April 28, 2025 • 46 mins
What if every employee in your organization could instantly double their productivity? Liz Baker makes this seemingly impossible feat a daily reality through her revolutionary "Baker Method" for AI implementation.
As founder of Nimbology, Liz has developed the "double your team in one day" program that routinely frees up 10+ hours per employee weekly by giving each person their own customized AI coworker. But unlike typical AI consultants who focus primarily on technology, Liz's approach begins with something more fundamental: organizational culture.
"Culture eats tech for breakfast," Liz explains, sharing a revealing story about a company that desperately needed AI implementation but hesitated due to employee fears – even as the co-founder admitted they would never hire someone who couldn't use AI tools. This paradox highlights the critical importance of leading cultural change before expecting technological transformation.
The "Baker Method" itself represents a breakthrough approach to AI customization that moves beyond generic capabilities toward highly contextualized support. Through strategic personalization of tools like ChatGPT, organizations can address their specific challenges with unprecedented precision. Her "Tom Stocks method" demonstrates this brilliantly by using AI to anticipate objections to proposals and prepare comprehensive responses before they're even raised – eliminating countless meetings and accelerating decision-making.
Looking toward the future, Liz emphasizes the growing importance of AI agents and automation, quoting a Salesforce executive's provocative claim that companies not already employing AI agents are "dead and don't know it yet." While acknowledging this as somewhat hyperbolic, she insists that organizations failing to leverage these technologies face an increasingly insurmountable competitive disadvantage.
Whether you're an executive seeking leadership advantages, a nonprofit stretching limited resources, or a citizen navigating our rapidly changing world, this episode offers practical wisdom for using AI as a force multiplier for human potential. Ready to supercharge your organization with AI? Liz Baker shows exactly how it's done.
Want to join a community of AI learners and enthusiasts? AI Ready RVA is leading the conversation and is rapidly rising as a hub for AI in the Richmond Region. Become a member and support our AI literacy initiatives.
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Transcript
Episode Transcript
Available transcripts are automatically generated. Complete accuracy is not guaranteed.
Speaker 1 (00:00):
Welcome RVA to Inspire AI, where we spotlight
companies and individuals in theregion who are pioneering the
development and use ofartificial intelligence.
I'm Jason McGinty from AI ReadyRVA.
At AI Ready RVA, our mission isto cultivate AI literacy in the
greater Richmond region throughawareness, community engagement
(00:24):
, education and advocacy.
Today's episode is madepossible by Modern Ancients
driving innovation with purpose.
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unique journey consultingpractice.
(00:44):
Find out more about how yourbusiness can grow at
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today.
If you or your company wouldlike to be featured in the
Inspire AI Richmond episode,please drop us a message.
Don't forget to like, share orfollow our content and stay up
(01:07):
to date on the latest events forAI Ready RVA.
Welcome back to Inspire AI, theshow where we meet the
innovators turning artificialintelligence into real-world
impact.
Today's guest has built areputation for doing exactly
that at warp speed.
Liz Baker is the founder andchief advisor of Nimbology, a
(01:31):
boutique consultancy famous forits double your team in one day
program a hands-on sprint thatequips every employee with a
customized AI coworker androutinely frees up 10 or more
hours per person every week.
Liz is a visionary strategistwith 20 plus years across
(01:52):
fortune 500s, startups,nonprofits and government.
Liz pairs deep leadershipknow-how with cutting-edge AI
strategy to help organizationsamplify performance instead of
simply adding headcount.
She has also served on theboard of directors and as
community engagement chair forAI Ready RVA, the non-profit on
(02:16):
a mission to make Richmond themost AI literate city in America
.
There, she applied the sameoutcome-driven playbook to
launch volunteer cohorts, securecorporate sponsorships and
bring AI literacy to classrooms,small businesses and
underserved communities.
Whether she's advising C-suites, presenting at RVA Tech or
(02:40):
galvanizing grassrootsvolunteers, liz is relentless
about one thing using AI as aforce multiplier for human
potential.
Today, we'll explore how herBaker Method was born, why
culture matters more than code,and how the same principles that
drive enterprise ROI can alsospark community transformation.
(03:04):
By the end of this conversation, you'll have a playbook for
scaling impact with AI in bothyour organization and your
community.
Please join me in welcoming Lizto the show.
Speaker 2 (03:16):
Well, thanks, super nice introduction.
Dang Appreciate it.
Speaker 1 (03:21):
You're so welcome.
Speaker 2 (03:22):
Glad to be here.
Speaker 1 (03:23):
Thank you for joining us today.
Speaker 2 (03:24):
Yeah, it's awesome.
Speaker 1 (03:26):
Can you tell us a little bit about yourself, your
business and your interest in AI?
Speaker 2 (03:30):
Yeah, sure, actually, my business started in February
of 2022.
And, as you know, openai wentviral with ChatGPT in November
of that year.
So I actually started Nimbologyon the advice of my former boss
, who said that I needed toexpand my impact beyond one
(03:52):
organization or just the localorganizations.
I started Nimbology to helpteams to scale and optimize and
then nine months later, chatgptwent viral so that became a
massive assistant and additionto my consultancy.
So it's been.
It really changed the directionof where I was going and has
(04:17):
been an amazing help to me asI've built Nimbology.
Speaker 1 (04:23):
Yeah, so you're unlocking human potential across
performance metrics and oh,everything.
Speaker 2 (04:30):
So, yeah, so what generative AI has done for me
and the clients that I supportis that it absolutely augments.
I feel like it superpowers me,right, so it superpowers me.
It superpowers the people whoare using it strategically so
that they can do so much moremission and vision critical work
(04:54):
than they were doing before.
So a lot of people, a lot ofthe organizations that I support
, have been really slogged downand administrative type work or
process type work have beenreally slogged down in
administrative type work orprocess type work.
It allows us to move from thatfocus to you know, we use AI now
to not just generative forstrategy, but also, you know,
(05:16):
combine that with agents andautomation and you've got a
workforce that is now being muchmore strategic about what it
can do and what it canaccomplish.
It's amazing for their actualmissions and visions.
Speaker 1 (05:30):
Yeah, so when did you realize that AI could multiply
human capability?
Speaker 2 (05:36):
Well, the very first time that I tried ChatGPT, I
knew Seriously it was one ofthose things where the moment I
tried, I was like, oh, that'ssome game-changing tech right
there.
And so I immediately was one ofthose things where it was so
cool and so amazing spent hoursthat I should have been spending
(05:59):
on other things until 3 o'clockin the morning testing the
things that it could do.
And in my previous life, when Iwas a digital consultant for
Fortune 500 companies, one ofthe things that was kind of my
talent and the thing that Iloved to do most was to be I was
a person who called in when youneed to optimize your tools,
your processes.
So people would spend millionsof dollars on proprietary tool
(06:24):
for a Fortune 500 and want tomake sure that we could get
every ounce of ROI out of it.
So I would test it in a milliondifferent ways and really push
it to its limits to see how muchwe could get out of it, how
much use we could get out of it,and so that's kind of a natural
thing that I do, and so whenChatGPT came along, it was just
(06:49):
like the natural thing that Iwas going to do was get in there
and test the heck out of it andsee all the ways that it could
be used, especially since I wasjust starting a business and
especially since it could doeverything from troubleshooting
to being a coach, to being astrategic partner in the
(07:09):
development of my company.
Speaker 1 (07:12):
Yeah, so testing the heck out of it, figuring out
what its boundaries are,limitations how do you think
about tuning the capabilities ofa tool like ChatGPT for your
customers?
Speaker 2 (07:25):
Well, when I'm tuning it, it's really about getting
to know.
That's another thing, gettingto know people's contacts.
So ChatGPT can do amazingthings, but when you personalize
it and contextualize it to yourclient through multiple methods
.
So one of the things is theBaker method, which is a really
(07:46):
just an intuitive way that I setup ChatGPT specifically.
That moves ChatGPT from being ageneric tool to being highly
specific, highly contextualizedto the work that I do, and it
can be that way for any role,any person, every person who
sets it up.
It can be highly customized andmost people that I talk to are
(08:06):
not using it that way.
In addition to that, once youget to know the specific needs
of your client, then you candevelop things like custom GPTs
that actually help it.
You know, help develop allsorts of content, from grants
and proposals and marketingcontent and strategic plans and
(08:30):
marketing.
You can do all of that.
I have a recent example where Iwas working with a real estate
firm and they're talking aboutcontext.
In order to develop the contentfor them, they have to make sure
that all their content adheresto fair housing laws, and so we
bake that in to the custom GPTso that everything that it's
(08:52):
creating is adhering to thoseparticular set of laws, so that
now you've got highlycontextualized content.
The other thing is, some of thethings that I do that I love are
not just contextualizing thecontent, but also pushing the AI
not to just create genericcontent that, like every real
(09:14):
estate agency has.
You know, you don't want youragency sounding like every other
.
You want it to sound like you.
You want it to really highlightthe differentiators within your
organization or your company,and so those are other ways that
I train it so that it's notjust sounding like all the rest
of the content that's coming out.
(09:34):
Somebody this week told me thatthey didn't like to use AI
because there's no heart behindit.
Well, I try to put the heart,put the context, put that
training in there so that youactually do get to the heart of
the organization when you're,when you're using the tool.
Speaker 1 (09:50):
That is awesome.
Yeah, I mean personally.
