Introduction: AI and Human-Centered Business
Announcer: You are listening to the Brainy Business podcast where we dig into the psychology of why people buy and help you incorporate behavioral economics into your business, making it more brain friendly. Now, here’s your host, Melina Palmer.
Melina Palmer: Hello, hello, everyone. My name is Melina Palmer and I want to welcome you to the Brainy Business Podcast. When people talk and think about AI, a lot of the conversation gets very big, very fast. Will it replace jobs? Is it good or bad? Are we moving too quickly? Not quickly enough. And while those questions absolutely matter, there’s another one I think is worth asking. What if AI could help us be more thoughtful? Not less human, but more.
Because at the end of the day, business is still about people. It’s about understanding what matters to them, how they make decisions, where friction shows up and what makes a message land well or go very, very wrong. And that’s why this conversation matters. Right now, there’s so much noise around AI and a lot of people are really overcomplicating it. Others are dismissing it entirely. But as you’re going to hear in today’s conversation, there’s a real practical middle ground. One where AI can help make behavioral science and smart persuasion more accessible, especially for smaller businesses and teams that don’t have giant budgets or in-house experts on speed dial.
Today I’m excited to be chatting with my friend Roger Dooley, who’s been on the show before to talk about his book Friction. He also wrote the foreword to my first book, What Your Customer Wants and Can’t Tell You. He writes and speaks about neuromarketing and using behavioral science in marketing and business. He wrote a book called Brainfluence, also Friction, and his newest book is called The Persuasion Engine. And he has definitely been spending a lot of time translating big important ideas into bite-sized, usable insights people can apply. And I’m super excited to have him back on the show today to talk about this new book.
In our conversation, we’re going to talk about prompting persuasion, empathy, communication, and why using AI well isn’t really about getting one magical answer, but it’s about asking better questions, pressure testing your thinking, and being more intentional about the experience you’re creating for customers and employees alike. Really quickly, before we get into the conversation, I want to be sure you know there are links in the show notes for my top related past episodes and books, ways to get in touch and more. It’s all within the app you’re listening to and at thebrainybusiness.com/577. Now let’s jump right in.
Reunited with Roger Dooley
Melina Palmer: Roger Dooley, welcome back to the Brainy Business Podcast.
Roger Dooley: Well, Melina, it’s great to be here again.
Melina Palmer: Yay. I know it is a funny thing I was just realizing. So I may have said something about this in the intro or outro—who knows what I’m going to say at this point. But you and Nir Eyal were two of the very first guests that I ever had on the show. So I had done like 70, 80 episodes that are just me doing solo things before I started having guests. And because his new book just—well, it’s coming out next week when we’re recording, but like a little bit ahead—and then your new book is going to be out by the time this comes out, right around the same cadence that I have you both back. Like, how amazing and lucky for me.
Roger Dooley: Yeah. Well, I guess I think Nir’s been a little more prolific than I have. I think he’s had maybe a book in between our last two, but I’m not sure. But, yeah, Nir is great. He was actually one of my first guests on my podcast a long, long, long ago.
Melina Palmer: Amazing. Yeah, well, and great books and insights from everyone. So really excited to have you here with me today. For everyone who doesn’t yet know you, can you share a little bit about yourself and the work that you do?
Roger Dooley: To keep it brief, I write and speak about neuromarketing and using behavioral science in marketing and business in general. And so that takes a variety of forms. I write in Forbes. I’ve got three books out now—well, two out and one soon to be—The Persuasion Engine, coming out in May. And I have a podcast, which I haven’t released new episodes for soon, but I may resume that. I have a YouTube channel, too, where I actively record stuff. So I try and stay busy, but it’s mainly in trying to sort of get the word out about how to use behavioral science in business and a little bit more specifically, the field of neuromarketing.
