00:00

And just to give you a sense of this. Right? I'm twenty four years old. I'm the youngest person in the company. I'm the newest hire in the company. And six months later, I got named CEO. Prodigi. That's pretty good. Pretty good. Right? And the way to do that is you actually

And just to give you a sense of this. Right? I'm twenty four years old. I'm the youngest person in the company. I'm the newest hire in the company. And six months later, I got named CEO. Prodigi. That's pretty good. Pretty good. Right? And the way to do that is you actually

00:18

Welcome to a new segment that we're calling. It's like a q and a, but we're not calling it a q and a. We're calling it. Questionable advice.

Welcome to a new segment that we're calling. It's like a q and a, but we're not calling it a q and a. We're calling it. Questionable advice.

00:30

Does that mean that someone shouldn't follow the advice or that we're just answering questions and giving advice?

Does that mean that someone shouldn't follow the advice or that we're just answering questions and giving advice?

00:36

It it means whatever people needed to mean. It's people asking questions, us giving advice.

It it means whatever people needed to mean. It's people asking questions, us giving advice.

00:41

The advice is a little bit questionable as well. Right? Because we're not telling you

The advice is a little bit questionable as well. Right? Because we're not telling you

00:44

what necessarily you should do. We're saying what we've what we've done

what necessarily you should do. We're saying what we've what we've done

00:48

that works for us, it may or may not work for you. It may may not be the best way. It's just the only way we know. And so today,

that works for us, it may or may not work for you. It may may not be the best way. It's just the only way we know. And so today,

00:54

The question we wanna answer is actually different than usual. Normally,

The question we wanna answer is actually different than usual. Normally,

00:58

we're always talking about starting companies, starting businesses, being a CEO,

we're always talking about starting companies, starting businesses, being a CEO,

01:02

being an owner, being an investor.

being an owner, being an investor.

01:04

But today, it's about what happens if you're not there yet? What happens if you're inside of a big company? So how do you stand out inside of a Bitcoin? How do you become a superstar

But today, it's about what happens if you're not there yet? What happens if you're inside of a big company? So how do you stand out inside of a Bitcoin? How do you become a superstar

01:14

employee?

employee?

01:15

How do you become an employee

How do you become an employee

01:17

that is just god tier and that opens up a whole bunch of doors for you inside of a company.

that is just god tier and that opens up a whole bunch of doors for you inside of a company.

01:23

How many employees have you had like that? Every company, there's always one or two. There's always one or two that are just, like, so clear. And what I did was I basically

How many employees have you had like that? Every company, there's always one or two. There's always one or two that are just, like, so clear. And what I did was I basically

01:31

plucked what are the things that they do? What what are the things I remember that they did that stood out to me as well as a couple things I did after we got acquired and we went to Twitch, what are some things that I tried that actually I felt worked?

plucked what are the things that they do? What what are the things I remember that they did that stood out to me as well as a couple things I did after we got acquired and we went to Twitch, what are some things that I tried that actually I felt worked?

01:43

Because, you know, I had to spend two years inside of a bigger company for the first time in my life.

Because, you know, I had to spend two years inside of a bigger company for the first time in my life.

01:48

And I experimented. I tried a whole bunch of things. I'm not gonna talk about the ones that failed because those were embarrassing or not useful, but I will share the ones that that worked. Dude, what's crazy

And I experimented. I tried a whole bunch of things. I'm not gonna talk about the ones that failed because those were embarrassing or not useful, but I will share the ones that that worked. Dude, what's crazy

01:59

is Let me add two things. Back stories to our our perspective on this. One, you had someone who worked at

is Let me add two things. Back stories to our our perspective on this. One, you had someone who worked at

02:06

Monkey inferno and all the other companies that monkey inferno started.

Monkey inferno and all the other companies that monkey inferno started.

02:10

Well, you actually had a few interesting people. The first interesting person was Steve Bartlett, who's famous for his agency and his,

Well, you actually had a few interesting people. The first interesting person was Steve Bartlett, who's famous for his agency and his,

02:17

podcast's diary of a CEO. I think the second person who's even more

podcast's diary of a CEO. I think the second person who's even more

02:22

interesting

interesting

02:23

is Farcon, a guy who started a

is Farcon, a guy who started a

02:25

company that's worth tens of billions of dollars. I was shocked that that guy would be would would consider you a coworker. That was a that was an amazing get. The second point I wanna add to this, and you probably you actually had a few other people that were, you know, Jason Hitchcock. You had a few other people are wildly successful.

company that's worth tens of billions of dollars. I was shocked that that guy would be would would consider you a coworker. That was a that was an amazing get. The second point I wanna add to this, and you probably you actually had a few other people that were, you know, Jason Hitchcock. You had a few other people are wildly successful.

02:41

The second thing to add to this, one of the best compliments I've received from you in the last probably sixty days is you texted me And you said, how on earth did you get steph trung? And I forget who else did you name? How on earth did you brainwash them into working for you for as long as they did. And that so we've had we we've each had a handful of superstars who

The second thing to add to this, one of the best compliments I've received from you in the last probably sixty days is you texted me And you said, how on earth did you get steph trung? And I forget who else did you name? How on earth did you brainwash them into working for you for as long as they did. And that so we've had we we've each had a handful of superstars who

03:01

I don't ever use the word work for me because often it doesn't I I hate that. It's it's just it's not that. It's we work together on something, and I'm only gonna be able to have them for a little, a short amount of time. That's principle number one. You work with, you don't work for. And it's actually a pretty big mentality shift, which is working with somebody is a partnership an agreement. It's a mutually beneficial thing versus I work for you is a, you know,

I don't ever use the word work for me because often it doesn't I I hate that. It's it's just it's not that. It's we work together on something, and I'm only gonna be able to have them for a little, a short amount of time. That's principle number one. You work with, you don't work for. And it's actually a pretty big mentality shift, which is working with somebody is a partnership an agreement. It's a mutually beneficial thing versus I work for you is a, you know,

03:27

you know, there's a dominant person and there's a person who's basically takes orders and does whatever is, you know, whatever they have to do, you know, based on the the task list. And you never wanna be the work for. The work for is, you know, you know, a servant essentially, whereas working with is a partnership.

you know, there's a dominant person and there's a person who's basically takes orders and does whatever is, you know, whatever they have to do, you know, based on the the task list. And you never wanna be the work for. The work for is, you know, you know, a servant essentially, whereas working with is a partnership.

03:42

But it's okay to have to be that for a for a little while, actually, for someone who's interesting. Like, if if, like, Sean Prairie doesn't have a a specific need to be get done and some kid is like, dude, I will I'm competent. I would do exactly what you say. For a little while. It's okay to do that for a little while, but I agree, in general, you don't wanna be that person. But but but, yeah, working with is is how I consider it to be done correctly. I hired a chief of staff just now.

But it's okay to have to be that for a for a little while, actually, for someone who's interesting. Like, if if, like, Sean Prairie doesn't have a a specific need to be get done and some kid is like, dude, I will I'm competent. I would do exactly what you say. For a little while. It's okay to do that for a little while, but I agree, in general, you don't wanna be that person. But but but, yeah, working with is is how I consider it to be done correctly. I hired a chief of staff just now.

04:04

This kid basically had a job at, I think, like, JPMorgan,

This kid basically had a job at, I think, like, JPMorgan,

04:08

and he was like, hey. He just emailed me, emailed me, emailed me, saying he wants to do stuff. He's like, I can help you with this. I can help you with this. Is there a reason you're not doing this? And, then I'd be like, no, not really. I should do it. And he's like, how about I come do it for you? I was like, I don't know about you. Yeah. Whatever. He's like, here's an example. Here I'm doing it. Blah blah blah. And finally, he did it. And I was like, cool. You're gonna quit your job? He's like, I guess I can go quit right now. Like, if you say I'm in, I'll go quit. And I said, okay. She bet. And then he went and talked to his boss and he quit his job banking. And now he's my chief of staff. And even for him on day one, I told him this. I said, you we work with each other and not you don't work for me because I actually want somebody who's gonna treat themselves that way because they're gonna get they're actually gonna get way more done. They're going to be more productive. They're gonna be a higher caliber person if they think that way. It's a mindset shift. Did you actually say Bet? Dude, it's twenty two. I gotta speak the language.

and he was like, hey. He just emailed me, emailed me, emailed me, saying he wants to do stuff. He's like, I can help you with this. I can help you with this. Is there a reason you're not doing this? And, then I'd be like, no, not really. I should do it. And he's like, how about I come do it for you? I was like, I don't know about you. Yeah. Whatever. He's like, here's an example. Here I'm doing it. Blah blah blah. And finally, he did it. And I was like, cool. You're gonna quit your job? He's like, I guess I can go quit right now. Like, if you say I'm in, I'll go quit. And I said, okay. She bet. And then he went and talked to his boss and he quit his job banking. And now he's my chief of staff. And even for him on day one, I told him this. I said, you we work with each other and not you don't work for me because I actually want somebody who's gonna treat themselves that way because they're gonna get they're actually gonna get way more done. They're going to be more productive. They're gonna be a higher caliber person if they think that way. It's a mindset shift. Did you actually say Bet? Dude, it's twenty two. I gotta speak the language.

04:59

Alright. I want a quick break to tell you about HubSpot, and this one's easy because I'm gonna show you an example of how I'm doing this at my company. When I say, I, I mean, not my team. I mean, I'm the one who actually made it. So I've got this company called Hampton. You could check it out, join Hampton Hampton. Dot com. It's a community for founders. And one of the ways that we've grown is we've created these surveys, but we'll ask our members certain questions that a lot of people A lot of times people are afraid to ask. So things like what their net worth is, how their assets are allocated, all these, like, interesting questions, and then we'll put it in a survey, and I went and made a landing So you can check it out at join hampton dot com slash wealth. You can actually see the landing page that I made. And the hard part with this is with Hampton, we are appealing to a sort of a higher end customers, sort of, like, like, a Louis Vuitton or Ferrari. So I needed the landing page to look a very particular way. Hubspot has templates That's what we use. We just change the colors a little bit to match our brand very easy. They have this drag and drop version of their landing page builder, and it's super simple. I'm not technical, and I'm the one who actually made it. And once it's made, I then shared it on social media, and we have thousands of people see it and thousands of people who gave us their information And I can then see over the next handful of weeks, this is how much revenue came in from this wealth survey that I did. This is where the revenue came from. So it came from Twitter. It came from LinkedIn. Whatever it came from, I can actually go and look at it. And I can say, oh, well, that worked. That didn't work. Do more of that. Do less of that. And if you're interested in making landing pages like this, I highly suggest it. Look, I'm actually doing it, but you could check it out. Go to the link in the description of YouTube and get started. Alright. Now back to MFM. The first subcategory or the first category I think we should have We both have things that involve communication and writing. Do you wanna, like, name a few that you have under that category?

Alright. I want a quick break to tell you about HubSpot, and this one's easy because I'm gonna show you an example of how I'm doing this at my company. When I say, I, I mean, not my team. I mean, I'm the one who actually made it. So I've got this company called Hampton. You could check it out, join Hampton Hampton. Dot com. It's a community for founders. And one of the ways that we've grown is we've created these surveys, but we'll ask our members certain questions that a lot of people A lot of times people are afraid to ask. So things like what their net worth is, how their assets are allocated, all these, like, interesting questions, and then we'll put it in a survey, and I went and made a landing So you can check it out at join hampton dot com slash wealth. You can actually see the landing page that I made. And the hard part with this is with Hampton, we are appealing to a sort of a higher end customers, sort of, like, like, a Louis Vuitton or Ferrari. So I needed the landing page to look a very particular way. Hubspot has templates That's what we use. We just change the colors a little bit to match our brand very easy. They have this drag and drop version of their landing page builder, and it's super simple. I'm not technical, and I'm the one who actually made it. And once it's made, I then shared it on social media, and we have thousands of people see it and thousands of people who gave us their information And I can then see over the next handful of weeks, this is how much revenue came in from this wealth survey that I did. This is where the revenue came from. So it came from Twitter. It came from LinkedIn. Whatever it came from, I can actually go and look at it. And I can say, oh, well, that worked. That didn't work. Do more of that. Do less of that. And if you're interested in making landing pages like this, I highly suggest it. Look, I'm actually doing it, but you could check it out. Go to the link in the description of YouTube and get started. Alright. Now back to MFM. The first subcategory or the first category I think we should have We both have things that involve communication and writing. Do you wanna, like, name a few that you have under that category?

