August 28, 2025 • 16 mins
When NOT to build your team. PLUS: Why is scripted TV more real than Reality TV??
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Episode Transcript
Available transcripts are automatically generated. Complete accuracy is not guaranteed.
Speaker 1 (00:12):
So this is going to be enlightening to some of you.
Speaker 2 (00:15):
Reinforce things you already know to others, and be something
you're dealing with right now in your business to another group.
So basically, staffing is a very hard part of business
because it's a puzzle. And I've experienced this over the years.
I've experienced so many different dynamics with staffing. There are
(00:37):
generational differences in how people work, see work, expect to work.
I came up working as an assistant for many different
high profile type A people who are extraordinarily successful by
anyone's measure, and there was never lunch break. No one
(00:59):
ever can about hours back in my day, like you
just sort of worked your ass off and that's how
you became successful. And that's just how I was trained,
and that's how everyone around me worked.
Speaker 1 (01:12):
By the same token, I would work very smart.
Speaker 2 (01:16):
I've always been a work smarter, not harder person in
the sense that yes, I work hard, but in the
sense that I don't waste any time I get in,
I get out. I'm not big on four plays, so
I know how to work at a lean machine. And
if I happen to be done at X time, then
IGTFO like, I don't count the hours on the cloth.
But I also didn't come up from the work from
(01:37):
home lifestyle, which really not really fully popped off during
the pandemic. And one of the great things about that
was talent from different places in certain businesses. Kevin O'Leary
discusses with me how he has certain people that don't
even live I don't know about this country, but all
over you can source better talent, better talent. You have
(02:00):
a bigger pool of talent sourcing from different places. Let's
say you have someone only doing I guess tech or
accounting or I you know, like it, or I don't
know that you never see them, then yeah, I guess
they could be in another country. It's just not a
concept I've ever really understood. And it's funny because having
moved to Florida, I have a bunch of my team
(02:21):
that still lives on the East Coast and they're very
head down and they're valuable and they could frankly be
from another country. Time zones do challenge me. I don't
love a different time zone that because then you're having to,
like inconvenience them to be up at an earlier hour
or at a later hour inconvenience you.
Speaker 1 (02:40):
For calls.
Speaker 2 (02:41):
It becomes a little tense because they're trying to schedule
things when it works for them, and you're thinking, I'm
employing them, and how you know we're not going off
your schedule or even the cadence of when someone sends something,
their end of day is different to yours. So it's
a mixed bag like meaning it's a mixed bag in
you could have people that aren't in person. You could
(03:02):
have people that aren't in state. You could have people
that are in person. Sometimes you could have people that
are not in state that come in once a month
to have meetings and things like that. I do believe
that there has to be some in person with people
that you need to idate with. And the truth is
creating and having ideas isn't only for a creative person,
(03:23):
Meaning you could have financial ideas like how to do
accounting or financial analysis, or how to do spreadsheets or
something like that. So I do believe there needs to
be some version of in person. But I also think
that there can be overkill. Yes, there's something to be
said for someone being down the hall and going and
asking them something, but I do think it depends on
(03:45):
the type of person you are. I'm not the type
of person that wants to be around people all the
time and only certain people, and maybe you get used
to some people. It's the same way as like relationships,
like you could live with someone and you could live
with someone else, you could travel with someone not travel
with someone else. So I like a mixed bag in
the sense that it could also be like a numbers thing,
like you don't want to be around multiple people at
(04:06):
the same time.
Speaker 1 (04:07):
It's just too much activation.
Speaker 2 (04:08):
So the pandemic was great and letting us sort of
style and curate and organize your work puzzle the way
that you need to. I've seen scenarios where someone is excellent,
but they're sitting in the wrong seat. Like you feel
like they're loyal, you feel like they're a hard worker,
but they just are not thriving where they are and
we're working so hard off and that you don't see
(04:31):
that or you don't articulate it, and you have to
pick your head up to be like wait a second,
So you kind of have to go with your gut.
