buy the book.
No, we got to finish it.
Actually, again, you all,that's a draft.
That's one of the final drafts.
So you probably have feedbackon certain parts like, oh my
gosh, that's an amazing story,but tighten it up a little bit.
Yeah, that will all happen, uh,when it goes through the copy,
(21:15):
editors and the final process.
So, um, what you think I'd beso, so curious.
It's so interesting when youwrite a book because you spend
so much time and energy.
This book right now is sittingat over 70 000 words.
My fort, uh, 15 year old, ouryoungest son, was complaining
the other day about a schoolassignment.
He had to write 1200 words forenglish class or something I
(21:38):
don't know what, and he was like, oh, is this so much?
I'm like, uh, hey, listen to melike 1200, like try 70 000, but
, uh, he didn't really care thatmuch, but it made me feel
better saying it anyway.
Um, so it's, it's wild as you,you finish it up and now people
get to start consuming it andyou're just like, oh, like I.
(22:01):
Like one of the things that Ilearned when we first wrote,
when I wrote wrote my first bookdecide to lead is that you have
to just publish at some point,because you can hear all the
edits that you want to make andall the things you want to do
different.
You can be critical of it andthis and that.
Why did you put that sentencein and take that out and shorten
this and expand on that?
And it's a never-ending processand uh and so at some point you
(22:26):
just got to ship and that'swhat we're getting ready to do.
But anyway, one other uniquething Most of you some of you I
don't know how many of youprobably already guessed this,
but the narrator on that was AI.
That voice you were listeningto you might have picked up on
it Not human, isn't that amazing, you all?
One of my favorite AI toolsright now is 11labsio.
(22:47):
Favorite AI tools right now is11labsio 11, not the numeric one
one, but 11.
The word spelled out 11labsio,and you ought to check that out
if you're into AI tools.
Here's what I love about it andit's got a lot of different
features and now songwriting andall these different things.
I don't use it for that.
(23:08):
What I use it for is documentsthat I want to listen to.
So if someone on the team sendsme something, or I get a report
back from an AI tool, aresearch thing, or I find an
article that I really like, orwhatever, I go over and I copy
and I paste it into 11 labs andthen I export the audio and I
(23:28):
pick certain narrators that Ilike some of them are terrible,
um, and and the one you justheard is one of my favorites,
and they're ai and then Idownload the audio, I airdrop it
over my phone or whatever, andthen on my way to the airport,
uh, or at the gym, on thetreadmill or rowing machine or
whatever else, I'm listening tothis.
I don't know what you're like,but I love audio because I can
(23:51):
do other things while I'mlistening to it and I can
accelerate the speed andwhatever else.
So, um, we plugged our wholebook into 11 labs and, um,
that's one of the features ithas, but you can use it just for
whatever if you're into audio,okay, so, um, let me.
Let me make a few comments andthen wrap this episode up.
So, um, hopefully, you enjoyedgetting a little preview of our
(24:14):
upcoming book.
You're only getting thatbecause you listen to the
podcast.
I'm taking you behind thescenes on it and um, that that
chapter needs to be refined.
I feel like I need to keepsaying that because it's a draft
version.
You might have heard somethingthat didn't make sense or might
have thought something took toolong or was too incomplete.
Don't worry about that.
But the the um.
I wanted to give you that,behind the scenes, as a podcast
(24:34):
listener, access to the book.
The whole thing's coming out.
I think it's I'm biased and Icould be totally wrong you all,
because I'm so close to theproject, but we've hired such a
big team, such a world-classteam to help us with this one
that I, uh, I'm really, reallyexcited.
This feels like, like, likepart of life's work, part of
(24:57):
your legacy.
This book, I feel like peoplewho read it will, will get uh, I
feel like it's a uh like fivecollege courses in the business
school wrapped up into one thatwill propel the reader for not
just a nice book or interestingor whatever.
I like literally think thiswill impact a ton of careers,
(25:19):
that it will impactorganizations in a profound way.
We've tried to take JaredTanner and I as the co-founders
of the firm.
We try to take all thisexperience with executive teams
and really not put something outsuper quick, but just hire a
team to pick our brains, get thebest stories put it in a way
that people could understand.
