WEBVTT 1 00:00:00.720 --> 00:00:02.360 You're not growing as fast as you want 2 00:00:02.360 --> 00:00:06.280 because you're not making decisions as fast as you need to. 3 00:00:06.280 --> 00:00:10.920 I heard this really great bit by Elon. 4 00:00:10.920 --> 00:00:12.920 And it really, it moved me enough 5 00:00:12.920 --> 00:00:15.800 to try and look at my own decision-making process 6 00:00:15.800 --> 00:00:17.840 and audit it. 7 00:00:17.840 --> 00:00:20.640 And there's this great quote by Leahia Koka, 8 00:00:20.640 --> 00:00:23.280 which is the speed of the boss, the speed of the team. 9 00:00:23.280 --> 00:00:24.920 And I think a lot of that comes down 10 00:00:24.920 --> 00:00:28.160 to your ability to make decisions quickly. 11 00:00:28.160 --> 00:00:30.640 And so right now, I mean fundamentally, 12 00:00:30.640 --> 00:00:32.240 a lot of what we do in entrepreneurship 13 00:00:32.240 --> 00:00:34.520 and even leadership within businesses 14 00:00:34.520 --> 00:00:37.560 is we're tasked with making decisions. 15 00:00:37.560 --> 00:00:40.400 And it's one of these very amorphous topics 16 00:00:40.400 --> 00:00:42.840 that most people kind of like, yawn at, 17 00:00:42.840 --> 00:00:46.200 but like fundamentally at its core, 18 00:00:46.200 --> 00:00:48.160 what businesses is decision-making, right? 19 00:00:48.160 --> 00:00:50.160 You have to make lots of little decisions 20 00:00:50.160 --> 00:00:53.600 throughout the day with varying levels of impact. 21 00:00:53.600 --> 00:00:55.720 And I think one of the big mistakes 22 00:00:55.720 --> 00:00:59.600 that I have made in my career that I try to remedy 23 00:00:59.600 --> 00:01:01.440 is making decisions too slowly 24 00:01:01.440 --> 00:01:06.080 or requiring too much data in order to make decisions. 25 00:01:06.080 --> 00:01:08.560 And the reality of it is that we often 26 00:01:08.560 --> 00:01:10.920 have to make decisions with incomplete data 27 00:01:10.920 --> 00:01:13.480 in kind of a world of changing variables 28 00:01:13.480 --> 00:01:16.360 and try and make our best shot. 29 00:01:16.360 --> 00:01:20.560 What I want to recommend or at least talk through today 30 00:01:20.560 --> 00:01:22.880 is a different way of seeing it 31 00:01:22.880 --> 00:01:26.240 that has like really shifted my process. 32 00:01:26.240 --> 00:01:28.880 Well, Friday, I've been thinking back to, you know, 33 00:01:28.880 --> 00:01:32.320 maybe your goals four quarters ago, right? 34 00:01:32.320 --> 00:01:33.760 So maybe you had some annual goals, 35 00:01:33.760 --> 00:01:36.360 maybe you had some, you know, quarterly goals 36 00:01:36.360 --> 00:01:39.160 that you wanted to hit, some monthly revenue numbers, 37 00:01:39.160 --> 00:01:40.660 some sales numbers, marketing numbers, 38 00:01:40.660 --> 00:01:42.080 lead numbers, et cetera. 39 00:01:42.080 --> 00:01:44.800 Now, if you can think back to what you were thinking about then, 40 00:01:44.800 --> 00:01:46.680 you probably are like, oh my God, 41 00:01:46.680 --> 00:01:48.240 if I looked at those quarterly objectives, 42 00:01:48.240 --> 00:01:51.040 they seem so out of date now as they should, right? 43 00:01:51.040 --> 00:01:53.240 And likely a lot of variables have changed 44 00:01:53.240 --> 00:01:56.560 since you decided to make those goals. 