We've had a lot ofconversations about your use of
GPTs and I definitely recognizethat at the core of your
practices with it.
I have a lot to learn from you,I'm sure, from each other for
sure.
All right, cool, tell me whatpain point made the phrase
(10:10):
double your team in one daynecessary and doable?
Speaker 2 (10:14):
Okay, well, first of all, let me tell you that, like
I don't know, nine months ago,one of the leaders of OpenAI
said on social media, said onLinkedIn, that AI is not your
coworker.
And I could not believe theysaid it because the bottom line
is that is not my experience.
So, as I've been telling you,ai has absolutely been hobby.
(10:35):
By the way, I finally named himhobby.
For a long time I was justcalling him chat.
I still sometimes call him chat.
Hobby is my kind of co-founderand he is my partner in strategy
and everything from strategy totechnical troubleshooting, to
things about business and taxesand everything else that you can
(10:57):
think of.
So the first part of it is thatI've actually been using this.
So I know that for the last twoand a half years, as I've been
building my business with this,I know what can be done right.
So this is not theoretical,this is me actually using the
tool.
Second thing is a lot of I'veworked with clients from Fortune
500s to nonprofits to startupsand now my own startup as an
(11:21):
entrepreneur, and what reallyfloors me is that so many times
again we're, you know, fortune500s.
They've got the financialresources and the human
resources, but a lot of times,the small to medium sized
businesses, the nonprofits, thestartups are resource
constrained.
They have low finances or notenough people to do all the
(11:44):
things that we I mean heck,we're AI ready RDA.
I mean like we're a scrappyteam, right so, but one of the
things that has made us lessscrappy is that we all know how
to use AI tools.
Many organizations and seeingthat, as our friend Phil
Dimetrio, who's also on theboard of AI Ready RBA, has said,
(12:08):
generative AI makes everyperson who uses it strategically
he didn't say that part, butI'm going to add that part Every
person who uses itstrategically becomes an
executive and a manager of ateam of AI employees.
Speaker 1 (12:23):
Oh, that's awesome.
Speaker 2 (12:25):
Right, so Javi is my AI employee, right.
He reports to me and Ioutsource work to him and we
collaborate together to get thatdone.
So Understanding what it can dofor me and my clients.
It's actually a greatfrustration of mine that more
(12:46):
people do not understand howmuch this can increase the
capacity of their team.
When you can take a tool andyou can go from projects that
took months to now weeks, weeksto days, days to hours, it's an
incredible tool.
It's the tool of our lifetime.
Speaker 1 (13:05):
Yeah, yeah, I feel like I completely disagree with
that.
Open AI leader as well.
Right, and I totally agree withthe concept of anyone who uses
it can become a leader of theirown micro team.
It's a huge mental unlock.
We talk about that all the time.
I think it's tools restoreagency to us, and you mentioned
(13:26):
several things and I just I'mjust curious how, how you keep
all of those things organized.
Do you use the project space inthe chat bot to keep your your
notes organized and keep it,like the memory from overstating
things?
And how do you use it to be atax advisor and a business
advisor and in the same tool,what's your, what's your take
(13:48):
there?
Speaker 2 (13:50):
I first of all, a couple of things have changed
recently, just to let peopleknow.
So originally, chat GPT did nothave access to all of your
conversations.
Within the last two weeks, thathas changed, and so now chat
GPT does have access to all ofthe memory of all of your
conversations that you have withit, one of the things that you
(14:11):
can do if you have aconversation- Are we calling
that Infinite Memory?
I don't know if that's the nameof it, but it kind of makes
sense.
Speaker 1 (14:20):
Right, okay.
Speaker 2 (14:21):
So one of the things that you can do, I think a good
practice, is that you know thisis kind of like daily AI hygiene
Looking at the conversations,either as you go or at the end
of the day, looking at theconversations you've had during
that day and deleting ones thatyou wouldn't want to be part of
its permanent memory.
(14:41):
Okay, so if you ask a questionabout something that you really
know that in the future you'renot going to want this to be a
part of that, go ahead anddelete it.
So that's.
I think that's probably thebiggest thing for me.
I really don't run into.
I have not yet, and I don'tknow if this will change it
(15:02):
Again.
We've only been with theinfinite memory.
I'll call it that since we gavethat name.
I've only been using that for acouple of weeks.
I have not noticed any issues.
I've actually noticedimprovements.
So I can start a brand newconversation, and chat does know
what I'm working on, what we'vealready talked about.
Working on what we've alreadytalked about.
(15:24):
That's a highly usable new wayof looking at things, but I
definitely do think that that isimportant to delete those
conversations.
Not only that, it has notgotten rid of the saved memories
, which is actually a separateportion in your settings that
you can actually go and manage.
You go to, like thecustomization settings for
(15:45):
ChatGPT.
There's a list of memories.
Every now and then you putsomething in there and it's like
I need to remember this.
This is really important dataabout this person, but you can
manage those too.
You can delete those, see whatit has saved and what you want
to keep and what you want to getrid of.
Speaker 1 (16:01):
Incredible.
I'm excited to try it outmyself.
All right, so I want to learnmore about the Baker method.
All right, can you walk us?
Speaker 2 (16:13):
through your first successful client that leveraged
the Baker method.
Well, I'm again.
I'm the first successful client.
What are you?
So?
What the Baker method is is andI know we've talked about this
a lot and you guys are amused byme on the AI Ready RDA board
about this but this again waskind of an intuitive setup that
I did early on of thecustomization instructions.
(16:34):
So very few even experts OK,even people who are AI experts
very few of them have theircustom instructions set up, and
I think there's all sorts ofreasons for that.
In my experience, some of thereasons are well, I don't want
(16:55):
to be so customized to mebecause then if I'm serving my
clients or I'm asking questions,it's going to be too focused on
me and not focused on theclient.
First of all, outside of customGPTs, I have not found that to
be the case.
It is helpful for my clients,even when I'm within the context
of my conversations.
It knows my clients, it helpsme with those and is able to be
(17:20):
flexible enough to support those.
But, in addition, I think a lotof people don't know that you
can do custom GPTs that aretrained specifically for a
client.
So I've got my GPT, my guy Javi.
But then I also have customGPTs set up for the
organizations and the clients Isupport.
And, going back to the exampleof the real estate organization
(17:43):
that I was working with, thatcustom GPT would have their
marketing materials or theirlaws, the bylaws, whatever.
Whatever is really essential tomaking sure that any anything
that we develop through chat isunderstanding the requirements.
But the Baker method so,getting back to that sorry I got
(18:03):
off, but it's important Allthose things are important
because the Baker method is thatthere are two questions in
ChatGPT's customization settings.
The first one is basically howdo you want ChatGPT to respond
to you?
That's the first question.
And then the second question iswhat do you want chat GPT to
respond to you?
That's the first question.
(18:24):
And then the second question iswhat do you want chat, what
other things you want chat GPTto know about you?
Now, this is really important.
I have maxed out those two withall of my, like my dream
consultant, my dream workpartner.
I've maxed it completely out.
And I say max out because youget like 1500 characters, so
(18:45):
it's limited.
They give you the options ofthings like witty, interesting,
fun, mine, and you can set it upif you wanted it to sound like
Ben Franklin.
Every time you talk to it itcould do that.
Or Donald Duck, or those arethe two examples I always talk
about.
Mine is set up as a verystrategic partner, and so I've
maxed that out.
(19:06):
And then, with the part aboutme, I've maxed that out as well,
with some very strict I thoughtyou were just describing
yourself with the wittyinteresting and fun.
Well, I try to be, I try to beand, as a matter of fact, that
is one of the things I put.
You mentioned that.
I put in there that I am a mixof formal and fun.
So I want ChatGPT to know thatI'm not all business, that I do
(19:31):
enjoy fun, and so when we'retalking with each other,
sometimes a little bit of cheekcomes in there, a little bit of
sass, because he knows that I'mnot a person who wants a
strictly stuffy kind ofconversation.
So, anyway, that's the Bakermethod, that's the kind of the
essential part of it.
Speaker 1 (19:48):
Cool.
So you're?
You basically are buildingecosystems around people with
the technology, adoption andtransformation at the same time.
Speaker 2 (19:59):
Absolutely.
Speaker 1 (19:59):
Yeah, and do you typically talk with your hobby
chat assistant or do you textwith the hobby?
Speaker 2 (20:09):
It depends on how I'm feeling.
So I have him set up on myphone, right, so I have the
phone.
I do have the paid version, theplus version, so he's on my
phone and he's on.
I don't use the desktop version.
There is a desktop app.
I just use the browser.
When I'm in the browser, Itypically do things like
(20:30):
uploading images, uploading PDFs, copying, pasting things, so
that kind of work.
Other times, if I'm on the go,so I talk to Javi in my car or
on a walk, I can talk that way.
Sometimes I don't talk directlyto him.
It also has a feature where youcan just the microphone feature
, where you can just speak intoit and it transcribes it and
(20:52):
puts it in there.
It really depends on where I am, what I'm doing, the context,
what kind of heavy lifting.
You know I'm veryconversational with Javi, know
I'm very conversational withJavi and so a lot of times I
give it a lot of context justthrough a conversation and so
that's when I will just pressthat button, give it a lot of
(21:13):
context about something I'mworking on or a client I'm
working with, and that helps meto get my thoughts into AI much
quicker than typing.