That's what it is, okay.
(25:40):
So enough about that.
Let me give you a takeaway ofjust the chapter what XAI did,
that story that we talked about.
And then the next piece wasMicrosoft.
There's a whole section of thechapter that has incredible data
you all on the productivityslump that we're in since COVID.
And then it's become way tooeasy to schedule meetings.
(26:05):
It's become way too easy tofill people's inboxes, to DM
them nonstop.
We've got way too muchdiscussion happening in most
organizations.
If you listen to this podcast ona regular basis, this is a drum
that I keep hitting because wesee this disease spreading in so
many organizations.
One of your jobs as anexecutive, as a leader of a team
(26:28):
, is efficiency.
We've got to get movement, andwhat XAI did at that abandoned
warehouse outside Memphis isremarkable, unbelievable.
It's just an absolute reminderthat the rest of us are moving
too slow.
How have we got used to thisspeed?
(26:50):
All of complacency, and I haveto, I have to say this I think
that a lot of us who have beenaround for more than a minute.
We're not helping theorganizations.
We're at like I think maybewe're making too much money,
maybe we've got too much moneyin the bank account.
We're not hungry enough, we'renot starved enough.
We've achieved too much moneyin the bank account.
We're not hungry enough, we'renot starved enough.
We've achieved too much successto where I don't know if we're
(27:13):
driven enough.
Like we need to think back tothe 22 or 25 or 28 year old
version of us how hungry we areor we were, what we were willing
to do, the amount of hours wewere willing to put in the drive
and the speed at which weworked.
And now I'm not advocating thatwe all become workaholics and
zombies and, just, you know,don't have a life outside of
(27:34):
work.
That's not what I'm advocating,what I am saying, and maybe
it's just me and that's beendealing with this and and seeing
it around me, but I just see itin so many organizations
because most of our executivesare in their 40s, 50sifties,
whatever, right, and and some ofus are really driven, but
others we've like we're part ofthe problem.
(27:54):
We're not moving nimble enough.
We got people leadingdepartments, business units,
areas that like well, let's the,the startup mentality, the
disruptor, um urgency.
We need some more of that inour organization and you saw
that in that example from XAI.
So we had to share it in themovement section of our book.
(28:19):
So I just would have you what.
So what would I have you do?
I'd have you again.
I know I've been talking aboutthis a lot recently.
I'll get off of this a littlebit in the next few episodes,
but I just especially you all atthe time this episode's coming
out.
We're deep in now the secondhalf of the year.
Whether or not we're going tohit our annual plan or not
(28:39):
depends on you, your leadershipteam, your approach, your
mentality, your drive, yoururgency.
Sit up, lean forward, take lesstime for the meeting, demand
efficiency.
Let's go.
Let's think of that team at XAI.
(29:00):
Let's think about them walkingacross the broken glass.
We tried to paint that picturefor you so dramatically in that
chapter.
You might've thought we tooktoo long to tell the story or
too many words, but we wantedyou to be there.
That's what we need, all of us,to be doing Transform these
organizations, kick it up anotch, as they say, so that we
(29:21):
finished the year remarkablystrong.
That's what I want you thinkingabout after listening to this
episode of the Lead in 30podcast.
Speaker 2 (29:32):
Share this episode with a colleague, your team or a
friend.
Tap on the share button andtext the link.
Thanks for listening to theLead in 30 podcast with Russ
Hill.
What they accomplished outside of Memphis
in just 122 days is a message tothe rest of us that we and the
organizations we lead are movingway too slow.
Speaker 2 (00:16):
This is the Lead in 30 podcast with Russ Hill.
You cannot be serious.
Strengthen your ability to leadin less than 30 minutes You're
listening to.
Speaker 3 (00:27):
Lead in 30.
Lead through change.
Choose to be powerful.
Make decisions faster and withbuy-in.
Check out the new 30-dayleadership courses now available
from Lone Rock Leadership.
You can watch the previewvideos right now at lonerockio.
Speaker 1 (00:43):
Yes, you can.
Three new courses Adapt in 30,power in 30, decide in 30.
They join our foundationalcourse of Lead in 30 at
lonerockio.
