How Chief of Staff Network Sees the Future: From Chief of Staff to Chief of AI

Scott Amenta, founder of Chief of Staff Network, shares key findings from their recent AI report, including that 84% of surveyed companies are already piloting AI tools and that change management and ethical concerns are major barriers. He talks about the new role of the Chief of Staff in AI adoption, working closely with CEOs and CTOs, and highlights the launch of several new programs like the Chief of AI Fellowship and Launchpad for aspiring Chiefs of Staff. The episode also covers real-world examples of AI change management and how Chiefs of Staff are navigating this fast-changing landscape.

Links Mentioned:

• Chief of Staff Network Website
• Chief of AI Fellowship
• Launchpad Program
• Power Skills Programs
• Chief of Staff Connect Conference
• Chief of Staff Network Jobs

Free Resources:

• Strategic Planning Checklist 
• Chief of Staff Skills Assessment Checklist
• A Day in the Life of a Chief of Staff
• Chief of Staff Toolkit

 

Get in Touch With Emily:

• Connect on LinkedIn
• Follow on YouTube
• Learn more about coaching 
• Sign up for the newsletter
• Clarity Call with Emily

 

Who Am I?

If we haven’t yet before - Hi👋 I’m Emily, Chief of Staff turned Executive Leadership Coach. After a thrilling ride up the corporate ladder, I’m focusing on what I love - working with people to realize their professional and personal goals. Through my videos here on this channel, books, podcast guest spots, and newsletter, I share new ideas and practical and tactical tools to help you be more productive and build the career and life you want. 

 

Time Stamps:

01:36 Overview of Chief of Staff Network
03:27 The Role of Chief of Staff in Modern Organizations
05:23 AI's Impact on the Chief of Staff Role
09:09 AI Adoption and Challenges
27:37 AI Training Initiatives
29:46 Chiefs of Staff and AI Decision Making
32:45 AI Use Cases for Chiefs of Staff
37:12 Challenges in Measuring AI Impact
42:16 Chief of AI Fellowship Program
45:14 Launchpad Program for New Chiefs of Staff
47:37 Power Skills Program
48:58 Chief of Staff Connect Conference

Episode Transcript

emily-sander_1_07-23-2025_08 (00:25):
My guest today is Scott Amenta and
he is the founder of Chief ofStaff Network.
Scott, it's great to see youagain.

scott-amenta_1_07-23-2025 (00:32):
Yeah, likewise could have be in here.

emily-sander_1_07-23-2025_0 (00:35):
How are things in, uh, Berlin

scott-amenta_1_07-23-202 (00:37):
Berlin is, uh, raining, pouring in
dark, so typical Berlin, but,but, but not in the summertime.
Usually it's bright and sunny.
So this is unusual.

emily-sander_1_07-23-2025 (00:45):
Yeah, I'm sorry.
Yeah, I'm up in Seattle and it'sactually pretty sunny here.
So we've, we've

scott-amenta_1_07-23-2025_1 (00:49):
We, we've swapped.
Yeah.

emily-sander_1_07-23-2025_08 (00:51):
we swapped, but thank you so much
for stopping by.
We had, uh, Rahul on last yearand he was kind enough to take
us through Chief of StaffNetworks salary report at that
time and kind of talk about somefun things that you all were
doing.
So you're here to talk to folksabout the Chief of Staff
Network's AI report, and I'mreally, I'm personally.

(01:13):
Genuinely interested and excitedfor what, uh, you're gonna share
there.
And then you have several newofferings and programs and
initiatives that you're workingon that I wanted to, uh, make
sure we get a chance to talkabout and get that information
out to folks as well.
So that'll kind of be the backhalf of the episode, but feel
free to kick us off anywhereyou'd like to start with the AI

(01:34):
information.

scott-amenta_1_07-23-2025 (01:35):
Yeah, sure.
I mean, maybe let me start witha quick introduction of Chief of
Staff Network and then we'll,we'll get into kind of the, the
reasoning behind.

emily-sander_1_07-23-2 (01:42):
assuming everyone knows Chief

scott-amenta_1_07-23-2025_17 (01:44):
I, I, as I hope so as well.
Um, but, but maybe not for, forsome new listeners or, or people
just exploring the role for thefirst time potentially.
Um, so Chief of Staff Networkis, uh, one of the leading kind
of professional communities andorganizations for chiefs of
staff.
Um, we, we help kind of activechiefs of staff level up in
their role, accelerate theircareer, uh, find their path

(02:06):
forward, whether it's into moreadvanced kind of senior levels
of the position.
Uh, or onto the next thing,whether it's BizOps or COO type
roles, strategy roles.
Um, we've worked with thousandsof chiefs of staff over the last
seven plus years.
I started the community, uh,back in 2017 when, when I was a

(02:26):
chief of staff and in my firstchief of staff kind of tenure.
Um, when I was feeling as lonelyas you can imagine, in the role
with kind of no, uh, supportnetwork or guidance or clarity
on kind of what I should bedoing, how I should be measuring
myself.
Or what a chief of staff evenreally was at that point.
And um, you know, I was luckyenough to find a few other

(02:47):
people kind of in my shoes andrecognize that there was a much
bigger opportunity to kind ofmake sure that, you know, I
wasn't the the last one to feelthat way.
And every new chief of staffcould find, you know, a home
kind of in the community to, um.
Ask people questions, getanswers in real time, um, and,

(03:07):
and also explore kind of howthis role has evolved outside of
the political spectrum and, andinto kind of private and, and,
and publicly traded companies.
And, um, you know, I thinkespecially in startups, the role
has kind of really taken offlike a rocket ship.
And, um, you know, there,there's numerous reasons for
that, that we can kind of getinto.
Um, but, but the big thing isorganizations are more complex.

(03:31):
CEOs need help.
Uh, I've made a case for kind ofthis two-headed CEO, um,
multiple times.
And, and, and I think it standslike chiefs of staff are there
as strategic executors andoperators on behalf of their
principal.
They're there to kind ofmultiply the impact and the
output.
And, you know, that's verydifferent than kind of a more

(03:51):
traditional administrative role.
Equally critical in differentways.
Um, and, and those two can work,you know, side by side.
But yeah, our mission is to seemore chiefs of staff get into
the role, uh, and, and to seethe role proliferate kind of
across industries.

emily-sander_1_07-23-2025_ (04:06):
Yes.
And I, I love what you're doingand you know, my, my small part
in all this is I am tired ofhearing, oh, you're a chief of
staff.
That means you're an ea.
No, no, I, I try not to roll myeyes when I, when I hear that,
but elevating the role to,similar to what you described,
where it's a high levelstrategic, in my mind it's a

(04:27):
C-suite role.
There's different levels ofthat, but it, it's to that and
like you said, a forcemultiplier, and you're a game
changer.
You're a leverage point.
So I love everything that youguys are doing.
And then, you know, you kind ofmentioned, but your hallmark.
Your Hallmark offering is the900 plus Slack channel where you
can connect with the chief ofstaff literally all over the

(04:50):
world, like mul, like multiplecontinents.
We're talking about here,

scott-amenta_1_07-23-202 (04:53):
That's right.
So that, that's our promembership, um, that gets
members access to a privateSlack group that's, that's been
around for, for years.
Um, so the, the, the history inthat Slack group and just kind
of the, the ongoingconversations are unparalleled.
Um, but it also gets us accessto all of our programs and
courses and, and live events,both virtual and in person.