Melina Palmer: Yeah. And of course, you and I are very kindred spirits in that way, right? Of helping. Like, for me, this more people knowing and understanding these things matters. So that’s where, you know, podcasting—it’s like, let’s talk about the concepts and how they work. We’re going to take academic articles and make them so they’re usable, help more people to know. And I would say, you know, for me over the years I’ve always said like small business really matters to me. I love doing corporate stuff, you know, that’s great, but being able to help people in small business to have the information—it’s always, you know, I’ve said it’s like because they don’t have the same budgets. If people aren’t focusing on them specifically and taking that time to help them to understand these things, more and more is just going to kind of get gobbled up in the process. Because large companies can invest in, you know, hiring people like you and I directly to come in and do work or different aspects of their teams. And so potentially AI has some opportunity to help spread the knowledge wealth, I guess, into small business.
Democratizing Behavioral Science through AI
Melina Palmer: As we look at that, you know, what are your thoughts in that space as we look at something like behavioral science, neuromarketing, all sorts of other topics being more accessible to more people in this age of AI?
Roger Dooley: Well, I totally agree with you about smaller businesses, Melina. It’s difficult running a small business. I bailed out of the corporate world, boy, decades ago and have been a serial entrepreneur ever since. And so I totally identify with, you know, starting up with practically nothing and having 100 things to do and you only have time for 20. And so trying to expect somebody in that mode to be an expert in behavioral science so they can really target their marketing—it’s a tall order.
I think the reason my first book, Brainfluence, did so well is because it translated not just work like Robert Cialdini’s, but from many other research sources into things that were really sort of easy and bite-sized so somebody could pick it up and read a five-page chapter and get a concept they could use. And so I mean, I guess I’ve been working at that for a long time.
But even there, you know, if you want to be well-read in behavioral science, just starting off with say the classics of Bob Cialdini’s Influence and Daniel Kahneman’s Thinking, Fast and Slow, that’s about a thousand pages of reading there. And you know, who has time to read all that? And even if you do, which I’ve done and I’m sure you’ve done too, it’s impossible to remember everything in there. You know, you come away with the high points and after that, after a month or so, it starts getting kind of vague.
So I think that what I see the opportunity for AI is to really democratize the whole field, even for people who don’t have a lot of resources. They can’t hire behavioral scientists, they don’t have a nudge unit in their company, they don’t have time to read thousands of pages and then actually try and figure out how to apply those lessons. Now AI can be a big help in that, and it’s really a dramatic change.
And I think that even looking beyond the small business, if you look at even large corporations, you have the ability for a small department—say, a marketing department in a division that’s dealing with one or two products—you know, they’re not going to get access to the nudge unit or to neuromarketing labs or anything else. They’re there on their own, just like a small business. And so these kinds of people can use these tools. Even an individual salesperson who’s trying to learn how to be more persuasive—again, they may have some lessons available from the company, some training, but they don’t have the ability to go out and ask an expert every time they’re going to pitch a client. And now AI really offers them the chance to do that.
Melina Palmer: Yeah, and I totally agree. And even like you were saying about sitting and reading Thinking, Fast and Slow and Influence—of which I’d say like, love both of those books. I know a lot of people have said like, “Yeah, Thinking, Fast and Slow, that’s a rough go for a normal person off the street to sit and read.” I loved that book. I’m like, “This is amazing.” But even when I assign it for my students, you know, people are like, “Oh man, it feels a little more slow than fast when you read it.”
Roger Dooley: Maybe it’s a heavy lift for most people, I think. And yeah, it’s like when you’re already sort of steeped in the science, suddenly you see these things and “Oh yeah, that makes total sense, so this is where that idea came from.” But if you’re just sitting down to read it for the first time, it’s not like Harry Potter or something.
Melina Palmer: I always feel like that’s a bit of when people will say, “What’s the best intro book that you should read?” and they’ll say Thinking, Fast and Slow. I don’t know—I don’t feel like that’s the entry point for a lot of people because there’s a bit of a learning curve before you go full into that book.