If you want more information,go there and check it out.
We've got a video for each one.
It's like a minute or two long.
That give you a summary of it.
(01:04):
Check it out, see if it'ssomething that you think the
mid-level managers in yourorganization need to, um, need
to participate in.
Okay, um, welcome in to the leadin 30 podcast.
In less than 30 minutes, wegive you something to think
about, a framework, an example,a story, something to help
upgrade the way that you leadothers.
(01:25):
Nothing has a more more broad,broader impact on your life,
your legacy, your lifestyle,your ability to deliver results
than your ability to lead others.
So we're working on it.
We're upgrading it each, eachepisode.
I make my living coaching,consulting senior executive
teams at some of the world'sbiggest companies.
(01:47):
I'm just one of the members ofthe team at Lone Rock Leadership
and so excited to be able toshare some of what we're
learning.
Okay, here's what we're doingin this episode.
I'm actually going to play foryou a clip of the audio book our
new book deliver.
Our new book deliver.
(02:07):
That's coming out.
Um, as uh, as I'm recording this, we're getting ready.
By the time actually this goesout, we will have the um they
call it the advanced copy of themanuscript.
It hasn't been um edited downyet, like it.
It still needs to go throughcopy editor, still needs to be
typeset all these fancy terms inthe publishing industry before
(02:29):
it actually gets printed by thepublisher and sent out and
available on Amazon andeverywhere else, which is that's
just weeks away, like we're in.
I mean, basically we're likeweek 38, uh, and the baby's
coming in week 40.
Right, so we are getting readyand we are feeling well not that
we would know as men what itfeels like uh, we just get to
(02:52):
watch our spouses, partners,wives, whomever, give birth.
I've done it four times, uh, inour family and I all I know is
that looks like discomfort andnobody's happy at that period,
and we're just ready for thisthing to come out, this baby to
be born, and that's the way wefeel as the coauthors on this
(03:12):
book.
So, um, I'm going to set up alittle bit and then set it up a
little bit and I'm just going toplay a clip for you.
So we've got the advancedmanuscript in the hands of like
40 or 50 executives, different,different, uh folks in different
industries.
Right now they're reading it atthe time that this episode is
going to go out and they give usfeedback on it like, hey, this,
(03:33):
this part of the book wasinsanely good, this part dragged
a little bit, this was, oh mygosh, or they call the whole
thing ugly.
And then we just cry and wepretend this episode never
happened and that we didn't workon a book for four years.
Um, so, anyway, the advancedcopies out, then what the
process is.
(03:53):
Then we go in, we make somefinal adjustments to it.
Um, we should have the coverdone, um, any day now, which I'm
super excited about.
We're going through differentrounds of edits on that and then
, and then you get the booktypeset.
They make the design and allthat, and through copy editors
making sure that the grammar andduplications all fixed and then
, boom, it's out.
(04:15):
So, um, the backstory on deliverour next book is that this is
the one skill we are failing toteach mid-level managers.
We've taught them all thesesoft skills about how to build
trust, how to discover their why, what their personality profile
or letters are E, w, n, j,whatever.
We teach them how to havedifficult conversations, we
(04:37):
teach them about how to getabove the line.
We teach them about all thesethings, and the one thing that
we're failing in mostorganizations to teach them
about, train them on, developthem around, is how to stink and
deliver, because they arepromoted or let go if based on
their ability to deliver results, outcomes, right.
And yet you look at the wholetraining industry, of which you
(05:00):
know, we launched a company fiveyears ago.
We were doing executiveexecutive consulting forever,
but then we launched this.
Uh, this years ago, we weredoing executive consulting
forever, but then we launchedthis company with just
off-the-shelf training solutions, and now we've put tens of
thousands of people through Leadin 30.
And now these other corecompetencies that dip into the
frameworks and models we've beenusing with our executive team
(05:21):
clients forever.
Now we make that available tomid-level managers, which is
like insane, it's awesome.
And so we've had using with ourexecutive team clients forever.
Now we make that available tomid-level managers, which is
like insane, it's awesome.
And so we've had the teamworking literally for a year now
, non-stop, night and day,weekends, around the clock.
They can tell you about it, um,and we've shot over, I mean,
just a gazillion videos.