And also it's hard to transition people. But sometimes if
you put someone in the right seat, they really will
work better for you. So another big dynamic is less
is more. This was a big pandemic one people had
to downsize. People got to see how they could really
(04:53):
work lean And I am a person who will hire
as many people as my business needs. But what I
have found is if you don't have a good foundation,
then you can't, like for a house, you can't have
a bad foundation and start worrying about curtains, if like
your floors are warped, or if there's a leak in
the house, like you have to get the foundation straight.
(05:14):
So what I have found is when there's hiring, people
often want to throw money at the problem because they
feel overwhelmed. So they're like, just hire someone for that,
hire someone for that. And I see all the time
people with these businesses, and I know that the businesses
don't generate that much money, like proportionally to how much
staffing they have, but they just keep adding people, either
for ego to tell people how big their staff is,
(05:36):
or they think they need them, and they're wasting so
much money. Because you have to in that case work smarter,
not harder, meaning you have to work from the bottom up.
Speaker 1 (05:44):
So for me, my team and I are always talking.
Speaker 2 (05:47):
About eventually we will need someone to do this, And
the reason we talk with that language is because eventually
we'll need to do why in hiring, but we have
to do X first. So it's happened in different departments,
Like if I hire more people that need to be managed,
but I don't have the right managers, I'm going to
be the one that has to manage them, so it's
(06:07):
more work on me when it seems like ironically less.
So I've had an overwhelming problem in certain areas of
my business and then I've hired people, but because they
don't have a real boss that is expensive managing them,
I end up having to do it. So now I
have to manage more people, so I'd rather manage fewer people.
(06:30):
So what I do now is like if I have
an individual department, I have to find the boss in
my personal life, in my ex business sector, in my
wide business sector, the boss to build their team. Now
that boss still has to come back to you and
talk to you about their team, because what I also
find is a massive dynamic is no one will ever
(06:52):
really rat anybody else out, and if they will, they
are probably like a shitty person because they just want
the job, but like it's very, very difficult to get
people to tell you the truth. So you have to
check in with your team often and be like, hey,
you need to tell me what's going on, because my
gut says this. My head's down a lot, so what's
going on. And then you need to be like, you
need to be honest because the whole business won't thrive
(07:12):
if you have any weak links, and it's counterintuitive for
people under you to not tell you because they're risky
their jobs. You won't have a thriving business if you
don't have all a players, okay, all stars.
Speaker 1 (07:25):
So what I have.
Speaker 2 (07:26):
Found is when you do that check in and find
out who really is at the level and who isn't,
you can get leaner and have only the best people.
So you really need to invest more in good people,
and then the rest can be an a la carte menu.
(07:47):
So what I've done is like, really spend a lot
in a bunch of different areas, but it's spread out
versus spend even a little more on the person to
manage that team, and then they can find people under them,
and often you don't need those people to be full time.
Often it could be an ala carte menu. So that
person might be like, we really don't need this many
(08:08):
hours if we get the right people. So it's sort
of like a great pyramid, and less is more. It's
quality versus quantity. Like anything else, find the best people
right under you first, and they'll find the best people
under them. If you start it from the top down,
they will mirror that culture that you're creating. Less is more,
(08:45):
quality versus quantity, Fewer people doing better and managing teams
around them. That's how you get lean and mean, and
that's how you really can be successful. And all this
money matters a lot where you're building a business because
money runs out real quick when you're an entrepreneur. I
just think it's a puzzle, and the worst thing is
(09:06):
that you have to keep tinkering with it.
Speaker 1 (09:07):
Do not think it's going to be easy. It's not.
Speaker 2 (09:10):
You have to keep playing around with it. Got to
go back to that restaurant a bunch of different times.
So you find the dishes you really like, and you
order that with that side dish. But that side dish
wasn't good, But let's try it with this appetizer, but
the drinks were good.
Speaker 1 (09:20):
You have to move it around.