Roger Dooley: Well, it’s sold millions of copies, Melina, and I think it’s probably up there with Stephen Hawking’s book as a book that’s been on a lot of bookshelves and coffee tables but never completely read.
Melina Palmer: Yes, I think that’s probably true. It’s a very great, knowledgeable, useful paperweight in some ways. But there’s such good stuff in there, like you’re saying. And so what I love about Thinking, Fast and Slow specifically—one of the many things—but I really like that you get so many glimpses of the way that Kahneman thought about things. The connections between concepts and how you came up with these. I love, too, in having Richard Thaler on the show and looking at original anomalies work. This like, “But I have this kind of question, I was wondering about this and that.” And when you get into just some of that academic paper, you lose a lot of that context and those connection points between things—they get so pigeonholed, I think. And there’s maybe some benefit as we look at things like AI, to be able to think like that person and understand these deeper connections that might get missed when I only remember a piece of a concept and maybe part of a study and I’m trying to think about how to use and apply it.
The Art of Prompting for Persuasion
Melina Palmer: I really love some of the advice you give around prompting in your new book and how you can even leverage AI beyond what’s really possible for anybody in the field. Most everybody can’t actually just call up Cialdini and have him do work for them anyway, right? What are your thoughts as it goes into setting up some of those prompts or how you can leverage this?
Roger Dooley: Well, the whole prompt thing was kind of an issue for me as I was planning the book because the second major part has a lot of detailed prompting advice and very specific stuff, which to me is very useful for people, but also made it sort of immediately obsolete. Because the field of AI and generative AI is changing so quickly that that advice is going to change. So, one little tweak I did was I put a link at the end of every chapter so that people can both copy and paste the prompts in the book and also get any updates or additional suggestions that I might have due to the evolution of the technology.
But you know, I think that the key thing is you can’t just tell a prompt, “Hey, you know, you’re Bob Cialdini, come up with a marketing plan for me” or “What should I put on this website page?” There’s still thought required. Just as with using AI for any other tool, you cannot delegate everything to it. But boy, for getting ideas and for doing iterations on things and really coming up sometimes with viewpoints that you didn’t expect, AI is great at all of those.
In particular, the more detailed your prompt is, the more you avoid that sort of stereotypical thinking. If you say, “Hey, which Cialdini principle is going to work best on this page?” it’s probably going to say social proof, because that’s the most common one. But if you prompt it, “Explain how each Cialdini principle would work” or “Explain how you could use unity,” suddenly you force the AI model out of that comfort mode and it will come up with more innovative results. And of course you can just keep pushing it like, “Okay, that was one idea, give me three more or five more.” The more you push it, the more you’re going to find something—”Hey, this one really resonates.” Even just for generating copy—all behavioral science aside—if you’re going to write an article and you say, “Okay, I need a headline for this article,” AI will come up with a headline and it’s probably going to be not that great. But if you tell it to come up with ten more, and then maybe pick one and say, “Okay, I want ten variations on this,” that sort of teamwork between you and the AI is ultimately going to produce a pretty good result.
Melina Palmer: Yeah, and it is definitely—I’m just thinking about all of my own, as with everybody as we’re learning new tools. Like, I battle with the AI all the time. Even where you talk about where you can set up your own bot or whatever, we have “Melina’s voice.” I always kind of jokingly call it “Melina AI.” Right, like it’s the other version of me. And I have specific content—so it’s like trying to sound like me—and I’ll use it for things like, “We have this conversation, we’ve done the interview here—say hey, let’s do a first pass. Think about how might I do the intro or outro?” or “Think like me and do this.” And sometimes it nails it and sometimes it gets the person’s book wrong, even though I gave it our conversation. What are you even doing here with this?