(05:16):
Um, we run multiple conferences,big conferences throughout the
year.
We can talk a little bit bitmore about that, uh, towards the
end of the episode.
Um, but, but first I wanted, wewanted to start by talking
about, uh, AI and, uh, what,how, how, how AI is impacting
the chief of staff role.
And, you know, we were lookingand starting to experiment with

(05:36):
a lot of the AI tools.
Around two years ago, you know?
Right, right.
When GPT, I mean, even beforeGPT was coming out, we were
already playing with some of thetools and, you know, started to
recognize very quickly that,that the fundamental shift here
that all organizations are goingthrough at this point, um, was
going to impact how chiefs ofstaff spend their time, um, and

(05:59):
operate within their companies.
And I, I won't sit here and saythat the chief of staff role is
going to go away forever, and AIwill be kind of.
It's immediate replacement.
Uh, in some cases that might betrue and, and certainly for some
parts of the role, it definitelyis true.
Um, but I think what, whatactually is happening is chiefs
of staff have kind of foundthemselves at the crossroads of

(06:23):
probably one of the mostinteresting times on the
internet.
And, and this applies not justto tech companies, but to all
companies, um, and, andnonprofits and government alike,
um, and, and chiefs of staffhave a very unique opportunity.
To be the orchestrators, be thekind of change management, um,
you know, implementers in theirorganization, both in deciding

(06:47):
kind of which tools and how arethese tools going to be
implemented across teams.
But, but also as importantly,and this is where the chief of
staff kind of really comes intoplay, is, is how do we manage
the humans?
In adopting and adapting to thatchange as well.
And when we started to thinkabout this, we, we realized
actually the chief of staff mayno longer be the chief of staff.

(07:09):
Uh, we've been calling it chiefof AI now for, for the last year
and a half because in, in a lotof ways the staff is no longer
just human.
The staff is also agenticworkforces and, uh, and, and
workflows and, and, and AImaking decisions or, or doing
some of the grunt work thatotherwise.
A human might have been spendingweeks and or months doing, um,

(07:32):
and, and you know, theopportunity to go from zero to
good.
Has now been shrunk down toseconds.
Right.
Good to great.
Still takes a little bit of timeand, and, and, and often a
human's involvement to actuallymake a decision about, you know,
what does great actually looklike in this context.
Um, and, and, and so we're notwriting off chiefs of staff
entirely or, or humans entirelyfor that matter.

(07:55):
Um, but we are definitely sayingthat the role has changed, um,
and, and whether active chiefsof staff realize it or not, that
change is coming for them atsome point.
And that point is not five yearsahead.
That's in the next 18 monthsprobably.
And so our new mission really ishow do we prepare chiefs of
staff, both active and new andin and incoming, um, to adapt to

(08:20):
kind of this new reality.
And so in order to do that, we,we set out to find some data
and, and understand a little bitmore about kind of what was
going on in various companies,you know, behind the scenes and,
and, and how the role is kind ofbeing impacted by, by those
changes.

emily-sander_1_07-23-2025_ (08:37):
Very cool.
And so, I mean, did you reachout to kind of your 900 strong
group and cohort and, and asksome questions and, and kind of
maybe walk us through some ofthe highlights of that report?

scott-amenta_1_07-23-2025 (08:49):
Yeah, sure.
So we, we always start with thatgroup.
They're, you know, they're kindof the bread and butter, um, but
the audience is much bigger thanthat.
So we're, we're lucky enough tobe able to reach out to
thousands of chiefs of staff,both active and, and past, um,
to, to collect data.
I'll, I'll start from the top.
I kind of like, I've got a fewkey takeaways in, in my head.

(09:09):
Um, the first one is reallylike, pretty obvious AI adoption
is growing.
It's already high, right?
84% of the companies that wesurveyed are already piloting AI
in some ways Now, that thatdoesn't mean that they're
necessarily have implementedacross the board, um, you know,
have, you know, implemented iteven in individual teams.

(09:32):
It doesn't mean that adoptionhas been consistent across the
whole organization, but theexecutive team for sure is
already thinking about it.
Um, and has either, you know,started to mandate or started to
require, um, you know, or, orstarted to, uh, enforce, right?
Like different AI tools to beused by, by various teams.

(09:55):
Now obviously, securitygovernance come into play, you
know, pretty quickly from, fromthat point forward.
Um.
That's kind of like one of thenext big things that, that, that
we saw is that tends to be oneof the biggest key barriers as
well in terms of adoption,right?
A ai, uh, security ethics,governance and, and then of

(10:15):
course change management.
So, um, security and ethics, 41%of the companies that we
surveyed presented that as kindof the main barrier to entry in
terms of how do we get over thishump.
Not, not just the learningcurve, but.
The actual, like distillation ofAI tooling, kind of across the
org.

(10:36):
Um, the other piece is changemanagement and, and change
management has a few layers.
Um, one of course is training,right?
How do we train our employees touse the tools?
Um, how do we make themmotivated and inspired to
experiment with, with varioustools?

emily-sander_1_07-23-202 (10:52):
That's a

scott-amenta_1_07-23-2025_1 (10:52):
Um, how do we remove the fear of
having used those tools?
It, you know, it may be myeventual replacement.
Um, and so that dialogue, thatcommunication, uh, as we'll get
to, that's where chiefs of staffthrive, right?
Working from top down and groundup simultaneously, um, where

(11:13):
they have kind of the eyes andears and, you know, thoughts of
the executive team,

emily-sander_1_07-23-20 (11:18):
Mm-hmm.

scott-amenta_1_07-23-2025_1 (11:18):
are also hearing kind of the real
life stories of I don't haveenough time to even experiment
with ai.
Like, my plate is full.
So how do I, how do I move from.
You know, the already 60 hours,I'm working a week to squeezing
in an extra four or five hoursto learn the tool and, and shift
the behavior.