Speaker 2 (09:21):
It's annoying and it's a nightmare, but it's really important. Also,
like if you let people go if someone was valuable
and hard working, it's the hardest thing to let someone
go that you like and you think was good. They're
just weren't right for you for whatever reason. When they're leaving,
really mean it and really give them a good reference
and really tell them that they have an open door
(09:43):
and check in with them. Like I left my team
in Connecticut, and you guys know, I've mentioned that I
loved them and I worked really hard to get them jobs,
and as people that worked for me, it was much
easier for them and they were able to get a
lot more money because they had the street credit of
working for me and my endorsement.
Speaker 1 (10:00):
But I check in with them a lot.
Speaker 2 (10:02):
Now, are you doing well, et cetera, Like I remember
and recognize how hard they worked for me when with me,
if they were good and loyal. There are a lot
of people who are really shitty and not loyal, and
they're very small picture players because I will help you
to the day I die if you are a big
picture player. So I still check in just to make
sure they're financially Okay, I just offered someone money who
(10:25):
isn't on their feet yet. Like, if someone's going to
put their time in with me, then I'm going to
put my time in with them. And I also often
talk about the big picture small picture. There's so many
checkers players, way more checkers players than chess, and it's
so stupid, Like there's somebody that was working with me
that was niickeling and dying me and shaking me down
all the time and counting every single thing, nippicking about
(10:47):
looking up online exactly what the job description was and
wouldn't do one thing outside of it, even though they
were paid probably thirty percent more than any other person
in their position. And because they were nickeling and dying me,
I then nickel and dimed them, meaning I was then
like Nope, that didn't happen, and now they don't have
the same position that they used to because they nickel
(11:09):
and dimed me. So play the big picture. If you're
working with a big picture person. If you're not, probably
don't work there anyway because you're never gonna get anywhere.
But if you're working with a big picture person, they're
gonna take care of you and don't count every little thing.
Then you're winning the battle but losing the war. So stupid,
so stupid. And this person's now begging for scraps and
(11:29):
it's like they're begging because they played the short game,
because people overplay their hands. Okay, so I told you so.
So we had all the America's Next Top Model, and
you've heard about all the disasters there and the girls
saying it was abusive and you know, body shaming. And
(11:53):
I didn't even see it, but I've just read a
lot about it, and I had a woman on my
podcast about it, and I don't currently care about it specifically.
I care about people and the concept, but I don't
specifically care about it. But someone brought up the Biggest
Loser to me now and I've had them on the
podcast too, and apparently it was like very unhealthy practices
(12:13):
and restricted calories and everybody's hundreds of pounds more than
they were there and whatever. All of us just reinforces
the exploitation of reality TV that I have discussed and
inappropriate workplace practices. And somebody recently just brought up the
Naked Wasted episode that was years ago that I brought
(12:33):
up on Orange County because it happened in another Orange
County episode, and basically to say that people are like
vowing to get other people completely blackout wasted, and in
one case, someone's son was trying to take advantage of
one of the victims of this, and it's just a
fucking dumpster fire. Anybody who fought me on that just
(12:54):
wants their crack, like they just can't give up their crack.
And I think reality TV I don't watch. I literally
don't watch any reality TV. It's crazy. I used to
a little. I really only watched Other Housewives. I used
to love Atlanta. Are all of the shows still on
or are they on like a slower rotation? I heard
Jersey went away and New York went away. People say
(13:16):
the Salt Lake one is good. I think Miami came back,
but like maybe only on Peacock, but the ratings are down.
The show is not the same.
Speaker 1 (13:22):
I don't know this. Does this still exist? This vehicle
of Beverly Hills definitely still exists. I know that.
Speaker 2 (13:29):
So I don't really watch reality TV anymore. I just
realized that now for the first time. Why don't I
I used to only watch Atlanta dabbled in Jersey dabbled
in oc Less, dabbled in Beverly Hills. For some reason,
never watched Salt Lake or Dallas or Maryland or London.