Roger Dooley: It is getting better, Melina, you know? Yeah, but you’re absolutely correct. Anybody who’s using this still has to exercise caution. You don’t just take the first answer you get. If it has specifics in it, you want to check the specifics. You can verify some of these things yourself; you can ask the AI to check; you can ask another AI to check. So if it’s got a series of links, please do check them. Because we’ve all heard about the cases where a lawyer filed a brief that had all these false citations in it, which did not earn any points with a judge.
Melina Palmer: Yeah. And that’s part of the balance. We know enough to know when it puts something out—like a suggested draft—I can say, “That’s not what that concept means, you’re wrong on this.” Or “What is even this thing you’re making up? What are you talking about?” or miscalling a certain effect or something.
Roger Dooley: Yeah, I’ve seen that too. Like Cialdini’s liking principle—liking is one that tends to misinterpret because it interprets it literally. Like, “Oh, you like somebody, so you’re going to be more persuasive.” And I mean, that’s part of it, but obviously, as we know, it goes a lot deeper than that. So you have to prompt it.
Tips for High-Level Prompting
Melina Palmer: So knowing that we accept that it will be obsolete even by the time the episode comes out, what are some of those tips you give for prompting? I try to have a good conversation with the AI. I’m not just like, “Hey, give me a marketing plan.” I’m trying to be more like, “This is what I’m trying to do and this is why,” and ask the question. But I haven’t, other than when it’s something in my own voice, I haven’t done as much around the “You are this person” setting it up. Can you share a little bit about how you have used some of that and tips for people in business?
Roger Dooley: Right. Well, Melina, I think just about every AI expert suggests that one thing you have to do carefully is specify the AI’s role. In other words, you wouldn’t just say, “Which influence principle is going to work best in this case?” You would first assign a role to the AI. And that could be an expert in behavioral science who’s well-familiar with Cialdini, Kahneman, and a list of some of your other favorites. You could also say “You are Robert Cialdini” or “You are Dale Carnegie.” There’s some evidence now—and this is probably evolving as AI gets better—but there was some evidence that doing a “You are” prompt where you’re actually assigning a role in that definitive matter works slightly better than “Act as an expert in this area.”
Generally if you use a model that does deeper thinking, you are going to get better results. And some other things you can do are ask the AI to improve your prompt—explain what you’re trying to do and then have it create a prompt. And I found that if I give it a hundred-word prompt, it might come back with say a 400-word prompt that goes into a lot more detail both in terms of how it’s supposed to think about it and what output you’re expecting. And of course then you can edit that yourself.
From the start, you can actually have it create a team of experts and either respond in unison or you could have the individual team members debate each other. You’re probably not going to do that on every project, but if you’re trying to come up with some key element of your marketing plan, really forcing the AI to get into these different roles, debate, and then maybe find a compromise—that really forces it to think and it may end up with a result that is better. And of course, iteration is the key. You can’t just go with that first result.
Melina Palmer: Yeah, definitely. And like you said, different levels of investment—I loved the piece about having the different people debating each other in there. No one could ever actually do that, but the AI might allow you to say, “Review my website as if we’ve got a panel from Robert Cialdini, James Clear, B.J. Fogg, and let’s throw in Tony Robbins.” What might the points be? And having them get into an argument on different sides of a point—that sounds fascinating anyway. It shows there is never just one right answer.
Roger Dooley: Sure. And really, Melina, if you got say four random, experienced behavioral scientists in a room who are maybe chief behavioral officers or working in nudge units, they wouldn’t agree on anything. They would have to sort of debate it out. The discussion is what’s really the valuable part where you as sort of the moderator here can do that.
One other prompting tip I think is important: Whenever you’re beginning a process, always ask—or even at some inflection point—always ask your AI to ask you any questions that will help improve the result. Often these can be very helpful in refining it. And then of course providing as much context as you can. If you’ve got information about your company, its customers, its markets, its past A/B test results—what’s selling, what isn’t—all of that can go into a project knowledge or a custom GPT and give you much, much better results than if the AI is just sort of guessing at what’s going on.