I think we're up to like 80.
(05:41):
I think we'll cross the 20, 40.
I think we'll cross the hundredvideo mark shot in less than
four months, within within aweek, of this episode coming out
.
We've been massively ramping upto be able to make all of this.
We've had these, we've beenteaching these core concepts
(06:03):
forever, but we haven't madethem available off the shelf
until now and we've had littlecourses and this, that and the
other.
But now we're upgrading all ofthat and massively refreshing it
and getting it out Anyway.
So Deliver is our book aboutdelivering results.
(06:23):
It really is the book thataccompanies Lead in 30, clarity,
alignment and Movement.
So I'm going to play for youthe audio book of maybe a third
or fourth of chapter 14.
This is deep in the book andit's a story that we uncovered
in the research that thathappened outside of memphis, an
(06:48):
ai company and uh, and so I'mnot going to say much more other
than this is way deep.
Obviously, chapter 14 we'vealready established different
leadership modes.
We've already talked aboutclarity and alignment in depth,
and now we're in movement, whichI've been talking about a lot
in the last few episodes of thispodcast and, uh, and I'm going
to play for you a chapter or apart of a chapter and this is
(07:11):
read you all.
Um, you would, I shouldn't eventell you this, actually, I'm
going to tell you after youlisten to it.
So I'm going to play the audiofor you.
This is, um, a story.
We go pretty in depth on it.
You can listen to it in a in alittle faster speed If you want
to, if that's your style withaudio books.
You know 1.25 or or two, twotimes speed.
(07:32):
I really like like 1.25 or 1.5to always like way too fast for
me.
I can't even, I can't evencomprehend it.
Um, I get the gist of it, butI'm not going to apply anything
at 2.0 speed.
So 1.25 or 1.5 is really goodfor me.
So you might want to up thespeed.
Listen to this portion of thebook on movement and I'll come
(07:52):
back and say a few things afterit.
Here we go, chapter 14,.
Speaker 3 (07:56):
Building the AI Supercomputer.
Weeds sprout from cracks in theasphalt, like nature reclaiming
what industry abandoned.
Broken windows stare across theMississippi Delta, reflecting
nothing but emptiness.
This parking lot once heldthousands of cars belonging to
workers who built America'swashing machines and dishwashers
.
Now it hosts only windblowndebris and the occasional
(08:20):
scavenging bird.
Inside the cavernous facility,machinery sits frozen
mid-assembly, as if workersvanished mid-shift, leaving
behind the industrialarchaeology of a more optimistic
time.
A single figure walks acrossthe cracked pavement, boots
crunching on broken glass anddecades of accumulated debris.
(08:44):
He's not seeing the decay ormourning what was lost.
He's seeing the future of AI.
His phone buzzes with anincoming text Timeline.
He types back without breakingstride.
We'll figure it out the racefor digital intelligence.
(09:04):
Our journey to this point hasbeen about creating clarity and
building alignment.
Now we shift to movement.
Everything we've done up tothis point is designed to
harness the power ofcollaborative effort To showcase
what's possible.
We picked Brent Mayo becausewhat he and his team
accomplished in just 122 days atthat abandoned Memphis compound
(09:25):
happened quietly, yet the wholeworld needs to know about it.
When discussions stop, excusesdie and waiting for perfect
conditions ends, disciplinedexecution becomes unstoppable.
The scale defied comprehension.
It wasn't just that they builtthe most powerful computer the
(09:46):
world had ever seen.
It was that they did it withspeed.
That shows just how painfullyslow the rest of us have become,
weighed down by discussion,meetings, planning, coordination
, more meetings, additionaldiscussion and an endless swirl
that get in the way of the verything we, as leaders, were hired
to create Movement the war forsilicon.
(10:11):
The first obstacle wasn'tengineering or construction, it
was supply chain warfare.
Xai needed 100,000 specializedcomputer chips, each one more
powerful than the computers thatsent humans to the moon, cured
diseases and decoded the humangenome.
But these weren't just anychips.
They were NVIDIA H100 GPUs, themost coveted piece of
(10:37):
technology on Earth.
