Define the Win or You’ll Never Hit It | Ep 940

26:36That's like the realistic answer. I sensed a small bit in your voice where it sounded like potentially you were slow to fire because maybe I'm raised to what's interesting to have them in or your voice. It was like, I just don't like it. Well, I don't think anybody likes it. I think we're fast to fire if it is the constraint of the business. And clearly that person is the one limiting us. Like we will not sacrifice the company's growth and the opportunity of all the people who've trusted us with their careers to not have a comfortable conversation. There's also levels of this. And so like, let's say there's like, you know, red, yellow, green, right?

27:08If someone's like, well, green, they're great. Fine. So basically you've got maybe like yellow, orange, red. Let's use that as the three levels. For me, like if somebody's just not, doesn't have the complete competence, but is not, like they can still do their job, but they're not doing it as well as they should. And they're definitely not going to grow and they can't take on new opportunities. Then that to me is like a yellow. If they're, if they're like, for sure, like they can't actually do their, their, their role right now, that's an orange. Red is like, you can't do the role right now, and that thing is required for us to grow.

27:40And so that's kind of like, I'd say, it's a combination of what is the business need and how incompetent is the person. And so the rates of firing, I think, would depend on both of those things. Obviously, in a perfect world, we get everyone out who's not a fit as soon as humanly possible. It's just that sometimes some people do turn it around with good feedback and coaching. That probably happens half the time. And so people are messy. And also we have a reputation too. We don't want to be seen as brutal employers. But at the same degree, we are intense and people do work a lot here. How do you kind of talk about being patient all the time that you're moving at a wicked pace and getting results?

28:21I think the patience is relative to the outcome that you're going for. and so like if you if you're trying to climb Everest right your rate of ascension in terms of altitude is going to be significantly faster than somebody who's trying to climb a foothill the percentage growth will might might be the same though and so a patient person might be willing to grow at one two three four percent per year towards their ultimate Everest but it's just that four percent of Everest is significantly faster than four percent of a foothill and so the absolute difference will be different, but the relative difference, which is like what I'm quote measuring myself against is where I feel patient.

28:58And I think that's where the whole macro, you know, uh, macro speed, sorry, macro patience, micro speed is, um, is super important. It's like, we still need, we still have deadlines. We still need to move the ball forward. We still have to act with urgency. Um, we still have to ask the question of like, what would it take in order to do this in half the time? Would it take for us to do this in a fifth of the time? And can we do that? Let's do that. Um, and I think I honestly see a lot of the job of the manager or the driver or operator, depending what term you want to use as doing that, which is just consistently pulling, like pulling the future forward faster.

29:27And like when you're having it, you know, even at the tactical level, like you're having a team meeting and you say, Hey, when can you get that done by, they'll give you a date. And then like the follow up, like, you know, a level one manager, level zero manager doesn't ask when the, when there's, when the deadline is a level one manager would be like, we'll just accept the deadline. Like a level two manager would be like, well, what else do you have, uh, that's blocking you right now from getting that done. Uh, and they might say, well, I have these three things. And at that point, they might say, well, this is more important than those things, so do this first.

29:55And then with that new knowledge, what is your new deadline? And they might say, like, okay, instead of end of week, I can get it, you know, two days earlier than that. It's like, okay, how many actual hours do you think this work will take? And they might say, like, well, I think it'll probably take four hours. And it's like, okay, well, it's noon now, so why isn't it not four o 'clock today? Right? And I think somebody who's willing to continue to ask those questions, and they're like, well, I could do it, you know, today and I just wanted to give myself some time it's like well why right and so I think that's that consistent pulling forward and the thing is it's like it's almost like mini confrontational conversations that I think are required in order to move an entire organization at breakneck speed I mean I look at Elon a lot you know as an inspiration from a business perspective and all of his competitors talk about that just like the maniacal sense of urgency that that he carries.

30:42And I think a lot of it is that it's just like consistently challenging, like, what would it take? And is it worth us doing? Like, is it worth it for what it would take? If the answer is yes, then let's do it. And a lot of people will kind of like, they make their decisions within their frame or their realm of reality, when that's not based on anything besides their own conjecture or some arbitrary timeline of what they think it should take. So how do you think that people get their standards to be raised to this like extreme level? Like, were you around other extreme people and you're like oh my gosh there's so much more to do that's now the standard or do you think that some people are just born extreme and and they they just get there and they bring others to that level does that make sense yeah i think i think it's probably a nature nurture question and to be clear i don't know the answer this is just my two cents um i think i've always been a really intense person um like my my father my whole upbringing used to always say like balance he's like you're so unbalanced you're so unbalanced uh because like as soon as i'd find something, I would just want to do nothing besides that thing until I had like finished it or, you know, whatever it was.