I'm not a bad typist, butsometimes I just don't feel like
doing that and it's just easierto talk.
And the beautiful part is,jason, people don't realize this
, it doesn't care.
(21:34):
So Javi doesn't care if I'mstuttering, javi doesn't care if
I mess up my words.
I can talk exactly like I'mtalking to you now and as long
as I'm giving him strategiccontext, I get really great
results.
The other thing is I even showpeople for the desktop version.
(21:55):
If you go to a webpage and youwant the content to be
summarized from, like a newsarticle on CNN, if you copy that
entire webpage and I'm talking,don't worry about all the ads.
It copies everything from themenu to the ads and everything
and you just paste that right in.
I assume that you've tried thisbefore.
Speaker 1 (22:15):
Yeah.
Speaker 2 (22:16):
It's smart enough to know that all of that stuff that
is the garbage isn't part ofwhat you're looking for, and so
it discards that.
Now I will say that I haveheard should I go up on this
tangent where I've heard thatthere are I have no problem with
that there are certainorganizations that are thinking
about putting kind of things inthere that would trip up AI so
(22:44):
that their content would not beused in that way.
So, like in both the businessspace and the creative space,
where people are trying toprotect their work and their
which I get it and I would again, I would never suggest that
people go in there and summarizean article and use it for
something without givingattribution to the person.
(23:06):
Anyway that's just kind of aside thing, that be careful
because you don't know what'scoming, where they're putting
poison pills in there, so thatyour content is wonky.
Speaker 1 (23:16):
Oh my gosh.
So much to think about.
All right, it's true.
Let's dig in a little bit moreand talk about what prompt
tactic usually delivers thebiggest time savings.
What are your thoughts there?
Speaker 2 (23:30):
Oh, there's so many, but one of the big ones is
something I'll call the TomStocks method.
I talked about this when Italked at the RBA summit.
Tom Stocks is a former boss ofmine former boss of mine and he
had this strategy where, anytimewe would introduce a new
proposal to the organization, hewould take quite a lot of time
(23:51):
to really think through what theobjections would be to the
proposal and the answers tothose objections, which we would
then put into a set of FAQ andsend out to the organization
prior to even talking about it,so that here's your proposal,
here are the objections, hereare the answers.
(24:11):
So then, we didn't put it thatway.
It was just like commonly askedquestions.
This is probably the objectionthat they're going to have.
Here's the answer.
Well, now, with AI this is justa quick example you can take a
proposal that you've beenworking on and you can put it
through AI and say what are thecommon objectives?
What do you think are the 10,20, 50 objections that will be
(24:33):
to this particular proposal incontext of this organization
that I'm presenting it to, to,you know, senior adults who were
rolling out this particularprogram and again, context
matters, right, so the more youcan give about the context of
your audience, the better.
But to be able to do that, youknow that quickly and it's
(24:57):
beautiful, because even if 80%let's say 80% of the objections
are things you would havethought of First of all, it's
helped you do it in a fractionof the time.
Not only that, usually it comesup with some things that you
would not have thought of whichare fantastic to help you.
So think about it's not just atime savings, then, within the
(25:19):
context of of you putting theproposal out, it's a time saving
for the people who arereceiving the information
because you've already addressedtheir objections, you've
already answered those questions.
When you get into meetings,you've already saved time right.
So there's there's this rippleeffect that goes through and
then, if you're not having tosit through meeting after
(25:39):
meeting or address additionalobjections and then meet again,
if you're taking care of thatall, all you know, all upfront
it can do amazing things.
And that's just one example ofof the way that can save
tremendous time over the youknow, the life of the
organization.
Speaker 1 (25:59):
It's a total gem.
I honestly can't wait to trythat out.
I remember being in theaudience of your talk at RVA
Tech's Data and AI Summit and Iwas like, oh my God, I wish I
could write that down because Ineed to try that.
And here you are triggeringthat feeling I had when I heard
(26:19):
you talk about it and I'm justtelling my audience right now.
In a week from now, I will havetried this two or three times
at least.
So, give it a shot yourself.
It sounds awesome.
Speaker 2 (26:30):
These are high stakes , right?
So I've talked with somebody atthe State Council of Higher
Education.
They're trying to get AIstandards put out to those.
Ai standards have to go througha rigorous process with the
task force and theadministration has to look at it
and prove it.
Well, I'd much rather againtake the proposal that I'm
(26:50):
working on to get that throughbefore it goes to the
administration, before any eyessee it.
I'd rather think through whatare the objections going to be
to this?
And usually that is a lightbulb moment, for people Never
thought that they could use atool for something like that,
but you can.
Speaker 1 (27:07):
So Excellent, All right, Liz.
We've talked a lot about whatmakes your methods successful
and how to manage and harnessthe most out of the technologies
.
Have you ever run into an issuewith an AI rollout, potentially
one that was caused by culturecues that you noticed?
Speaker 2 (27:30):
As a matter of fact, I was recently working with a
team who really needs.
Their team is getting behind.
Okay, they're facing some,they've lost some clients and
they really need to get theirteam up to speed on AI tools and
they need to introduceautomations agents, the whole
(27:51):
thing.
Okay, that's my strategicassessment after meeting with
them.
However, their team uh, thereis a, a knowledge of this, the
leadership that the team isconcerned that AI is going to
take their jobs, and so the, theculture of the organization
right now is one of fear, okay,and there's a tension that is
(28:14):
happening between the leadershipand the, the staff, that is
causing the leadership to holdback and say you know what we're
going to?
We're going to wait, wait.
This is where the, so they,instead of doing a kind of
workshop or something where wecould come in, address those
(28:39):
concerns and begin to upskillthe staff so the staff actually
has a greater chance of beingemployable in this AI revolution
, they're waiting, which Irespect the decision, even
though I don't agree with it.
But here's the interesting part.
The co-founder said, though I'mnot ready to do this for my
(29:00):
team, I would never hire anotheremployee who didn't know how to
use AI Right.
Speaker 1 (29:08):
Yeah, it's a difficult adjustment for some
people.
Speaker 2 (29:11):
It is a difficult adjustment, but I can't tell you
how many times and this is anexciting part of my job I just
met with an organization.
Within the last two weeks, metwith an organization.
They invited me to do aworkshop for them and these
people really none of them.
There were a couple of peoplewho were dabbling, most of the
rest of the team.
(29:31):
We're not using a at all, ai atall.
We the beautiful part is tolisten to the objections, just
like we talked about with thetom stocks method to listen to
the objections they're validpoints answer them and then show
them what it can do.
And we went within thatworkshop, from them being
hesitant to being like.
(29:52):
This is the thing that is goingto transform our organization
in a two and a half hour period.
So and when I say that it willtransform their organization,
I'm not exaggerating.
This will transform the rest ofwhat they do and it's going to
have massive impacts, which wasvery exciting for massive
(30:13):
positive impacts, like reallygreat positive impacts for the
organization.
So culture can be, and one ofthe things I said at the Data
and AI Summit was that you know,culture eats tech for breakfast
.
That's like a joke, but it'strue.
Culture eats anything forbreakfast.
(30:34):
If you don't change the cultureof the organization, you don't
start there.
Speaker 1 (30:40):
Yeah, wow, that's quite the awareness moment, the
cultural readiness.
It's really fascinating, yourability to help them with the
signals that they were givingout, with the signals that they
were giving out.
That's one of the mostimportant skills, I think, in
(31:02):
elevating the AI technologiesinto the workforce is to be able
to listen to the people and howthey're reacting to it and what
their fears are, have thoseopen conversations.
I think it's super importantbecause it's a lot very fast and
people don't understand thetechnology very well.
They think it's magic or it'snot super helpful because it can
(31:23):
hallucinate or whatever.
But there's so many differentthings that it is doing really,
really well.
And the naysayers, if you will,just, you know it'll take a
little time.
The naysayers, if you will, just, you know it'll take a little
time.
But being able to listen tothem and help them get over the,
(31:43):
the change curve, I think isone of the biggest, biggest
value adds for for companyleaders these days.
And you've got to, you got tostart with the culture and, like
, like you alluded to, theculture is really about, um, you
know how people feel, aboutwhat it is that they do day in
and day out and how theyaccomplish it, and so the
leadership needs to step up andsupport them.
It's not just about rolling outa new shiny object and say go
(32:06):
use this or you're fired.
That's a terrible way to do it,and I'm not disagreeing with
the person who said I will neverhire another employee that
doesn't know how to use AI.
Like I don't disagree with that.
I think that's absolutely oneof the right things to do, and
people are going to have tocatch on to that, and they're
going to need to strategicallymap their skill sets with the
(32:30):
adaptable functionality of suchtools.
Speaker 2 (32:32):
So yeah, well, and it's important for what you're
saying about leadership.
The other thing that I keepsaying is that this is not just
a tech team thing.
This is not something thatyou're just rolling out to the
employees.
This is something that the CEO,the president, the leadership
of the company needs to belearning as well.
They need it as much and, as amatter of fact, I am 100%, I
(32:56):
would say, any CEO or presidentwho's not using it.
It would transform the way thatthey're able to lead.
It helps them to be morestrategic.
Again, even something simplelike the proposals, if you're an
executive of a company andyou're not using it for things
like that, for ways to leadbetter.
