From Semaphore, this is the CEO signal. In this show, we talk to global CEOs about the decisions shaping the new world economy.

What do you think other CEOs getting most wrong about this AI shift?

These are conversations about leading complex organizations at a uniquely complex time.

You've had a habit of stepping into roles that maybe a lot of people might have actively

avoided. Where's that instinct come from?

That's a good question.

That's the CEO signal.

A brand new show from Summerfall.

Pushkin.

It dawns on all of us at some point before adolescence that there is something called smart,

and it is really rare. Only a small number of people are smart. And then, a few years later,

you have an even more important realization, which is that smart comes in many different varieties. I feel I spent my adolescence cataloging all the varieties of smart. There was my

high school friend who had a mind that was a giant

sponge that could soak up what seemed like an infinite amount of knowledge. Then I got to

college, I met a guy whose thinking seemed effortless. He could be distracted or procrastinating or

dancing at a party. It didn't matter. Somewhere in a backroom in his brain was a giant computer

that just quietly hummed along, solving one problem after another. Oh, then I had a friend who

to mind that she'd attached to a giant V8 with like 800 horsepower. I'd never seen Smart attached

to energy like that before. I spent a lot of time in college working on my

taxonomy of smart, and along the way, I had a third realization that every kind of exceptional

intelligence has a downside, a price that person had to pay for being one of the chosen few.

And every time I think of that third rule, I think of my old college friend, Jim Ballsley.

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