The global demand was sointense that tech giants like
Google, microsoft and Meta hadessentially declared economic
war on each other, withbillion-dollar purchase orders
used as weapons in a battle forcomputational supremacy.
Every major AI company neededthese chips, but NVIDIA's
(10:59):
fabrication capacity was finite.
Securing 100,000 of them meantacquiring roughly 20% of the
world's entire annual supply.
The mathematics were staggering.
Each server rack containingjust eight of these processors
cost over $300,000, more thanmost people's homes.
A single row of racks couldcost $10 million.
(11:22):
The total hardware bill wouldexceed $7 billion, representing
one of the largest technologypurchase orders in business
history.
Most companies would approachthis challenge through
established protocols formprocurement committees, analyze
vendor relationships, negotiatephased delivery schedules
(11:43):
spanning multiple years, secureboard approval for capital
expenditures and build riskmitigation strategies for supply
chain disruptions.
Xai gave themselves 16 weeksthe challenge building a silicon
brain.
They chose the abandonedTennessee warehouse because
(12:04):
building the ideal facilitywould take too long.
That would save them years ofwork.
Xai was the underdog in theartificial intelligence industry
.
Chatgpt, google and China allhad a massive head start In AI.
Being six months behind mightas well be six years.
The first company to achieveartificial general intelligence
(12:26):
wouldn't just win market share,they would fundamentally alter
the balance of global power.
Xai's team literally searchedevery city in America looking
for the largest existing emptystructure they could find.
Finding and securing the785,000 square foot monster
(12:46):
outside Memphis would have takenmost companies more than a year
to locate, form a committee toevaluate the pros and cons of
purchasing it, interview dozensof firms to represent them in
negotiations and then go backand forth with red lines on
proposed contracts for months.
Xai did it all in a couple ofweeks.
Once they were the proud ownersof the dilapidated compound.
(13:09):
Now they had to figure out howin the world they'd keep it cool
.
Engineers faced a problem thatparalyzes most organizations
100,000 processors running atfull capacity would generate
over 100 million watts of heat.
To put that in perspective,that's enough thermal energy to
power a small city concentratedin a single building.
(13:31):
The heat density would beapproximately 100 times greater
than a typical office building.
If you've ever noticed yourlaptop getting warm when working
hard, imagine that problemmultiplied by 100,000.
Except, laptop overheatingmeans slower performance, while
data center overheating meansbillions of dollars of equipment
(13:52):
literally melting.
Traditional data center airconditioning would not just be
inadequate, it was physicallyimpossible.
The volume of air required tocool this facility through
conventional methods wouldcreate hurricane-force winds
inside the building with airvelocities that would be
dangerous to humans anddestructive to equipment.
(14:14):
They had to figure out adifferent way to keep their
billions of dollars of thefastest chips on Earth cool and
functional.
The only solution wasdirect-to-chip liquid cooling on
a scale never before attemptedin human history.
This wasn't just an engineeringchallenge.
It was a physics problem thatpushed the boundaries of thermal
management science.
(14:35):
The system they designedresembled the cooling
infrastructure of a nuclearpower plant more than a typical
computer facility.
Miles of precision-welded,leak-proof piping would carry
coolant directly to eachprocessor.
Thousands of sensors wouldmonitor temperature and flow
rates in real time.
(14:56):
Automated shutoff systems wouldrespond in milliseconds to
prevent catastrophic failures.
Dr Sarah Chen, leading thethermal engineering team,
captured the challenge withbrutal simplicity.
It turns out it's just reallyhard work the 24-7 War Machine.
(15:16):
What followed was constructionwarfare.
Unlike anything the industryhad ever seen, the
785,000-square-foot plant buzzedwith activity that never
stopped, a 24-hour-a-day,seven-day-a-week operation that
transformed abandonment intocutting-edge technology
infrastructure.
Three shifts of electricians,plumbers and technicians worked
(15:41):
around the clock in a carefullychoreographed dance of
construction, installation andtesting.
The power requirements alonedemanded infrastructure
typically reserved for smallcities.
The local Tennessee ValleyAuthority grid, while robust,
couldn't deliver the massiveelectrical load they needed fast
enough to meet their timeline.