06:39

Yeah. Okay. So I'll do I'll I'll do one simple one. So write an internal newsletter.

Yeah. Okay. So I'll do I'll I'll do one simple one. So write an internal newsletter.

06:44

People know us as the newsletter guys because you created the hustle, read by millions of people. I created milk road, which became the biggest crypto newsletter. The

People know us as the newsletter guys because you created the hustle, read by millions of people. I created milk road, which became the biggest crypto newsletter. The

06:53

the newsletter thing isn't just for external.

the newsletter thing isn't just for external.

06:56

So, you you know, you could have a hundred thousand subscribers on a newsletter I if you're inside of a company, what you really want

So, you you know, you could have a hundred thousand subscribers on a newsletter I if you're inside of a company, what you really want

07:03

is twenty subscribers, but they're the twenty most interesting people in the company.

is twenty subscribers, but they're the twenty most interesting people in the company.

07:07

And so what I did when I got to Twitch was

And so what I did when I got to Twitch was

07:10

there was a, a team, like, Bezos has something called the s team. I don't know if you have this at Amazon's, like, he's, like, fifteen to twenty top lieutenants.

there was a, a team, like, Bezos has something called the s team. I don't know if you have this at Amazon's, like, he's, like, fifteen to twenty top lieutenants.

07:17

And Twitch being owned by Amazon had its version of this called t team.

And Twitch being owned by Amazon had its version of this called t team.

07:21

And so I got put on t team. And so, you know, t team is like whatever fifteen, of the top people in the company.

And so I got put on t team. And so, you know, t team is like whatever fifteen, of the top people in the company.

07:28

And I go to the first meeting, and, you know, it's it's a busy meeting. There's they're not, you know, they're like, oh, hey, welcome, Sean. We we just acquired that by John wanna say hi. I'm, like, I say hi for two seconds. But, really, I don't know any of these people. And so what I did was

And I go to the first meeting, and, you know, it's it's a busy meeting. There's they're not, you know, they're like, oh, hey, welcome, Sean. We we just acquired that by John wanna say hi. I'm, like, I say hi for two seconds. But, really, I don't know any of these people. And so what I did was

07:41

I

I

07:42

created a newsletter. And I created it for all of the t team, and then I would slowly anytime I meet somebody interesting anywhere in the company, I'd be like, oh, by the way, I write this thing every week. Only goes out to, you know, a select number of people.

created a newsletter. And I created it for all of the t team, and then I would slowly anytime I meet somebody interesting anywhere in the company, I'd be like, oh, by the way, I write this thing every week. Only goes out to, you know, a select number of people.

07:54

It's it's fun. You'll like it. I'm gonna add you. I'm gonna add you to the list. And so they're like, okay. Cool. I'll be added. Whatever.

It's it's fun. You'll like it. I'm gonna add you. I'm gonna add you to the list. And so they're like, okay. Cool. I'll be added. Whatever.

08:00

And what I would do is I copied,

And what I would do is I copied,

08:03

James Clears newsletter format. James Clear does something called one two three.

James Clears newsletter format. James Clear does something called one two three.

08:08

Guess what?

Guess what?

08:09

I had wrote the three two one newsletter internally, which was basically, like, you know,

I had wrote the three two one newsletter internally, which was basically, like, you know,

08:14

it was through, or no. Sorry. He does three two one. I did one two three. So I did one photo from my camera roll. So here's a photo.

it was through, or no. Sorry. He does three two one. I did one two three. So I did one photo from my camera roll. So here's a photo.

08:22

I did two thoughts, which is just like two, like, kind of tweet length things that I'm thinking about inside the company. And three links, which is just random ship that I've seen. What type of photos?

I did two thoughts, which is just like two, like, kind of tweet length things that I'm thinking about inside the company. And three links, which is just random ship that I've seen. What type of photos?

08:33

It would be usually something like, you

It would be usually something like, you

08:36

know,

know,

08:37

Not work related. So for example culture building thing. Like, I saw John brought in this funny mug. Not not work related at all. It would just be something about my life that's in, like, an interesting thing for my life. And I'm not a big Instagram guy, but I kinda get the idea, which is a photo can say a lot about you and what you're interested in and all. It could kinda brag a little bit. Like, Like, my kid learned how to ride a bike this weekend. Yeah. Exactly. I'm such a good dad, you know, like, here's what I'm doing. And so, you know, like, for example, I did one photo that was this list that my, my niece had made. She's seven, and she she wrote her, like, routine. She's, like, Ellie's Day, and then it was,

Not work related. So for example culture building thing. Like, I saw John brought in this funny mug. Not not work related at all. It would just be something about my life that's in, like, an interesting thing for my life. And I'm not a big Instagram guy, but I kinda get the idea, which is a photo can say a lot about you and what you're interested in and all. It could kinda brag a little bit. Like, Like, my kid learned how to ride a bike this weekend. Yeah. Exactly. I'm such a good dad, you know, like, here's what I'm doing. And so, you know, like, for example, I did one photo that was this list that my, my niece had made. She's seven, and she she wrote her, like, routine. She's, like, Ellie's Day, and then it was,

09:14

eat,

eat,

09:15

play,

play,

09:16

sleep, eat, play,

sleep, eat, play,

09:18

play, sleep. And I was like, somehow the seven year old's got it figured out. What are the rest of us doing? And, right, like, that's the life you gotta live. And so people loved it. They're like, oh, yeah. That's so true. Blah blah blah. And so I would just, one photo, two thoughts, three links. I would send out on every Sunday, and I wrote I said, hey. The way I framed it, I go, you know, when I was a startup founder, I used to send this to my, our investors and board of advisors, every Sunday, I write, like, an update, I kinda wear my heads at. Well, you know, old old habits die hard, even though I'm not a startup founder anymore, I'm working at Twitch.

play, sleep. And I was like, somehow the seven year old's got it figured out. What are the rest of us doing? And, right, like, that's the life you gotta live. And so people loved it. They're like, oh, yeah. That's so true. Blah blah blah. And so I would just, one photo, two thoughts, three links. I would send out on every Sunday, and I wrote I said, hey. The way I framed it, I go, you know, when I was a startup founder, I used to send this to my, our investors and board of advisors, every Sunday, I write, like, an update, I kinda wear my heads at. Well, you know, old old habits die hard, even though I'm not a startup founder anymore, I'm working at Twitch.

09:49

I still have this hour every Sunday. I'd like to let you guys are now my new my new board of advisors. You guys are my new, you know, mentors at this company. So I wanted to include you on this. If you're on this because I think you're one of the more interesting people in the company that I hope to to learn from and get to know over time. And so that was how I started it, and I wrote that thing. Dude, I can't tell you how much juice I got out of this. Right? Because it took me about forty five minutes to write this every Sunday.

I still have this hour every Sunday. I'd like to let you guys are now my new my new board of advisors. You guys are my new, you know, mentors at this company. So I wanted to include you on this. If you're on this because I think you're one of the more interesting people in the company that I hope to to learn from and get to know over time. And so that was how I started it, and I wrote that thing. Dude, I can't tell you how much juice I got out of this. Right? Because it took me about forty five minutes to write this every Sunday.

10:11

But now I'm getting sort of like, you know, every single person's attention

But now I'm getting sort of like, you know, every single person's attention

10:16

in a very and they they know about me. They learn about me. They have an opinion about me. Not everybody loved it. I'm sure. Sure. Some people were like, whatever. I don't care about this. But it didn't matter. It got, like, forwarded up. There was a guy who's, like, the the VP at Amazon Prime would email me and be, like, dude, I love these Sunday things, man. He's like, I wish we got to work together. Because he he wasn't even in the company. He got forwarded to him, and he was like, these these are awesome. You wanna, like, just meet this you sound you sound awesome. And that's the whole goal. You wanna build a brand internally, and one easy hack to do this is the internal news up. And there's actually

in a very and they they know about me. They learn about me. They have an opinion about me. Not everybody loved it. I'm sure. Sure. Some people were like, whatever. I don't care about this. But it didn't matter. It got, like, forwarded up. There was a guy who's, like, the the VP at Amazon Prime would email me and be, like, dude, I love these Sunday things, man. He's like, I wish we got to work together. Because he he wasn't even in the company. He got forwarded to him, and he was like, these these are awesome. You wanna, like, just meet this you sound you sound awesome. And that's the whole goal. You wanna build a brand internally, and one easy hack to do this is the internal news up. And there's actually

10:46

I think even more implications of this. So one of the greatest people I worked with was Steph Smith. She's been on the pod many times. She's already doing great things and is gonna go on and do even bigger things. She,

I think even more implications of this. So one of the greatest people I worked with was Steph Smith. She's been on the pod many times. She's already doing great things and is gonna go on and do even bigger things. She,

10:56

there there's this thing with history. I read a lot of history where oftentimes, the person who writes the most popular history book or who writes history books, they actually control that they control what we think of history, even if it's fake.

there there's this thing with history. I read a lot of history where oftentimes, the person who writes the most popular history book or who writes history books, they actually control that they control what we think of history, even if it's fake.

11:08

She did that, of course, in a good way, where it was a very tactical She actually couldn't she was the best Google Sheets maker and a really good Google Slides maker.

She did that, of course, in a good way, where it was a very tactical She actually couldn't she was the best Google Sheets maker and a really good Google Slides maker.

11:18

And so she would dictate how the Google sheet for the projects that she ran, and then eventually other projects, how they looked. And that actually dictated

And so she would dictate how the Google sheet for the projects that she ran, and then eventually other projects, how they looked. And that actually dictated

11:27

what we tracked. Which dictated what we do is that we do. Yeah.

what we tracked. Which dictated what we do is that we do. Yeah.

11:32

It's but she would make these I don't know. Did I ever tell you the sheet that we had for trends? Did I ever show you that? Yeah. I'll I'll just show it to you sometime, but she made this beautiful sheet. It auto filled. And, like, I was like, oh, thanks for doing this. This is amazing. You should do this for all these other things. But she basically controlled the information flow. And so if anyone had a question, if they wouldn't wanna know anything, they had to go to her. And she wasn't doing this for bad reasons, but Bissue is basically a very powerful person because of that reason.

It's but she would make these I don't know. Did I ever tell you the sheet that we had for trends? Did I ever show you that? Yeah. I'll I'll just show it to you sometime, but she made this beautiful sheet. It auto filled. And, like, I was like, oh, thanks for doing this. This is amazing. You should do this for all these other things. But she basically controlled the information flow. And so if anyone had a question, if they wouldn't wanna know anything, they had to go to her. And she wasn't doing this for bad reasons, but Bissue is basically a very powerful person because of that reason.

11:57

And so you need to get really good at presenting your work. And you need to be really, really loud about it, but you have to be great at presenting your work, making presentations,

And so you need to get really good at presenting your work. And you need to be really, really loud about it, but you have to be great at presenting your work, making presentations,

12:06

writing stuff, controlling the Google sheets and making them look presentable and making them work well, that is incredibly important. And not not enough people think about that. Hundred percent. Hundred percent. The winner's right history. Right? And and, and also the other thing is you wanna be a maker, not a taker.

writing stuff, controlling the Google sheets and making them look presentable and making them work well, that is incredibly important. And not not enough people think about that. Hundred percent. Hundred percent. The winner's right history. Right? And and, and also the other thing is you wanna be a maker, not a taker.

