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Example: Marina, a marketer, completes the full Volume 1 workbook

Marina is a composite character, and the figures are illustrative. This example shows what honest answers can look like in the Volume 1 workbook. Version: 2026-07-09.

Marina is 34 and works in marketing at a B2B services company with about 80 employees. She handles content, newsletters, landing pages, and lead reporting. She uses AI "like everyone else": to draft a post or rewrite an email. Her concern is familiar: "The machine writes the drafts now. What is left for me?"

Step 1. Value lever, Chapter 2

  • The main lever in my work: attention and trust, lever ③. The company wins business because prospects trust us before the first call.
  • What gets cheaper, the output: post copy, banners, and newsletter drafts. Anyone can produce these now.
  • What remains mine, the outcome: the result I am accountable for is leads from the "right" customers and a reputation that makes people recommend us.

Why this answer is honest: Marina did not write, "My lever is content." Content is output. A lever is what someone pays for.

Step 2. Sort the week into baskets, Chapter 3

She listed 13 tasks from the previous week using her calendar. The result:

  • Share of time in 🟢 "AI alone": about 35%, including post drafts, newsletter excerpts, an open-rate report, and webinar descriptions.
  • The main 🔴 task where I cannot be replaced: talking with sales about which leads are right for us and which are noise, then changing the positioning based on that conversation.
  • An uncomfortable finding: 3 of the 13 tasks are "busy work" with no value lever. One of them is moving the same report from one spreadsheet to another.

Step 3. The ladder, Chapter 4

  • Entry / middle / top: the middle. People assign tasks to me, but I have no one to delegate to.
  • One nearby foothold: the contractor budget for design goes through me. That is already a small piece of ownership, and I can expand it.

Step 4. Usefulness level and a +1 move, Chapter 5

  • My default level: 2, "I do what I am asked, do it well, and use AI to do it faster."
  • Candidate task for +1: the monthly lead report. Today I "make" it. I want to own the conclusion. The deliverable should be a page called "What this means and what we change," with my name on it, rather than a spreadsheet.

Step 5. Personal system, Chapter 6

  • My weakest layer: verification. AI writes drafts, but I do not have a checklist for accepting them. I rely on feel, which makes me afraid to delegate more.
  • What AI already does in my tasks: drafts, headline options, and call summaries.

Step 6. One skill that is gaining value, Chapter 7

  • The skill I train deliberately: customer judgment. Once a week, I review two deals with the sales team. Why did the customer arrive? Why did they buy or leave? The data does not contain those answers.

Step 7. My mode of working with AI, Chapter 8

  • My mode: honestly, I am a self-automator when I work on copy. I delegate it and do not read deeply.
  • What I do without AI once a week: I write one piece from scratch each month. It is a positioning piece where I must form the idea, not fill a format. This is training, not production.

Step 8. Diagnosis, Chapter 9

  • What gets cheaper: content production. About 35% of my week is already in 🟢.
  • Weak point: I have no verification loop of my own and accept AI work by feel.
  • Value that does not burn away: knowledge of the customer, trust from sales, and a sense for whether a lead is right for us.
  • My +1: own the conclusions about leads, not the spreadsheet.

Step 9. Who I am, Chapter 10

  • I am responsible for: bringing in the right customers and making sure they arrive prepared. My old answer was, "I create content and newsletters."

Step 10. A 90-day plan, Chapter 11

  • One task: the monthly lead report.
  • Old rule: "I collect the figures in a spreadsheet and send it out."
  • New rule: "AI collects the figures using my template → I check them against a 5-point checklist → I write half a page of conclusions → I defend them in the planning meeting."
  • The capability I keep: interpretation. I explain why the figures look this way and what should change.
  • A verifiable change after 90 days: the planning meeting discusses my conclusions rather than my spreadsheet. At least one decision each quarter follows my recommendation.
  • The next level of responsibility: ownership of one channel's budget.
  • What remains as a system: a report template, a verification checklist, and 30 minutes blocked in the calendar for conclusions.

What to notice in this example

  1. None of the answers is heroic. Marina does not become an "AI evangelist." She moves her effort from production, which is getting cheaper, to judgment and ownership of the conclusion, which are gaining value.
  2. The weak point was not where she expected it. The issue is not "I cannot prompt." It is "I do not have my own verification loop." This is common because verification limits delegation.
  3. The plan rests on one task. She is not trying to "change careers." She has one report, one habit, and one metric. That is a realistic scale for 90 days.

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Example: Marina, a marketer, completes the Volume 1 workbook