(16:01):
Traditional utilityinfrastructure development takes
years of planning,environmental review and
construction.
So they built their own powerplant.
In the parking lot, 35 mobilegas turbines arrived on flatbed
trucks like an invasion force,transforming the broken asphalt
into an industrial power station.
Each turbine was the size of ashipping container, capable of
(16:26):
generating multiple megawatts ofelectricity.
Together they would push 72megawatts of power enough
electricity to supply 60,000homes into a single building.
The site was surreal and somehowprophetic an abandoned
appliance factory surrounded bya convoy of generators humming
(16:46):
day and night like mechanicalinsects, feeding enormous
amounts of energy into astructure that would contain the
world's most powerfulsupercomputer.
It looked like a scene from ascience fiction movie about
humanity's technological future,except it was happening in real
time in Memphis.
The impossible timeline, mayo'sphilosophy, became the team's
(17:10):
operational mantra.
Why spend two to three yearsengineering and planning than
two to three years building whenyou can do it all in less than
one year?
While competitors around theworld held planning meetings
about data center requirements,xai was retrofitting an
appliance factory.
While others formed committeesto study cooling solutions and
(17:31):
debate thermal managementstrategies, xai was welding
miles of precision piping.
While others negotiated vendorpartnerships over months and
analyzed cost-benefit ratios,xai was installing server racks
and running tests.
The numbers that emerged werestaggering and would have been
dismissed as impossible justmonths earlier 122 days from
(17:56):
site selection to operationalindustry standard.
18 to 24 months.
19 days from hardware arrivalto AI training start.
100,000 processors deployedinitially, doubled to 200,000
within 92 additional days.
Miles of liquid coolinginfrastructure installed with
(18:16):
zero tolerance for failure.
Seven billion dollars inhardware deployed faster than
any comparable project inhistory.
785,000 square feet ofabandoned factory space
converted to cutting-edgetechnology infrastructure.
In September 2024, historyswitched on.
(18:37):
The largest number ofphysically connected computer
chips ever assembled drew theirfirst collective breath.
Cooling fluid began its endlesscirculation through miles of
precisely welded pipes, whilethe humans who had worked so
hard to create the most powerfulthinking machine in human
history stood and watched.
(18:59):
Temperature sensors throughoutthe facility registered numbers
that would have been sciencefiction six months earlier.
Everything holding steady inoptimal ranges, everything held.
They had done the unthinkableand in one moment, pulled ahead,
at least temporarily, in theglobal AI race.
All because of one team led byone person who saw what was
(19:23):
possible standing on the brokenpavement of the abandoned
appliance plant.
Leaders who create movement onteams create remarkable
accomplishments.
They deliver while others dream, discuss and debate.
The leader operating systemisn't designed to just create
clarity and alignment on teams.
(19:43):
Those are means to the end.
None of it matters.
If you don't deliver In thepages that follow, we'll break
down the process and show youhow to create end.
None of it matters.
If you don't deliver In thepages that follow, we'll break
down the process and show youhow to create movement, but
first we need to show you whatyou're up against the digital
surveillance that exposed theproblem.
While XAI was achieving theimpossible in Memphis, teams at
Microsoft were watching what washappening in every other
(20:05):
organization around the world.
Dr Jaime Teevan, chiefScientist at Microsoft, and Dr
Shamsi Iqbal, principalResearcher in Microsoft's
Productivity and IntelligenceGroup, sit in a global command
center in Redmond, washington.
Their screens show the activityof 250 million workers in real
time through data streams thatmap every click, every app
(20:29):
switch, every moment ofdistraction happening in offices
and home offices around theworld.
They can see every meeting youschedule in Outlook, every Teams
message you send at 10.47 pm,every time you open Excel while
your boss talks during a Teamsmeeting.
T-van and Iqbal can see theproductivity spiral that's been
(20:50):
happening since work becamevirtual and hybrid.
Speaker 1 (20:54):
Okay, that is where we're going to stop.
I can't play too much for you,right, you got to buy the book.
No, we got to finish it.
Actually, again, you all,that's a draft.
That's one of the final drafts.
So you probably have feedbackon certain parts like, oh my
gosh, that's an amazing story,but tighten it up a little bit.