31:44And so I do think there's a component of that. The other aspect, though, is like, I for sure have had called beliefs broken, you know, frame shifts from people who were ahead of me, like me even observing Elon, you know, it stretches the horizon of what, you know, I think we can accomplish. And, you know, it's actually in some ways very refreshing to think like, okay, well, you know, where was Elon when he was 36, right, versus, you know, 56 or whatever you know however old he is now and he said had such an exponential crescendo in his career that to me it's like it's actually very like inspiring that it just it just takes time and a lot of that I think what takes time for entrepreneurs is there's just so many skills required to be good entrepreneur and you have to be like very good at all of them and I think that's why it's it's just that's why I see entrepreneurship is the single greatest path of personal development like you get real-time feedback that you suck and then at some point most of us on some level get to a level of success and then say like this is enough or I'm not willing to make the trade-offs beyond this point in other areas because it depends on the entrepreneur that you ask but I would say the vast majority of entrepreneurs want to win the game of life and business is a component is one of the games within the larger game of life some people get lost to whatever game they're in or they just consciously choose that that game is more important to them.

33:04I mean, like Steve Jobs accomplished a lot. I think there's been a lot that's been documented about his personal life suffering as a result of his professional career. You could make an argument that he was amazing net positive for humanity, but on the micro level, he lived a harder existence. Elon is probably another one of those people. A lot of people wouldn't want Elon's life. And he says, you wouldn't want my life. And I think we should believe them. And so So I think it's just like what trades we're willing to make. And I think about that's probably a lot of my shower time right now is like when you know the price of the thing you want, like it's okay to go into a store, see something you like, and then not buy it.

33:45Why are you questioning that now? Is it because you just had the suits launch and you like hit a milestone that you're like, oh my God, I wanted this all the time and I kind of really got it. And maybe I didn't want to enjoy it as much as I want. Well, I had a confluence of three things happen within 30 days. So I had called a four plus year project come to an end, which was a lot of my shower time, was around the whole$100 million series and the culmination of the Money Models launch. So that was one. There's obviously, you know, a financial outcome that was, you know, quickly, you know, happened at the launch.

34:16That's the second thing. Then the third thing is my mother died within 30 days. And so it was a very interesting mix of different emotions within that period of time. And so I have I've had a lot of time to reflect on like what are the things that matter most and so Like in writing I mean, I think everyone's heard the advice like write your own eulogy and then try to live that way And said most people don't actually take the time to write their own eulogy But in writing her eulogy it was it was interesting to see like what portion if we had a pie chart of This eulogy is gonna be dedicated to her accomplishments and she was a relatively accomplished person compared to the rest of it, which was about service and character.

34:57And the vast majority of it was service and character. And so in thinking about that, it's like, okay, well, then if I were to apportion my time based on what my eulogy percentages would be, I would probably not have the same pie chart that I do now. That being said, you know, life has a lot of years. And so maybe that slice of pie chart, that's the first two or three sentences or whatever, might be 15 years. And then there's just another period of 15 years afterwards or 30 years afterwards that are a different slice of that chart. Yeah, if you live, right? If you live, like she had a freak accident.

35:31So hers was a sudden death. And so, yeah, so that's what I think about a lot is the trade-offs because I think most of like, because obviously I have a lot of content that's going out there just because people tend to ask me stuff about hard work. And the reason I think I tweet so much about it is because it's always top of mind for me. So like I don't have a, we talked about this at the beginning, be like, I don't have a content schedule. I don't have like a, you know, I'm looking at trending tweets and thinking, oh, how do I do my own spin on this? Like, that's not how I make content. I tweet whatever is top of mind.