AI and the Empathy Deficit
Melina Palmer: I feel like there’s a really interesting opportunity for people to realize how bad they actually are at communication when they try to prompt AI. We ask a question and it gives the worst response ever, and we think “What did I not say right?” You’re able to actually learn with an AI tool instead of a human person that you could unintentionally offend.
You have a whole section on empathy. I think that it’s really valuable to say how humans can actually learn to be more human and empathetic by interacting with the AI.
Roger Dooley: Right? That’s very important. I think even just to jump very quickly back to behavioral science before we get to the empathy part: By using these processes with your favorite AI, you will learn more behavioral science. It may suggest something else—”Be wary of fundamental attribution error.” “What’s that?” and it’ll explain it to you. Usually when it gives you a result, it’ll often explain why it chose that, and you are learning from that process and improving your own judgment.
But back to the empathy thing. This is really something that I find surprises many people: AI is actually better at empathy than most humans. A couple of years ago you’d hear people saying, “AI can spit out answers, but it can’t understand emotion or empathy—those things are uniquely human.” But more recently there’s been research showing that when they gave both AI models and humans tests of emotional intelligence (EQ), AI models score in the 80s compared to humans who are around 60.
When you see some of the things that people do in corporations—even presumably very smart CEOs—they send out communications to employees or customers that just land completely wrong and end up going viral for bad reasons with a lot of blowback and significant business damage. You wonder what were they thinking. AI is actually better at that sort of thing. I’ve been beating this drum for over a year now—you can use AI to improve your understanding of how customers or employees will respond and then adjust your communication or even adjust your strategy if necessary. There are so many corporate miscues that require a complete reversal of what they announced. At that point you’ve already done the damage and then you look even worse by going back—”Okay, we were kidding.” You’ve lost customers and you’ve lost credibility.
Melina Palmer: We just want to keep digging this hole? Is there a larger hole we can dig here and make it just worse?
Roger Dooley: Right. Well, I’ll give you one good example of that. Carnival Cruise Line, I think maybe eight months ago now, announced new loyalty program changes. They were trying to confront a real business problem. They had a lot of customers with high loyalty levels—Diamond level—and they had certain perks for these people. This was a lifetime status. They were in a situation where on some sailings they had a third or half the ship that had elite status. What does early boarding mean when half the people are early boarding? How does the captain’s reception work when there are too many people to fit in the room? If everybody’s special, nobody’s special.
So this was a business problem. But the way they went about it in their first announcement was basically to say, “Okay, we’re scrapping that program. Diamond members will be grandfathered in for a period of years, and after that, they’ll have to spend $32,000 every two years to maintain that status.” Now, this was Carnival Cruise Line—nobody spends $16,000 a year on Carnival cruises. So basically they told these people, “At this point, we’re done with you.” Not only that, they wouldn’t get luggage tags, they wouldn’t get loyalty pins—none of these things that really meant something to people who’d been working for decades to achieve this status. They ripped the loyalty pin right off the person’s chest.
Of course, the blowback was absolutely enormous. I got feedback from Carnival customers who cruised them every year, and now they’re done. It’s like your spouse said, “Okay, it’s been great, but now I’m going to find somebody who can spend more money on me.” That was the emotional impact. After maybe four months of tremendous blowback, people switching lines and canceling cruises, they said, “Okay, we’ll actually grandfather in our existing Diamond customers.” They could have avoided this whole thing. When I ran it through AI, it predicted exactly what would happen—that these loyal customers would feel completely rejected and disenfranchised. AI suggested a better understanding of how the customers would react emotionally than the CEO did.
Avoiding Corporate Tone-Deafness
Melina Palmer: It’s shocking how many of these examples there are. Ideally, somebody inside the organization should have been saying, “Hey, this is probably a bad idea.” Don’t call something lifetime if it’s not actually able to be lifetime. If you are a person inside of Carnival and you see these things starting to come out, what might you do using AI?