Yeah, that will all happen, uh,when it goes through the copy,
(21:15):
editors and the final process.
So, um, what you think I'd beso, so curious.
It's so interesting when youwrite a book because you spend
so much time and energy.
This book right now is sittingat over 70 000 words.
My fort, uh, 15 year old, ouryoungest son, was complaining
the other day about a schoolassignment.
He had to write 1200 words forenglish class or something I
(21:38):
don't know what, and he was like, oh, is this so much?
I'm like, uh, hey, listen to melike 1200, like try 70 000, but
, uh, he didn't really care thatmuch, but it made me feel
better saying it anyway.
Um, so it's, it's wild as you,you finish it up and now people
get to start consuming it andyou're just like, oh, like I.
(22:01):
Like one of the things that Ilearned when we first wrote,
when I wrote wrote my first bookdecide to lead is that you have
to just publish at some point,because you can hear all the
edits that you want to make andall the things you want to do
different.
You can be critical of it andthis and that.
Why did you put that sentencein and take that out and shorten
this and expand on that?
And it's a never-ending processand uh and so at some point you
(22:26):
just got to ship and that'swhat we're getting ready to do.
But anyway, one other uniquething Most of you some of you I
don't know how many of youprobably already guessed this,
but the narrator on that was AI.
That voice you were listeningto you might have picked up on
it Not human, isn't that amazing, you all?
One of my favorite AI toolsright now is 11labsio.
(22:47):
Favorite AI tools right now is11labsio 11, not the numeric one
one, but 11.
The word spelled out 11labsio,and you ought to check that out
if you're into AI tools.
Here's what I love about it andit's got a lot of different
features and now songwriting andall these different things.
I don't use it for that.
(23:08):
What I use it for is documentsthat I want to listen to.
So if someone on the team sendsme something, or I get a report
back from an AI tool, aresearch thing, or I find an
article that I really like, orwhatever, I go over and I copy
and I paste it into 11 labs andthen I export the audio and I
(23:28):
pick certain narrators that Ilike some of them are terrible,
um, and and the one you justheard is one of my favorites,
and they're ai and then Idownload the audio, I airdrop it
over my phone or whatever, andthen on my way to the airport,
uh, or at the gym, on thetreadmill or rowing machine or
whatever else, I'm listening tothis.
I don't know what you're like,but I love audio because I can
(23:51):
do other things while I'mlistening to it and I can
accelerate the speed andwhatever else.
So, um, we plugged our wholebook into 11 labs and, um,
that's one of the features ithas, but you can use it just for
whatever if you're into audio,okay, so, um, let me.
Let me make a few comments andthen wrap this episode up.
So, um, hopefully, you enjoyedgetting a little preview of our
(24:14):
upcoming book.
You're only getting thatbecause you listen to the
podcast.
I'm taking you behind thescenes on it and um, that that
chapter needs to be refined.
I feel like I need to keepsaying that because it's a draft
version.
You might have heard somethingthat didn't make sense or might
have thought something took toolong or was too incomplete.
Don't worry about that.
But the the um.
I wanted to give you that,behind the scenes, as a podcast
(24:34):
listener, access to the book.
The whole thing's coming out.
I think it's I'm biased and Icould be totally wrong you all,
because I'm so close to theproject, but we've hired such a
big team, such a world-classteam to help us with this one
that I, uh, I'm really, reallyexcited.
This feels like, like, likepart of life's work, part of
(24:57):
your legacy.
This book, I feel like peoplewho read it will, will get uh, I
feel like it's a uh like fivecollege courses in the business
school wrapped up into one thatwill propel the reader for not
just a nice book or interestingor whatever.
I like literally think thiswill impact a ton of careers,
(25:19):
that it will impactorganizations in a profound way.
We've tried to take JaredTanner and I as the co-founders
of the firm.
We try to take all thisexperience with executive teams
and really not put something outsuper quick, but just hire a
team to pick our brains, get thebest stories put it in a way
that people could understand.
That's what it is, okay.
(25:40):
So enough about that.
Let me give you a takeaway ofjust the chapter what XAI did,
that story that we talked about.
And then the next piece wasMicrosoft.