35:59And the things that come out are the things that I'm thinking about. And you can kind of like see the trends of whatever I'm thinking about a specific season. But if you just take the aggregate of like a month of tweets, it's like, oh, Alex is thinking about this right now. I think there's two things that I think make entrepreneurship hard. Number one is uncertainty. It's just the absolute kind of like soul crushing uncertainty that is always present throughout your day every day while you're making decisions and it's just always this idea like you might lose and you don't know and then the the other component that makes it so difficult is the known quantities that you believe that you're going to have to trade in order to get the unknown I guess there is some uncertainty there too the unknown upside and so it's like we can always quantify the downside the thing that we trade and we cannot quantify the upside and so I think about that a lot because I think a lot of entrepreneurship a lot of entrepreneurs that I see, especially common with like, you know, the lifestyle entrepreneurs, because I get tons of flack from that community, which is interesting, because this is like, you just, you were not willing to make trades that I was willing to make.

36:56And there might be other trades that Elon's willing to make that I'm not. And that's okay. Like, I just, I just see that as like, we all get to whatever level that we're willing to trade, trade for, but I just see them as trade-offs. And I think most of the regrets that people have are wanting the upside from a decision or a path not taken without taking into account the downside that they didn't suffer. What's the pie chart like now? I mean, I think for now, it's almost entirely business. I would say I probably have 15 % that's probably dedicated to marriage stuff, like marriage Layla stuff, and probably 15 % that's dedicated to health stuff.

37:34So I'm probably like 70 % work, 15 health, 15 marriage. What do you think when you're thinking about what it should be? do you ever think like i would like to try on this i think i would love to see a world where like 25 to 30 is business i'd love to see what happens there i also think that there might be like and i say this understanding like the position that i'm in to say this which is i'm approaching a point where more hours really doesn't like so much more of it at this point will be the leverage of the decisions that I make more than the work that I do. But yeah, a lot of leverage is on the decision making.

38:15And maybe it's just that some of the bets that I made five years ago have come to fruition and have paid off, which then just give more leverage, right? Because, I mean, fundamentally, output is just volume times leverage. And so, I mean, I could maybe make the other way that I did even more. Elon still works a lot. So if you do a lot of volume in with a lot of leverage, you build rockets and build trillion dollar businesses. So like, you know, I don't say that thinking that I'm somehow immune to it. 25 % business. What else? Oh, it would probably just be a more even spread. It'd probably be like maybe 25%, you know, I probably keep, I think health would probably be still around 15-ish percent.

38:52I might change what I do there, but I think I have an appropriate amount from the health category. I assume, I'll just, I'll bucket Layla as just family, wife at all. and then probably other pursuits I'll still do business but I think it would be I'll just I just think the percentages will change I'll just say that I don't know what they are I think they will change from what they currently are I feel confident in that what the non-disdisant pursuit that you want to put in there potentially I don't know and I think I need to create the space in order for that to get filled like I don't think I will have a difficulty in finding things to fill my time I think the difficulties I don't know if you'd have any We're buddies, but we're not terribly close.

39:36We're not that close. We're like, I'd say we're friends. We've known each other for off and off a couple of years ago, and I had not known of you to be someone who has, like, I've never seen you show interest in top. I like history. I like buying clothes. I think clothes are cool. Cars, I like motorcycles. I have hobbies where I'm passing in my xyz event and it's like a motorcycle show i'm like oh that's something great i would love to see that or i like live music but i have never heard of you to like anything other than your wife and work it out and business and business yeah those have been my big three i would say that i i would define myself as for the first time in in 15 years not even 15 because I wanted to start making money when I was like 15.

40:28So I guess it's been 21 years. It's the first time in my life where I've been open to having other priorities. I don't know what they are. Like straight up, I don't know. I don't know what they will be. And maybe I'll just discover that I like the life that I have now. But it's the first time that I've been like, huh, I am open to this mix changing. Andrew Ross Storkin. He's got this new book called Nike 29. I'm in the middle of bringing it. I can read science fiction. and this book 1929 it's about the uh great depression and how it came to be and my biggest takeaway from this book so far well the most takeaway but one takeaway is that the executives of the banks they didn't work that part yeah and they were like they were the jd diamonds at the time and their income was the equivalent of 100 million dollars a year and like one guy had a routine where he's like i'm up at six i'm exercise i'm at the office at 10 i'm home by five yeah Another guy had a similar routine as that, but then he would take off, he took summer off to go to Europe with family.

41:25And I read about some of these, like, I think Brian Halligan, who's the founder of HubSpot, just tweeted, he's like, you don't move mountains working 9 to 5. And all these people, yourself included, and myself, talk about hard work, but I see all these other examples, and I'm like, isn't it crazy how much you can get done by actually not working hard? And lately, I've been insisted by some of those examples. Have you ever read about that? I haven't read about it, but I've definitely observed it with some people that are further ahead than I am. I think what's always difficult is do I model the top of the mountain or do I model the climb?