12:23

So most people in companies are just takers of plans. So somebody else writes the plan. Somebody else makes the doc. Somebody else creates the dashboard.

So most people in companies are just takers of plans. So somebody else writes the plan. Somebody else makes the doc. Somebody else creates the dashboard.

12:31

And you just sit on the receiving end of it. What I would do,

And you just sit on the receiving end of it. What I would do,

12:35

you know, when I was at these companies is I would always write my own versions of the plans. And this is partly for practice because I wanted to if I wanna be the CEO,

you know, when I was at these companies is I would always write my own versions of the plans. And this is partly for practice because I wanted to if I wanna be the CEO,

12:43

well, then I should get reps doing the things that the CEO is doing. Is writing an annual plan? Cool. I'm gonna write one too. What would I say? And you write it, and then you compare to what they wrote, and you see things that they did better, and you see some things that maybe they missed out on. And so being a plan writer, being a proposal writer, being a, update writer is gonna be the thing that actually sharpens your skill so that you

well, then I should get reps doing the things that the CEO is doing. Is writing an annual plan? Cool. I'm gonna write one too. What would I say? And you write it, and then you compare to what they wrote, and you see things that they did better, and you see some things that maybe they missed out on. And so being a plan writer, being a proposal writer, being a, update writer is gonna be the thing that actually sharpens your skill so that you

13:05

If you wanna be a leader, what most people think is I'll wait till I'm promoted, then I'll start doing leader things. That's not really how it works. Right? You start doing leader things, and then you get recognized and promoted. And so if you want to one day be the leader, you gotta be the plan maker, not the plan taker. And you you wanna write your own version of all the things that all the key key stuff, the annual plan, the quarterly update, the

If you wanna be a leader, what most people think is I'll wait till I'm promoted, then I'll start doing leader things. That's not really how it works. Right? You start doing leader things, and then you get recognized and promoted. And so if you want to one day be the leader, you gotta be the plan maker, not the plan taker. And you you wanna write your own version of all the things that all the key key stuff, the annual plan, the quarterly update, the

13:29

the launch guide, whatever, whatever it is for a given project.

the launch guide, whatever, whatever it is for a given project.

13:33

The next thing I would say is and this is actually challenging for a lot of people. I have a feeling it was challenging for you because you're a very confident person, but it's important to be a to to be loud. And when I say loud, I don't mean that you have to talk a lot. But I just mean you have to make sure everyone knows the cool shit that you're doing. And there's a fine line between being selfish and stealing other people's stuff and taking too much credit and then also being loud. But it's important to be loud to let everyone know. These are all the amazing things that are happening, and you have to present in a really wonderful way where it shows progress. And it shows even if you screwed stuff up, here's the swings we took. I think I always had this problem. I I noticed it particularly amongst the women who worked for me. I would always have to encourage them. I'd be like, dude, you gotta speak up. You gotta be louder about the shit. This is really awesome. You are not inserting yourself into the conversations nearly enough that you should. This is really, really talented, amazing work. So I think being loud is incredibly important

The next thing I would say is and this is actually challenging for a lot of people. I have a feeling it was challenging for you because you're a very confident person, but it's important to be a to to be loud. And when I say loud, I don't mean that you have to talk a lot. But I just mean you have to make sure everyone knows the cool shit that you're doing. And there's a fine line between being selfish and stealing other people's stuff and taking too much credit and then also being loud. But it's important to be loud to let everyone know. These are all the amazing things that are happening, and you have to present in a really wonderful way where it shows progress. And it shows even if you screwed stuff up, here's the swings we took. I think I always had this problem. I I noticed it particularly amongst the women who worked for me. I would always have to encourage them. I'd be like, dude, you gotta speak up. You gotta be louder about the shit. This is really awesome. You are not inserting yourself into the conversations nearly enough that you should. This is really, really talented, amazing work. So I think being loud is incredibly important

14:28

to sticking out within a company. Yeah. Exactly. You wanna work in public. So you wanna, you know, present the things that you're doing. And like you said, it's not all bragging. So, for example,

to sticking out within a company. Yeah. Exactly. You wanna work in public. So you wanna, you know, present the things that you're doing. And like you said, it's not all bragging. So, for example,

14:38

you know, people would would would report in a format that's sort of like, here's the here's what went well. Here's what didn't do well. Here's the screw ups that we had this week. Some of the things we learned from that are what we're gonna do to fix it. So, like, it doesn't have to just be everything I did was great, and I'm the best. And I did everything, you know, it was all me, me, me, me. It's not that. However, you're totally right that you're really only rewarded for what people know about. If you're if what you're doing can't be measured or isn't seen, it might as well have not even existed inside of a big company. And for a lot of people, that's very uncomfortable

you know, people would would would report in a format that's sort of like, here's the here's what went well. Here's what didn't do well. Here's the screw ups that we had this week. Some of the things we learned from that are what we're gonna do to fix it. So, like, it doesn't have to just be everything I did was great, and I'm the best. And I did everything, you know, it was all me, me, me, me. It's not that. However, you're totally right that you're really only rewarded for what people know about. If you're if what you're doing can't be measured or isn't seen, it might as well have not even existed inside of a big company. And for a lot of people, that's very uncomfortable

15:06

to do. They wish the world worked differently where it was just purely purely merit based And everything was equally visible. It's just not true. Like, if a tree falls in the forest, and there's no one there. Right? Like, you know, you need to be able to to highlight what you're up to. And,

to do. They wish the world worked differently where it was just purely purely merit based And everything was equally visible. It's just not true. Like, if a tree falls in the forest, and there's no one there. Right? Like, you know, you need to be able to to highlight what you're up to. And,

15:21

you know, carve out ten percent of your time to doing that. Let me tell you one more thing that's, a bit unrelated, but a very controversial. And it took me a hard, it took me a long time, and I had to go through a lot tough challenges to learn this. Titles matter.

you know, carve out ten percent of your time to doing that. Let me tell you one more thing that's, a bit unrelated, but a very controversial. And it took me a hard, it took me a long time, and I had to go through a lot tough challenges to learn this. Titles matter.

15:34

Did you I imagine when you started your early companies, and maybe you still do this now,

Did you I imagine when you started your early companies, and maybe you still do this now,

15:40

You're like, dude, I don't care about titles. You can call yourself anything you want. It it means nothing to me. This is a flat organization.

You're like, dude, I don't care about titles. You can call yourself anything you want. It it means nothing to me. This is a flat organization.

15:46

But titles actually matter for an employee, and they matter because of the job that you have there, but also the job that you can get elsewhere. So give me an example I would disagree with this. I don't think they matter that much. What's the what's the example you're thinking of where it mattered? Okay. So if you wanna be called the head of something,

But titles actually matter for an employee, and they matter because of the job that you have there, but also the job that you can get elsewhere. So give me an example I would disagree with this. I don't think they matter that much. What's the what's the example you're thinking of where it mattered? Okay. So if you wanna be called the head of something,

16:04

That's actually really important for the employee. It's actually scary for the employer because you wanna set you you if you give someone the head of marketing, You can't hire someone above them. Or if you do, there's gonna cause tension. However, for the employee, if they go and work at a new company, they're gonna now say, look, I was already head of marketing at this company. I need to be CMO or I need to have something of equal seniority.

That's actually really important for the employee. It's actually scary for the employer because you wanna set you you if you give someone the head of marketing, You can't hire someone above them. Or if you do, there's gonna cause tension. However, for the employee, if they go and work at a new company, they're gonna now say, look, I was already head of marketing at this company. I need to be CMO or I need to have something of equal seniority.

16:26

Additionally, within the business, if you if it's I'm the head of blank. I'm the head of marketing. Everything that go happens within that, I need to have my say or I need to have my finger on the pulse with that. Titles I actually think are a really important thing. They seem not important to an entrepreneur because you say these things like, oh, it doesn't matter. We're all working together. But I actually think they're they matter for the employee.

Additionally, within the business, if you if it's I'm the head of blank. I'm the head of marketing. Everything that go happens within that, I need to have my say or I need to have my finger on the pulse with that. Titles I actually think are a really important thing. They seem not important to an entrepreneur because you say these things like, oh, it doesn't matter. We're all working together. But I actually think they're they matter for the employee.

16:47

So I would say, in my opinion, the logos matter. So there's a funny thing that happens where it's like, You I bet you're guilty of this too. Let's say you're, you're building,

So I would say, in my opinion, the logos matter. So there's a funny thing that happens where it's like, You I bet you're guilty of this too. Let's say you're, you're building,

16:58

Hampton now. It's, like, a community or membership based product.

Hampton now. It's, like, a community or membership based product.

17:02

If you see,

If you see,

17:04

oh, this person ran community or memberships at Yeah. Whatever. Y p o. Y p o. So ho house. Whatever.

oh, this person ran community or memberships at Yeah. Whatever. Y p o. Y p o. So ho house. Whatever.

17:11

Not known known thing versus unknown brand.

Not known known thing versus unknown brand.

17:14

For some reason, we we just sort of attribute all of the success of that company

For some reason, we we just sort of attribute all of the success of that company

17:18

to, like, this person must be a winner because that company is a winner. Even if they had very little to do with the winning of that company, that the secondary step. At the hustle, I had a guy who worked at Facebook, and he wanted us. And I was like, oh, you're in. And we hired him, and he was ho it was horrible, but I totally fell victim to that. I've done that all I do that all the time. This happens to be with live streaming.

to, like, this person must be a winner because that company is a winner. Even if they had very little to do with the winning of that company, that the secondary step. At the hustle, I had a guy who worked at Facebook, and he wanted us. And I was like, oh, you're in. And we hired him, and he was ho it was horrible, but I totally fell victim to that. I've done that all I do that all the time. This happens to be with live streaming.

17:36

People are like, oh, you worked at Twitch. Oh, we we need somebody. We have a we're doing live streaming. So it'd be amazing to have you on board because of your experience at Twitch. Don't know my experience at twist. They don't know what the hell I was doing there. I learned way more about live streaming at my startup that they don't know about. That was actually building live streaming that was working in that space. But if all I had was that unknown startup name, I would have gotten zero credit for being, like, you know, live streaming expert guy. And so I think logos matter a lot. And just getting a letter, a winner logo. Unfortunately,

People are like, oh, you worked at Twitch. Oh, we we need somebody. We have a we're doing live streaming. So it'd be amazing to have you on board because of your experience at Twitch. Don't know my experience at twist. They don't know what the hell I was doing there. I learned way more about live streaming at my startup that they don't know about. That was actually building live streaming that was working in that space. But if all I had was that unknown startup name, I would have gotten zero credit for being, like, you know, live streaming expert guy. And so I think logos matter a lot. And just getting a letter, a winner logo. Unfortunately,

18:04

that stamp that stamp is is cool. The

that stamp that stamp is is cool. The

18:07

thing

thing

18:08

than having Harvard or Ivy League and Ivy. Oh, if you're good enough to pass that bar, you're good enough. It and one is enough. One is enough. That's the key. I think one problem people can just think of a local collecting. One is enough. If you if you got Harvard, awesome. You don't need to also go get, you know, another MBA from some other place. Or if you have Facebook, you don't have to make the next one Google. You can make the next one a little higher variant variance because the Facebook will carry. The other thing I'd say is managers matter. So when we got acquired by Twitch, we were getting interviewed by people.

than having Harvard or Ivy League and Ivy. Oh, if you're good enough to pass that bar, you're good enough. It and one is enough. One is enough. That's the key. I think one problem people can just think of a local collecting. One is enough. If you if you got Harvard, awesome. You don't need to also go get, you know, another MBA from some other place. Or if you have Facebook, you don't have to make the next one Google. You can make the next one a little higher variant variance because the Facebook will carry. The other thing I'd say is managers matter. So when we got acquired by Twitch, we were getting interviewed by people.