(13:51):
But I don't watch any reality TV. That's so interesting.
I only watched scripted TV. I wonder if as a
former reality personality. Yeah, I just don't think it would
be my type. You know what's crazy? This is gonna
sound so insane. I just realized this. The reason I
don't watch reality TV is because I don't believe it.
(14:13):
How ironic I believe a scripted television show more like
I actually feel like I was in Gilded Age, Like
it actually feels like it could be possible, And none
of the reality shows seem like they could be possible.
That's so crazy. I never thought of that until now.
That's such a bizarre upside down. I guess I never
really loved it, but being in it, you know, it's
(14:35):
reality TV is less real than scripted TV. That is
such a mind blowing concept.
Speaker 1 (14:42):
Wow. Yeah, that's wild.
Speaker 2 (14:46):
And if you want to know why, it's because people
have been put together in like such a lab grown,
hydroponic way that it's not realistic.
Speaker 1 (14:58):
That's wild.
Speaker 2 (15:00):
So a lot of people are talking about bringing back
House as the old Girls, like everybody wants that. The
thing is if everybody gets that the women are going
to be like on Sex and a city rebooter and
just like that, where everyone's going to analyze like that
they are older, you know, like that they are older.
(15:21):
I've seen a lot of pictures and a lot of
people saying like bring back you know, whether the Sonya, Derinda, Ramona, Carol,
some people Carol. People just are defiant about Kelly. But
maybe that would be mean why it would be good?
The when is always campy. I wonder if people would
(15:43):
appreciate them where they are now older and in a
different stage of life and wiser. Presumably that has to
be able to work somewhere, right, Like can't that work
on like Lifetime or something?
Speaker 1 (15:58):
And I wonder if I would watch that.
Speaker 2 (16:00):
I didn't watch any of The Ultimate Girls' Trips, but
I think there's a market for it. I genuinely don't know.
It's such a new generation of shows of talent, of
what people want. Sometimes things are best left on the shelf,
but the women still do have some marketability, I think,
So I think there's got to be something I don't
(16:22):
know
So this is going to be enlightening to some of you.
Speaker 2 (00:15):
Reinforce things you already know to others, and be something
you're dealing with right now in your business to another group.
So basically, staffing is a very hard part of business
because it's a puzzle. And I've experienced this over the years.
I've experienced so many different dynamics with staffing. There are
(00:37):
generational differences in how people work, see work, expect to work.
I came up working as an assistant for many different
high profile type A people who are extraordinarily successful by
anyone's measure, and there was never lunch break. No one
(00:59):
ever can about hours back in my day, like you
just sort of worked your ass off and that's how
you became successful. And that's just how I was trained,
and that's how everyone around me worked.
Speaker 1 (01:12):
By the same token, I would work very smart.
Speaker 2 (01:16):
I've always been a work smarter, not harder person in
the sense that yes, I work hard, but in the
sense that I don't waste any time I get in,
I get out. I'm not big on four plays, so
I know how to work at a lean machine. And
if I happen to be done at X time, then
IGTFO like, I don't count the hours on the cloth.
But I also didn't come up from the work from
(01:37):
home lifestyle, which really not really fully popped off during
the pandemic. And one of the great things about that
was talent from different places in certain businesses. Kevin O'Leary
discusses with me how he has certain people that don't
even live I don't know about this country, but all
over you can source better talent, better talent. You have
(02:00):
a bigger pool of talent sourcing from different places. Let's
say you have someone only doing I guess tech or
accounting or I you know, like it, or I don't
know that you never see them, then yeah, I guess
they could be in another country. It's just not a
concept I've ever really understood. And it's funny because having
moved to Florida, I have a bunch of my team
(02:21):
that still lives on the East Coast and they're very
head down and they're valuable and they could frankly be
from another country. Time zones do challenge me. I don't
love a different time zone that because then you're having to,
like inconvenience them to be up at an earlier hour
or at a later hour inconvenience you.