41:59Am I trying to extrapolate how someone currently lives for what they did to get there? And that one's always a really dangerous one that I try and catch myself on, which is we're in different seasons. And so I have to make sure that I'm comparing this person's spring, you know, to my spring, not my winter to their spring. I had a list of so many people, right? I'm like, you don't work hard at all. What the hell? Let's say, let's say like within your business, let's say that you could find the perfect Sam just as a thought routine, right? The perfect Sam that you could hire and whatever you could pay the perfect Sam to do.

42:34And he could do everything you can do just as well as you can. It's like, so whatever your current profit is minus Sam's compensation, if you could do that, then you would have almost the same amount of money you have now. And maybe in two years, perfect Sam would grow the pie so that you're making the same or more than you're making right now, but you're still not working at all. And so if that's the case, then it's like, we're always like in the hypothetical world. We're one higher away from somebody who could do 100 % of what we're currently doing and the business would be able to continue to grow.

43:00I think to that point about patience, it's like, but most entrepreneurs are like, well, I'll find that person, I'll give it to that person, and then I'll start the next job. Whereas some other people just say, I'm just not gonna start that next job, and then just be willing to let the company continue to grow with the team that I've assembled. And I think, fundamentally, if you work or you don't work, as long as the business performs these functions, it will grow. Have you ever bought or taken any courses, and which one, if you did, once gained two? The biggest things that have really changed my life was actually have been networks of people, more than anything, like getting in the room with people who are ahead of me within the current realm or even across realms from me.

43:42That was the stuff that really changed my life the most. For sure, from the tactical level, books, courses, things like that, workshop seminars, like those things, absolutely. Like I am a product of the alternative education world. Like I have no reservations about that. I am. Some people were able to learn on their own. I was willing to pay to learn from people who were ahead of me. and it was more than worth it. So basically there's two types of knowledge, right? You have declarative knowledge, which is knowledge about stuff, and then you have procedure knowledge, which is knowledge how to do stuff.

44:11The courses and DIY stuff is predominantly procedural, which is here's how you set up a landing page, here's how you write a copy, here's how you structure a video sales letter or whatever, right? And then there's, I see that the networks and affiliations and when you meet people who are further ahead of you, those are where you get their, quote, beliefs broken. That's where you learn about stuff that you didn't know was possible. and that about stuff could be like I didn't know you could work four hours a week and make that kind of money I didn't know that real estate worked that way I didn't know that the insurance industry was are profitable or whatever it is right and those were I think where I have my order of magnitude increases so it's like my incremental increases in in business we're always just you know developing more blocking tackling skills like I have to learn how to do a webinar I have to learn how to do a sales call I have to you know all these things but really like increment like the large step step function increases have been through association with people that were just way further ahead and were like, hey, man, let me tell you what the next five years looks like if you keep doing what you're doing, this is what you need to do instead.

45:06I was like, oh. And those are the things that really changed the trajectory of my life. Your list of people who you'd kill to meet and spend time with or shadow for a day. I mean, most of mine are the obvious ones. I'd love to shadow Elon. I'd love to shadow Zuck. I'd love to shadow Bezos. I'd love to shadow – honestly, I'd love to shadow Bezos like 10 years ago. Because actually, I'm not even sure what his working, you know, what he's doing. He's got Blue Origin, and he's got, you know, I think he's got other things going on. But like people who are in the thick of the game, I would love to, because a lot of it is just like, how are they, like, what frameworks are they using to think through these decisions?

45:46Because they've made these decisions a bunch of times. So, like, I would love to just get that framework, because if I could apply that to my current state, then I would move faster. what i what i listen when i listen to you i get envious not envious but i think i have to step it up because i hear you learn these frameworks and i'm like man that's crazy that he's memorizing this stuff but not just memorizing it but he when i hear him talk about i believe that he actually uses this in his day-to-day life yeah and uh i i would like to get better at that i'm just amazed at how much information you retain?

46:18Thanks. I think that the frameworks piece, like there's probably a book that will come out of me along that topic, but it's more around viewpoints of the world and reality. And so like, I think that if you are not good at predicting what is going to happen next, life will be hard for you. And the better you get at predicting what's going to happen next, the more you will get what you want. And so then being able to predict what's going to happen requires an accurate framework of how reality works. And I think that that's where, you know, if you've lost everything and then you can rebuild it again, it's because you accurately view reality and it wasn't luck.