45 00:01:56.560 --> 00:01:59.040 But what's interesting about it is that like, 46 00:01:59.040 --> 00:02:01.480 we probably, and if you're like me, 47 00:02:01.480 --> 00:02:04.400 probably belabor it a long time over those goals 48 00:02:04.400 --> 00:02:05.760 and that planning. 49 00:02:05.760 --> 00:02:09.320 But what's been really interesting is that like, 50 00:02:09.320 --> 00:02:12.040 the variables of the game change so rapidly 51 00:02:12.040 --> 00:02:14.440 that a lot of times like super long term planning 52 00:02:14.440 --> 00:02:16.480 I've become less and less a fan of. 53 00:02:16.480 --> 00:02:19.720 And what's resulted is just more of an emphasis 54 00:02:19.720 --> 00:02:22.160 on the decisions that I need to make today. 55 00:02:22.160 --> 00:02:24.480 And I said at the very beginning that Elon 56 00:02:24.480 --> 00:02:25.520 had this really interesting frame, 57 00:02:25.520 --> 00:02:26.720 which is what I want to talk about, 58 00:02:26.720 --> 00:02:28.840 is when he was under the gun 59 00:02:28.840 --> 00:02:30.840 and it looked like Tesla could go bankrupt. 60 00:02:30.840 --> 00:02:32.640 And this was probably like 2022. 61 00:02:32.640 --> 00:02:34.960 And he had to get production to like 5,000 cars a week. 62 00:02:34.960 --> 00:02:37.120 And you know, every single one of the engineers 63 00:02:37.120 --> 00:02:39.280 in this company said there's no way we can get above 1,800. 64 00:02:39.280 --> 00:02:41.920 And they were like less than that at the time 65 00:02:41.920 --> 00:02:42.720 when he made the prediction 66 00:02:42.720 --> 00:02:44.840 and it was supposed to be like a quarter or two. 67 00:02:44.840 --> 00:02:48.600 And it was an incredibly taxing time period in his life. 68 00:02:48.600 --> 00:02:50.320 And I think we can all kind of resonate with those kind of 69 00:02:50.320 --> 00:02:53.400 like gonna get your head like you have to figure it out. 70 00:02:53.400 --> 00:02:56.280 There's a story that Isaac Walsersen tells in the biography 71 00:02:56.280 --> 00:03:00.440 where Elon is on the floor and he says listen, 72 00:03:00.440 --> 00:03:02.600 there are so many decisions that have to get made 73 00:03:02.600 --> 00:03:04.440 that I'm going to be making them on the spot 74 00:03:04.440 --> 00:03:06.080 and I'm going to get it right 80% of the time 75 00:03:06.080 --> 00:03:07.600 and I'm going to get it wrong 20% of the time. 76 00:03:07.600 --> 00:03:09.240 And then 20% of the time that I get it wrong, 77 00:03:09.240 --> 00:03:10.960 we can always fix it. 78 00:03:10.960 --> 00:03:13.560 And I think and Basel talks about this too. 79 00:03:13.560 --> 00:03:15.360 And the reason I'm bringing them up is I consider them like, 80 00:03:15.360 --> 00:03:17.000 you know, the old time goats of entrepreneurship, 81 00:03:17.000 --> 00:03:18.560 independent of whatever your political beliefs are, 82 00:03:18.600 --> 00:03:20.440 they're fucking amazing entrepreneurs. 83 00:03:20.440 --> 00:03:24.520 In the interview that Basel gave with Lex Friedman, 84 00:03:24.520 --> 00:03:26.320 he talks about decision making a lot. 85 00:03:26.320 --> 00:03:28.800 And I bring this up because like it's one of these topics 86 00:03:28.800 --> 00:03:30.320 like I said that no one really wants to talk about 87 00:03:30.320 --> 00:03:31.920 but like the people who are the very top talk 88 00:03:31.920 --> 00:03:33.360 almost exclusively about decision making 89 00:03:33.360 --> 00:03:35.200 because obviously there's something important there 90 00:03:35.200 --> 00:03:37.080 is that they've made better decisions than other people have 91 00:03:37.080 --> 00:03:39.480 and they've gotten disproportionate returns as a result. 