Speaker 1 (02:40):
For calls.
Speaker 2 (02:41):
It becomes a little tense because they're trying to schedule
things when it works for them, and you're thinking, I'm
employing them, and how you know we're not going off
your schedule or even the cadence of when someone sends something,
their end of day is different to yours. So it's
a mixed bag like meaning it's a mixed bag in
you could have people that aren't in person. You could
(03:02):
have people that aren't in state. You could have people
that are in person. Sometimes you could have people that
are not in state that come in once a month
to have meetings and things like that. I do believe
that there has to be some in person with people
that you need to idate with. And the truth is
creating and having ideas isn't only for a creative person,
(03:23):
Meaning you could have financial ideas like how to do
accounting or financial analysis, or how to do spreadsheets or
something like that. So I do believe there needs to
be some version of in person. But I also think
that there can be overkill. Yes, there's something to be
said for someone being down the hall and going and
asking them something, but I do think it depends on
(03:45):
the type of person you are. I'm not the type
of person that wants to be around people all the
time and only certain people, and maybe you get used
to some people. It's the same way as like relationships,
like you could live with someone and you could live
with someone else, you could travel with someone not travel
with someone else. So I like a mixed bag in
the sense that it could also be like a numbers thing,
like you don't want to be around multiple people at
(04:06):
the same time.
Speaker 1 (04:07):
It's just too much activation.
Speaker 2 (04:08):
So the pandemic was great and letting us sort of
style and curate and organize your work puzzle the way
that you need to. I've seen scenarios where someone is excellent,
but they're sitting in the wrong seat. Like you feel
like they're loyal, you feel like they're a hard worker,
but they just are not thriving where they are and
we're working so hard off and that you don't see
(04:31):
that or you don't articulate it, and you have to
pick your head up to be like wait a second,
So you kind of have to go with your gut.
And also it's hard to transition people. But sometimes if
you put someone in the right seat, they really will
work better for you. So another big dynamic is less
is more. This was a big pandemic one people had
to downsize. People got to see how they could really
(04:53):
work lean And I am a person who will hire
as many people as my business needs. But what I
have found is if you don't have a good foundation,
then you can't, like for a house, you can't have
a bad foundation and start worrying about curtains, if like
your floors are warped, or if there's a leak in
the house, like you have to get the foundation straight.
(05:14):
So what I have found is when there's hiring, people
often want to throw money at the problem because they
feel overwhelmed. So they're like, just hire someone for that,
hire someone for that. And I see all the time
people with these businesses, and I know that the businesses
don't generate that much money, like proportionally to how much
staffing they have, but they just keep adding people, either
for ego to tell people how big their staff is,
(05:36):
or they think they need them, and they're wasting so
much money. Because you have to in that case work smarter,
not harder, meaning you have to work from the bottom up.
Speaker 1 (05:44):
So for me, my team and I are always talking.
Speaker 2 (05:47):
About eventually we will need someone to do this, And
the reason we talk with that language is because eventually
we'll need to do why in hiring, but we have
to do X first. So it's happened in different departments,
Like if I hire more people that need to be managed,
but I don't have the right managers, I'm going to
be the one that has to manage them, so it's
(06:07):
more work on me when it seems like ironically less.
So I've had an overwhelming problem in certain areas of
my business and then I've hired people, but because they
don't have a real boss that is expensive managing them,
I end up having to do it. So now I
have to manage more people, so I'd rather manage fewer people.
(06:30):
So what I do now is like if I have
an individual department, I have to find the boss in
my personal life, in my ex business sector, in my
wide business sector, the boss to build their team. Now
that boss still has to come back to you and
talk to you about their team, because what I also
find is a massive dynamic is no one will ever
(06:52):
really rat anybody else out, and if they will, they
are probably like a shitty person because they just want
the job, but like it's very, very difficult to get
people to tell you the truth. So you have to
check in with your team often and be like, hey,
you need to tell me what's going on, because my
gut says this. My head's down a lot, so what's
going on. And then you need to be like, you
need to be honest because the whole business won't thrive
(07:12):
if you have any weak links, and it's counterintuitive for
people under you to not tell you because they're risky
their jobs. You won't have a thriving business if you
don't have all a players, okay, all stars.