47:02You can redo it again. And so for me, I think a big part of it was like, or still is, I find like most people don't know what they're saying most of the time. Like the vast majority of people spend their time regurgitating and re-parotting things that they never thought about and saying words that they don't understand. Because if you ask someone when they say, hey, I think you should do this, I would just say like, define that. Or like, hey, my goal is I want to insert thing. Like I want to feel great about myself. And I'd be like, well, what does that mean? And then they can't define it. I'm like, well, no shit, you haven't hit it.

47:37You can't even define what you're going for, right? And so I think that the single greatest razor that I have for defining reality more accurately has been removing all sentiment, emotion, and, quote, psychology from the equation and only looking at it from a behaviorist frame of what can I observe? And just saying, like, and so basically, like, if you were to, you know, alien comes on Earth or a toddler, depending on how you want to see it, and say, like, hey, you know, what does trust mean? Right? Like, hey, you're not very trustworthy. I'd be like, well, what does that mean to you? Right? And most times people will just say like a bunch of nonsense back to you.

48:16And it's like, well, of course you don't know. Like, and so I find that that's most people and that's why they can't, they can't communicate well. And as a result, they don't receive communication well from the world because they don't, like it's two people saying words that neither of them understand. And then they're, and then they just roll the dice to see if they get what they want. And that's how most people live their lives, which is why they don't get what they want because they didn't define what they want. And that's why I've been so, like the beginning of every one of my books defines terms.

48:39the beginning of all my books defines terms um the beginning of every legal document there's a recitation of definitions and it's like you need that in order to be precise about what you want what's that mean so like defining what a win would look like what a success look like well that's that those are like the i would say like the big obvious ones but underneath of that it's like the day-to-day life that you have it's like you ask your wife it's like i'd like you to be more loving towards me it's like what does that mean like for real like what is what is you saying the word, I need you to love me better, mean?

49:08Does that mean, hey, when I walk in the door, can you come and give me a hug? That's observable. I can see that. A court witness could say he came in and did that, right? And so, but like, again, this is like getting as granular as everything. If we just bring everything down to what is observable in reality, then we can all get to agreement. And I think that's where like, I think the content that I have somehow seems both the same and different from the stuff that's out there. They're like, man, I'm just not going to about marketing stuff and like he says things that I know but he says in a different way and it's like well it's because I just think about it okay well what is selling right and then a lot of people are like it's a transference of feeling between two parties you know over a bridge of trust right and I would say something like that 15 years ago and I would yell at it to salesman I'd be like dude sales is just a transference of belief over a bridge of trust it's like that sounds amazing there's nice visuals it's like but what the fuck does that mean like how do I go transfer belief over a bridge of trust.

50:05I'm like, go transfer belief over a bridge of trust. And they're like, I don't know how to do that. It's like, of course you don't. Of course you don't. I don't either. Right? Of course you don't. Push the bridge. I need a fucking bridge. Push the bridge. And how do I give them this belief? Right? And so it's natural to use shorthand with language because it's faster to transfer ideas except neither party define the term. And that's where a lot of miscommunications come from. And so I think to be an accurate communicator, it's like we have to define terms before we can actually engage in this conversation which is annoying for some people but it's also required if you want to have like effective communication and so for that whole like salesperson thing it's like what is selling it's increasing likely that someone makes a purchasing decision done that's all it is we just increase the likelihood and so that is your job is to increase the likelihood they make a purchasing decision and we know that there's a number of variables that affect that that that percentage and that's what the ones that that we can affect that we can observe and I think we just leave it there but we get all of this hullabaloo and all of the the manifestation and the synchronicities and the energy and demand in all this this crap out of there and maybe that stuff's true but i can't see it so and so how do i transfer it i don't know and so i just talk about the observable world and it has made my life so much better and my ability to predict what's going to happen next so much better dude this is why i like by the way uh dale prodigy how to win for the new book people very tactical 100 the takeaway that i don't want I think one of them will be, you'd say someone's name.

51:30Say someone's name because that's the most beautiful sound in English. Yes. Very practical. And another really practical thing I loved reading that more people should do, particularly if you're working in the internet world, old school direct response copywriting books. So Claude Hopkins, David Oldenby, a little bit newer, Joe Sugar is a little bit newer, Kennedy. I love reading those books. Those glokes are my favorite because they are the most tactical, but they also teach you about life.