18:37

And we got interviewed by several people when we were joining, and they were like, they were supposed to be delegating the acquisition.

And we got interviewed by several people when we were joining, and they were like, they were supposed to be delegating the acquisition.

18:43

But I was also delegating them because I was like, dude, I know that managers matter. People don't quit jobs. They quit managers.

But I was also delegating them because I was like, dude, I know that managers matter. People don't quit jobs. They quit managers.

18:49

And

And

18:51

Also, if you're stuck under a manager who doesn't have a lot of respect in the org, you're not even gonna get to see a lot of the interesting shit that goes on. Or even if you do stuff, it's gonna be buried under

Also, if you're stuck under a manager who doesn't have a lot of respect in the org, you're not even gonna get to see a lot of the interesting shit that goes on. Or even if you do stuff, it's gonna be buried under

19:01

however much clout that manager has. And so they first tried to put me under somebody, and I was like, no, no, no, no, I'm not working for that guy. They're like, what? What's what's the problem? I was like, nice guy.

however much clout that manager has. And so they first tried to put me under somebody, and I was like, no, no, no, no, I'm not working for that guy. They're like, what? What's what's the problem? I was like, nice guy.

19:12

I'm not working for him. And they're like, I was like, is there anybody else? Because, you know, maybe these two people, I liked them. They see because they clearly, like, you know, were buds with the CEO and had more more, like, they were doing all the interesting projects. And this guy's over here working on trust and safety or maintenance of something or, like, you know, plumbing under the under the bridge. I'm like, I'm not trying to work on all those boring shit those boring projects or with that guy. That guy has no respect in the in the org. And I think managers matter. P somebody you're gonna learn a lot from, but also somebody

I'm not working for him. And they're like, I was like, is there anybody else? Because, you know, maybe these two people, I liked them. They see because they clearly, like, you know, were buds with the CEO and had more more, like, they were doing all the interesting projects. And this guy's over here working on trust and safety or maintenance of something or, like, you know, plumbing under the under the bridge. I'm like, I'm not trying to work on all those boring shit those boring projects or with that guy. That guy has no respect in the in the org. And I think managers matter. P somebody you're gonna learn a lot from, but also somebody

19:39

who got who has some surface area that you can get you done and switch if you if you if you don't like where you're at, try to actively switch.

who got who has some surface area that you can get you done and switch if you if you if you don't like where you're at, try to actively switch.

19:46

Alright. I have a different one. Wait. Hold on, dude. When I sold to the when I sold the hustle to HubSpot,

Alright. I have a different one. Wait. Hold on, dude. When I sold to the when I sold the hustle to HubSpot,

19:51

It was, the the the plan early on was I'm out of the picture, and I'm just gonna do the pot. But they were like, alright. How about, like, v p of marketing and you reported this guy. And I was like,

It was, the the the plan early on was I'm out of the picture, and I'm just gonna do the pot. But they were like, alright. How about, like, v p of marketing and you reported this guy. And I was like,

20:03

yeah. Can we give me, like, a lower title? And you can make Brad who is my VP, make him the VP, and I'll report to him. It it it was just, like, way better. But I was, like, yeah, let's let's break it down a notch. I'm not gonna be a VP.

yeah. Can we give me, like, a lower title? And you can make Brad who is my VP, make him the VP, and I'll report to him. It it it was just, like, way better. But I was, like, yeah, let's let's break it down a notch. I'm not gonna be a VP.

20:16

Alright. Now there is something I call the five percent rule. I learned this from ForCon. So when we got acquired by Twitch, we're sitting there and, we're supposed to work on x. Right? We were we were at that time, a taker. We got acquired to do this. Let's do this.

Alright. Now there is something I call the five percent rule. I learned this from ForCon. So when we got acquired by Twitch, we're sitting there and, we're supposed to work on x. Right? We were we were at that time, a taker. We got acquired to do this. Let's do this.

20:29

And,

And,

20:31

Frigail wasn't very motivated. And I was like, dude, come on. Let's try to do a good job here. Right? Like, we don't have to totally sandbag this. I get it. It's not like the same as when it was our company, and this might become the next big thing. But, like, you seem totally checked out. And he was like, no. No. No. I'm not I'm not checked out with the company. He's like, but look at this. He pulled up the overall company dashboard. He goes, best case scenario, this thing that we're building, best case scenario,

Frigail wasn't very motivated. And I was like, dude, come on. Let's try to do a good job here. Right? Like, we don't have to totally sandbag this. I get it. It's not like the same as when it was our company, and this might become the next big thing. But, like, you seem totally checked out. And he was like, no. No. No. I'm not I'm not checked out with the company. He's like, but look at this. He pulled up the overall company dashboard. He goes, best case scenario, this thing that we're building, best case scenario,

20:54

which of these metrics changes?

which of these metrics changes?

20:57

And I'm looking at the key, the number one dashboard for the company, the key KPI is overall ones. I was like, no, none of these. Go to page three. There's subdivision, subdivision, and then this one. And he's like, cool. So let's say, alright. Let's say we change that one. How much do you think that changes the overall picture? Like,

And I'm looking at the key, the number one dashboard for the company, the key KPI is overall ones. I was like, no, none of these. Go to page three. There's subdivision, subdivision, and then this one. And he's like, cool. So let's say, alright. Let's say we change that one. How much do you think that changes the overall picture? Like,

21:15

He's like, don't you think that we should at least like, if we do a great job, what we should do should make at least a five percent impact in the company?

He's like, don't you think that we should at least like, if we do a great job, what we should do should make at least a five percent impact in the company?

21:23

And I was like,

And I was like,

21:25

my ego gets up. I'm like, yeah. Of course. Five percent. That sounds low, actually. He's like, yeah. He's like, I just think we're capable of doing something gonna at least move the needle five percent. He's like, I he's like, I feel like if I did something and it didn't even whatever we did, if we did a good job. If we if we succeeded,

my ego gets up. I'm like, yeah. Of course. Five percent. That sounds low, actually. He's like, yeah. He's like, I just think we're capable of doing something gonna at least move the needle five percent. He's like, I he's like, I feel like if I did something and it didn't even whatever we did, if we did a good job. If we if we succeeded,

21:40

but it couldn't even move the needle five percent. He's like, I kinda feel like that was, like, a waste of time. And that's when I learned this five percent rule. And when we we immediately switched to something that would do that, And it was such a good decision. I wouldn't have done this. But in the same way that Naval says, you wanna place a absurd hourly rate on your time that you value your time and you put a price tag on your time, this actually is also inside of a company. You need to put a price tag on your projects. That you simply will not work on projects

but it couldn't even move the needle five percent. He's like, I kinda feel like that was, like, a waste of time. And that's when I learned this five percent rule. And when we we immediately switched to something that would do that, And it was such a good decision. I wouldn't have done this. But in the same way that Naval says, you wanna place a absurd hourly rate on your time that you value your time and you put a price tag on your time, this actually is also inside of a company. You need to put a price tag on your projects. That you simply will not work on projects

22:09

that can't move the needle for the act for the company. Because if not, why am I here? What is the point? And if you carry yourself with somebody who can actually move the needle for the company, it's sort of self fulfilling. You will become that person who actually can do that. Simply like You just raised your standard, and now that's what you do. Dude, you're you you were lucky to have FerCon. Of course. ForCon, I don't know if he was he founder, or was he one of the first hires at App loving? So App loving's a,

that can't move the needle for the act for the company. Because if not, why am I here? What is the point? And if you carry yourself with somebody who can actually move the needle for the company, it's sort of self fulfilling. You will become that person who actually can do that. Simply like You just raised your standard, and now that's what you do. Dude, you're you you were lucky to have FerCon. Of course. ForCon, I don't know if he was he founder, or was he one of the first hires at App loving? So App loving's a,

22:34

ad tech company, fifteen billion dollar market cap at one point thirty billion market cap,

ad tech company, fifteen billion dollar market cap at one point thirty billion market cap,

22:38

Amazing guy. So he joined the company before. He was even at Bloving. He was not one of the co founders. He was just like a random engineer that they hired. They had, like, eight people. He was, like, person nine. Within a couple months, they were like, alright. This guy is the guy. Right? He stood out like a superstar does. This guy is the guy. Let and they went to him. They're like, hey. I think we kinda built this team wrong. Now that we see you, and we look at the other eight people we hired before you that are above you, like, we realized we did this backwards.

Amazing guy. So he joined the company before. He was even at Bloving. He was not one of the co founders. He was just like a random engineer that they hired. They had, like, eight people. He was, like, person nine. Within a couple months, they were like, alright. This guy is the guy. Right? He stood out like a superstar does. This guy is the guy. Let and they went to him. They're like, hey. I think we kinda built this team wrong. Now that we see you, and we look at the other eight people we hired before you that are above you, like, we realized we did this backwards.

23:04

Can you, like, fire all these people and rehire a new team of people like you? He's like, okay. So he did that. He ends up getting, like, a know, co founder, equity stake in the thing, and, you know, becomes it go ends up going public. It's like a twenty billion dollar company, you know, years later. Same thing happens. I hire him at at monkey Afferno as Android engineer only. Right? So there's, like, you know, above him. There's a director of engineering. Above him is the CTO. Above him is me.

Can you, like, fire all these people and rehire a new team of people like you? He's like, okay. So he did that. He ends up getting, like, a know, co founder, equity stake in the thing, and, you know, becomes it go ends up going public. It's like a twenty billion dollar company, you know, years later. Same thing happens. I hire him at at monkey Afferno as Android engineer only. Right? So there's, like, you know, above him. There's a director of engineering. Above him is the CTO. Above him is me.

23:29

Within a couple months, I was like, oh, this guy is a superstar. Like, you know,

Within a couple months, I was like, oh, this guy is a superstar. Like, you know,

23:34

Android engineer is simply the wrong title that I told him. I said, look.

Android engineer is simply the wrong title that I told him. I said, look.

23:39

You're gonna end up in a different role. Just give me a month to figure this out. And within a month, we had switched it up where he end up becoming CTO, and we basically rebuilt the whole team around him. He sorta has, like, a master sensei, like, like, that type of wisdom to him where for some reason whenever he says something, I believe him. And I and I think he is actually right a lot. More importantly, all the engineers you'll ever hire will believe him. Right? This guy's a leader of engineers, which is, like, extremely valuable.

You're gonna end up in a different role. Just give me a month to figure this out. And within a month, we had switched it up where he end up becoming CTO, and we basically rebuilt the whole team around him. He sorta has, like, a master sensei, like, like, that type of wisdom to him where for some reason whenever he says something, I believe him. And I and I think he is actually right a lot. More importantly, all the engineers you'll ever hire will believe him. Right? This guy's a leader of engineers, which is, like, extremely valuable.

24:04

Let me give you another

Let me give you another

24:06

another principle.

another principle.

24:07

Alright. Here's a simple one.

Alright. Here's a simple one.

24:09

Fixed your Zoom setup.

Fixed your Zoom setup.