(11:39):
Um, you know, that, that can bereally tough.
And so, um, yeah, chiefs ofstaff, like their ability to
work top down and, and ground upthat, that's, that, that's a key
point of, of one of thefindings.

emily-sander_1_07-23-2025 (11:51):
Yeah.
It's, funny you kind of, as youwere saying those things, I'm
remembering conversations I'vebeen having where Yeah.
I have a chief of staff who's ata startup and they're doing
clinical trials and she can'tuse AI because of different
regulations and things likethis, so she's like, Emily, I
know it would save me.
Personally, individually, somuch time in my personal
workflow, and I know we coulddeploy this in certain parts of

(12:14):
the company, but there's theregulation piece, so that's,
that's a, um, a barrier forsure.
I think the change managementpiece, I'll, I'll let you finish
your report and takeaways here,but I'd love to dig into that
change management piece becausethat's, um, I agree a hundred
percent.
I think that's where chiefs ofstaff are bread and butter tried
and true.
That's, that's in theirwheelhouse for sure.

scott-amenta_1_07-23-202 (12:35):
That's right.
And I think we can dig into itnow actually.
'cause like the, the next mainpoint is, is obviously not the
chief of staff alone, right?
The, the chief of staff needs aset of partners that can help
guide that change management,that implementation, those
decisions of.
Which tools are we going to buy?
You know, what, what's right forour organization?

(12:56):
What problems are we trying tosolve?
And, and what do the outcomes ofthose problems or solutions
actually look like?
Um, that's not going to be, youknow, this is not a lone wolf
situation where one person isgonna magically change the whole
company and, and buildeverything they need, um, to, to
support the organization goingforward and like bring them into

(13:16):
the new century.
Um.
What, what we've seen is, isactually what, what we've dubbed
the AI triad, and that istypically the CEO, right?
That's the visionary of thegroup.
That's the person saying, okay,this is, you know, this is kind
of where this organization needsto go, um, with ai.

(13:37):
Um, that's either going to be,here's how we're using AI to
change our operations, or here'show we're using AI to actually
build it directly into ourproduct, right?
Um, Zapier is a really goodexample of this.
They've built AI, kind of AItools across their entire
product, right?
Their suite has changeddramatically over the last 24
months.
Um, it's not just build aworkflow, it's now build an

(13:59):
agent.
Um, but they've also gonethrough the same internal shift,
cultural shift, uh, in terms ofgetting their own employees to
use ai.
And that's not just Zapier, it'sother AI tools as well, and,
and, and building kind of that,that.
Day-to-day behavior of, um,attempting to solve problems or
do the work with AI as acopilot.

(14:22):
Um, and so the, the CEO EO iskind of the starting point for
that, right?
Like that, that's the most topdown version.
The, the next one in line is thechief of staff, right?
That that's the operationalleader.
That's the person that the CEO ois eventually gonna go to say,
okay, how do we actually getthis done?
Right?
Who do we need to talk to?
Which relationships are going tobe, um, you know, constrained

(14:45):
or, or have strain?
Um, you know, who, who's goingto be our champions?
Who's gonna give more pushback?
Which teams should we beconcerned by?
Right?
That's very much like ear to theground.
Um, go figure out kind of whatwe don't know already when we
start to announce and talk aboutthis more publicly within the
company.
A third person in line and, andthey're all equals, it's a

(15:07):
triad.
Um, is, uh, is the CTO, ofcourse, right?
Or, or maybe head chief productofficer.
Um, but, but someone technicalor more kinda sitting on the
product engineering side.
Um, look, a lot of AI toolstoday, like if you're just
using, uh, GPT interface orClaude or Gemini, um, there's

(15:29):
lots you can get away with onjust chatting with an LLM.
Um, and, and that's kind of likethe first step for most people.
Um, the reality though is likewhen you want to get into more
complex workflows, when you wantto actually have the agents, uh,
executing things on your behalf,you know, maybe with a human in
the loop, you're probably gonnaget or need some more technical

(15:53):
ability to help kind ofimplement those more complex
workflows.
Right.
You're, you're now touchingyour, your data sets, right?
You're giving that LLM accesspotentially to customer
information, hopefully notfinancial information, but who
knows?
Um, and, and, and those weredecisions need to be made,
right?
Like that, that's governance,right?
How, how do we think about, um,what's acceptable use of these

(16:16):
platforms?
And so you really need that CEO,that chief of staff and that
CTO.
Uh, pairing together to say,okay, like, here's how we're
gonna think about this change.
Um, and, and here's how, uh,here's the pushback that we've
heard.
Here's the technicalconsiderations that we need to,
um, think about.
And here's the vision that we'regonna pitch to the team in terms

(16:39):
of how we communicate, not whatwe're doing.
What, what is always fine.
Why is always the more importantquestion to answer.
Uh, and, and especially why now,right?
Because in, in a lot of caseswhat we've heard is.
A, a strategy has been set,right?
Especially last year.
It's like, all right, the, the2025 strategy was set and then
like January rolled around andall of a sudden all the LLMs got

(17:00):
significantly better, right?
And that's all we read about dayin and day out.
And so, you know, every CEO issitting there with shiny objects
syndrome saying, we need to bedoing that and we need to be
doing this.
And you know, this, ourcompetitors are doing this.
And so there, there's a lot of,um.
Uh, Italian word ajara, likethere, there, there's a lot of,

(17:20):
uh, you know, pent up kind ofemotions of like, we're not
moving fast enough.
Um, you know, we're going to beleft behind.
How, how do we make sure thatdoesn't happen?
And what's very often missing isthe strategy of here's what we
actually is important to usright now.
Right.
Is it saving costs in thisparticular, uh.

(17:43):
Part of the organization, is itbuilding out this part of our
product?
Because we think there's amarket opportunity there.
What happens too often isscattershot, and so you, you
need that triad to really bekind of the brains behind the
strategy first.

emily-sander_1_07-23-2025_080 (17:57):
I love it.
Yeah, there's, there's so muchgood stuff in what you said.
I have, uh, a chief of staff nowwho you mentioned moving into
the chief AI role, and she hasbasically done that where
they've said, you know, so andso your job now is to.
Um, be our, be our AI person.
So go out to conferences,network with people, make sure
we're on the cutting edge ofthings, report back what you're

(18:19):
seeing and help us integratethis into the teams

scott-amenta_1_07-23-2025_ (18:23):
Hmm.

emily-sander_1_07-23-2025 (18:23):
makes sense for us.
And then also, conversely, wewant.
You to be the face of ourcompany for ai.
We wanna be a thought partner inour industry.
And so we're gonna put you outthere.
Um, and she's got a backgroundin, in doing these types of
things.
So her role has morphed prettysignificantly in the last 18, 24

(18:44):
months.

scott-amenta_1_07-23-2025 (18:45):
Yeah, that, that's really interesting.
And I, and I think we're gonnasee a lot more of that, where
the, the chief of staff in somecapacity has kind of assumed a
lot of responsibility aroundthis AI adoption.
And, um, and again, it's notjust tooling, right?
A lot of it is like the, thepeople side of the business.

emily-sander_1_07-23-2025 (19:06):
Yeah, and I mean the we, I have a,
another chief of staff who is incharge of global AI change
management, and holy cow, that'sa job and a half, right?
So literally global teams,different cultures, different
level of familiarity andopenness to change in general,
technology in general.
And then, like you said, thereis that layered effect of.