As a matter of fact, the waythat the Baker method the way
(33:17):
mine is set up is set up so thatevery interaction I have with
it, every time, literally everysingle conversation that I ask
Chachi PT, he starts with thefact that I've told him that I
want to be a better leaderthrough every interaction.
So every single time he talksto me, he's making be a better
leader through every interaction.
So every single time he talksto me, he's making me a better
leader.
So executives have theopportunity to lead better to
(33:41):
lead stronger by using toolslike this.
Speaker 1 (33:44):
Very cool.
A lot of positive change comingfrom it, that's for sure.
All right, so let's look ahead18 months or more and think
about which capability wouldmost amplify your work and
others around you.
Speaker 2 (33:59):
Well, I say it's two things, so don't force me to
choose one.
I want to choose two things.
I want to say agents andautomation.
Another favorite story that Ilike to tell that's recent.
I was at an awards ceremony andGarrett Westlake, who is the
head of the DaVinci Center,which is an innovation hub at
(34:21):
VCU, he was there as well and hesaid that he had just been to a
conference in DC.
I hope he doesn't mind metelling the story.
I don't think he will.
He had just been at this AIconference and there was a guy
there from Salesforce who saidthat, if you're now, he was from
Salesforce.
He was saying that if yourcompany is not using, if your
(34:43):
company let me get this right ifyour company is not employing
AI agents right now, so if youdon't have, if your company
doesn't have its own AIemployees, which are agents
right now, your company is deadand they don't have.
Your company doesn't have itsown AI employees which are
agents right now, your companyis dead and they don't even know
yet.
Now, that's a bit, I think,hyperbolic.
I don't think all companies whoare not using agents right now
(35:04):
are dead.
However, I do think it is avery critical point that there
are companies that are reallyusing the heck out of these
already, that there arecompanies that are really using
the heck out of these already.
So we've got some companiesthat are still dabbling with AI,
others that already have AIemployees.
I told you I already have AI, Ido.
I have both generative AI, Ihave Hobby.
(35:26):
But I also have agents throughZapier that are automated, that
do work for me automatically.
We've talked about this, Jason,I know you've done work.
Speaker 1 (35:35):
I love Zapier.
Speaker 2 (35:37):
Right.
So I think that these are thisis just the beginning.
It's only ramping up and that,again, I know that there will be
people listening who wouldthink these are just for the big
boys.
I'm a one person consultancy.
I have them.
(35:57):
Am I a tech person?
Yes, but are these simple toset up?
Some of them are incredibly.
You know that they are notdifficult to set up for
organizations.
So you have this huge potentialfor return on investment.
Potential for return oninvestment.
(36:20):
Their small moves can mean bigROI.
That can happen right now andthat's only going to get more
and more over the next 18 months.
Speaker 1 (36:24):
Yeah, no, I believe in agents and automation.
I did a podcast very recently Ititled the Rise of AI Agents,
and there's so much potentialand it's changing everything
that we do.
It is going to tap into all ofour systems workflows eventually
and I can appreciate theemploying agents something that
(36:48):
you're paying for throughinfrastructure and inferences of
models and such but that ishappening and being able to
force multiply your business,you've got to be able to use
those automations.
Automation has been disruptingthe world around us for, I guess
, centuries and it's onlygetting better and better.
Speaker 2 (37:13):
But imagine this, because this is an important
point as well we are passionateright at AI, Ready, rba and as
individuals.
As the founder of Nimbology, itis one of my cornerstone points
is that it is so critical thatwe remember that AI is here to
assist humanity and to augmentour human workforce.
(37:36):
So when I say agents employingagents, it means that your
employees, each of youremployees, each of your current
employees on the workforce couldhave agents, ai agents that are
working for them.
Again, going back to the conceptof we all become leaders of
teams, those work on behalf, toremove the administrative work,
(37:57):
to remove some of the processstuff, to automate some of the
repetitive tasks so that yourteams are working on more
strategic, more mission vision,critical work.
Speaker 1 (38:08):
Yeah, I want to dig into that so much, but I do want
to address what the quote wasprovided about, like, if your
company isn't using AI agents oremploying AI agents, you're
dead already and you don't evenknow it.
Like, that is a bit aggressive,but not to be overlooked by
(38:31):
companies who aren't actuallyattempting to do it because they
don't believe.
You know, I've had manyconversations.
Some companies believe they arenot going to be impacted by the
automation and AI becausethey're, you know, whatever
regulated industries or whateverservices that they're providing
can't be touched, and Ipersonally don't believe it.
(38:53):
I think eventually it's going tocome around to even those
companies that feel invincible.
If you will, it's only a matterof time.
Speaker 2 (39:04):
Well, again, this is such a short-sighted way for
them to look at it, because ifyou can save your team 40 to 90%
of their time, if you can dothose repetitive tasks, if you
can help augment them, and again, like I'm saying for a leader,
you're not doing your team,you're not doing yourself or
your team any favors by puttingyour head in the sand on this.
(39:25):
It is coming the cat's out ofthe bag.
The train has left the station.
Ai is here.
It's here to stay.
I also talk about it being anational security issue, because
other countries rogue interestspeople who are not our friends.
They have access to AI as well.
I want people here that I know,who are ethical, good people,
(39:45):
to be learning AI.
I want them to know how itworks.
I want them to be employinginnovative solutions.
I don't want us to get behind,and so I think it's critical.
Speaker 1 (39:56):
Yeah, Spoken like a true leader of AI.
Ready RVA.
All right, let's move on to ourrapid fire tips.
Give me three One for execs,one for nonprofits and one for
the great citizens of RichmondVirginia.
Speaker 2 (40:12):
All right.
So for executives, I'm going togo back and I'm just going to
reiterate that this is not atool for the rest of your teams.
You've heard me talk about theTom Stocks method today.
This is the tool Again.
If you employ things like theBaker method and you start using
it strategically, this is thetool that helps you to become a
better leader, like seriouslycross the board Now.
(40:34):
You to become a better leader,like seriously cross the board
Now.
You have a coach, a consultant,a thought partner that can help
you make better, faster,stronger decisions and
everything you're doing as anexecutive.
So if you're not using it, thatis really sad, because you
totally should be.
(41:11):
For nonprofits, this is the toolof a lifetime oh my gosh.
To be able to write grants,produce customized materials for
your organization, to basicallymultiply yourself and every
volunteer.
This is what I'm saying.
This is not just for your team.
For volunteers, as a matter offact, I've worked with so many
organizations where ours does.
We have committees.
The committees are working onevents, they're working on
bylaws, they're working on allsorts of things where AI can
dramatically reduce the amountof time spent so that you can
(41:32):
get those results quicker.
So for nonprofits, it is thetool of a lifetime to multiply
your efforts.
And then for citizens.
Again, this is it's here.
It's not something that's inthe future, it's something that
everybody needs to know.
If you don't think you need toknow it, well, maybe your kid
(41:53):
needs to know it or yourneighbor needs to know it.
Everybody needs to be part ofthis, and not just so that they
know how it works and how it canhelp them, but also, going back
to protections, we have to knowhow AI works and what's coming
so that we can protect ourselvesfrom government overreach and
(42:13):
from business overreach.
So we talked earlier about theconcerns people have.
Those concerns are notunfounded.
A lot of the concerns anybodywho's involved in AI is very
clear on the concerns.
We see the upsides.
We also see the downsides.
Part of the reason we'reinvolved in it is because we
want to make sure that theupsides are definitely more than
(42:35):
the downsides.
But people need to understand sothey can understand what's real
from fake, right.
So we've got like AI stuffcoming out right now.
I mean I can't like I seeimages now or content.
I'm not sure if it's real orfake.
We're going to have to getbetter as a citizenry, of of
knowing that.
So the tip, though, is tohonestly try it out.
(42:57):
Try chat to pt out, go toperplexity, go to jen, and I go
to one of the tools, startasking it some questions.
A simple point of entry.
That is not.
It's not necessarily strategic,but a simple point of entry is
to, instead of going to googlesorry google.
Instead of going to Google,sorry Google.
Instead of going to Google askone of your favorite AI the
questions and see it.
Speaker 1 (43:19):
I mean to be fair, they're using AI too.
It's just not the same way.
But yeah, totally mic dropright Like go empower your
leadership, empower yourbusiness, empower yourself.
I love the advice.
Thank you so much.
Now, last but not least, I wantto close out this awesome
podcast episode with my favoritequestion of all If you could
(43:42):
have any superpower, what wouldit be and why?
Speaker 2 (43:46):
All right.
So this is the worst answerever to this question, but I
already have it right, So-.
Speaker 1 (43:54):
Love the confidence.
Speaker 2 (43:56):
I've been waiting all of my life for generative AI.
I just didn't know it, and sowhen it came, I feel like it has
superpowered me.
It has augmented Liz over thelast two and a half years.
It's enabled me to do thingsthat I would have never been
able to do without it, and soit's a little cheeky of me to do
things that I would have neverbeen able to do without it, and
so it's a little cheeky of me tosay that, you know, if I could
(44:19):
have any superpower, it'd be AI.
And, of course, there's otherthings that I would love to be
able to, like fly in the outerspace or something like that
would be super cool.
But for practical and forreality, I already, legitimately
, am superpowered by AI.
Speaker 1 (44:37):
Yes, indeed, I believe it.
You have so many awesomestories that you shared with our
community.
It's been great.
Today, I'm sure that ouraudience is going to take some
notes and apply some of thisreally practical knowledge.