24:11

Just don't look like dog shit on every call. In fact, you should look incredible on every call. It doesn't cost that much to do it. Like, you could do it with an iPhone app. There's an iPhone app called camo. You can download. That's that's what I'm recording on right now, by the way. And you could be DSLR quality from your from your iPhone, if that's all you have. If you wanna get one better, just get a light. Right? Like, a light off Amazon, that's fifty bucks. And the that app will set you in the top one percent of people at work of in terms of how you look when you show up,

Just don't look like dog shit on every call. In fact, you should look incredible on every call. It doesn't cost that much to do it. Like, you could do it with an iPhone app. There's an iPhone app called camo. You can download. That's that's what I'm recording on right now, by the way. And you could be DSLR quality from your from your iPhone, if that's all you have. If you wanna get one better, just get a light. Right? Like, a light off Amazon, that's fifty bucks. And the that app will set you in the top one percent of people at work of in terms of how you look when you show up,

24:40

do that. And have or also buy a a podcasting mic your mic can be, you know, a yeti, a blue yeti microphone if you need. I believe your bed would be these, like, sure microphones.

do that. And have or also buy a a podcasting mic your mic can be, you know, a yeti, a blue yeti microphone if you need. I believe your bed would be these, like, sure microphones.

24:50

You just just look good and sound good because, like, No matter how good your ideas are,

You just just look good and sound good because, like, No matter how good your ideas are,

24:55

if it's wrapped up in a crap sandwich, it's gonna just come across poorly.

if it's wrapped up in a crap sandwich, it's gonna just come across poorly.

25:01

And, it's the, you know, is the digital equivalent of dressing good? And, I think people really underestimate this. I think you made this, like, a rule at your company. Right? I may I tried to make it a rule, and I'll give it I'll I'll get really tactical. I'm using a Sure and I'm traveling right now, and this is my travel kit, a Sure m v seven USB mic. That's two hundred dollars, an iPhone with a fifty dollar camo subscription

And, it's the, you know, is the digital equivalent of dressing good? And, I think people really underestimate this. I think you made this, like, a rule at your company. Right? I may I tried to make it a rule, and I'll give it I'll I'll get really tactical. I'm using a Sure and I'm traveling right now, and this is my travel kit, a Sure m v seven USB mic. That's two hundred dollars, an iPhone with a fifty dollar camo subscription

25:23

and a hundred and fifty dollar elgato key light. That's that's my setup when I travel. So if you think this looks good enough, that's what it

and a hundred and fifty dollar elgato key light. That's that's my setup when I travel. So if you think this looks good enough, that's what it

25:29

Yeah. It's gonna be better than most people's, like, up the nose shot with the crappy audio

Yeah. It's gonna be better than most people's, like, up the nose shot with the crappy audio

25:34

and, like, you know, sitting in a closet somewhere. So so try try on that.

and, like, you know, sitting in a closet somewhere. So so try try on that.

25:39

Well, furcon actually is a great example of this. And a few other people, really did a good job at this, I think that when you get into a group, whether it's work or any other type of group, oftentimes the most confident person

Well, furcon actually is a great example of this. And a few other people, really did a good job at this, I think that when you get into a group, whether it's work or any other type of group, oftentimes the most confident person

25:51

is not usually the smartest person, but the most confident person wins.

is not usually the smartest person, but the most confident person wins.

25:55

And I think confidence is displayed in a way of saying things like

And I think confidence is displayed in a way of saying things like

26:00

this is,

this is,

26:01

this is the path we're gonna go down. This is what we're going to do. I have a sixty percent chance certainty that this is actually going to work. My logic is this, this, and this, but this is this is the answer. At least this is the answer for us to try. And I think that at a company,

this is the path we're gonna go down. This is what we're going to do. I have a sixty percent chance certainty that this is actually going to work. My logic is this, this, and this, but this is this is the answer. At least this is the answer for us to try. And I think that at a company,

26:16

when you work with a small company like any company I've run, you work with the CEO or the owner

when you work with a small company like any company I've run, you work with the CEO or the owner

26:21

at a larger company, you know, it'll it'll it'll go up to the owner somehow or the CEO, but it still matters with managers and be thieves and shit like that. But the confident person that says, this is the way, and they dictate the way, and they explain their reasoning, and they're confident about it, and you've start believing in them, You still have to be right more than you're wrong, but the most confident people I think typically succeed the most.

at a larger company, you know, it'll it'll it'll go up to the owner somehow or the CEO, but it still matters with managers and be thieves and shit like that. But the confident person that says, this is the way, and they dictate the way, and they explain their reasoning, and they're confident about it, and you've start believing in them, You still have to be right more than you're wrong, but the most confident people I think typically succeed the most.

26:43

I agree. I'll give you two things. One, the thing you just described is, like, I think it's called the McKinsey

I agree. I'll give you two things. One, the thing you just described is, like, I think it's called the McKinsey

26:49

pyramid principle. Are you aware of this? No.

pyramid principle. Are you aware of this? No.

26:52

So, basically,

So, basically,

26:55

Most people get communication wrong inside of a company because they bury the lead.

Most people get communication wrong inside of a company because they bury the lead.

27:00

So what they'll normally do is they'll say, beginning middle end, like a story, and in the end is the conclusion.

So what they'll normally do is they'll say, beginning middle end, like a story, and in the end is the conclusion.

27:06

The end is the takeaway. What we should do is what's what what what we've decided, whatever.

The end is the takeaway. What we should do is what's what what what we've decided, whatever.

27:11

But busy people inside companies, which are most of the leaders inside companies, they don't like that format. They want the opposite. They what they want is to say,

But busy people inside companies, which are most of the leaders inside companies, they don't like that format. They want the opposite. They what they want is to say,

27:20

My recommendation is we should do this

My recommendation is we should do this

27:23

for these three reasons. Number one, number two, and number three. And I believe those three reasons because We have evidence underneath this. This we do not have evidence for, but we will but it's a reversible decision. And this third thing, blah, blah, blah. Right? You stack the the main conclusion

for these three reasons. Number one, number two, and number three. And I believe those three reasons because We have evidence underneath this. This we do not have evidence for, but we will but it's a reversible decision. And this third thing, blah, blah, blah. Right? You stack the the main conclusion

27:37

first And then you you I like a pyramid underneath you support it with your supporting arguments.

first And then you you I like a pyramid underneath you support it with your supporting arguments.

27:42

And that's just a simple communication thing to flip. Another communication thing to flip that I learned was,

And that's just a simple communication thing to flip. Another communication thing to flip that I learned was,

27:49

there's it if you wanna become a more clear communicator, use the what

there's it if you wanna become a more clear communicator, use the what

27:53

Why so what framework?

Why so what framework?

27:55

Emmit from Twitch taught me this. So, basically, it's what happened or what's going to happen you know, if it's past looking, what happened? If it's if it's forward looking, what we're gonna do,

Emmit from Twitch taught me this. So, basically, it's what happened or what's going to happen you know, if it's past looking, what happened? If it's if it's forward looking, what we're gonna do,

28:05

why it happened and why we're or why we're gonna do it. And the last one is so what? So, you know, let's just give an example.

why it happened and why we're or why we're gonna do it. And the last one is so what? So, you know, let's just give an example.

28:14

What happened is the the metrics, let's say, you know, revenue is down ten percent this month. Why?

What happened is the the metrics, let's say, you know, revenue is down ten percent this month. Why?

28:20

Because last month, we did this extra promotion. So we kinda knew it would artificially inflate last month's revenue. This month is actually normal. If you look at the overall trend line, nothing to worry about here. So what?

Because last month, we did this extra promotion. So we kinda knew it would artificially inflate last month's revenue. This month is actually normal. If you look at the overall trend line, nothing to worry about here. So what?

28:32

So we're going to continue doing this, and actually we're gonna consider doing those extra promotions every other month because they seem to provide a boost or whatever. Alright? Like, you just you get the idea.

So we're going to continue doing this, and actually we're gonna consider doing those extra promotions every other month because they seem to provide a boost or whatever. Alright? Like, you just you get the idea.

28:41

What why so what? Just is it generically useful template or outline? Like, you can write that on your paper before you figure out what are you gonna say in this email or how are you gonna write this document? Just write what, why, so what, and you should be able to bullet point it to that. And then that's eighty to ninety percent of the material is already done at that point. And I find what helps is that if you put a confidence level in there because

What why so what? Just is it generically useful template or outline? Like, you can write that on your paper before you figure out what are you gonna say in this email or how are you gonna write this document? Just write what, why, so what, and you should be able to bullet point it to that. And then that's eighty to ninety percent of the material is already done at that point. And I find what helps is that if you put a confidence level in there because

29:02

a lot of times people think, well, if you're confident you're saying that there's a ninety nine or a hundred percent chance that whatever is gonna your say is gonna happen is gonna happen. You shouldn't do that. You should say, I'm actually you should be really conservative and say, like, you know, sixty five percent, seventy percent. Like, I'm I'm fairly certain. Or sometimes you're, like, I'm actually I actually think there's a thirty percent chance that this works, but if it does work, the outside returns are quite huge. And if it doesn't work, it's reversible in these ways. And so I think you need, like, a little bit of,

a lot of times people think, well, if you're confident you're saying that there's a ninety nine or a hundred percent chance that whatever is gonna your say is gonna happen is gonna happen. You shouldn't do that. You should say, I'm actually you should be really conservative and say, like, you know, sixty five percent, seventy percent. Like, I'm I'm fairly certain. Or sometimes you're, like, I'm actually I actually think there's a thirty percent chance that this works, but if it does work, the outside returns are quite huge. And if it doesn't work, it's reversible in these ways. And so I think you need, like, a little bit of,

29:30

I don't know how you would say it. Like,

I don't know how you would say it. Like,

29:32

an easy landing if you fail.

an easy landing if you fail.

29:34

Superstars are three things. Number one, think in probabilities, not certainties. That's what you just described.

Superstars are three things. Number one, think in probabilities, not certainties. That's what you just described.

29:40

The second thing is that they manage expectations,

The second thing is that they manage expectations,

29:43

which is the second thing you just said, which is you don't need to overpromise and underdeliver.

which is the second thing you just said, which is you don't need to overpromise and underdeliver.

29:48

In fact, you know, underpromise and overdeliver is a better mindset.

In fact, you know, underpromise and overdeliver is a better mindset.

29:51

And, I remember one time going into a meeting. And, this is something I learned from my dad. We were going to a big partnership pitch meeting,

And, I remember one time going into a meeting. And, this is something I learned from my dad. We were going to a big partnership pitch meeting,

29:59

and we thought we thought they have this thing. And with our technology, they're gonna get this huge yield, this huge result.

and we thought we thought they have this thing. And with our technology, they're gonna get this huge yield, this huge result.

30:05

And the result is, like, a hundred times better than their current thing. So I was, like, oh, slam dunk. Put that on the slide, baby. Hundred times better.

And the result is, like, a hundred times better than their current thing. So I was, like, oh, slam dunk. Put that on the slide, baby. Hundred times better.

30:13

And we go into the meeting, and I my dad puts up the slide, and I notice that he's changed it. And it only says three times better.

And we go into the meeting, and I my dad puts up the slide, and I notice that he's changed it. And it only says three times better.

30:21

And I'm like, oh, dude, you messed up? Like, what happened? Why'd you do that? And he's, like, he's like, did you see their faces about three times better? They were over the moon.

And I'm like, oh, dude, you messed up? Like, what happened? Why'd you do that? And he's, like, he's like, did you see their faces about three times better? They were over the moon.

30:31

That other stuff is now my dry powder. Like, I I can beat if I could beat the three times, even better. If I said a hundred times and we came in at eighty times better, would be seen as we did not deliver on what we promised. He's like it's a, you know, what whatever, you know, forget the exact, you know, numbers here. The the principle holds true, which is

That other stuff is now my dry powder. Like, I I can beat if I could beat the three times, even better. If I said a hundred times and we came in at eighty times better, would be seen as we did not deliver on what we promised. He's like it's a, you know, what whatever, you know, forget the exact, you know, numbers here. The the principle holds true, which is

30:49

Only sell to the amount you'd need to sell that, like, gets them to agree to green light the thing or take action,

Only sell to the amount you'd need to sell that, like, gets them to agree to green light the thing or take action,

30:56

but don't overpromise beyond that, even if you think it's capable because you'd always rather beat your numbers.

but don't overpromise beyond that, even if you think it's capable because you'd always rather beat your numbers.