52:24And that was like, that was it. Right. And then I got into like, you know, periodization and like, you know, volume blocks and then, you know, peaking cycles. And like, you know, you know, we have to have undulating periods and we have to have like, you know, this is better for hypertrophy. This is better for stress. I get all this like complexity. Right. And then like fast forward now, it's like, dude, just just eat protein. Add add more weight to the bar and, you know, thank your parents for genetics, like whatever. Now, of course, the comments would be like an Alex takes testosterone, which I've been public about.

52:51So deal with it. um but like yes that's like and so i think the same thing with marketing and so like a lot of it is did your testosterone make you more cursion i don't know maybe i think that's all genetics for the hair at the p.e.d is be more cursion um if anything i think i think the testosterone would decrease the amount of hair i have on my at least um but anyways um but yeah but like with marketing it's like it's so much like no persuasion occurs in the vague like persuasion occurs in the specific and so when it's like all right i know he just like if you can articulate someone's pain to them more accurately than they can they will buy what you have to sell without even hearing much about whatever your offer is if someone describes every pain in their life in excruciating detail you're like if this guy knows this much about my pain, he has to know how to solve it.

53:47And what's also nice about pain specifically is that pain is more motivating than promise. And so it's also more compliant. Because if you think about, like, what is a salesperson, what is marketing in general? Like, we just simply motivate someone to take action. We increase the likelihood that they see this message, they take it desired action. And so it's like, well, then where does the basis of motivation come from? Which is a super complex question. And so for me, motivation comes from deprivation. and we have to deprive the prospect or increase the perception of deprivation around the out the you know the action that's associated with whatever thing that we want them to do or so the outcome associated with the reaction we want them to take um and so that comes from like when people like the pain is the pitch which is one of my my little isms is like the pain is the pitch like if you if you can accurately do that and it's not about like fancy words it's not not at all It's short words, short sentences, clearly defined, that it takes no brain power to process.

54:46And yet it still has emotional resonance because of the specificity. So lose weight fast probably worked as the first weight loss ad in 1930. And then everyone was like, wow, short words, that's amazing. But then they had to get more nuanced. And so it's like you just have to keep breaking words down into like, what does that really mean? What is fat? Have you ever been like the overweight girl who wanted to take the photo instead of being the photo? You know what I mean? Yeah. No, and that's real. Have you ever walked on the beach and had your thighs chafed together? Have you ever always had a coverall when your friends were in a bikini?

55:21Have you felt weird about you putting your own sunscreen on? In pictures, you said, do you duck out? When you put your pants on that you used to wear, do you find yourself holding your breath for longer and longer in order to put them on? like those are you know specifics right and like that's where copy is driven which is why you have to know the customer which is why in my opinion some of the best marketers like the truly goaded marketers can advertise pain that they have not experienced but the vast majority of marketers who are good in specific spaces know the avatar because they are the avatar or at least were the avatar just good words can sell way better than anything else yeah i agree also i actually think that's true with content as well.

56:02Like, if you're an educator, to be clear, if you're an entertainer, that's different. But, like, if you're an educator, which most, you know, B2B, anybody who's a business, whatever, most businesses are, if they make content, is more on the educational side, whether you're a plumber or otherwise. Like, you tell people about toilets and then people buy your stuff, right? Like, I did this experiment with my team because sometimes my editing team gets, like, they get cute. You know, they want to get fancy. So I said, hey, this next one, we're going to do the entire thing on an iPhone. All right, so the whole thing is on an iPhone.

56:30The audio is crap. It's shaky. A guy's holding it. No tripod. Like, no, that's all it was. But it was just about like a concept that I knew was going to do really well. And it got like, you know, 1.7 or something, almost 2 million views from that video. And I was like, we spend so much time in post on some of these videos and like, it doesn't matter. Now it might matter a little bit it might matter 10 but how are we allocating our resources towards you know is are we uh are we appropriately appropriately allocating the resources towards the thing that's going to get us the highest return and the answer is almost always no because the words are the hard part the words you have to think and that's what most people avoid so um you know last time we talked about 10 days ago something like that yeah i needed uh someone to i wanted to talk to you today because I enjoy their conversation I don't want to plan I just want to have a conversation with Alex and like Ari made a joke she was like I want you to talk in soundbite so they're the exact opposite I don't want you to talk in any soundbite I just want to see what's up and just catch up with you and I've never ever did that no I am too man

57:51Thank you.