(19:28):
Am I training on this so I canbe replaced at one point or some
of my colleagues can bereplaced.
That is, um, a piece of it, butthis is a rolling cadence of
communication and here's thelatest updates and here's what
we're gonna use it for.
I think someone asked me, I wasgoing back and forth on LinkedIn
with someone last week, and hewas like, Emily.

(19:48):
Is AI going to replace the chiefof staff?
And I kind of gave the sameanswer you did in a less
eloquent way.
And I was like, there'sdecisions that live on top,
quote of ai.
There's decisions of, you know,the first decision has been made
for us.
You, you alluded to that AI ishere, it's a thing.

(20:10):
But the second layer ofdecisioning is where are we
gonna deploy this in thecompany?
How, and those two are just hugeoceans of possibility.
So, you know, do we use Agagentic AI for our customer
service teams?
If yes, great.
There's a whole flood ofinformation of how you can do

(20:32):
that still.
Are we using that foraccounting?
Okay.
Is that all accounting?
Is that payroll?
Is that invoicing?
Like all these differentdecisions, um, that go into it.
So just wanted to throw that outthere and kind of, you've spoken
with thousands of chiefs ofstaff.
Whatcha kind of hearing on anyof those?

scott-amenta_1_07-23-2025 (20:49):
Yeah.
I mean, I think the, the, theother thing to recognize is a,
not all the change is going tohappen at once, right?
And, and so chiefs of staff.
Have kind of the uniqueperspective sitting higher up in
the organization, but again,like listening kind of across
the organization to try toidentify those first

(21:10):
bottlenecks, those first gapsof, okay, like this is where we
could potentially be using thesolutions that exist today, um,
to fix x, y, and Z problems.
I, I think that's number one.
Like.

emily-sander_1_07-23-2025_ (21:23):
Hmm.

scott-amenta_1_07-23-2025_ (21:23):
Most employees won't be able to see
or connect those dots wellenough to say like, okay, this
is where a, they, they might intheir individual roles, but, but
not, not holistically.
So that, that's the firstadvantage of the chief of staff
is, is having kind of that verywide purview of the
organization, not, not on,unlike the CEO.
Um, that the second thing to sayis like, strategy's not going to

(21:45):
be replaced overnight by ai,right?
AI will help you distill data.
Um, provide recommendations, seearound corners or, or, or, or
give you input that you mightnot have thought of yourself,
but it's not going to, and I saynot yet,'cause maybe we will get
there.
But today, like the, the, thesystems that exist today, at

(22:07):
least from what I've seen, willgive you plenty of ideas, but
won't really help you actuallylike, make that decision.
You know what I mean?
And, and I don't think you wantit making that decision yet.
Um, and so the, the good newsthough is, you know, you can use
AI to help distill that dataand, and come up with the ideas
of, okay, here's my companystrategy.

(22:27):
Here's the last board decks, uh,here's, um, our OKRs for the
year.
You know, help me distill the,here's the market, right?
Go do some deep research on ourcompetitors and, and what exists
in the market.
Now you can prompt it to say,okay, given all that
information, what are we missinghere?
What, what, what poke holes intoour strategy that exists today.

(22:50):
What, what are gaps that we needto fill?
What are potential, you know,market opportunities that we
could be approaching given theskill sets that, you know, our
team has, et cetera, et cetera.
And that's a perfect use for ai,right?
That, that will give you adistilled kind of different
strategy docs.
And you can even have the agentslike put on different hats,
like, okay.

(23:10):
You're gonna be the naysayer whohates our existing strategy, you
know, wants to do somethingtotally different, pivot the
company, uh, you know, you wearthat hat.
Next one is, you know, somethingmore in between, right?
And, um, you know, each one ofthose agents can come back and
give you a totally differentstrategy that then you, the
human can decide on.
And, you know, you can do thatat like the most macro level of

(23:31):
your organization down to themost kind of finite, um, you
know, problems that that oneteam or one employee might have.

emily-sander_1_07-23-2025 (23:39):
Yeah, but it starts and ends with a
decision.
A human,

scott-amenta_1_07-23-202 (23:43):
That's right.

emily-sander_1_07-23-2025_08 (23:44):
is the, which is the key part to,
to highlight there.
Yeah.
I mean, I mean, I'm justcurious, have you, the example I
was thinking of with the globalchange management chief of
staff, decided with theleadership team, had a whole
round of conversations around,let's use this for customer
service.
Our folks right now, they took apoll survey.

(24:04):
The chief of staff was in chargeof that.
Is fear this, like people arescared of this, they don't know
what it is.
Are you gonna replace my job?
All these things.
So there was a whole cycle offront running this thing, and
there was a whole layer of thechange management that was, we
need to take our employees fear.
enthusiasm and being excited forthis and be, and feeling
empowered for this.

(24:25):
So there was that layer and thenthere was, okay, which specific
teams around the globe are good

scott-amenta_1_07-23-2025_ (24:30):
Hmm.

emily-sander_1_07-23-2025_0 (24:31):
for early adopters?
Where can we deploy this?
And then have a, a story totell, look, here's how we rolled
this out for this team.
It worked really well and nowhere's what they're able to do
and look how much easier theirlives are and look how much
better the lives of thecustomers are.
And that's just a simple,straightforward example, but um,
this

scott-amenta_1_07-23-2025_1 (24:48):
No, and it, and it, it tracks
exactly with what the reportshowed as well.
So what, what we saw is 54% ofthe organizations that were
queried are prioritizing AIimplementations that very
strictly are targeting likeoperational efficiency and
productivity.
And, and, and I think there's a,I think there's a relatively

(25:10):
obvious reason for that, becauseif you can show an employee.
That you just made them moreproductive by using the tool.
You, you're not fearmongering inthe sense of, oh, now that
you're more productive, we don'tneed you anymore.
It's no like you are using thistool, right?
This is a, AI is not, we talkabout AI as like this big thing,
but AI is just a bunch of tools,right?
We, we've been using tools foras long as the Internet's

(25:32):
existed, so you know, it's notlike you give a project
management team Asana and all ofa sudden they're like, well,
Asana's gonna replace our job.
You know, Asana is one of thetools that they use.

emily-sander_1_07-23-2025_0 (25:43):
and takes over the world.

scott-amenta_1_07-23-2025 (25:45):
Yeah.
Look, I might bite my tongue inlike a couple months.
We'll see.
Um, but uh, yeah, I mean, Ithink, and I, and I think that's
kind of the, the, the best wayto implement change at, at this
current state is, you know, howdo you help and support the
employees that are going to beusing these tools so that
they're more efficient, they'remore productive, you know, and,

(26:06):
and they've got kind of clearmeasurable outcomes.
Having used those tools thatthey can display, you know, in
their performance reviews, etcetera.
Um, you know, I, I've heard of,and, and I've seen some use
cases where, um, some companieshave taken like very drastic or
even dramatic routes of changemanagement.