31:01

Beating your numbers is is, like, you know, how you exceed expectations.

Beating your numbers is is, like, you know, how you exceed expectations.

31:04

And it makes you trust them more. And so here's an example. So and I'm looking at the deck now. So Google, whoever's listening to you guys can Google Uber,

And it makes you trust them more. And so here's an example. So and I'm looking at the deck now. So Google, whoever's listening to you guys can Google Uber,

31:12

seed deck. So in two thousand eight, Uber was just getting started. They're raising only two hundred thousand dollars. And on slide twenty, they have a deck or a slide that says potential outcomes. And they say best case scenario becomes a market leader with over a billion dollars in annual revenue. Realistic scenario gets five percent of the top cities, and we make around twenty or thirty million dollars a year in profit. Worse case, we'd say a ten car hundred client services business and just save some time for San Francisco based executives.

seed deck. So in two thousand eight, Uber was just getting started. They're raising only two hundred thousand dollars. And on slide twenty, they have a deck or a slide that says potential outcomes. And they say best case scenario becomes a market leader with over a billion dollars in annual revenue. Realistic scenario gets five percent of the top cities, and we make around twenty or thirty million dollars a year in profit. Worse case, we'd say a ten car hundred client services business and just save some time for San Francisco based executives.

31:38

Versus when you see a slide deck from a pitch and it, like, everything is, like, up to the right. You're like,

Versus when you see a slide deck from a pitch and it, like, everything is, like, up to the right. You're like,

31:44

dude, I don't trust you now because you are saying some out land just like this, and you're saying it with a huge high degree of certainty.

dude, I don't trust you now because you are saying some out land just like this, and you're saying it with a huge high degree of certainty.

31:51

Right? So, yeah. Anyway, I think I'm the confidence thing. On the confidence thing is people think confidence comes from answers. No. Confidence comes through asking intelligent questions.

Right? So, yeah. Anyway, I think I'm the confidence thing. On the confidence thing is people think confidence comes from answers. No. Confidence comes through asking intelligent questions.

32:02

Any leader knows that you could tell a person's quality of thinking by the quality of their questions.

Any leader knows that you could tell a person's quality of thinking by the quality of their questions.

32:07

And it always stands out. If somebody asks you a question that's on point or breaks the frame of how you're thinking about things.

And it always stands out. If somebody asks you a question that's on point or breaks the frame of how you're thinking about things.

32:15

That person always stands out in a meeting, even though they didn't deliver

That person always stands out in a meeting, even though they didn't deliver

32:19

some, like, you know, very boastful, confident conclusion.

some, like, you know, very boastful, confident conclusion.

32:22

And so, you know, an example of this would be

And so, you know, an example of this would be

32:25

you're in a meeting and it's kind of a messy

you're in a meeting and it's kind of a messy

32:27

It looks like, you know, options a and b both suck.

It looks like, you know, options a and b both suck.

32:32

Instead of just saying, no, we need to do a or no, we need to do b. Somebody who asks a different question that's like, you know,

Instead of just saying, no, we need to do a or no, we need to do b. Somebody who asks a different question that's like, you know,

32:38

what would an easy solution look like here? Right? Hey, what's the simple thing we're missing? Right? I'm just gonna ask this out loud. Let's see if there's see if there's an answer because if there is, that might be quite valuable to us right now. Or,

what would an easy solution look like here? Right? Hey, what's the simple thing we're missing? Right? I'm just gonna ask this out loud. Let's see if there's see if there's an answer because if there is, that might be quite valuable to us right now. Or,

32:50

you know, we've been saying this thing

you know, we've been saying this thing

32:53

just wanna say this out loud. Is that true? Do we have the data to support that? Like, somebody who's questioning assumptions or breaking frames with their questions, or that says, you know, we're trying to solve this problem. It feels like we're solving it from scratch. We're not the only ones who have this problem. How do other people solve this? Or how have we solved this in the past? What's worked for us? And anybody who's asking questions like that, that are gonna cut to the answer faster, you stand out. That's a that's a different way of showing confidence versus just saying, me me me. I I I have the answer.

just wanna say this out loud. Is that true? Do we have the data to support that? Like, somebody who's questioning assumptions or breaking frames with their questions, or that says, you know, we're trying to solve this problem. It feels like we're solving it from scratch. We're not the only ones who have this problem. How do other people solve this? Or how have we solved this in the past? What's worked for us? And anybody who's asking questions like that, that are gonna cut to the answer faster, you stand out. That's a that's a different way of showing confidence versus just saying, me me me. I I I have the answer.

33:20

Do I the one question that I love that all my employees hate is they'll give this, like,

Do I the one question that I love that all my employees hate is they'll give this, like,

33:25

twelve month plan or something. I'm like, yeah.

twelve month plan or something. I'm like, yeah.

33:29

How do we do this at, like, four weeks? Right. That question, my favorite question. Some of the best people, they they frame that question nicely. They say this this guy Florina used to work with. He would always say this. He'd be like,

How do we do this at, like, four weeks? Right. That question, my favorite question. Some of the best people, they they frame that question nicely. They say this this guy Florina used to work with. He would always say this. He'd be like,

33:40

I'm gonna say something. You could beat me up if you think this is a terrible idea. You know, if you feel free to beat me up, but I just wanna say And then he'll say the thing. And it's such a disarming

I'm gonna say something. You could beat me up if you think this is a terrible idea. You know, if you feel free to beat me up, but I just wanna say And then he'll say the thing. And it's such a disarming

33:49

way of bringing up an idea that might be counter to where the the flow is going or whatever. You're always like, oh, Florida. We're not gonna don't worry. We're not gonna beat you up about this idea, but even say that. Right? Or,

way of bringing up an idea that might be counter to where the the flow is going or whatever. You're always like, oh, Florida. We're not gonna don't worry. We're not gonna beat you up about this idea, but even say that. Right? Or,

34:01

you know, this other guy, Dan, he would he he would do this thing. He's now the CEO of Twitch. He would do this thing in meetings where he'd say,

you know, this other guy, Dan, he would he he would do this thing. He's now the CEO of Twitch. He would do this thing in meetings where he'd say,

34:07

you know, he'd slow everybody down. He'd be like, you know, it's

you know, he'd slow everybody down. He'd be like, you know, it's

34:11

One thing we could say is a, b, and c. He'd, like, lay out an argument real quick. He's, like, there's one thing to say this.

One thing we could say is a, b, and c. He'd, like, lay out an argument real quick. He's, like, there's one thing to say this.

34:18

It's another thing if we were gonna say

It's another thing if we were gonna say

34:21

you know, d e f.

you know, d e f.

34:23

And he would just, like, frame it so slowly for everybody because usually, it's the person who can kinda, like, synthesize the arguments. Like, What I'm hearing you're saying is a, b, and c. I just wanna make sure that it's is it, a, b, and c and not actually,

And he would just, like, frame it so slowly for everybody because usually, it's the person who can kinda, like, synthesize the arguments. Like, What I'm hearing you're saying is a, b, and c. I just wanna make sure that it's is it, a, b, and c and not actually,

34:37

d, e, and f?

d, e, and f?

34:38

And the person who would bring that clarity to the meeting was always, like, the essential person. Right? They're the person who everybody thinks that they're on the way out because they actually help you, you know, figure out the solution where it felt like everybody was just talking in circles. What, you wanna do one or two or three more?

And the person who would bring that clarity to the meeting was always, like, the essential person. Right? They're the person who everybody thinks that they're on the way out because they actually help you, you know, figure out the solution where it felt like everybody was just talking in circles. What, you wanna do one or two or three more?

34:53

Yeah. Okay. Here's a easy one. Let's say you're inside of a company today, but you wanna go start a company someday.

Yeah. Okay. Here's a easy one. Let's say you're inside of a company today, but you wanna go start a company someday.

34:58

You need to start creating your own version of the midas list, which is Who are the five most interesting people inside this company, the people that you would wanna recruit later on. What I did was I I just I said at the beginning, I said,

You need to start creating your own version of the midas list, which is Who are the five most interesting people inside this company, the people that you would wanna recruit later on. What I did was I I just I said at the beginning, I said,

35:12

While I'm here at this job, here's what I want out of this. By the time I leave these doors, I wanna have the following.

While I'm here at this job, here's what I want out of this. By the time I leave these doors, I wanna have the following.

35:18

I said, and I wrote down a list. One of them was like, I wanna learn one or two things about leading a company that I don't know today because these people have managed bigger teams and do it better than I I'm sure that that I do it. So I wanna at least have one or two key things that I could take away as a manager. Number two, I wanna have the respect of the CEO. I want him to be able to say

I said, and I wrote down a list. One of them was like, I wanna learn one or two things about leading a company that I don't know today because these people have managed bigger teams and do it better than I I'm sure that that I do it. So I wanna at least have one or two key things that I could take away as a manager. Number two, I wanna have the respect of the CEO. I want him to be able to say

35:36

Dude, if you leave here and you tell him you're gonna go start a company, I want him to, wanna write the first check. I think that would just be a a signal that I did well when I was here. Would Emma do that for you? Yeah. He actually slacked me one time. He was like, hey. As out of the blue, he's he basically slacked me that exact same thing. He was like,

Dude, if you leave here and you tell him you're gonna go start a company, I want him to, wanna write the first check. I think that would just be a a signal that I did well when I was here. Would Emma do that for you? Yeah. He actually slacked me one time. He was like, hey. As out of the blue, he's he basically slacked me that exact same thing. He was like,

35:52

I wish we're gonna I wish we'd be able to keep you forever. I don't think that's gonna happen. You know, if you ever do decide to do something, I'd love to, you know, you know, I'd love to back you in I was like, oh, man. What a compliment. Thank you. That's actually when I showed him, actually, I was like, that was on my list of things. I said, I wanted out of this experience. So that's a cool full circle moment.

I wish we're gonna I wish we'd be able to keep you forever. I don't think that's gonna happen. You know, if you ever do decide to do something, I'd love to, you know, you know, I'd love to back you in I was like, oh, man. What a compliment. Thank you. That's actually when I showed him, actually, I was like, that was on my list of things. I said, I wanted out of this experience. So that's a cool full circle moment.

36:10

The third one is you I said, I wanna walk out of here with five people, five more people in my talent rolodex that I could reach out to if I ever needed to hire. And, and that's what I did. I was like, oh, this girl in data science, massively underrated.

The third one is you I said, I wanna walk out of here with five people, five more people in my talent rolodex that I could reach out to if I ever needed to hire. And, and that's what I did. I was like, oh, this girl in data science, massively underrated.