92 00:03:39.480 --> 00:03:41.680 And so Basel talks a lot about the importance 93 00:03:41.680 --> 00:03:43.440 of making fast decisions. 94 00:03:43.440 --> 00:03:47.680 And so he basically determines is this a one way door 95 00:03:47.680 --> 00:03:49.400 or is this a revolving door as in like, 96 00:03:49.400 --> 00:03:50.880 is this a decision that can be unmade 97 00:03:50.880 --> 00:03:53.720 or is a decision that once we make it, 98 00:03:53.720 --> 00:03:56.680 we can't pass through it, pass back through, right? 99 00:03:56.680 --> 00:04:00.720 And what I found is that the vast majority of decisions 100 00:04:00.720 --> 00:04:02.160 can be unmade. 101 00:04:02.160 --> 00:04:04.320 There's a cost associated with it 102 00:04:04.320 --> 00:04:07.760 but we don't take into account the much larger cost 103 00:04:07.760 --> 00:04:11.040 which is across an organization, the cost of indecision, 104 00:04:11.040 --> 00:04:14.160 the cost of inaction, the cost of waiting too long 105 00:04:14.160 --> 00:04:15.400 and delaying things. 106 00:04:15.400 --> 00:04:18.240 And so when you think about the speed of the boss, 107 00:04:18.240 --> 00:04:19.120 the speed of the team is like, 108 00:04:19.120 --> 00:04:20.960 how quickly can the boss make decisions? 109 00:04:20.960 --> 00:04:24.720 Imagine if, imagine just like as a hypothetical extreme 110 00:04:24.720 --> 00:04:27.520 that every single person in the organization 111 00:04:27.520 --> 00:04:30.000 could pass every single decision by you, right? 112 00:04:30.000 --> 00:04:32.560 And you could make them in an instant, right? 113 00:04:32.560 --> 00:04:33.880 Well, that would be like you, 114 00:04:33.880 --> 00:04:37.120 like the company would move at an absolutely break next speed 115 00:04:37.120 --> 00:04:40.400 because all decisions would get passed through you. 116 00:04:40.400 --> 00:04:41.840 Now, why do you probably like, you know, 117 00:04:41.840 --> 00:04:45.360 bully brains out but like fundamentally that's the idea. 118 00:04:45.400 --> 00:04:47.200 And so then I thought to myself, 119 00:04:47.200 --> 00:04:50.120 okay, what can I do to increase decision making 120 00:04:50.120 --> 00:04:52.680 and I thought, well, what slows down decision making? 121 00:04:52.680 --> 00:04:55.120 And so for me, the things that slow down decision making 122 00:04:55.120 --> 00:04:57.280 is it honestly comes down to one thing 123 00:04:57.280 --> 00:05:00.280 which is fear of making mistake, right? 124 00:05:00.280 --> 00:05:04.160 Is that I'm afraid of looking dumb to the team 125 00:05:04.160 --> 00:05:07.480 and making a decision that people either obviously think 126 00:05:07.480 --> 00:05:09.040 is wrong or that turns out to be wrong 127 00:05:09.040 --> 00:05:10.920 and then I look bad and I lose respect from the team 128 00:05:10.920 --> 00:05:14.280 and then maybe lose authority or gravitas or whatever, right? 