Speaker 2 (44:51):
Thank you for trusting me enough to come on
here, and it's an honor to be onhere speaking with you and
talking about this, and I hopethat it does help people to move
forward.
That's my goal and my mission.
Speaker 1 (45:04):
I want to say thank you so much for your time today
as well.
You're an awesome partner in AIReady RVA.
We really appreciate everythingthat you do for the business
and we wish you the best in yournimbology efforts, as well as
all the other nonprofits thatget to keep you and you're
supporting their growth.
(45:25):
Can't wait to see what you donext, Liz.
Speaker 2 (45:28):
Cool.
Well, thank you, jason, rightback at you.
Speaker 1 (45:33):
And thanks to our listeners for tuning in today.
If you or your company wouldlike to be featured in Inspire
AI Richmond episode, please dropus a message.
Don't forget to like, share orfollow our content and stay up
to date on the latest events forAI Ready RVA.
Thank you again and see younext time.
Welcome RVA to Inspire AI, where we spotlight
companies and individuals in theregion who are pioneering the
development and use ofartificial intelligence.
I'm Jason McGinty from AI ReadyRVA.
At AI Ready RVA, our mission isto cultivate AI literacy in the
greater Richmond region throughawareness, community engagement
(00:24):
, education and advocacy.
Today's episode is madepossible by Modern Ancients
driving innovation with purpose.
Modern Ancients uses AI andstrategic insight to help
businesses create lasting,positive change with their
unique journey consultingpractice.
(00:44):
Find out more about how yourbusiness can grow at
modernagentscom, and thanks toour listeners for tuning in
today.
If you or your company wouldlike to be featured in the
Inspire AI Richmond episode,please drop us a message.
Don't forget to like, share orfollow our content and stay up
(01:07):
to date on the latest events forAI Ready RVA.
Welcome back to Inspire AI, theshow where we meet the
innovators turning artificialintelligence into real-world
impact.
Today's guest has built areputation for doing exactly
that at warp speed.
Liz Baker is the founder andchief advisor of Nimbology, a
(01:31):
boutique consultancy famous forits double your team in one day
program a hands-on sprint thatequips every employee with a
customized AI coworker androutinely frees up 10 or more
hours per person every week.
Liz is a visionary strategistwith 20 plus years across
(01:52):
fortune 500s, startups,nonprofits and government.
Liz pairs deep leadershipknow-how with cutting-edge AI
strategy to help organizationsamplify performance instead of
simply adding headcount.
She has also served on theboard of directors and as
community engagement chair forAI Ready RVA, the non-profit on
(02:16):
a mission to make Richmond themost AI literate city in America
.
There, she applied the sameoutcome-driven playbook to
launch volunteer cohorts, securecorporate sponsorships and
bring AI literacy to classrooms,small businesses and
underserved communities.
Whether she's advising C-suites, presenting at RVA Tech or
(02:40):
galvanizing grassrootsvolunteers, liz is relentless
about one thing using AI as aforce multiplier for human
potential.
Today, we'll explore how herBaker Method was born, why
culture matters more than code,and how the same principles that
drive enterprise ROI can alsospark community transformation.
(03:04):
By the end of this conversation, you'll have a playbook for
scaling impact with AI in bothyour organization and your
community.
Please join me in welcoming Lizto the show.
Speaker 2 (03:16):
Well, thanks, super nice introduction.
Dang Appreciate it.
Speaker 1 (03:21):
You're so welcome.
Speaker 2 (03:22):
Glad to be here.
Speaker 1 (03:23):
Thank you for joining us today.
Speaker 2 (03:24):
Yeah, it's awesome.
Speaker 1 (03:26):
Can you tell us a little bit about yourself, your
business and your interest in AI?
Speaker 2 (03:30):
Yeah, sure, actually, my business started in February
of 2022.
And, as you know, openai wentviral with ChatGPT in November
of that year.
So I actually started Nimbologyon the advice of my former boss
, who said that I needed toexpand my impact beyond one
(03:52):
organization or just the localorganizations.
I started Nimbology to helpteams to scale and optimize and
then nine months later, chatgptwent viral so that became a
massive assistant and additionto my consultancy.
So it's been.
It really changed the directionof where I was going and has
(04:17):
been an amazing help to me asI've built Nimbology.
Speaker 1 (04:23):
Yeah, so you're unlocking human potential across
performance metrics and oh,everything.
Speaker 2 (04:30):
So, yeah, so what generative AI has done for me
and the clients that I supportis that it absolutely augments.
I feel like it superpowers me,right, so it superpowers me.
It superpowers the people whoare using it strategically so
that they can do so much moremission and vision critical work
(04:54):
than they were doing before.
So a lot of people, a lot ofthe organizations that I support
, have been really slogged downand administrative type work or
process type work have beenreally slogged down in
administrative type work orprocess type work.
It allows us to move from thatfocus to you know, we use AI now
to not just generative forstrategy, but also, you know,
(05:16):
combine that with agents andautomation and you've got a
workforce that is now being muchmore strategic about what it
can do and what it canaccomplish.
It's amazing for their actualmissions and visions.
Speaker 1 (05:30):
Yeah, so when did you realize that AI could multiply
human capability?
Speaker 2 (05:36):
Well, the very first time that I tried ChatGPT, I
knew Seriously it was one ofthose things where the moment I
tried, I was like, oh, that'ssome game-changing tech right
there.
And so I immediately was one ofthose things where it was so
cool and so amazing spent hoursthat I should have been spending
(05:59):
on other things until 3 o'clockin the morning testing the
things that it could do.
And in my previous life, when Iwas a digital consultant for
Fortune 500 companies, one ofthe things that was kind of my
talent and the thing that Iloved to do most was to be I was
a person who called in when youneed to optimize your tools,
your processes.
So people would spend millionsof dollars on proprietary tool
(06:24):
for a Fortune 500 and want tomake sure that we could get
every ounce of ROI out of it.
So I would test it in a milliondifferent ways and really push
it to its limits to see how muchwe could get out of it, how
much use we could get out of it,and so that's kind of a natural
thing that I do, and so whenChatGPT came along, it was just
(06:49):
like the natural thing that Iwas going to do was get in there
and test the heck out of it andsee all the ways that it could
be used, especially since I wasjust starting a business and
especially since it could doeverything from troubleshooting
to being a coach, to being astrategic partner in the
(07:09):
development of my company.
Speaker 1 (07:12):
Yeah, so testing the heck out of it, figuring out
what its boundaries are,limitations how do you think
about tuning the capabilities ofa tool like ChatGPT for your
customers?
Speaker 2 (07:25):
Well, when I'm tuning it, it's really about getting
to know.
That's another thing, gettingto know people's contacts.
So ChatGPT can do amazingthings, but when you personalize
it and contextualize it to yourclient through multiple methods
.
So one of the things is theBaker method, which is a really
(07:46):
just an intuitive way that I setup ChatGPT specifically.
That moves ChatGPT from being ageneric tool to being highly
specific, highly contextualizedto the work that I do, and it
can be that way for any role,any person, every person who
sets it up.
It can be highly customized andmost people that I talk to are
(08:06):
not using it that way.
In addition to that, once youget to know the specific needs
of your client, then you candevelop things like custom GPTs
that actually help it.
You know, help develop allsorts of content, from grants
and proposals and marketingcontent and strategic plans and
(08:30):
marketing.
You can do all of that.
I have a recent example where Iwas working with a real estate
firm and they're talking aboutcontext.
In order to develop the contentfor them, they have to make sure
that all their content adheresto fair housing laws, and so we
bake that in to the custom GPTso that everything that it's
(08:52):
creating is adhering to thoseparticular set of laws, so that
now you've got highlycontextualized content.
The other thing is, some of thethings that I do that I love are
not just contextualizing thecontent, but also pushing the AI
not to just create genericcontent that, like every real
(09:14):
estate agency has.
You know, you don't want youragency sounding like every other
.
You want it to sound like you.
You want it to really highlightthe differentiators within your
organization or your company,and so those are other ways that
I train it so that it's notjust sounding like all the rest
of the content that's coming out.
(09:34):
Somebody this week told me thatthey didn't like to use AI
because there's no heart behindit.
Well, I try to put the heart,put the context, put that
training in there so that youactually do get to the heart of
the organization when you're,when you're using the tool.
Speaker 1 (09:50):
That is awesome.
Yeah, I mean personally.
We've had a lot ofconversations about your use of
GPTs and I definitely recognizethat at the core of your
practices with it.
I have a lot to learn from you,I'm sure, from each other for
sure.
All right, cool, tell me whatpain point made the phrase
(10:10):
double your team in one daynecessary and doable?
Speaker 2 (10:14):
Okay, well, first of all, let me tell you that, like
I don't know, nine months ago,one of the leaders of OpenAI
said on social media, said onLinkedIn, that AI is not your
coworker.
And I could not believe theysaid it because the bottom line
is that is not my experience.
So, as I've been telling you,ai has absolutely been hobby.
(10:35):
By the way, I finally named himhobby.
For a long time I was justcalling him chat.
I still sometimes call him chat.
Hobby is my kind of co-founderand he is my partner in strategy
and everything from strategy totechnical troubleshooting, to
things about business and taxesand everything else that you can
(10:57):
think of.
So the first part of it is thatI've actually been using this.