36:22

Like, she's the real one who delivers the work. She's kinda junior here, but, man, she would be somebody I would push right away. Or this guy over here on the sales team, god, that guy was smooth. If I ever have a thing for sales, I know who to who to contact. And, actually, right now, with one of our new companies,

Like, she's the real one who delivers the work. She's kinda junior here, but, man, she would be somebody I would push right away. Or this guy over here on the sales team, god, that guy was smooth. If I ever have a thing for sales, I know who to who to contact. And, actually, right now, with one of our new companies,

36:38

I'm trying to fill a role. And those are the people I went to first to be like, hey, I have no idea if you're available, but I made this list before of who are the five people I would love to work with someday, and you were on it. And, hey, that day is here. You know, what what are you up to now? And let's let's chat. And so that's, I think, another good thing if you ever wanna start a company, like, just pay attention to who are the hitters here because your talent rolodex is

I'm trying to fill a role. And those are the people I went to first to be like, hey, I have no idea if you're available, but I made this list before of who are the five people I would love to work with someday, and you were on it. And, hey, that day is here. You know, what what are you up to now? And let's let's chat. And so that's, I think, another good thing if you ever wanna start a company, like, just pay attention to who are the hitters here because your talent rolodex is

36:57

what kind of becomes a limiting factor as you try to build new companies. Right? Like, I'm sure you have people that, you know, you'd love to speed dial and and bring onboard to a new and I think you did this with Hampton. Right? Like, I noticed there's some people there that were at the hustle because that's the experience you had. Yeah. I think that you actually asked What was it you who said something like a really good question to ask yourself is if you're starting your like, let's say your thing's only going okay. If you were if you were starting it again, which you which you'd have to ask yourself, would I hire the same people and do it the same way? And for many cases, you say, no, I would change this as this, and then your advice to them was, like, just fucking do that right now. I'll do that. Yeah. Yeah. But the but the other answer is, okay. Well, when you do it again,

what kind of becomes a limiting factor as you try to build new companies. Right? Like, I'm sure you have people that, you know, you'd love to speed dial and and bring onboard to a new and I think you did this with Hampton. Right? Like, I noticed there's some people there that were at the hustle because that's the experience you had. Yeah. I think that you actually asked What was it you who said something like a really good question to ask yourself is if you're starting your like, let's say your thing's only going okay. If you were if you were starting it again, which you which you'd have to ask yourself, would I hire the same people and do it the same way? And for many cases, you say, no, I would change this as this, and then your advice to them was, like, just fucking do that right now. I'll do that. Yeah. Yeah. But the but the other answer is, okay. Well, when you do it again,

37:41

now you have your list. I think you know, in the mafia, they used the phrase, and then succession kinda stole the phrase where they say, like, he's a serious person. And a serious person means, you you call them hitters But in the mafia and the mob, like, I read all these books on it, and they say,

now you have your list. I think you know, in the mafia, they used the phrase, and then succession kinda stole the phrase where they say, like, he's a serious person. And a serious person means, you you call them hitters But in the mafia and the mob, like, I read all these books on it, and they say,

37:56

oh, he's serious. He's serious. Yeah. That that guy's serious. And so they'll say, he's not a serious person. You don't wanna mess with that person. So you wanna find serious people.

oh, he's serious. He's serious. Yeah. That that guy's serious. And so they'll say, he's not a serious person. You don't wanna mess with that person. So you wanna find serious people.

38:05

I have two other little ones, real fast ones. One is find a paper cut problem. So I've noticed that a lot of people who do well in companies, they do this in the first two weeks when they join.

I have two other little ones, real fast ones. One is find a paper cut problem. So I've noticed that a lot of people who do well in companies, they do this in the first two weeks when they join.

38:14

They find something that's just been an annoyance that nobody's ever fixed or nobody's got to,

They find something that's just been an annoyance that nobody's ever fixed or nobody's got to,

38:20

because it's not that important. It's never the most important thing. And they just go clean that up voluntarily.

because it's not that important. It's never the most important thing. And they just go clean that up voluntarily.

38:25

I call this the paper cut problem. Like, what's the thing that's just been giving us paper cuts? It's kind of annoying, but you're not bleeding. You're not dying. You don't have to go to your hospital. And if somebody fixed it, you'd be like, dude, thank you for doing that. Like, you know, it would actually stand out a lot.

I call this the paper cut problem. Like, what's the thing that's just been giving us paper cuts? It's kind of annoying, but you're not bleeding. You're not dying. You don't have to go to your hospital. And if somebody fixed it, you'd be like, dude, thank you for doing that. Like, you know, it would actually stand out a lot.

38:38

I know several people that did this. They they go to a company and they immediately identify, like, oh, here's some annoyance that two people have referenced. I bet this annoys everybody.

I know several people that did this. They they go to a company and they immediately identify, like, oh, here's some annoyance that two people have referenced. I bet this annoys everybody.

38:48

And, actually, I think if I just spent one Saturday working on this, I could fix it. And they did that, and they just, like, boost their stock so much. I was in seventh grade, I had his job at at a bakery, and I would, like, clean the floors and wash dishes, and there was a corner

And, actually, I think if I just spent one Saturday working on this, I could fix it. And they did that, and they just, like, boost their stock so much. I was in seventh grade, I had his job at at a bakery, and I would, like, clean the floors and wash dishes, and there was a corner

39:02

or there was a shelf where we'd have to, like, put these dry dishes, and the shelf was broken. And we hired another janitor to work with me. And I remember, like, I had worked there for, like, eight months, and this fucking shelf was always broken, it was a pain in the ass. And, like, within the first week, this guy fixed that shelf. And I immediately thought, That's the way to do things. You did it right. Exactly.

or there was a shelf where we'd have to, like, put these dry dishes, and the shelf was broken. And we hired another janitor to work with me. And I remember, like, I had worked there for, like, eight months, and this fucking shelf was always broken, it was a pain in the ass. And, like, within the first week, this guy fixed that shelf. And I immediately thought, That's the way to do things. You did it right. Exactly.

39:21

And by the way, you get rewarded for doing the things you didn't have to do. Right? Like,

And by the way, you get rewarded for doing the things you didn't have to do. Right? Like,

39:27

If you just do your job, that's called your job. You do not get, like, extra recognition or reward or or any kind of bonus points for doing your job. So you by definition, you have to find something that is beyond your job or doing your job beyond what was asked.

If you just do your job, that's called your job. You do not get, like, extra recognition or reward or or any kind of bonus points for doing your job. So you by definition, you have to find something that is beyond your job or doing your job beyond what was asked.

39:41

If you really wanna get to stand out. It's a very simple obvious principle,

If you really wanna get to stand out. It's a very simple obvious principle,

39:45

but

but

39:46

take that and make it actionable by, like, go look for it. Right? As soon as you start looking for it, you'll see it. Right? It's the it's the it's the thing that the guy who's been there for eight months has been ignoring. He's become a he's just accepted it. It's become a blind spot for them. But for a new person, if you're noticing, see it right away, and you just go fix that thing. You get so much Yeah. This guy's had janitor now. I mean, it

take that and make it actionable by, like, go look for it. Right? As soon as you start looking for it, you'll see it. Right? It's the it's the it's the thing that the guy who's been there for eight months has been ignoring. He's become a he's just accepted it. It's become a blind spot for them. But for a new person, if you're noticing, see it right away, and you just go fix that thing. You get so much Yeah. This guy's had janitor now. I mean, it

40:05

it worked out. It worked out.

it worked out. It worked out.

40:09

But honestly, if you're gonna be a janitor,

But honestly, if you're gonna be a janitor,

40:12

be the head janitor, like, be the best janitor. Be the best goddamn janitor anybody's ever seen. I got one practical one and then one fun one. The practical one is the other problem you wanna find is the a plus problem at any given time in any company. There is the a plus problem. It is the thing that the peep that's keeping, you know, the the exec team up at night. They're worried about it.

be the head janitor, like, be the best janitor. Be the best goddamn janitor anybody's ever seen. I got one practical one and then one fun one. The practical one is the other problem you wanna find is the a plus problem at any given time in any company. There is the a plus problem. It is the thing that the peep that's keeping, you know, the the exec team up at night. They're worried about it.

40:32

What I did was I just found the April's problem, and I would only work on that. I would just work on that. You know, I would do my my main job kinda like, you know, seventy percent is good or fifty percent is good or sometimes zero percent is good. I would just put it on pause because honestly it didn't even matter. Relative to the a plus problem.

What I did was I just found the April's problem, and I would only work on that. I would just work on that. You know, I would do my my main job kinda like, you know, seventy percent is good or fifty percent is good or sometimes zero percent is good. I would just put it on pause because honestly it didn't even matter. Relative to the a plus problem.

40:48

And, you know, I took a little more risk than most people because I didn't care if I ever got fired. Like,

And, you know, I took a little more risk than most people because I didn't care if I ever got fired. Like,

40:53

thank you. Please fire me, invest my shares. That would be a dream.

thank you. Please fire me, invest my shares. That would be a dream.

40:56

But

But

40:57

By the way, we had a friend who, is that a company? And he goes, There was layoffs this week at our company. And sadly, I was not impacted. Exactly.

By the way, we had a friend who, is that a company? And he goes, There was layoffs this week at our company. And sadly, I was not impacted. Exactly.

41:11

So finally, April's probably work on it. I remember,

So finally, April's probably work on it. I remember,

41:14

I think I've told this story before.

I think I've told this story before.

41:17

I was at a company, and, basically, a competitor was, like, attacking them and, like, what it was, you know, stealing their top customer, basically.

I was at a company, and, basically, a competitor was, like, attacking them and, like, what it was, you know, stealing their top customer, basically.

41:23

And I figured, well, that's probably the a plus problem. It's probably the thing everybody's thinking about. And so I just did some analysis, did a did a wrote up a two page doc, and I sent it to the CEO. I was like, hey. You know, I have no idea who's working on this, but, you know, I was curious. So I would dug in and here's what I found. It immediately got, like, text introed into a group chat. It's like, hey, Sean's in on this now. And I think that that's that's really what you want. Right? Liz, you want to be working on the interesting thing because that's what the highest caliber people are doing. It's where the highest impact is. Might as well. You have a sis only have so many hours in the day. Might as well work on the higher impact stuff with the most interesting high caliber people. That's how you get better.

And I figured, well, that's probably the a plus problem. It's probably the thing everybody's thinking about. And so I just did some analysis, did a did a wrote up a two page doc, and I sent it to the CEO. I was like, hey. You know, I have no idea who's working on this, but, you know, I was curious. So I would dug in and here's what I found. It immediately got, like, text introed into a group chat. It's like, hey, Sean's in on this now. And I think that that's that's really what you want. Right? Liz, you want to be working on the interesting thing because that's what the highest caliber people are doing. It's where the highest impact is. Might as well. You have a sis only have so many hours in the day. Might as well work on the higher impact stuff with the most interesting high caliber people. That's how you get better.

41:57

What's your last fun one? The last fun one is you gotta create a brand for yourself. So, like, you have a little story. Right? There's all these moments inside companies where it's like you do introductions

What's your last fun one? The last fun one is you gotta create a brand for yourself. So, like, you have a little story. Right? There's all these moments inside companies where it's like you do introductions

42:06

or,

or,

42:07

you're at some team off-site.

you're at some team off-site.

42:09

And,

And,

42:11

you know, you have two choices. You're either gonna blend in you're gonna stand out. The best way to stand out is to be yourself, but the the way to be yourself is to just remove the filter.

you know, you have two choices. You're either gonna blend in you're gonna stand out. The best way to stand out is to be yourself, but the the way to be yourself is to just remove the filter.

42:19

And so What was your brand?

And so What was your brand?

42:21

So I think there's been a couple. Yeah.

So I think there's been a couple. Yeah.

42:24

Like, when I was at monkey inferno,

Like, when I was at monkey inferno,

42:27

just to give you a sense of this. Right? I'm twenty four years old. I'm the youngest person in the company. I'm the newest hire in the company. And six months later, I got named CEO. Prodigi. That's pretty good. Pretty good. Right? And the way to do that is you actually you know, you make an impact, but you also gotta build some sort of brand for yourself. And so mine was I was gonna be sort of like

just to give you a sense of this. Right? I'm twenty four years old. I'm the youngest person in the company. I'm the newest hire in the company. And six months later, I got named CEO. Prodigi. That's pretty good. Pretty good. Right? And the way to do that is you actually you know, you make an impact, but you also gotta build some sort of brand for yourself. And so mine was I was gonna be sort of like

42:47

the action, like, basically just, like, take massive action on everything. So whatever the thing was, I would be like, alright. Cool. I'm gonna take action on it a immediately.

the action, like, basically just, like, take massive action on everything. So whatever the thing was, I would be like, alright. Cool. I'm gonna take action on it a immediately.