Speaker 1 (07:25):
So what I have.
Speaker 2 (07:26):
Found is when you do that check in and find
out who really is at the level and who isn't,
you can get leaner and have only the best people.
So you really need to invest more in good people,
and then the rest can be an a la carte menu.
(07:47):
So what I've done is like, really spend a lot
in a bunch of different areas, but it's spread out
versus spend even a little more on the person to
manage that team, and then they can find people under them,
and often you don't need those people to be full time.
Often it could be an ala carte menu. So that
person might be like, we really don't need this many
(08:08):
hours if we get the right people. So it's sort
of like a great pyramid, and less is more. It's
quality versus quantity. Like anything else, find the best people
right under you first, and they'll find the best people
under them. If you start it from the top down,
they will mirror that culture that you're creating. Less is more,
(08:45):
quality versus quantity, Fewer people doing better and managing teams
around them. That's how you get lean and mean, and
that's how you really can be successful. And all this
money matters a lot where you're building a business because
money runs out real quick when you're an entrepreneur. I
just think it's a puzzle, and the worst thing is
(09:06):
that you have to keep tinkering with it.
Speaker 1 (09:07):
Do not think it's going to be easy. It's not.
Speaker 2 (09:10):
You have to keep playing around with it. Got to
go back to that restaurant a bunch of different times.
So you find the dishes you really like, and you
order that with that side dish. But that side dish
wasn't good, But let's try it with this appetizer, but
the drinks were good.
Speaker 1 (09:20):
You have to move it around.
Speaker 2 (09:21):
It's annoying and it's a nightmare, but it's really important. Also,
like if you let people go if someone was valuable
and hard working, it's the hardest thing to let someone
go that you like and you think was good. They're
just weren't right for you for whatever reason. When they're leaving,
really mean it and really give them a good reference
and really tell them that they have an open door
(09:43):
and check in with them. Like I left my team
in Connecticut, and you guys know, I've mentioned that I
loved them and I worked really hard to get them jobs,
and as people that worked for me, it was much
easier for them and they were able to get a
lot more money because they had the street credit of
working for me and my endorsement.
Speaker 1 (10:00):
But I check in with them a lot.
Speaker 2 (10:02):
Now, are you doing well, et cetera, Like I remember
and recognize how hard they worked for me when with me,
if they were good and loyal. There are a lot
of people who are really shitty and not loyal, and
they're very small picture players because I will help you
to the day I die if you are a big
picture player. So I still check in just to make
sure they're financially Okay, I just offered someone money who
(10:25):
isn't on their feet yet. Like, if someone's going to
put their time in with me, then I'm going to
put my time in with them. And I also often
talk about the big picture small picture. There's so many
checkers players, way more checkers players than chess, and it's
so stupid, Like there's somebody that was working with me
that was niickeling and dying me and shaking me down
all the time and counting every single thing, nippicking about
(10:47):
looking up online exactly what the job description was and
wouldn't do one thing outside of it, even though they
were paid probably thirty percent more than any other person
in their position. And because they were nickeling and dying me,
I then nickel and dimed them, meaning I was then
like Nope, that didn't happen, and now they don't have
the same position that they used to because they nickel
(11:09):
and dimed me. So play the big picture. If you're
working with a big picture person. If you're not, probably
don't work there anyway because you're never gonna get anywhere.
But if you're working with a big picture person, they're
gonna take care of you and don't count every little thing.
Then you're winning the battle but losing the war. So stupid,
so stupid. And this person's now begging for scraps and
(11:29):
it's like they're begging because they played the short game,
because people overplay their hands. Okay, so I told you so.