So I know that for the last twoand a half years, as I've been
building my business with this,I know what can be done right.
So this is not theoretical,this is me actually using the
tool.
Second thing is a lot of I'veworked with clients from Fortune
500s to nonprofits to startupsand now my own startup as an
(11:21):
entrepreneur, and what reallyfloors me is that so many times
again we're, you know, fortune500s.
They've got the financialresources and the human
resources, but a lot of times,the small to medium sized
businesses, the nonprofits, thestartups are resource
constrained.
They have low finances or notenough people to do all the
(11:44):
things that we I mean heck,we're AI ready RDA.
I mean like we're a scrappyteam, right so, but one of the
things that has made us lessscrappy is that we all know how
to use AI tools.
Many organizations and seeingthat, as our friend Phil
Dimetrio, who's also on theboard of AI Ready RBA, has said,
(12:08):
generative AI makes everyperson who uses it strategically
he didn't say that part, butI'm going to add that part Every
person who uses itstrategically becomes an
executive and a manager of ateam of AI employees.
Speaker 1 (12:23):
Oh, that's awesome.
Speaker 2 (12:25):
Right, so Javi is my AI employee, right.
He reports to me and Ioutsource work to him and we
collaborate together to get thatdone.
So Understanding what it can dofor me and my clients.
It's actually a greatfrustration of mine that more
(12:46):
people do not understand howmuch this can increase the
capacity of their team.
When you can take a tool andyou can go from projects that
took months to now weeks, weeksto days, days to hours, it's an
incredible tool.
It's the tool of our lifetime.
Speaker 1 (13:05):
Yeah, yeah, I feel like I completely disagree with
that.
Open AI leader as well.
Right, and I totally agree withthe concept of anyone who uses
it can become a leader of theirown micro team.
It's a huge mental unlock.
We talk about that all the time.
I think it's tools restoreagency to us, and you mentioned
(13:26):
several things and I just I'mjust curious how, how you keep
all of those things organized.
Do you use the project space inthe chat bot to keep your your
notes organized and keep it,like the memory from overstating
things?
And how do you use it to be atax advisor and a business
advisor and in the same tool,what's your, what's your take
(13:48):
there?
Speaker 2 (13:50):
I first of all, a couple of things have changed
recently, just to let peopleknow.
So originally, chat GPT did nothave access to all of your
conversations.
Within the last two weeks, thathas changed, and so now chat
GPT does have access to all ofthe memory of all of your
conversations that you have withit, one of the things that you
(14:11):
can do if you have aconversation- Are we calling
that Infinite Memory?
I don't know if that's the nameof it, but it kind of makes
sense.
Speaker 1 (14:20):
Right, okay.
Speaker 2 (14:21):
So one of the things that you can do, I think a good
practice, is that you know thisis kind of like daily AI hygiene
Looking at the conversations,either as you go or at the end
of the day, looking at theconversations you've had during
that day and deleting ones thatyou wouldn't want to be part of
its permanent memory.
(14:41):
Okay, so if you ask a questionabout something that you really
know that in the future you'renot going to want this to be a
part of that, go ahead anddelete it.
So that's.
I think that's probably thebiggest thing for me.
I really don't run into.
I have not yet, and I don'tknow if this will change it
(15:02):
Again.
We've only been with theinfinite memory.
I'll call it that since we gavethat name.
I've only been using that for acouple of weeks.
I have not noticed any issues.
I've actually noticedimprovements.
So I can start a brand newconversation, and chat does know
what I'm working on, what we'vealready talked about.
Working on what we've alreadytalked about.
(15:24):
That's a highly usable new wayof looking at things, but I
definitely do think that that isimportant to delete those
conversations.
Not only that, it has notgotten rid of the saved memories
, which is actually a separateportion in your settings that
you can actually go and manage.
You go to, like thecustomization settings for
(15:45):
ChatGPT.
There's a list of memories.
Every now and then you putsomething in there and it's like
I need to remember this.
This is really important dataabout this person, but you can
manage those too.
You can delete those, see whatit has saved and what you want
to keep and what you want to getrid of.
Speaker 1 (16:01):
Incredible.
I'm excited to try it outmyself.
All right, so I want to learnmore about the Baker method.
All right, can you walk us?
Speaker 2 (16:13):
through your first successful client that leveraged
the Baker method.
Well, I'm again.
I'm the first successful client.
What are you?
So?
What the Baker method is is andI know we've talked about this
a lot and you guys are amused byme on the AI Ready RDA board
about this but this again waskind of an intuitive setup that
I did early on of thecustomization instructions.
(16:34):
So very few even experts OK,even people who are AI experts
very few of them have theircustom instructions set up, and
I think there's all sorts ofreasons for that.
In my experience, some of thereasons are well, I don't want
(16:55):
to be so customized to mebecause then if I'm serving my
clients or I'm asking questions,it's going to be too focused on
me and not focused on theclient.
First of all, outside of customGPTs, I have not found that to
be the case.
It is helpful for my clients,even when I'm within the context
of my conversations.
It knows my clients, it helpsme with those and is able to be
(17:20):
flexible enough to support those.
But, in addition, I think a lotof people don't know that you
can do custom GPTs that aretrained specifically for a
client.
So I've got my GPT, my guy Javi.
But then I also have customGPTs set up for the
organizations and the clients Isupport.
And, going back to the exampleof the real estate organization
(17:43):
that I was working with, thatcustom GPT would have their
marketing materials or theirlaws, the bylaws, whatever.
Whatever is really essential tomaking sure that any anything
that we develop through chat isunderstanding the requirements.
But the Baker method so,getting back to that sorry I got
(18:03):
off, but it's important Allthose things are important
because the Baker method is thatthere are two questions in
ChatGPT's customization settings.
The first one is basically howdo you want ChatGPT to respond
to you?
That's the first question.
And then the second question iswhat do you want chat GPT to
respond to you?
That's the first question.
(18:24):
And then the second question iswhat do you want chat, what
other things you want chat GPTto know about you?
Now, this is really important.
I have maxed out those two withall of my, like my dream
consultant, my dream workpartner.
I've maxed it completely out.
And I say max out because youget like 1500 characters, so
(18:45):
it's limited.
They give you the options ofthings like witty, interesting,
fun, mine, and you can set it upif you wanted it to sound like
Ben Franklin.
Every time you talk to it itcould do that.
Or Donald Duck, or those arethe two examples I always talk
about.
Mine is set up as a verystrategic partner, and so I've
maxed that out.
(19:06):
And then, with the part aboutme, I've maxed that out as well,
with some very strict I thoughtyou were just describing
yourself with the wittyinteresting and fun.
Well, I try to be, I try to beand, as a matter of fact, that
is one of the things I put.
You mentioned that.
I put in there that I am a mixof formal and fun.
So I want ChatGPT to know thatI'm not all business, that I do
(19:31):
enjoy fun, and so when we'retalking with each other,
sometimes a little bit of cheekcomes in there, a little bit of
sass, because he knows that I'mnot a person who wants a
strictly stuffy kind ofconversation.
So, anyway, that's the Bakermethod, that's the kind of the
essential part of it.
Speaker 1 (19:48):
Cool.
So you're?
You basically are buildingecosystems around people with
the technology, adoption andtransformation at the same time.
Speaker 2 (19:59):
Absolutely.
Speaker 1 (19:59):
Yeah, and do you typically talk with your hobby
chat assistant or do you textwith the hobby?
Speaker 2 (20:09):
It depends on how I'm feeling.
So I have him set up on myphone, right, so I have the
phone.
I do have the paid version, theplus version, so he's on my
phone and he's on.
I don't use the desktop version.
There is a desktop app.
I just use the browser.
When I'm in the browser, Itypically do things like
(20:30):
uploading images, uploading PDFs, copying, pasting things, so
that kind of work.
Other times, if I'm on the go,so I talk to Javi in my car or
on a walk, I can talk that way.
Sometimes I don't talk directlyto him.
It also has a feature where youcan just the microphone feature
, where you can just speak intoit and it transcribes it and
(20:52):
puts it in there.
It really depends on where I am, what I'm doing, the context,
what kind of heavy lifting.
You know I'm veryconversational with Javi, know
I'm very conversational withJavi and so a lot of times I
give it a lot of context justthrough a conversation and so
that's when I will just pressthat button, give it a lot of
(21:13):
context about something I'mworking on or a client I'm
working with, and that helps meto get my thoughts into AI much
quicker than typing.
I'm not a bad typist, butsometimes I just don't feel like
doing that and it's just easierto talk.
And the beautiful part is,jason, people don't realize this
, it doesn't care.
(21:34):
So Javi doesn't care if I'mstuttering, javi doesn't care if
I mess up my words.
I can talk exactly like I'mtalking to you now and as long
as I'm giving him strategiccontext, I get really great
results.
The other thing is I even showpeople for the desktop version.
(21:55):
If you go to a webpage and youwant the content to be
summarized from, like a newsarticle on CNN, if you copy that
entire webpage and I'm talking,don't worry about all the ads.
It copies everything from themenu to the ads and everything
and you just paste that right in.
I assume that you've tried thisbefore.
Speaker 1 (22:15):
Yeah.
Speaker 2 (22:16):
It's smart enough to know that all of that stuff that
is the garbage isn't part ofwhat you're looking for, and so
it discards that.