(26:27):
You know, up to the point oflike, well, if you're gonna make
a new hire, you've gottajustify, uh, why AI can't do
that role for you.
I forget what company that was.
That one was in the news.
Um, I, I've seen other exampleswhere, you know, AI has become
kind of like a fundamental partof their, um, you know, end of
year performance reviews and,you know that that is one of the

(26:48):
ways that that employees are,are going to be measured.
I, I think that there's such abig learning curve happening
right now as we speak, that thatmight be a little bit.
It pushing the edge of kind ofwhat most teams are ready for.
I, but I think that is probablygoing to be the norm go, you
know, over the next year or twoyears.

emily-sander_1_07-23-2025_ (27:09):
It's interesting you say that because
I was talking with the chief ofstaff and he, he was, um, not
debating, but they werediscussing internally where the
AI function should live.
Is that CEO?
Is that chief of staff?
Is that r and d?
Is that hr?
Where does that live?
And they had it in theirlearning and development and as

(27:29):
part of their.
performance reviews, they wouldhave, did you complete these
types of trainings?
And they, it was

scott-amenta_1_07-23-2025_ (27:36):
Hmm.

emily-sander_1_07-23-2025 (27:37):
types of trainings and they added AI
as part of that.
But one of the things the chiefof staff worked on was getting
the most updated information onai, which is, you know, what,
changing hourly.
And so this was, you know, let'sstay ahead of it, but let's.
Build these training modules infor people to go through and,
and learn and be comfortable.
And that's just kind of whatthey expected of an employee, of

(27:58):
a staff member to, to keepthemselves, um, educated and
informed.
But they teed up these trainingsfor them.
So that was kind of aninteresting round of discussions
they

scott-amenta_1_07-23-2025 (28:07):
Yeah, it's an an interesting way to
kind of start the AI adoptioncycle by, by putting it kinda
squarely with the learning anddevelopment kind of department.
Um, because at least it then itin, in some ways, it promotes
this idea that no, we actuallywant to empower our teams to, to
be learning these tools.
Um, it's not just happeningquietly in the background where,

(28:30):
you know, some stealthengineering team is secretly
going to replace you all that,that's not what you want to, to
message.
And so I, I think it's importantthat companies are, you know,
actively trying to get theiremployees, um, to use and
experiment and, and.
You know, I think the bestexamples are where you see
companies like on their Slack,they have Prompt Fridays and

(28:51):
they're, you know, they'reactively promoting this idea of
if you do your work with ai, letus know about it.
And, you know, share your promptand, you know, let let other
people give feedback on how thatprompt could have been better
or, you know, where, where youwent wrong.
If it's a multi shop prompt,right.
Um.
And, you know, I think that's,that's kind of the opportunity

(29:12):
for the chief of staff as well,is to start building those
cultural norms, um, that helpthe organization change over
time, right?
This is not an overnight shiftas much as we want it to be.

emily-sander_1_07-23-2025 (29:22):
Yeah.

scott-amenta_1_07-23-2025_ (29:23):
and, and people take, people take
time to recognize thedifferences of what's available
versus what is happening todayand, and what that means for
them.
Um, and so again, going back tolike the, the people component
of this, this is where chiefs ofstaff are most valuable.

emily-sander_1_07-23-2025 (29:39):
Yeah, for sure.
else is important to highlightoff of the report?

scott-amenta_1_07-23-2025_1 (29:44):
Um, let's see.
I mean, I think we, we did asecond report that was more
focused on, uh, kind oforganizational change.
So Chief of AI report, part onewas more like what's happening
with the chief of staff AI triadinside the companies.

(30:06):
Part two was more about, um, howdo companies, you know, think
about buying tools and, andwhat's going into the decision
making of, you know, there's awhole array, there's a new AI
product every day at this point.
Um, and they're all fundedsomehow.
Um, uh, and so how do you makethat decision, right?
Like what, what, what is bestand what are other companies

(30:26):
doing?
Um, you know, I, I think themost obvious thing kind of
coming out of that is.
A, the majority of people arestill using chat GPT.
Um, you know, you see largerenterprises have adopted kind of
more specific solutions.
I, I think Gemini and, andGoogle's whole suite of AI

(30:46):
products personally is probablythe sleeping giant here.
Um, in the sense that they don'tget a lot of like the publicity
that, you know, open AI and, andeven anthropic and, and
certainly grok get.
Um, but the Gemini suite is.
Amazing.
And there's plenty that you cando with it.
It's actually like very wellintegrated into Google Docs and

(31:09):
Google App script and thatthere's lots of kind of
workflows and stuff that you canbuild on top of it, um, because
it's so well integrated intothat suite.
And so I think between Microsoftand Google, those will probably
be the eventual breakouts, um,in terms of enterprise AI
adoption.
Um, now there's tons of ragtools as well, and so.

(31:30):
Yeah.
This is an opportunity, I think,right now for chiefs of staff to
just understand the landscapeand the language.
They will be part of thateventual decision making.
We, we've certainly seen that inour community, like lots of
chiefs of staff are the onestesting and making
recommendations to even theirengineering teams about kind of

(31:50):
what tools are going to make themost sense across the company.
Again, that's that very widepurview, like gives them the
capability to say like, actuallythis is the right tool probably
for us in relation to ourcustomer service team or our
finance team, or who, who, whohave you.
Um, and so that, that's a trendthat's definitely picking up
chiefs of staff being thedecision makers for AI tools.