Roger Dooley: Well, I think that there were probably people in the room when that decision was being finalized who saw that coming. But either they were too junior or you had a leader who said “This is the direction we’re going in, we’re not really looking for commentary.” Once they’ve set a course, everybody fall in line. Using AI by a person who is knowledgeable enough—that could be another voice. “Hey boss, here’s this little project I ran. I did an AI audit on the announcement and here’s what the customer reactions are predicted to be, and here’s a version of it that is better and expected to produce fewer negative reactions.”
There is another example: Royal Caribbean decided that they would bring three of their ships together in the middle of the ocean for a photo shoot to create a corporate asset—an eight-second video of three ships. I don’t know what use that marketing asset is really. No customers care. But to achieve that, they ended up totally disrupting the vacations of 700 passengers on a luxury vessel. These are people who spend tens or hundreds of thousands of dollars a year on cruises. When I ran that through AI, it said, “Don’t even think about doing this. This is the dumbest idea ever.”
It basicially said don’t do it, it’s not worth it. It doesn’t necessarily mean you’re always going to derail a CEO who’s got an idea fixed in their head, but at least it’s another voice and it might empower that person who wouldn’t normally say, “Boss, in my opinion, I think the customers are going to do this.” They’ve got sort of a third-party validation of their concerns.
Melina Palmer: Right? It’s kind of interesting. I know for a lot of people in companies, they will bring in an expert voice because you don’t always listen to employees on the team. Where you can almost have the AI kind of act as that neutral third-party expert. If it can help to get a conversation going where someone’s more likely to not divert the ship for the eight-second asset that—pretty sure you could have had a designer just put ships so they look like they’re near each other in the ocean.
One of the things I liked in that is you showing what can we do now? Some of the missteps were in the way it was communicated, right? Talking about “Yay, let’s celebrate and look happy” when you’re missing your flights over spring break—”Good luck finding a new seat, maybe we’ll help you, probably not.”
Roger Dooley: Right. Well, the problem with that original communication—it was an interesting case study because I was able to view Facebook groups and forums like Cruise Critic. I could actually see how people responded when somebody posted an actual copy of the letter they got. I looked at that and said, “Oh my God, this is tone-deaf.” It sounded like it was going to be a fun thing. “There’s the minor course deviation and you may have to adjust your travel plans. If so, we’ll reimburse you for costs if they’re reasonable and if you get them to us promptly.” There was like no empathy, no recognition that in the middle of their six-star cruise, these people are going to have to be calling travel agents or airlines and going through all kinds of grief.
So, in that case, I asked Claude to rewrite the letter saying, “Okay, this decision’s been made. How would you express this?” It crafted a much better letter that acknowledged the disruption to the customer’s travel. It empathized with them and offered more solutions—like a modest future cruise credit. Had it been communicated in a much more empathetic way, there would have been far less blowback.
AI as a Holistic Thinking Partner
Melina Palmer: So really good to be able to think about how we can use AI on the front end as we’re looking at strategy. To say “Maybe it has to do with going in a new direction—look at the plan from these perspectives of experts.” We can also think about “What am I missing here?” You can be looking at “Hey, if we drop this email, what might our employees say? If this gets on Reddit, how might this go bad for us and what’s the most important stuff to fix?”
Roger Dooley: Sure. And Melina, this can be done at a smaller scale too. For example, most companies have probably hundreds of standard communications they send to customers. “Sorry, your order’s delayed.” Use AI to craft those in a more empathetic way. Even if you have a salesperson who’s communicating with a customer—have AI give it a quick check. Most people don’t have the opportunity to create screw-ups that affect the entire corporation, but everybody communicates with customers and employees.
Melina Palmer: I love that idea. As companies have more procedures and experience points, you could put them all in and say, “Is there unnecessary friction? Are we talking about this in the wrong way?” It can look at a holistic system as well as those individual items. Something that would take a human team a very long time to do, AI could do relatively quickly as you collect all those assets. We can work on our peak-end rule optimization and get rid of some of those negative peaks.
