Crude Realities: The Organization Breathes

Episode Transcript
Available transcripts are automatically generated. Complete accuracy is not guaranteed.
(00:00):
Welcome to Unqualified Advice, the show where we try to make sense of business, investing,and life with just enough experience to get ourselves in trouble.

(00:07):
I'm Sean and he's Dan.
We both started in different careers, Dan in IT, climbing the ranks to Chief TechnologyOfficer in New York, and me in manufacturing, managing production quality across three
countries.
At some point, we both decided we didn't know enough.
So we went back to school for our MBAs.
Me at Columbia Business School and Sean at the University of Houston, downtown.

(00:30):
And after all that, we figured the best way to share what we've learned and what we'restill figuring out is to start a podcast.
So if you like deep dives into decision-making, business strategy, and the occasionalhalf-baked investing theory,
Or just enjoy listening to two guys challenge each other's ideas and occasionally admitwhen we're wrong?
You're in the right place.

(00:50):
Welcome to Unqualified Advice.
Thanks, Sean.
good morning, Dan.
Nice sunny day here in Houston.
Looks like you got either some sun or at least some reflection off the snow.
both, that is indeed both.
It dusted us last night, we got, or like yesterday, we had like a real sucked in, misty,weird, like living in the clouds day and then it snowed and now it's crisp, very cold.

(01:17):
It's not sunny, yeah.
Well, it's we had alternatively summer and winter here this week.
got up to 90, no 85 and then we got back into 38 last night.
So, and we're to go freeze this the next week.
It's just just how it is.
We're kind of in a cyclical area.
I guess things cycle Quickly I'll say Yes speaking of cyclicality we are The news starteddropping this week publicly in Wall Street Journal and Bloomberg We're seeing certain see

(01:50):
some layoffs in the energy industry announced Chevron I saw 10 to 20 percent expected or15 to 20 percent expected.
Did you say you mentioned you saw something about BP?
I missed that actually.
What did you see on that?
didn't open it and read it, yeah, something about, you know, the troubled oil maker backin trouble.
That was the gist of the headline.

(02:12):
I think I think this trend is gonna, probably go through most oil and gas, broadlyspeaking.
Yeah, I can.
Okay, so we'll write what we have happening right now is and the trend is finally the lastweek or two started to maybe reverse, but for the last

(02:33):
I want to say 24 months at least.
The rig count in the United States has continued to decline.
It's been a lot slower the last six months than previously, but we got down to somewherein the neighborhood of.
that a demand thing?
Is that a policy thing?
it's a couple of things.
It's not a demand.
Well, it's maybe a little bit of a demand thing.

(02:56):
It's by and large an efficiency thing.
last year with fewer rigs than we've ever had, we produced more oil than we ever did.
So when I started in the industry back in 2010ish when I moved over, there were around
21, 2200 rigs around the United States and North America.

(03:20):
And like I said, we're down to less than a quarter of that low 500.
We've drilled more footage, more lateral footage with fewer holes and gotten moreproduction.
While at the same time you have a globally shifting, you know, it's a global commodity.
And the funny thing is a lot of the stuff we pull out of the ground here in the UnitedStates, we can't actually refine here.

(03:44):
We have to ship it off.
Where does it get refined?
Europe and Middle East where they handle light sweet crude.
We, our refineries, are mostly set up for sour crude along the northern border inparticular.
You know why?
Because that's what Canada makes.

(04:07):
yeah, the Alberta oil sands, yeah.
more technically difficult right
Yes, yes, it's a little harder to ex- Yes, that's also true.
Venezuela also produced a lot of sour crude, which is why a lot of the Gulf arearefineries are set up for those type, that type of feedstock.