(32:12):
They're, they're not oftendecision makers on a lot of
technologies, but, but this oneI think is one that's a, a
breakout.

emily-sander_1_07-23-2025_0 (32:20):
And then just outta curiosity, we've
mentioned the operationalefficiency pieces, which is in
some ways the obvious one.
What other use cases have youseen may be more strategic or
just maybe more creative?
You kind of talked about themarket research and some
competitor intel.
Is it just about sucking in sopeople have more information

(32:41):
quicker to make a decision, orare you seeing other use cases
for it?
Just curious.

scott-amenta_1_07-23-2025_17 (32:45):
In in terms of a AI use cases.

emily-sander_1_07-23-2025 (32:47):
Yeah,

scott-amenta_1_07-23-2025 (32:48):
Yeah, I mean, so everything from, uh,
competitive intelligence, right?
Like, and so if we just take thechief of staff role by itself,
what, what are some of thethings that a chief of staff is
doing day to day that AI can bevery supportive on, uh, if not
replaced entirely?
Um, so, you know, in internalcomms is an interesting one.
Uh, if you're managing a seniorleadership team meeting, right,

(33:11):
with multiple stakeholders andcomms that need to then ladder
out across an organizationregardless of the size, um, you
know, some of the most obvioustools are, okay, how do we
record that conversation?
How do we distill those notes?
How do we turn it into, um, youknow, with, with kind of a, a
framework, if you will?
How do we turn it into a formatthat is.

(33:33):
Um, consumable by differentparts of the organization.
And then how do we get it out tothose relevant stakeholders in a
timely manner.
Uh, that's a process that achief of staff would probably be
doing on a regular basis bythemselves.
You know, maybe taking notes byhand or having recorded it, but,
you know, obviously thetranscription tools are great
now.

(33:53):
Um, but you can take thatmultiple steps further by
actually like putting it intothose relevant formats.
Putting it in an email to eachstakeholder that needs to see
it, making sure that thecommunication is consistent, but
the points are relevant to them,um, which could be dozens of
emails and, and sending it out,you know, every Monday after
that meeting, 30 minutes afterthat meeting happened.

(34:15):
Um, and so that there are thingslike that where, um, those are,
those pieces of communicationsare strategically important, um,
but very time consuming in a lotof cases.
Putting together board decks,putting together, uh, all hands
presentations, right?
Um, gathering all of the mostrecent kind of insights and

(34:35):
feedback that's happening acrossa thousand Slack channels in
your organization, whichcompletely unwieldy, um, you
know, can now be distilled by AIin seconds.
And so, you know.
Putting your ear to the groundas a chief of staff is, is no
longer just about having allthose one-on-ones.
It's about having AI also bekind of your copilot in

(34:57):
distilling, Hey, what'shappening in this particular
channel at this, you know, inthis week that I need to be
aware of?
Right.
What, what, what is the productand engineering team and
fighting over for the last twoweeks?
Um, and make sure that gets backto me without me actually having
to have that real lifeconversation.
Still have that real lifeconversation though, but, but,
you know, use AI as your, asyour partner.

emily-sander_1_07-23-2025 (35:18):
Yeah.
And I think, you know, when Ithink of chief of staff, it's
chief of staff and it's takingcare of people, and so.
One-on-ones are great and inperson, you know, there's,
there's no replacement for a lotof the intangibles, but it's
like, how are people doing?
we're thinking about thisstrategic decision, does the
company have an appetite forthat right now?
Is that gonna throttle theteams?

(35:40):
Are people raring to go andsuper excited and can't wait for
it?
Or is it like, please don't loadOne more thing on us.
We're, we're at capacity now,type of thing.
So kind of the, the pulse checksand, and that part of the chief
of staff role.
Um.
you mentioned earlier, you kindof alluded to this, but do we
have talent on the team that canbe used in this way we don't

(36:03):
know about?
So

scott-amenta_1_07-23-2025_ (36:05):
Hmm.

emily-sander_1_07-23-2 (36:05):
thinking about this resource, whether it
be a person, a team, or aprocess.
And really there's the, there'sthe capacity and capability
within that entity to be used ina different way, but we're just
not thinking about it.
But if we say, Hey, we we'retrying to solve for X over here.
Tell us the talent and tell ussome options within the team.
You know, things like that whereyou just have so much more

(36:27):
information at your fingertips,but you know, making

scott-amenta_1_07-23-2025_170 (36:30):
I think.

emily-sander_1_07-23-2025_ (36:31):
keep coming back to that, and then
using the data to youradvantage.

scott-amenta_1_07-23-2025 (36:34):
Yeah, I think that's a really, that's
a really interesting use case,especially in larger
organizations where, you know,every cog in the machine, if you
will, kind of can, can get lost.
And that organization may haveopportunities that they should
have presented to that employee,but that employee was, you know,
not made known when theopportunity arose.

(36:55):
And so, um, what was looked overand, and I think there's,
there's tons of opportunitiesfor AI to kind of like.
Dissect the profiles of theinternal team, and as you just
said, like help make thedecision about who, who might be
relevant for a particularproject or problem to go solve.
The other thing I'll mention islike most companies still today

(37:17):
fail to measure the AI impactthat they have implemented
adequately.
Um, and that that was anotherkind of key learning from the
report is that there's.
Still a lot of room to grow interms of moving from, um,
testing and piloting AI buildinguse cases to also having kind of

(37:38):
measurable results.
And so it's still a lot ofthrowing paint at a wall right
now, I would say is generallywhat we've seen now, now look
like this report is four monthsold, so a lot has changed in
four months.
We should probably run thesurvey again at the end of the
year and see kind of what, whathas changed.
Um, but, but I would stand toreckon that like, yeah, most,

(38:00):
most organizations probablystill are struggling to actually
measure the impact.

emily-sander_1_07-23-2025 (38:04):
Yeah.
Do you have any suggestions orrecommendation or just, you
know, we have a few data pointshere that seem to be things are
at least trying.
I know that I've spoken withpeople who, um, have they, they
always have.
AI tools available.
And so usage is one, and thenone company has, I forget what
they call that exactly, but it'sbasically.

(38:25):
You know, you went through atraining and then we told you to
do this next time

scott-amenta_1_07-23-2025_ (38:30):
Hmm.

emily-sander_1_07-23-2025_ (38:31):
your normal task.
So like, okay, they did thething.
So they measured if they didthat.
But then above and beyond, Ithink they call it like
voluntary something.
If, if people proactively bythemselves were like, Hey, I
have this, I'm gonna use it notfor the mandated thing, or not
for the thing I just got trainedon, but for this other thing.
And they counted like thosevoluntary usages.
and then.