42:55

B, I wanna do the shit that nobody else wants to do. Like, I'm gonna go further. Oh, we gotta do this or we don't know if people will like this who cool. Give me the prototype. I'm gonna go talk to some people. I would go to the mall. Don't talk to people, but I get feedback, and I come back with, like, written feedback.

B, I wanna do the shit that nobody else wants to do. Like, I'm gonna go further. Oh, we gotta do this or we don't know if people will like this who cool. Give me the prototype. I'm gonna go talk to some people. I would go to the mall. Don't talk to people, but I get feedback, and I come back with, like, written feedback.

43:07

It was just the shit that nobody else really wanted to do, and it just built this thing. Like, I'm going to consistently take action. I'm a have a higher bias reaction than anybody else, and I would talk about that. I'd be like, yeah. Like, I don't really know.

It was just the shit that nobody else really wanted to do, and it just built this thing. Like, I'm going to consistently take action. I'm a have a higher bias reaction than anybody else, and I would talk about that. I'd be like, yeah. Like, I don't really know.

43:18

You know, I remember this one guy did this intro.

You know, I remember this one guy did this intro.

43:21

And he said this thing, this guy stood up, and he goes.

And he said this thing, this guy stood up, and he goes.

43:25

I don't know anything about art or politics.

I don't know anything about art or politics.

43:27

Don't know any he goes, I don't know anything about art. I don't know anything about politics.

Don't know any he goes, I don't know anything about art. I don't know anything about politics.

43:31

Hell, I don't even know where the remote is in my house. The remote for the TV is in my house. But the one thing I know is how to structure deals. And today, I'm gonna tell you about how to structure deals. And I was like, wow. What an intro. What a what a fantastic intro. It, like, always stood out to me and I thought You know what? As much as your brand is gonna be that you're good at x, y, and z, you could say how bad you are or how little you know about you know, these other three things and just be honest about it and almost poke fun at yourself. So I would tell people, like, look,

Hell, I don't even know where the remote is in my house. The remote for the TV is in my house. But the one thing I know is how to structure deals. And today, I'm gonna tell you about how to structure deals. And I was like, wow. What an intro. What a what a fantastic intro. It, like, always stood out to me and I thought You know what? As much as your brand is gonna be that you're good at x, y, and z, you could say how bad you are or how little you know about you know, these other three things and just be honest about it and almost poke fun at yourself. So I would tell people, like, look,

43:59

I have the least experience of anybody in this That's obvious. I have never worked on any of this stuff before. I don't know how to code. I don't know how to design, but I'm gonna make myself useful. The way the way I'm gonna do that is it seems like what you guys need is help actually getting your product into people's hands and getting feedback quickly and actually iterating from there. So

I have the least experience of anybody in this That's obvious. I have never worked on any of this stuff before. I don't know how to code. I don't know how to design, but I'm gonna make myself useful. The way the way I'm gonna do that is it seems like what you guys need is help actually getting your product into people's hands and getting feedback quickly and actually iterating from there. So

44:17

I'm gonna go crazy on that. Alright? What you guys are gonna get in the next six weeks is me going crazy on that.

I'm gonna go crazy on that. Alright? What you guys are gonna get in the next six weeks is me going crazy on that.

44:22

Sound good? And they're like they're like, great. It's like Warren Buffett says, look for partners who have in a high IQ who are ethical and have a lot of energy.

Sound good? And they're like they're like, great. It's like Warren Buffett says, look for partners who have in a high IQ who are ethical and have a lot of energy.

44:30

And I I I did the same thing where I was like, well, I actually don't know if I'm high IQ. Two out of three ain't bad. Yeah. Yeah. I don't know. I definitely am ethical and I and I have a shit ton of energy. So my wheels are spinning fast. If you guys just wanna put me in in the right direction, I'll go ahead and the the car will run and it'll run quickly, and I'll get you what you need. I had the exact same brand as you. And when we got acquired, I just I was like, hey, I'm a startup guy inside this big company. I'm a I'm a I'm a startup guy, all day for working startups. I don't know anything about a big company. Honestly, I'm gonna probably make some mistakes that are things that are obvious that you should do at a big company, but the thing I hope hope to bring to the table is I'm just gonna keep working the way I know how as an entrepreneur. I'm just gonna just do that here. And, you guys tell me what parts of that are working for you guys or what or not. Right? Part of the brand, but the other part is, like, stand out a little bit. I remember sitting at an off-site is like, oh,

And I I I did the same thing where I was like, well, I actually don't know if I'm high IQ. Two out of three ain't bad. Yeah. Yeah. I don't know. I definitely am ethical and I and I have a shit ton of energy. So my wheels are spinning fast. If you guys just wanna put me in in the right direction, I'll go ahead and the the car will run and it'll run quickly, and I'll get you what you need. I had the exact same brand as you. And when we got acquired, I just I was like, hey, I'm a startup guy inside this big company. I'm a I'm a I'm a startup guy, all day for working startups. I don't know anything about a big company. Honestly, I'm gonna probably make some mistakes that are things that are obvious that you should do at a big company, but the thing I hope hope to bring to the table is I'm just gonna keep working the way I know how as an entrepreneur. I'm just gonna just do that here. And, you guys tell me what parts of that are working for you guys or what or not. Right? Part of the brand, but the other part is, like, stand out a little bit. I remember sitting at an off-site is like, oh,

45:17

how about everybody just share, you know, how things are going? And it was, like, person one said this, like, boring thing about, like, you know, they just immediately went into, like, work mode. Right? Like, you know, they were, like, you know, here's I'm doing. Here's the problem I'm having. Here's what I'm doing. Here's the problem I'm having here. I have this employee who's doing this. And they were just kinda bitching and moaning and and telling a very bland story. And I just decided when it's gonna come my turn, I don't know what's gonna come out of my mouth, but it's not gonna be that. And so I just told a story that was more funny. I was poking fun of myself about something that I had done recently.

how about everybody just share, you know, how things are going? And it was, like, person one said this, like, boring thing about, like, you know, they just immediately went into, like, work mode. Right? Like, you know, they were, like, you know, here's I'm doing. Here's the problem I'm having. Here's what I'm doing. Here's the problem I'm having here. I have this employee who's doing this. And they were just kinda bitching and moaning and and telling a very bland story. And I just decided when it's gonna come my turn, I don't know what's gonna come out of my mouth, but it's not gonna be that. And so I just told a story that was more funny. I was poking fun of myself about something that I had done recently.

45:46

A mistake that I had made. So instead of blaming my team or my whatever, I just told a I was like, you know, here's where my head's at. Because all you they weren't saying, like, give us a team update. They were just saying, like, you know, Let's all be present to share what's on our mind how you're feeling right now. And so I did that. And that stood out. At the break, everybody was like, dude. I love that story.

A mistake that I had made. So instead of blaming my team or my whatever, I just told a I was like, you know, here's where my head's at. Because all you they weren't saying, like, give us a team update. They were just saying, like, you know, Let's all be present to share what's on our mind how you're feeling right now. And so I did that. And that stood out. At the break, everybody was like, dude. I love that story.

46:04

And, you know, the the lesson there is really, like,

And, you know, the the lesson there is really, like,

46:08

take a bit of a risk and don't take yourself too seriously inside companies because I think there's a

take a bit of a risk and don't take yourself too seriously inside companies because I think there's a

46:12

tendency

tendency

46:13

to try to button up and blend in.

to try to button up and blend in.

46:15

And,

And,

46:16

I would say

I would say

46:18

that's not what the best people do. I don't think that's what I don't think that's how the best people act. We have this guy at Hampton named Doug,

that's not what the best people do. I don't think that's what I don't think that's how the best people act. We have this guy at Hampton named Doug,

46:24

and Doug is a very stereotypical engineer. So he's very black and white. And because of that, he's done a very good job of just being honest, constant, only. And so if someone's trying to bullshit me, I'll just be like,

and Doug is a very stereotypical engineer. So he's very black and white. And because of that, he's done a very good job of just being honest, constant, only. And so if someone's trying to bullshit me, I'll just be like,

46:35

what's Doug think?

what's Doug think?

46:36

Doug, what do you think? And he'll just be like, That's stupid. Or he won't say that way. He'll be like, I don't think that's the right way. I think this is the right way for these reasons, or he'll be like,

Doug, what do you think? And he'll just be like, That's stupid. Or he won't say that way. He'll be like, I don't think that's the right way. I think this is the right way for these reasons, or he'll be like,

46:46

I don't, like, I don't exactly understand, like, branding, but I think that a lot of people like this, this, this, and this, and they like it for these reasons. Therefore, that way, is or is not the right way. And it's just when it's Doug, I just always wanna know what's Doug think about this. He's very analytical, and he's very honest. And he doesn't because he's, you know, like a normal engineer. He doesn't exactly understand what's hurting my feelings or what isn't hurting my feelings, and I love that about them. I love that. I always want Dougs in my life, people who just don't bullshit me, and they'll say something like, that's stupid. That's not stupid. And I appreciate that. That's his brand. So the those are our tips.

I don't, like, I don't exactly understand, like, branding, but I think that a lot of people like this, this, this, and this, and they like it for these reasons. Therefore, that way, is or is not the right way. And it's just when it's Doug, I just always wanna know what's Doug think about this. He's very analytical, and he's very honest. And he doesn't because he's, you know, like a normal engineer. He doesn't exactly understand what's hurting my feelings or what isn't hurting my feelings, and I love that about them. I love that. I always want Dougs in my life, people who just don't bullshit me, and they'll say something like, that's stupid. That's not stupid. And I appreciate that. That's his brand. So the those are our tips.

47:21

How to become, I don't know, a superstar inside of a company, how to stand out to make a name for yourself inside of a company.

How to become, I don't know, a superstar inside of a company, how to stand out to make a name for yourself inside of a company.

47:27

And if you're, if you're if you're listening on on iTunes or, Spotify, go to the YouTube and, a, subscribe because we're about to four hundred thousand, and, b, comment

And if you're, if you're if you're listening on on iTunes or, Spotify, go to the YouTube and, a, subscribe because we're about to four hundred thousand, and, b, comment

47:37

other questions that you have for the new segment questionable advice. If we get any good questions, we'll do it.

other questions that you have for the new segment questionable advice. If we get any good questions, we'll do it.

47:43

Like you said, the YouTube. That's how my dad says it too. That's cool. Go to the YouTube.

Like you said, the YouTube. That's how my dad says it too. That's cool. Go to the YouTube.

47:48

Yeah. When I look at when I hold my phone to take a picture, I use two hands. As well.

Yeah. When I look at when I hold my phone to take a picture, I use two hands. As well.

47:53

I'm always really sorry. Yes. You hang up.

I'm always really sorry. Yes. You hang up.

47:56

I'm, like, posting a try I'm trying to post a TikTok a day, and I love doing a couple months. What you said. Yeah. That was great. Every time I post a TikTok, I feel like I a I, like, reverse my age by one month. I'm just getting younger. Just buy TikTok by TikTok. If you wanna be young, you do as the young people do.

I'm, like, posting a try I'm trying to post a TikTok a day, and I love doing a couple months. What you said. Yeah. That was great. Every time I post a TikTok, I feel like I a I, like, reverse my age by one month. I'm just getting younger. Just buy TikTok by TikTok. If you wanna be young, you do as the young people do.

48:11

You gotta, like and you're gonna you're squinting your eyes. You're gonna hold your phone with two hands and you're gonna, like, look down on it. That's how it feels right now. Damn thing

You gotta, like and you're gonna you're squinting your eyes. You're gonna hold your phone with two hands and you're gonna, like, look down on it. That's how it feels right now. Damn thing

48:22

Alright. That's the pot.

Alright. That's the pot.

Sync with video