129 00:05:14.280 --> 00:05:16.640 I thought about this and I was like, how do I, 130 00:05:16.640 --> 00:05:18.720 how do I decrease that fear? 131 00:05:18.720 --> 00:05:23.720 How do I make me making decisions faster happen 132 00:05:24.600 --> 00:05:26.320 by decreasing the friction associated with it? 133 00:05:26.320 --> 00:05:29.920 And so, you know, by racking my brain here, 134 00:05:29.920 --> 00:05:32.480 the thing that I came up with is pretty straightforward 135 00:05:32.480 --> 00:05:35.160 is first off explaining the nature 136 00:05:35.160 --> 00:05:37.200 of the biggest cost of the businesses, 137 00:05:37.200 --> 00:05:39.520 me being indecisive, right? 138 00:05:39.520 --> 00:05:43.360 And also every leader in the business being indecisive. 139 00:05:43.440 --> 00:05:47.600 And as a result, us slowing down everything, 140 00:05:47.600 --> 00:05:49.480 if you think about the gazillions of decisions, 141 00:05:49.480 --> 00:05:52.640 if every one of those decisions takes 20% or 50% longer, 142 00:05:52.640 --> 00:05:55.040 like every, because a lot of decisions happen 143 00:05:55.040 --> 00:05:57.560 in their contingency-based decisions, 144 00:05:57.560 --> 00:05:58.680 like we have to make this decision 145 00:05:58.680 --> 00:05:59.680 and then once we make that decision, 146 00:05:59.680 --> 00:06:01.240 then there's other decisions that are contingent 147 00:06:01.240 --> 00:06:02.680 on that decision and then there's decisions 148 00:06:02.680 --> 00:06:04.160 that are contingent on that decision. 149 00:06:04.160 --> 00:06:06.000 And so there's big chain of dominoes. 150 00:06:06.000 --> 00:06:06.880 We end up, you know, 151 00:06:06.880 --> 00:06:09.320 belaboring decisions for so long that like, 152 00:06:09.320 --> 00:06:11.360 we almost wait for life to make the decision for us 153 00:06:11.360 --> 00:06:14.080 so that we don't have to have the fear of being wrong. 154 00:06:14.080 --> 00:06:17.760 And so what I'm pushing myself to do is prefacing 155 00:06:17.760 --> 00:06:20.720 in meetings and in conversations and Slack messages 156 00:06:20.720 --> 00:06:23.200 and emails, hey, I might be wrong here, 157 00:06:23.200 --> 00:06:24.800 but we need to make this decision. 158 00:06:24.800 --> 00:06:27.840 And so this is my best bad idea. 159 00:06:27.840 --> 00:06:29.880 This is my best bad decision. 160 00:06:29.880 --> 00:06:31.360 Let's go forward with that. 161 00:06:31.360 --> 00:06:34.520 And if it's wrong, we can fix it later. 162 00:06:34.520 --> 00:06:36.320 And by doing it that way, 163 00:06:36.320 --> 00:06:38.960 and also Zuckerberg talked about, you know, 164 00:06:38.960 --> 00:06:41.280 I think it's like, builds break stuff and do, 165 00:06:41.280 --> 00:06:42.840 I don't know, it's just like, 166 00:06:42.840 --> 00:06:45.160 move fast and break stuff was a core competency 167 00:06:45.160 --> 00:06:48.600 or core value of Facebook for a very long period of time 168 00:06:48.600 --> 00:06:53.600 and they only edited it in the years of the 2020 years. 169 00:06:54.080 --> 00:06:55.280 We'll just put it that way. 170 00:06:55.280 --> 00:06:56.440 But the thing is, 171 00:06:56.440 --> 00:06:59.720 I like to look at like what got a company to where it's at. 172 00:06:59.720 --> 00:07:03.960 And move fast and break stuff was one of their competencies 173 00:07:03.960 --> 00:07:05.960 and so you think about like the three, 174 00:07:05.960 --> 00:07:07.880 you know, three of the richest people in the world 175 00:07:07.880 --> 00:07:09.760 from an entrepreneur's perspective, 176 00:07:09.760 --> 00:07:12.560 all talk about the speed of making decisions. 