(38:52):
I'm kind of trying to think.
We used to have this thing whereif anyone across the company had
an idea how

scott-amenta_1_07-23-2025_ (38:59):
Hmm.

emily-sander_1_07-23-2025_08 (38:59):
an internal workflow or a marketing
campaign or a, you know, a talktrack for customers, whatever,
across the board, and we usethat, they would get one like
called out at all companymeeting and two rewarded
financially for it.
And so I'm

scott-amenta_1_07-23-2025 (39:13):
Cool.

emily-sander_1_07-23-2025_08 (39:14):
an opportunity somewhere for some
people or some company to say,Hey.
gonna give you the training andthe latest information on ai,
and if you have an idea for yourgroup or for yourself or for
your client or whatever, and youbring it to us and we end up
deploying that across thecompany, we'll call you out and
we'll reward you for that.
So I'm just kind of wonderingwhat you've been

scott-amenta_1_07-23-2025 (39:33):
Yeah, that, that's interesting.
Some, some mo motivationalfactors to, uh, get, get
employees sharing ideas and,and, and leveraging the, the
technologies.
Um.
I, I haven't actually seen thatfirsthand.
I, I think what we have seen is,um, is, you know, chiefs of

(39:53):
staff, like actively promotinguse of the tools, but also
looking for ways to measure thatusage.
And that's really difficult todo today on.
If you're just using like the,you know, open AI chat JT
interface or Claude, um, it, itis actually, these are, these

(40:16):
are very like, personalizedinstances.
Even if you're on a team plan,um, it's hard to track and even
share prompts, right?
Like I could build a multi shopprompt and want to share that
with my team member to get in,uh, input.
I can copy and paste it, ofcourse, but like, if, if that
was a long dialogue, it'sactually hard to share kind of
that entire, that entire threadwith someone else on my team.

(40:38):
Um, so, you know, and I thinkthis is where we've seen like
some other tools.
We, we, we've, uh, been workingwith a tool called elx.
They've, um, been supporting usin the chief of AI fellowship
and they're great because youcan actually see in real time,
uh, who's prompting what theprompts are, right?
Like you, you can actually like,get that kind of internal

(41:01):
analytics of what's working andnot working across different
teams.
Uh, it also gives them, youknow, employees access to
multiple, uh, uh, LLMs kind ofin one interface, which is also
helpful because not every, nota, every LLM is not great at the
same or equal.
They, they have kind of specificuse cases that some are better
or worse for.

(41:22):
Um, so I think more tools likethat will probably see.
Heavy adoption over the comingmonths because it, it's really
helpful for companies that arejust starting to get their feet
wet and, and don't want tocommit to a specific solution
and need some visibility intowhat their team is doing within
those solutions.
Um, yeah, Lex and other toolslike that are, are, are good

(41:43):
opportunities.

emily-sander_1_07-23-20 (41:44):
Gotcha.
Good call out.
Yeah, and I mean there, there's,this is a big topic and it's
evolving as we go, and like yousaid, you could easily take
another, uh, survey at the endof the year and maybe get
similar data, but maybedrastically different data.
Just in a short time span.
So would, would love to have,keep this ongoing conversation
going.
'cause I think there is so muchhappening and so much good that

(42:06):
can come from it.
I know, I know it is scary forpeople, but if, if you embrace
it, there are, there are pocketsof huge advantages and lift you
can give your team.
Um, but you mentioned kind ofthe AI fellowship and I know you
have other things going on atthe Chief of staff network.
So what, what is coming up foryou and what are you, what are
you personally excited about?

scott-amenta_1_07-23-2025 (42:25):
Yeah, so we've launched, uh, a handful
of new programs just in thelast, like 12 to 18 months.
Um, and a lot of it is centeredaround this kind of core idea
that chiefs of staff are.
Um, both going to be focused onAI change management, working
with agents, uh, and also veryfocused on the kinda human side

(42:47):
of the role still.
And so if you look kind of atthe, the spectrum of things that
we're offering to our membersand, and non-members alike, um,
it really kind of runs all alongkind of that, that line of
thinking.
Um, so the first one is chief ofAI Fellowship.
Um, this one says it in thename.
It's very targeted at chiefs ofstaff who are actively kind of

(43:09):
going through that change, um,kind of considerations within
their company and are bothtrying to upskill on how to use
tools and think about promptingand, and think about, um, you
know, use cases kind of acrossdifferent LLMs, et cetera, but,
but also are actively thinkingabout the strategy and

(43:29):
governance and kind of.
Of change orchestration thatthey need to make across their
teams and just how to have thosedifficult conversations and what
mental frameworks they can use,um, to kind of approach what are
pretty hairy problems, but, butneed to be solved immediately.
Um, so Chief of AI Fellowship,we're now in our third cohort.
Um, honestly, the demand hasbeen through the roof, so we'll

(43:52):
continue to run that throughoutthe year.
Um.

emily-sander_1_07-23-2025_080 (43:54):
a group of, uh, other chiefs of
staff going through the samething?
Is that trainings and modules

scott-amenta_1_07-23-2025_ (43:59):
They are, they are cohort based
programs.
Um, they, it runs over sixweeks.
Um, there's a live session onceper week.
Uh, we host office hours aswell.
Uh, and then there's homework inbetween each session as well,
uh, with guidance.
Um, and then there's a kind ofpresentation at the end.
Um, and yeah, it's, uh, it'sboth a community building kind

(44:23):
of program because you're there.
In support with other chiefs ofstaff, right.
Kind of going through the samething.
And so a, a lot of the sessionsare both, um, kind of demo
workshopy, presentation led, butalso lots of breakouts and
dialogue between participantswho are, are just trying to
learn like, oh, you're at athousand plus person
organization.

(44:44):
Like, what does this look likefor you?
Because I'm trying to do thesame thing.

emily-sander_1_07-23-2025_ (44:48):
Hmm.
Yeah.

scott-amenta_1_07-23-2025_1 (44:49):
you know, these are conversations
and, and I think the beauty ofcommunity is like, you don't see
those chats on LinkedIn.
Um, they're, they're not,they're gonna happen behind
closed doors.
They're gonna happen in atrusted environment, and you
know, that we are the stewardsof that environment, that that
is the most important thing tous.
So, um, yeah, chief of AIfellowship, that, that's been
probably one of the mostinteresting dialogues, uh,

(45:11):
certainly this year.
Um, we have, uh, another programthat we just launched called
launchpad, which is for chiefsof staff, like very early in, in
their career.
Um, so these are either aspiringchiefs of staff.
I, I've written recently aboutkind of the EA shift into chief
of staff.
Uh, I wrote today in our, in ournewsletter about, um, you know,

(45:33):
all the consulting firms kind offundamentally changing and we're
gonna have a C of X consultants.
Well, they're all gonna belooking for chief of staff jobs
soon if they're not already.
Um, at least I'm convinced.
And so launchpad is reallydesigned for.
Um, getting your feet wet in therole, getting prepared for the
role, thinking about how tobuild that principle, you know,

(45:54):
relationship.
Um, thinking about, you know,what, uh, what kind of
strategies or, um, kindaframeworks you should use to,
uh, orchestrate decisions acrossan executive team.
How do you level up in the chiefof staff role?
This is a conversation that, um.