So we had all the America's Next Top Model, and
you've heard about all the disasters there and the girls
saying it was abusive and you know, body shaming. And
(11:53):
I didn't even see it, but I've just read a
lot about it, and I had a woman on my
podcast about it, and I don't currently care about it specifically.
I care about people and the concept, but I don't
specifically care about it. But someone brought up the Biggest
Loser to me now and I've had them on the
podcast too, and apparently it was like very unhealthy practices
(12:13):
and restricted calories and everybody's hundreds of pounds more than
they were there and whatever. All of us just reinforces
the exploitation of reality TV that I have discussed and
inappropriate workplace practices. And somebody recently just brought up the
Naked Wasted episode that was years ago that I brought
(12:33):
up on Orange County because it happened in another Orange
County episode, and basically to say that people are like
vowing to get other people completely blackout wasted, and in
one case, someone's son was trying to take advantage of
one of the victims of this, and it's just a
fucking dumpster fire. Anybody who fought me on that just
(12:54):
wants their crack, like they just can't give up their crack.
And I think reality TV I don't watch. I literally
don't watch any reality TV. It's crazy. I used to
a little. I really only watched Other Housewives. I used
to love Atlanta. Are all of the shows still on
or are they on like a slower rotation? I heard
Jersey went away and New York went away. People say
(13:16):
the Salt Lake one is good. I think Miami came back,
but like maybe only on Peacock, but the ratings are down.
The show is not the same.
Speaker 1 (13:22):
I don't know this. Does this still exist? This vehicle
of Beverly Hills definitely still exists. I know that.
Speaker 2 (13:29):
So I don't really watch reality TV anymore. I just
realized that now for the first time. Why don't I
I used to only watch Atlanta dabbled in Jersey dabbled
in oc Less, dabbled in Beverly Hills. For some reason,
never watched Salt Lake or Dallas or Maryland or London.
(13:51):
But I don't watch any reality TV. That's so interesting.
I only watched scripted TV. I wonder if as a
former reality personality. Yeah, I just don't think it would
be my type. You know what's crazy? This is gonna
sound so insane. I just realized this. The reason I
don't watch reality TV is because I don't believe it.
(14:13):
How ironic I believe a scripted television show more like
I actually feel like I was in Gilded Age, Like
it actually feels like it could be possible, And none
of the reality shows seem like they could be possible.
That's so crazy. I never thought of that until now.
That's such a bizarre upside down. I guess I never
really loved it, but being in it, you know, it's
(14:35):
reality TV is less real than scripted TV. That is
such a mind blowing concept.
Speaker 1 (14:42):
Wow. Yeah, that's wild.
Speaker 2 (14:46):
And if you want to know why, it's because people
have been put together in like such a lab grown,
hydroponic way that it's not realistic.
Speaker 1 (14:58):
That's wild.
Speaker 2 (15:00):
So a lot of people are talking about bringing back
House as the old Girls, like everybody wants that. The
thing is if everybody gets that the women are going
to be like on Sex and a city rebooter and
just like that, where everyone's going to analyze like that
they are older, you know, like that they are older.
(15:21):
I've seen a lot of pictures and a lot of
people saying like bring back you know, whether the Sonya, Derinda, Ramona, Carol,
some people Carol. People just are defiant about Kelly. But
maybe that would be mean why it would be good?
The when is always campy. I wonder if people would
(15:43):
appreciate them where they are now older and in a
different stage of life and wiser. Presumably that has to
be able to work somewhere, right, Like can't that work
on like Lifetime or something?
Speaker 1 (15:58):
And I wonder if I would watch that.
Speaker 2 (16:00):
I didn't watch any of The Ultimate Girls' Trips, but
I think there's a market for it. I genuinely don't know.
It's such a new generation of shows of talent, of
what people want. Sometimes things are best left on the shelf,
but the women still do have some marketability, I think,
So I think there's got to be something I don't
(16:22):
know
Host
Bethenny Frankel
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