Now I will say that I haveheard should I go up on this
tangent where I've heard thatthere are I have no problem with
that there are certainorganizations that are thinking
about putting kind of things inthere that would trip up AI so
(22:44):
that their content would not beused in that way.
So, like in both the businessspace and the creative space,
where people are trying toprotect their work and their
which I get it and I would again, I would never suggest that
people go in there and summarizean article and use it for
something without givingattribution to the person.
(23:06):
Anyway that's just kind of aside thing, that be careful
because you don't know what'scoming, where they're putting
poison pills in there, so thatyour content is wonky.
Speaker 1 (23:16):
Oh my gosh.
So much to think about.
All right, it's true.
Let's dig in a little bit moreand talk about what prompt
tactic usually delivers thebiggest time savings.
What are your thoughts there?
Speaker 2 (23:30):
Oh, there's so many, but one of the big ones is
something I'll call the TomStocks method.
I talked about this when Italked at the RBA summit.
Tom Stocks is a former boss ofmine former boss of mine and he
had this strategy where, anytimewe would introduce a new
proposal to the organization, hewould take quite a lot of time
(23:51):
to really think through what theobjections would be to the
proposal and the answers tothose objections, which we would
then put into a set of FAQ andsend out to the organization
prior to even talking about it,so that here's your proposal,
here are the objections, hereare the answers.
(24:11):
So then, we didn't put it thatway.
It was just like commonly askedquestions.
This is probably the objectionthat they're going to have.
Here's the answer.
Well, now, with AI this is justa quick example you can take a
proposal that you've beenworking on and you can put it
through AI and say what are thecommon objectives?
What do you think are the 10,20, 50 objections that will be
(24:33):
to this particular proposal incontext of this organization
that I'm presenting it to, to,you know, senior adults who were
rolling out this particularprogram and again, context
matters, right, so the more youcan give about the context of
your audience, the better.
But to be able to do that, youknow that quickly and it's
(24:57):
beautiful, because even if 80%let's say 80% of the objections
are things you would havethought of First of all, it's
helped you do it in a fractionof the time.
Not only that, usually it comesup with some things that you
would not have thought of whichare fantastic to help you.
So think about it's not just atime savings, then, within the
(25:19):
context of of you putting theproposal out, it's a time saving
for the people who arereceiving the information
because you've already addressedtheir objections, you've
already answered those questions.
When you get into meetings,you've already saved time right.
So there's there's this rippleeffect that goes through and
then, if you're not having tosit through meeting after
(25:39):
meeting or address additionalobjections and then meet again,
if you're taking care of thatall, all you know, all upfront
it can do amazing things.
And that's just one example ofof the way that can save
tremendous time over the youknow, the life of the
organization.
Speaker 1 (25:59):
It's a total gem.
I honestly can't wait to trythat out.
I remember being in theaudience of your talk at RVA
Tech's Data and AI Summit and Iwas like, oh my God, I wish I
could write that down because Ineed to try that.
And here you are triggeringthat feeling I had when I heard
(26:19):
you talk about it and I'm justtelling my audience right now.
In a week from now, I will havetried this two or three times
at least.
So, give it a shot yourself.
It sounds awesome.
Speaker 2 (26:30):
These are high stakes , right?
So I've talked with somebody atthe State Council of Higher
Education.
They're trying to get AIstandards put out to those.
Ai standards have to go througha rigorous process with the
task force and theadministration has to look at it
and prove it.
Well, I'd much rather againtake the proposal that I'm
(26:50):
working on to get that throughbefore it goes to the
administration, before any eyessee it.
I'd rather think through whatare the objections going to be
to this?
And usually that is a lightbulb moment, for people Never
thought that they could use atool for something like that,
but you can.
Speaker 1 (27:07):
So Excellent, All right, Liz.
We've talked a lot about whatmakes your methods successful
and how to manage and harnessthe most out of the technologies
.
Have you ever run into an issuewith an AI rollout, potentially
one that was caused by culturecues that you noticed?
Speaker 2 (27:30):
As a matter of fact, I was recently working with a
team who really needs.
Their team is getting behind.
Okay, they're facing some,they've lost some clients and
they really need to get theirteam up to speed on AI tools and
they need to introduceautomations agents, the whole
(27:51):
thing.
Okay, that's my strategicassessment after meeting with
them.
However, their team uh, thereis a, a knowledge of this, the
leadership that the team isconcerned that AI is going to
take their jobs, and so the, theculture of the organization
right now is one of fear, okay,and there's a tension that is
(28:14):
happening between the leadershipand the, the staff, that is
causing the leadership to holdback and say you know what we're
going to?
We're going to wait, wait.
This is where the, so they,instead of doing a kind of
workshop or something where wecould come in, address those
(28:39):
concerns and begin to upskillthe staff so the staff actually
has a greater chance of beingemployable in this AI revolution
, they're waiting, which Irespect the decision, even
though I don't agree with it.
But here's the interesting part.
The co-founder said, though I'mnot ready to do this for my
(29:00):
team, I would never hire anotheremployee who didn't know how to
use AI Right.
Speaker 1 (29:08):
Yeah, it's a difficult adjustment for some
people.
Speaker 2 (29:11):
It is a difficult adjustment, but I can't tell you
how many times and this is anexciting part of my job I just
met with an organization.
Within the last two weeks, metwith an organization.
They invited me to do aworkshop for them and these
people really none of them.
There were a couple of peoplewho were dabbling, most of the
rest of the team.
(29:31):
We're not using a at all, ai atall.
We the beautiful part is tolisten to the objections, just
like we talked about with thetom stocks method to listen to
the objections they're validpoints answer them and then show
them what it can do.
And we went within thatworkshop, from them being
hesitant to being like.
(29:52):
This is the thing that is goingto transform our organization
in a two and a half hour period.
So and when I say that it willtransform their organization,
I'm not exaggerating.
This will transform the rest ofwhat they do and it's going to
have massive impacts, which wasvery exciting for massive
(30:13):
positive impacts, like reallygreat positive impacts for the
organization.
So culture can be, and one ofthe things I said at the Data
and AI Summit was that you know,culture eats tech for breakfast
.
That's like a joke, but it'strue.
Culture eats anything forbreakfast.
(30:34):
If you don't change the cultureof the organization, you don't
start there.
Speaker 1 (30:40):
Yeah, wow, that's quite the awareness moment, the
cultural readiness.
It's really fascinating, yourability to help them with the
signals that they were givingout, with the signals that they
were giving out.
That's one of the mostimportant skills, I think, in
(31:02):
elevating the AI technologiesinto the workforce is to be able
to listen to the people and howthey're reacting to it and what
their fears are, have thoseopen conversations.
I think it's super importantbecause it's a lot very fast and
people don't understand thetechnology very well.
They think it's magic or it'snot super helpful because it can
(31:23):
hallucinate or whatever.
But there's so many differentthings that it is doing really,
really well.
And the naysayers, if you will,just, you know it'll take a
little time.
The naysayers, if you will, just, you know it'll take a little
time.
But being able to listen tothem and help them get over the,
(31:43):
the change curve, I think isone of the biggest, biggest
value adds for for companyleaders these days.
And you've got to, you got tostart with the culture and, like
, like you alluded to, theculture is really about, um, you
know how people feel, aboutwhat it is that they do day in
and day out and how theyaccomplish it, and so the
leadership needs to step up andsupport them.
It's not just about rolling outa new shiny object and say go
(32:06):
use this or you're fired.
That's a terrible way to do it,and I'm not disagreeing with
the person who said I will neverhire another employee that
doesn't know how to use AI.
Like I don't disagree with that.
I think that's absolutely oneof the right things to do, and
people are going to have tocatch on to that, and they're
going to need to strategicallymap their skill sets with the
(32:30):
adaptable functionality of suchtools.
Speaker 2 (32:32):
So yeah, well, and it's important for what you're
saying about leadership.
The other thing that I keepsaying is that this is not just
a tech team thing.
This is not something thatyou're just rolling out to the
employees.
This is something that the CEO,the president, the leadership
of the company needs to belearning as well.
They need it as much and, as amatter of fact, I am 100%, I
(32:56):
would say, any CEO or presidentwho's not using it.
It would transform the way thatthey're able to lead.
It helps them to be morestrategic.
Again, even something simplelike the proposals, if you're an
executive of a company andyou're not using it for things
like that, for ways to leadbetter.
As a matter of fact, the waythat the Baker method the way
(33:17):
mine is set up is set up so thatevery interaction I have with
it, every time, literally everysingle conversation that I ask
Chachi PT, he starts with thefact that I've told him that I
want to be a better leaderthrough every interaction.
So every single time he talksto me, he's making be a better
leader through every interaction.
So every single time he talksto me, he's making me a better
leader.
So executives have theopportunity to lead better to
(33:41):
lead stronger by using toolslike this.
Speaker 1 (33:44):
Very cool.
A lot of positive change comingfrom it, that's for sure.
All right, so let's look ahead18 months or more and think
about which capability wouldmost amplify your work and
others around you.
Speaker 2 (33:59):
Well, I say it's two things, so don't force me to
choose one.
I want to choose two things.
I want to say agents andautomation.
Another favorite story that Ilike to tell that's recent.
I was at an awards ceremony andGarrett Westlake, who is the
head of the DaVinci Center,which is an innovation hub at
(34:21):
VCU, he was there as well and hesaid that he had just been to a
conference in DC.