177 00:07:12.560 --> 00:07:15.480 I guess my mental challenge to you today 178 00:07:15.480 --> 00:07:17.600 and to myself is, 179 00:07:17.600 --> 00:07:21.000 one, how can I normalize fast decision making 180 00:07:21.000 --> 00:07:22.160 within the company? 181 00:07:22.160 --> 00:07:25.480 Number two, how can I decrease the pain associated 182 00:07:25.480 --> 00:07:28.440 with making a bad decision for myself and the team, 183 00:07:28.440 --> 00:07:30.200 both by prefacing it and also, 184 00:07:30.200 --> 00:07:31.640 this is the tougher one, 185 00:07:31.640 --> 00:07:34.680 not aggressively punishing the people 186 00:07:34.680 --> 00:07:35.640 who make poor decisions. 187 00:07:35.640 --> 00:07:37.600 Now if someone consistently makes bad decisions 188 00:07:37.640 --> 00:07:38.920 and they just might be an idiot, 189 00:07:38.920 --> 00:07:39.920 in which case, you know, 190 00:07:39.920 --> 00:07:41.800 okay, maybe they shouldn't be on the team, 191 00:07:41.800 --> 00:07:43.720 we have to take into consideration kind of like 192 00:07:43.720 --> 00:07:45.640 someone's decision batting average. 193 00:07:45.640 --> 00:07:47.240 Right now, you know, in the baseball world, 194 00:07:47.240 --> 00:07:50.000 it's like if you hit 300, you're a great baseball player. 195 00:07:50.000 --> 00:07:51.000 I'd say in the business world, 196 00:07:51.000 --> 00:07:51.920 if you're hitting 80%, 197 00:07:51.920 --> 00:07:54.160 you're probably a good decision maker. 198 00:07:54.160 --> 00:07:56.120 The other, you know, wrinkle to this, 199 00:07:56.120 --> 00:07:56.960 I say that's one and two, 200 00:07:56.960 --> 00:07:59.080 the third wrinkle here is, 201 00:07:59.080 --> 00:08:01.720 sometimes there's just a lot of right decisions. 202 00:08:01.720 --> 00:08:03.600 There's also, there's even more wrong decisions 203 00:08:03.600 --> 00:08:04.520 than there are right decisions, 204 00:08:04.520 --> 00:08:06.520 but there's often multiple right decisions. 205 00:08:06.520 --> 00:08:08.240 You know, in the government contracting world, 206 00:08:08.240 --> 00:08:09.320 which is the first place, 207 00:08:09.320 --> 00:08:11.480 that was my first workplace believe it or not, 208 00:08:11.480 --> 00:08:13.440 was a defense contractor. 209 00:08:13.440 --> 00:08:15.240 We did space cyber intelligence for the military. 210 00:08:15.240 --> 00:08:18.560 This is my first job out of college at a boutique consulting firm. 211 00:08:18.560 --> 00:08:19.320 There was this, 212 00:08:19.320 --> 00:08:20.840 ism that they had in the company, 213 00:08:20.840 --> 00:08:22.320 which I've probably kept, 214 00:08:22.320 --> 00:08:24.560 which is they called them happy to glads. 215 00:08:24.560 --> 00:08:25.720 And so happy to glads is like, 216 00:08:25.720 --> 00:08:28.280 if you're writing a proposal and you're editing it, 217 00:08:28.280 --> 00:08:29.920 sometimes you get to the point where you're editing it to death, 218 00:08:29.920 --> 00:08:32.800 where you're just changing the word happy to be the word glad, 219 00:08:32.800 --> 00:08:35.120 which is like, okay, well, they're both probably fine 220 00:08:35.160 --> 00:08:37.000 and neither of them will increase 221 00:08:37.000 --> 00:08:39.400 or decrease the likelihood that we actually get this job. 222 00:08:39.400 --> 00:08:41.000 So we're just kind of like changing things for the sake 223 00:08:41.000 --> 00:08:43.120 and changing them, but either of them will work. 224 00:08:43.120 --> 00:08:45.320 And so I just find that a lot of times, 225 00:08:45.320 --> 00:08:47.200 the decisions that I'm choosing between, 226 00:08:47.200 --> 00:08:48.800 both of them will work, 227 00:08:48.800 --> 00:08:52.320 and maybe one could work slightly better than the other, 228 00:08:52.320 --> 00:08:55.480 but the delay that I have to make between 229 00:08:55.480 --> 00:08:59.760 either of those choices makes either choice significantly worse 230 00:08:59.760 --> 00:09:00.960 than the incremental benefit 231 00:09:00.960 --> 00:09:03.160 of picking the slightly better option. 232 00:09:03.160 --> 00:09:05.280 And so by framing my decisions that way, 233 00:09:05.280 --> 00:09:09.200 which is basically speed of decision making be being nirvana, 234 00:09:09.200 --> 00:09:10.520 let's say that I've got, you know, 235 00:09:10.520 --> 00:09:12.040 decision A and decision B, 236 00:09:12.040 --> 00:09:14.400 and decision B for the sake of our conversation 237 00:09:14.400 --> 00:09:17.080 is 10% better than decision A. 238 00:09:17.080 --> 00:09:18.560 Now I don't know that at the time, 239 00:09:18.560 --> 00:09:21.600 but let's say it ends up being 10% better. 240 00:09:21.600 --> 00:09:26.680 Me being able to decide A instantly 241 00:09:26.680 --> 00:09:32.680 versus B in a week makes A or B 50% 242 00:09:32.680 --> 00:09:36.320 or 100% or 200% better decision, 243 00:09:36.320 --> 00:09:39.400 because speed is still going to outcompete 244 00:09:39.400 --> 00:09:40.520 the incremental margin, 245 00:09:40.520 --> 00:09:44.440 and speed across hundreds of decisions is for sure, 246 00:09:44.440 --> 00:09:48.080 going to beat out A five or 10% incremental margin. 247 00:09:48.080 --> 00:09:50.080 That thought process is what I've kind of, 248 00:09:50.080 --> 00:09:51.680 I'm trying to make is my North Star 249 00:09:51.680 --> 00:09:53.920 because fundamentally a lot of my job is, 250 00:09:53.920 --> 00:09:56.280 at this point I don't do a huge amount of doing, 251 00:09:56.280 --> 00:09:57.960 I do a lot of deciding. 252 00:09:57.960 --> 00:10:00.960 Making speed my priority has been really helpful. 253 00:10:00.960 --> 00:10:02.880 And so basically, if you're thinking about this 254 00:10:02.880 --> 00:10:04.520 as a decision making matrix, 255 00:10:04.520 --> 00:10:09.120 like upfront is, is this irreversible or not? 256 00:10:09.120 --> 00:10:11.080 The likelihood that it's irreversible is low, 257 00:10:11.080 --> 00:10:13.480 which means it probably is reversible. 258 00:10:13.480 --> 00:10:14.920 If it is reversible, 259 00:10:14.920 --> 00:10:16.840 what are the options I have in front of me? 260 00:10:16.840 --> 00:10:17.680 Cool. 261 00:10:17.680 --> 00:10:19.360 Of the options that I have in front of me, 262 00:10:19.360 --> 00:10:21.200 will both of them probably get me there? 263 00:10:21.200 --> 00:10:23.440 Yes, if so, pick one. 264 00:10:23.440 --> 00:10:24.800 As simple as that sounds, 265 00:10:24.800 --> 00:10:26.640 that's been kind of the thinking process 266 00:10:26.640 --> 00:10:28.800 that I'm trying to employ more and more 267 00:10:28.800 --> 00:10:30.880 within the organization and also teach 268 00:10:30.880 --> 00:10:32.640 across the organization within leaders 269 00:10:32.640 --> 00:10:34.640 because they're also, 270 00:10:34.640 --> 00:10:37.040 we're making a decentralized decision making process. 