(46:14):
You know, I think has been veryopaque for, for too long.
We have a leveling framework.
It's been widely used, but notevery chief of staff is, you
know, the same.
Right.
Some are junior, some are moresenior.
There are certainly levelswithin this role that, that,
that need to be, uh, assessed.
And so fundament, yeah.

emily-sander_1_07-23-2025_ (46:33):
And, and, sorry.
And that one, uh, is also, youhave a co cohort, you have
office hours.
I believe RT is one of the folksinvolved with that.

scott-amenta_1_07-23-2025 (46:41):
Yeah, so RT is one, one of the leaders
of that, uh, along with JuhiCbra and Rachel Peck.
Um, all former chiefs of staff,all now executive coaches like
yourself.
And, um, yeah, just I've learneda ton from the three of'em.
Rachel and her newsletter hasbeen a, have been a godsend to
me.
Um.

(47:01):
And so yeah, we're, we'reexcited to have them partner.
I'll be teaching one or two ofthe sessions as well.
And then there are office hourskind of in, in between,

emily-sander_1_07-23-2025 (47:08):
Yeah.

scott-amenta_1_07-23-2025_ (47:09):
also runs for six weeks.
There's, I think 12 sessions.
Pretty intense.
Um, but Yeah.
we're really excited for thelaunchpad

emily-sander_1_07-23-2025 (47:18):
Artie was um, an early friend of the
show, one of our very firstchief of

scott-amenta_1_07-23-20 (47:21):
really.

emily-sander_1_07-23-2025_080 (47:22):
I always, I always wanted to give
her a shout out'cause uh, shehelped, she helped start it all
in in a lot of ways.
But, uh, excellent.
So that's launchpad for aspiringand new Chiefs of staff.
And then there's at

scott-amenta_1_07-23-2025 (47:33):
Okay.
The, the, the last, the lasttwo.
I'll do'em quick.
Um, so one, one is called powerskills.
This is, we talked about ai.
So this is the polar opposite ofthat.
It's the, it's the human side ofthe role.
It's, you know, how do I, uh,get really good at negotiation?
How do I get really good atcommunication with executives?
How do I get.
Better at, you know, influencingwithout authority when I am not

(47:56):
actually managing these peopledirectly.
Um, these are, you know, they'resoft skills, but the soft skills
are the hard skills.
And so, and, and these are thetypes of things that you don't
always have an opportunity topractice directly or in a safe
environment where you can kindof role play and, and workshop
things out and, and bringsituations and scenarios to a

(48:20):
group.
That can give their input andopinions on how you should
approach a problem.
That that's the goal of powerskills.
Um, that's multiple courses,multiple sessions.
Uh, we'll be running throughoutthis year.
We are launching, uh, actuallyone on offsites tomorrow, um,
which is interesting.
And, uh, yeah, that, thatencompasses kind of like
everything else about the chiefof staff role and that that will

(48:42):
continue to evolve.
So there's, I think, sixprograms, but we'll continue to
grow that as we learn more and.
The role is evolving and that,that's the most interesting
thing about it.

emily-sander_1_07-23 (48:51):
Beautiful.
And we'll have links to all thatin the show notes for sure.
And then you also haveconferences.
I want just briefly to touch on

scott-amenta_1_07-23-2025 (48:57):
Yeah.
So that, that's the last one.
And that, that kind of likeculminates everything right.
Is like, you know, it's, it'stargeted to senior chiefs of
staff, but, but all chiefs ofstaff are welcome.
Um, the conference is calledChief of Staff Connect.
We ran, uh, the first one in NewYork last year.
It brought in around 160 chiefsof staff.
Um, we did a smaller version inSan Francisco this year, in May,

(49:20):
and we've got two more comingup.
One in October in New York andone in London in November.
Um, so our first kind of bigevent, we, we host lots of small
events in London and kind ofacross the eu, uh, but it's a
little closer to home for me aswell.
So, short, short flight.

emily-sander_1_07-23-2025_ (49:36):
Very cool.
Yeah.
Selfishly, you'd have a, have aHallmark kind of event in
London.
Yeah.
That's, that's gonna be amazing.
So, and timing wise, what arethese things generally, do you
know?
Or just

scott-amenta_1_07-23-2025_1 (49:46):
Uh, yeah.
So the New York event is October23rd and 24th, and London event
is October 19th and 20th.

emily-sander_1_07-23-2025_0 (49:54):
Oh, wow.
Okay.
Pretty close together.
All right, and, and then youalso mentioned your newsletter,
which I don't wanna kind of, uh,miss.
I subscribe to that.
I read your article on theconsultants piece this morning

scott-amenta_1_07-23-2025 (50:04):
good.

emily-sander_1_07-23-2025_ (50:04):
that the chief of staff advantages
that they're from inception toexecution and all those things.
So I think that adds a lot ofvalue and is free to subscribe
to,

scott-amenta_1_07-23-2025 (50:13):
Chief of Staff Digest is free to
subscribe to.
Um, I, I would call out like wealso have an amazing job board.
It's updated multiple times aweek.
Um, we highlight kind of all thekey chief of staff roles.
We've also expanded that to.
All operations roles.
So if you're interested infinops or BizOps or Rev ops, um,

(50:34):
you can go to fouroperators.com.
Um, that's kind of our parentcommunity.
We also run BizOps Network andLegal Operators.
So there are some sistercommunities, two Chief of Staff
Network and uh, yeah, operatorskind of has, uh, a bunch of
other resources, but, but thejob board especially and um,
there's an ops jobs newsletterthat goes out once a week that

(50:54):
kind of highlights all of thoseroles as well.

emily-sander_1_07-23 (50:56):
Beautiful.
Yes.
And I've sent people to thosethings as well.
So lots and lots of information.
So please listen to what Scotthas said.
Rewind, listen to it.
Again, all the information withlinks will be in the show notes
for you, so definitely checkthose out.
But Scott, it was, it was greatto have you on.
Thank you for.
the latest information, uh, withour audience.
And I again, hope to have acontinuing conversation with you

(51:18):
and your fantastic team at theChief of Staff Network as, as
things develop and evolve withthe role in AI and many other
things.
So thank you once again.

scott-amenta_1_07-23-2025 (51:26):
Yeah, Emily, thanks for having me on
and thanks for being such agreat supporter of the
community.
Um, and your podcast is amazing.
So this is a real, uh, specialtreat.