I hope he doesn't mind metelling the story.
I don't think he will.
He had just been at this AIconference and there was a guy
there from Salesforce who saidthat, if you're now, he was from
Salesforce.
He was saying that if yourcompany is not using, if your
(34:43):
company let me get this right ifyour company is not employing
AI agents right now, so if youdon't have, if your company
doesn't have its own AIemployees, which are agents
right now, your company is deadand they don't have.
Your company doesn't have itsown AI employees which are
agents right now, your companyis dead and they don't even know
yet.
Now, that's a bit, I think,hyperbolic.
I don't think all companies whoare not using agents right now
(35:04):
are dead.
However, I do think it is avery critical point that there
are companies that are reallyusing the heck out of these
already, that there arecompanies that are really using
the heck out of these already.
So we've got some companiesthat are still dabbling with AI,
others that already have AIemployees.
I told you I already have AI, Ido.
I have both generative AI, Ihave Hobby.
(35:26):
But I also have agents throughZapier that are automated, that
do work for me automatically.
We've talked about this, Jason,I know you've done work.
Speaker 1 (35:35):
I love Zapier.
Speaker 2 (35:37):
Right.
So I think that these are thisis just the beginning.
It's only ramping up and that,again, I know that there will be
people listening who wouldthink these are just for the big
boys.
I'm a one person consultancy.
I have them.
(35:57):
Am I a tech person?
Yes, but are these simple toset up?
Some of them are incredibly.
You know that they are notdifficult to set up for
organizations.
So you have this huge potentialfor return on investment.
Potential for return oninvestment.
(36:20):
Their small moves can mean bigROI.
That can happen right now andthat's only going to get more
and more over the next 18 months.
Speaker 1 (36:24):
Yeah, no, I believe in agents and automation.
I did a podcast very recently Ititled the Rise of AI Agents,
and there's so much potentialand it's changing everything
that we do.
It is going to tap into all ofour systems workflows eventually
and I can appreciate theemploying agents something that
(36:48):
you're paying for throughinfrastructure and inferences of
models and such but that ishappening and being able to
force multiply your business,you've got to be able to use
those automations.
Automation has been disruptingthe world around us for, I guess
, centuries and it's onlygetting better and better.
Speaker 2 (37:13):
But imagine this, because this is an important
point as well we are passionateright at AI, Ready, rba and as
individuals.
As the founder of Nimbology, itis one of my cornerstone points
is that it is so critical thatwe remember that AI is here to
assist humanity and to augmentour human workforce.
(37:36):
So when I say agents employingagents, it means that your
employees, each of youremployees, each of your current
employees on the workforce couldhave agents, ai agents that are
working for them.
Again, going back to the conceptof we all become leaders of
teams, those work on behalf, toremove the administrative work,
(37:57):
to remove some of the processstuff, to automate some of the
repetitive tasks so that yourteams are working on more
strategic, more mission vision,critical work.
Speaker 1 (38:08):
Yeah, I want to dig into that so much, but I do want
to address what the quote wasprovided about, like, if your
company isn't using AI agents oremploying AI agents, you're
dead already and you don't evenknow it.
Like, that is a bit aggressive,but not to be overlooked by
(38:31):
companies who aren't actuallyattempting to do it because they
don't believe.
You know, I've had manyconversations.
Some companies believe they arenot going to be impacted by the
automation and AI becausethey're, you know, whatever
regulated industries or whateverservices that they're providing
can't be touched, and Ipersonally don't believe it.
(38:53):
I think eventually it's going tocome around to even those
companies that feel invincible.
If you will, it's only a matterof time.
Speaker 2 (39:04):
Well, again, this is such a short-sighted way for
them to look at it, because ifyou can save your team 40 to 90%
of their time, if you can dothose repetitive tasks, if you
can help augment them, and again, like I'm saying for a leader,
you're not doing your team,you're not doing yourself or
your team any favors by puttingyour head in the sand on this.
(39:25):
It is coming the cat's out ofthe bag.
The train has left the station.
Ai is here.
It's here to stay.
I also talk about it being anational security issue, because
other countries rogue interestspeople who are not our friends.
They have access to AI as well.
I want people here that I know,who are ethical, good people,
(39:45):
to be learning AI.
I want them to know how itworks.
I want them to be employinginnovative solutions.
I don't want us to get behind,and so I think it's critical.
Speaker 1 (39:56):
Yeah, Spoken like a true leader of AI.
Ready RVA.
All right, let's move on to ourrapid fire tips.
Give me three One for execs,one for nonprofits and one for
the great citizens of RichmondVirginia.
Speaker 2 (40:12):
All right.
So for executives, I'm going togo back and I'm just going to
reiterate that this is not atool for the rest of your teams.
You've heard me talk about theTom Stocks method today.
This is the tool Again.
If you employ things like theBaker method and you start using
it strategically, this is thetool that helps you to become a
better leader, like seriouslycross the board Now.
(40:34):
You to become a better leader,like seriously cross the board
Now.
You have a coach, a consultant,a thought partner that can help
you make better, faster,stronger decisions and
everything you're doing as anexecutive.
So if you're not using it, thatis really sad, because you
totally should be.
(41:11):
For nonprofits, this is the toolof a lifetime oh my gosh.
To be able to write grants,produce customized materials for
your organization, to basicallymultiply yourself and every
volunteer.
This is what I'm saying.
This is not just for your team.
For volunteers, as a matter offact, I've worked with so many
organizations where ours does.
We have committees.
The committees are working onevents, they're working on
bylaws, they're working on allsorts of things where AI can
dramatically reduce the amountof time spent so that you can
(41:32):
get those results quicker.
So for nonprofits, it is thetool of a lifetime to multiply
your efforts.
And then for citizens.
Again, this is it's here.
It's not something that's inthe future, it's something that
everybody needs to know.
If you don't think you need toknow it, well, maybe your kid
(41:53):
needs to know it or yourneighbor needs to know it.
Everybody needs to be part ofthis, and not just so that they
know how it works and how it canhelp them, but also, going back
to protections, we have to knowhow AI works and what's coming
so that we can protect ourselvesfrom government overreach and
(42:13):
from business overreach.
So we talked earlier about theconcerns people have.
Those concerns are notunfounded.
A lot of the concerns anybodywho's involved in AI is very
clear on the concerns.
We see the upsides.
We also see the downsides.
Part of the reason we'reinvolved in it is because we
want to make sure that theupsides are definitely more than
(42:35):
the downsides.
But people need to understand sothey can understand what's real
from fake, right.
So we've got like AI stuffcoming out right now.
I mean I can't like I seeimages now or content.
I'm not sure if it's real orfake.
We're going to have to getbetter as a citizenry, of of
knowing that.
So the tip, though, is tohonestly try it out.
(42:57):
Try chat to pt out, go toperplexity, go to jen, and I go
to one of the tools, startasking it some questions.
A simple point of entry.
That is not.
It's not necessarily strategic,but a simple point of entry is
to, instead of going to googlesorry google.
Instead of going to Google,sorry Google.
Instead of going to Google askone of your favorite AI the
questions and see it.
Speaker 1 (43:19):
I mean to be fair, they're using AI too.
It's just not the same way.
But yeah, totally mic dropright Like go empower your
leadership, empower yourbusiness, empower yourself.
I love the advice.
Thank you so much.
Now, last but not least, I wantto close out this awesome
podcast episode with my favoritequestion of all If you could
(43:42):
have any superpower, what wouldit be and why?
Speaker 2 (43:46):
All right.
So this is the worst answerever to this question, but I
already have it right, So-.
Speaker 1 (43:54):
Love the confidence.
Speaker 2 (43:56):
I've been waiting all of my life for generative AI.
I just didn't know it, and sowhen it came, I feel like it has
superpowered me.
It has augmented Liz over thelast two and a half years.
It's enabled me to do thingsthat I would have never been
able to do without it, and soit's a little cheeky of me to do
things that I would have neverbeen able to do without it, and
so it's a little cheeky of me tosay that, you know, if I could
(44:19):
have any superpower, it'd be AI.
And, of course, there's otherthings that I would love to be
able to, like fly in the outerspace or something like that
would be super cool.
But for practical and forreality, I already, legitimately
, am superpowered by AI.
Speaker 1 (44:37):
Yes, indeed, I believe it.
You have so many awesomestories that you shared with our
community.
It's been great.
Today, I'm sure that ouraudience is going to take some
notes and apply some of thisreally practical knowledge.
Speaker 2 (44:51):
Thank you for trusting me enough to come on
here, and it's an honor to be onhere speaking with you and
talking about this, and I hopethat it does help people to move
forward.
That's my goal and my mission.
Speaker 1 (45:04):
I want to say thank you so much for your time today
as well.
You're an awesome partner in AIReady RVA.
We really appreciate everythingthat you do for the business
and we wish you the best in yournimbology efforts, as well as
all the other nonprofits thatget to keep you and you're
supporting their growth.
(45:25):
Can't wait to see what you donext, Liz.
Speaker 2 (45:28):
Cool.
Well, thank you, jason, rightback at you.
Speaker 1 (45:33):
And thanks to our listeners for tuning in today.
If you or your company wouldlike to be featured in Inspire
AI Richmond episode, please dropus a message.
Don't forget to like, share orfollow our content and stay up
to date on the latest events forAI Ready RVA.
Thank you again and see younext time.
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