271 00:10:37.040 --> 00:10:37.880 At the end of the day, 272 00:10:37.880 --> 00:10:39.880 you cannot make every single decision. 273 00:10:39.880 --> 00:10:42.160 And so hopefully the decisions that are coming to you 274 00:10:42.160 --> 00:10:44.160 are at least worth your time, 275 00:10:44.160 --> 00:10:46.600 but the team has to be able to make decisions 276 00:10:46.600 --> 00:10:49.720 on your behalf and be relatively okay about it. 277 00:10:49.720 --> 00:10:52.520 I'm teaching this as a thought exercise 278 00:10:52.520 --> 00:10:53.480 to our team of like, 279 00:10:53.480 --> 00:10:55.520 I would rather you just make the decision 280 00:10:55.520 --> 00:10:58.560 and teaching decisiveness as a core competency 281 00:10:58.560 --> 00:10:59.720 within the org. 282 00:10:59.720 --> 00:11:02.120 And so I know this is probably one of the shorter pods 283 00:11:02.120 --> 00:11:02.960 that I've had. 284 00:11:02.960 --> 00:11:04.640 I don't think it makes it any less important. 285 00:11:04.640 --> 00:11:08.720 I guess speed is the underlying point for this today, 286 00:11:08.720 --> 00:11:13.000 but as you approach your day today, 287 00:11:13.000 --> 00:11:16.160 maybe consider like if both of these will get us there 288 00:11:16.160 --> 00:11:18.200 and one of them might be better than the other, 289 00:11:18.200 --> 00:11:20.800 meet choosing fastest and be better than both. 290 00:11:20.800 --> 00:11:22.600 And maybe that gives you a little bit permission 291 00:11:22.600 --> 00:11:26.640 to get the 80% right and forgiveness for yourself 292 00:11:26.640 --> 00:11:28.200 of getting the 20% wrong 293 00:11:28.200 --> 00:11:29.160 and letting your team know, 294 00:11:29.160 --> 00:11:31.640 I'm for sure gonna get 20% wrong 295 00:11:31.640 --> 00:11:33.320 and I'm gonna just try and get them wrong 296 00:11:33.320 --> 00:11:35.160 on the ones that we can flip back fast. 297 00:11:35.160 --> 00:11:37.520 And so I wanna hear no gripping 298 00:11:37.520 --> 00:11:39.320 if we have to flip something back fast 299 00:11:39.320 --> 00:11:40.280 and to the same degree, 300 00:11:40.280 --> 00:11:41.680 if you were making these decisions 301 00:11:41.680 --> 00:11:43.280 and you make a little oopsie, 302 00:11:43.280 --> 00:11:45.440 I'm not gonna get on your case about it 303 00:11:45.440 --> 00:11:47.800 because I want you to just be making more decisions quickly 304 00:11:47.800 --> 00:11:49.880 so that we can move faster as an org. 305 00:11:49.880 --> 00:11:52.480 And so anyways, hope you're having an amazing day, 306 00:11:52.480 --> 00:11:56.040 keep slaying and I'll catch you guys in Zen Next One. 307 00:11:58.200 --> 00:11:59.680 Hey guys, real quick, just wanna say thank you 308 00:11:59.680 --> 00:12:01.080 for sharing the podcast. 309 00:12:01.080 --> 00:12:04.960 It continues to grow only because of y'all sharing it 310 00:12:04.960 --> 00:12:06.560 and tagging it and sending it to your employees 311 00:12:06.560 --> 00:12:08.400 and into your friends, putting your Slack messages. 312 00:12:08.400 --> 00:12:09.920 It's the only way podcasts really grow. 313 00:12:09.920 --> 00:12:11.600 And so I just wanna say thank you guys, 314 00:12:11.600 --> 00:12:13.360 and if you do think of somebody who this would be 315 00:12:13.360 --> 00:12:14.520 helpful for it, maybe your team, 316 00:12:14.520 --> 00:12:16.440 please send it to them, good to meet the world to me.