Roger Dooley: Yeah, put them into space for sure.
Melina Palmer: Awesome. Well, great ideas. Obviously you and I can talk for a thousand years, but we will end at this point and know that for everybody, I highly recommend The Persuasion Engine so that you can see some of these prompts and examples and thoughtfulness and more about empathy. We will of course have links in the show notes, but for everyone who is now so excited to follow you, learn more, and get the book, what’s the best path for them to do so?
Roger Dooley: Probably the single starting point that makes most sense is rogerdooley.com. I’ve got links to all my stuff there or search for me on Google or YouTube. You will generally find my stuff all over the web.
Melina Palmer: Perfect. Well, like I said, we will have links for those things in the show notes. And thank you so much again, Roger, for joining me on the show today. It was really delightful to chat with you, as always.
Roger Dooley: It’s been a lot of fun, Melina. Thanks for having me on.
Melina’s Reflections: AI as a Thinking Partner
Melina Palmer: Thank you again to Roger Dooley for joining me on the show today. What got your brain buzzing in today’s conversation? For me, I keep coming back to those cruise line examples. Some of those decisions felt so obviously just, like, not great from the outside, and yet inside the business, they made sense at the time somebody made that decision. Lots of people went along with those things. And that’s such an important reminder: when you’re close to a problem, when you’re in it every day, it’s really easy to lose perspective. Things that would feel completely off to a customer or even to your past or future self can start to feel normal or even like the best option available.
And that’s where I think this idea of using AI as a thinking partner can get really interesting. It shouldn’t be used to replace your brain or those on your team, but it’s a way to step back and pressure test ideas to ask better questions and see what you might be missing. I’ve been playing around with a lot of the prompting techniques that Roger shares in The Persuasion Engine. It’s been really fun to see how small tweaks in how I ask for something can completely change the quality of what comes back. And sometimes I feel like I want to ignore it—I want to go with my own gut. But that’s a whole other conversation, a question to be able to ask and to consider human behavior and where it might not be about me, but it’s about the people I’m looking to communicate to.
And that’s what behavioral science and this human decision-making factor and empathy is all about. Because it’s really just about understanding how people actually think and decide and experience what you put out into the world. AI can help surface some ideas. It can help to understand how people that aren’t like you might respond. You can use that prompting to help the AI imagine your customer and give some information about them or employees before you send out communication to get this broader perspective. And yeah, it’s not going to do everything. Sometimes you really need to have humans helping on human problems.
And you know, I love that because that’s the type of work I do. It’s really fun and something I enjoy doing with all sorts of companies. So if that is something that you want some help with—bringing behavioral science into your messaging, pricing or customer experience or with your team—I would love to work with you. If you’re interested, go ahead to thebrainybusiness.com/contact. You can set up a time to chat and connect and see if it’s something where it makes sense for us to work together.
And I’d love to, of course, know what stood out for you most in this conversation today. What are you excited about implementing? Where are you still a little bit hesitant about AI? Come share those thoughts with me and with Roger on social media. You’re going to find me as the Brainy Biz pretty much everywhere and as Melina Palmer on LinkedIn. There are links in the show notes to make it easy, as well as links to my top related past episodes and books, including The Persuasion Engine, ways to get in touch, and more. It’s all waiting for you in the app you’re listening to and at thebrainybusiness.com/577. And thank you again to Roger Dooley for joining me on the show today. It was a delight to chat with and learn from you. Join me next time for another Brainy episode of the Brainy Business Podcast. It’s going to be a lot of fun. You don’t want to miss it. Until then, thanks again for listening and learning with me, and remember to be thoughtful.
Announcer: Thank you for listening to the Brainy Business Podcast. Melina offers virtual strategy sessions, workshops, and other services to help businesses be more brain friendly. For more free resources, visit thebrainybusiness.com.