There's a whole section of thechapter that has incredible data
you all on the productivityslump that we're in since COVID.
And then it's become way tooeasy to schedule meetings.
(26:05):
It's become way too easy tofill people's inboxes, to DM
them nonstop.
We've got way too muchdiscussion happening in most
organizations.
If you listen to this podcast ona regular basis, this is a drum
that I keep hitting because wesee this disease spreading in so
many organizations.
One of your jobs as anexecutive, as a leader of a team
(26:28):
, is efficiency.
We've got to get movement, andwhat XAI did at that abandoned
warehouse outside Memphis isremarkable, unbelievable.
It's just an absolute reminderthat the rest of us are moving
too slow.
How have we got used to thisspeed?
(26:50):
All of complacency, and I haveto, I have to say this I think
that a lot of us who have beenaround for more than a minute.
We're not helping theorganizations.
We're at like I think maybewe're making too much money,
maybe we've got too much moneyin the bank account.
We're not hungry enough, we'renot starved enough.
We've achieved too much moneyin the bank account.
We're not hungry enough, we'renot starved enough.
We've achieved too much successto where I don't know if we're
(27:13):
driven enough.
Like we need to think back tothe 22 or 25 or 28 year old
version of us how hungry we areor we were, what we were willing
to do, the amount of hours wewere willing to put in the drive
and the speed at which weworked.
And now I'm not advocating thatwe all become workaholics and
zombies and, just, you know,don't have a life outside of
(27:34):
work.
That's not what I'm advocating,what I am saying, and maybe
it's just me and that's beendealing with this and and seeing
it around me, but I just see itin so many organizations
because most of our executivesare in their 40s, 50sifties,
whatever, right, and and some ofus are really driven, but
others we've like we're part ofthe problem.
(27:54):
We're not moving nimble enough.
We got people leadingdepartments, business units,
areas that like well, let's the,the startup mentality, the
disruptor, um urgency.
We need some more of that inour organization and you saw
that in that example from XAI.
So we had to share it in themovement section of our book.
(28:19):
So I just would have you what.
So what would I have you do?
I'd have you again.
I know I've been talking aboutthis a lot recently.
I'll get off of this a littlebit in the next few episodes,
but I just especially you all atthe time this episode's coming
out.
We're deep in now the secondhalf of the year.
Whether or not we're going tohit our annual plan or not
(28:39):
depends on you, your leadershipteam, your approach, your
mentality, your drive, yoururgency.
Sit up, lean forward, take lesstime for the meeting, demand
efficiency.
Let's go.
Let's think of that team at XAI.
(29:00):
Let's think about them walkingacross the broken glass.
We tried to paint that picturefor you so dramatically in that
chapter.
You might've thought we tooktoo long to tell the story or
too many words, but we wantedyou to be there.
That's what we need, all of us,to be doing Transform these
organizations, kick it up anotch, as they say, so that we
(29:21):
finished the year remarkablystrong.
That's what I want you thinkingabout after listening to this
episode of the Lead in 30podcast.
Speaker 2 (29:32):
Share this episode with a colleague, your team or a
friend.
Tap on the share button andtext the link.
Thanks for listening to theLead in 30 podcast with Russ
Hill.
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I’m Jay Shetty host of On Purpose the worlds #1 Mental Health podcast and I’m so grateful you found us. I started this podcast 5 years ago to invite you into conversations and workshops that are designed to help make you happier, healthier and more healed. I believe that when you (yes you) feel seen, heard and understood you’re able to deal with relationship struggles, work challenges and life’s ups and downs with more ease and grace. I interview experts, celebrities, thought leaders and athletes so that we can grow our mindset, build better habits and uncover a side of them we’ve never seen before. New episodes every Monday and Friday. Your support means the world to me and I don’t take it for granted — click the follow button and leave a review to help us spread the love with On Purpose. I can’t wait for you to listen to your first or 500th episode!
Stuff You Should Know
If you've ever wanted to know about champagne, satanism, the Stonewall Uprising, chaos theory, LSD, El Nino, true crime and Rosa Parks, then look no further. Josh and Chuck have you covered.
The Joe Rogan Experience
The official podcast of comedian Joe Rogan.