(04:29):
I think on the East Coast, is some sweet crude refining and possibly on the West Coast.
I'm not by any means an expert in all of that, but just to say in general terms, the US ismore set up for
heavy sour crude than the light sweet crude, which is a technical term for basicallymeaning sour, meaning it has a lot of sulfur in it and sulfur is bad for the environment

(04:52):
when it gets burned.
So you got to clean and scrub that out through a lot of processing.
Sweet crude does not, it burns, quote unquote, cleaner and it being light, means thatgenerally less processing is required to turn it from.
you know, a lighter liquid.
Imagine like motor oil, essentially.
That's kind of more like light sweet crude is like versus the sour heavy stuff is likethick black dark tar more like it's a lot gummier.

(05:21):
You have to it takes a lot more to break it down into useful molecules like a lot of thosemolecules are already in long chains.
You have to you have to really break them down with extra processing and extra what theycall cracking of the base molecule and then distilling out the components you want.
Sounds like what your liver does when you eat bad food.
Yeah.

(05:42):
I like that analogy.
Yeah.
Yeah.
So, so we have, so a lot of our stuff actually gets exported and we are a net exporteroverall.
So the, to your point and your question, yes, absolutely.
And that happens really starting in the early 2010s and the fracking boom as we, westarted realizing

(06:06):
Exactly.
We innovated and we started to realize that we can tap into what they call shale rock,which are these long lateral striations underneath the ground that go tens of thousands of
hundreds of thousands of feet miles in every direction and creating these layers of rockwhere the organic matter is contained in...

(06:29):
crud, what's the base?
I just lost my mind on something.
They're basically contained in this type of rock where it's not porous and oil does notwant to flow out of it.
Typically, what they call conventional oil drilling, what you heard about back in SpindleTop, that was conventional or the first gusher, Beverly Hillbillies, a lot of Saudi and in

(06:56):
a rock more conventional, they have these giant reservoir, essentially reservoir rocks.
where that's like sandstone, very porous rock where they can drill into and the oil willflow naturally through the pores into their well.
And shale, what we do in the United States is we go down and then we turn right.

(07:16):
we then drill, then we drill right.
Yeah, then we drill right out.
We just set a record last year of 10 miles, over 10 miles, which we used to be able to gethalf a mile.
half mile of the lateral.
like we've just massively increased the amount of basically hole exposed to that rock withone hole going down.

(07:43):
So you get a lot more exposure to your geology with your one hole that you then frac orfracture.
And since we're getting fewer holes, we have to do less of that.
Again, this is efficiency things that are good for safety that are good for theenvironment.
We're still extract, we still need the minerals.
We still need these molecules to go build stuff, make energy, do a lot of differentthings, but we're getting a lot more efficient with how we do it.

(08:10):
And so this is like back to your original point, our original topic here, leading to theneed for fewer people working in oil and gas, essentially.
And so we're seeing, we're in a compression cycle right now.
entire org, right?
It's not just the people out there doing stuff.
Well, I mean, those people, the people spinning the rigs and stuff probably are not goingto be automated anytime soon.

(08:33):
No, well, and those, and actually at that level, at the, we call like the direct level,the direct employment level, the people that are getting paid hourly to be on the job
running the equipment, those jobs, if they're slow, they're already gone.
Many of these things are going to be more throughout the upper org.
Because if that, like I said, the rig count's been dropping steadily for two years.

(08:57):
They're not just keeping.
there's no guarantee.
Like this is, this is labor you turn on and off and it's that's part of the contract.
And a lot of that labor is contract labor.
so a lot of that frontline work balances a lot earlier on.
And a lot of these layoffs are to be coming at above that frontline, so to speak.

(09:20):
engineers, HQ, all through the chain.
Supply chain, legal, HR, everywhere is going to feel the need for some compression.
So, and it's kind of.
lots of opportunity in legal.

(09:43):
You don't say
Yeah
So yeah, so we're in a part of a cycle where the organizations, think that are goingthrough this, it's kind of like the organizations breathe.
Right now we're in a compression cycle and we're streamlining operations and trying tofigure out how to more efficient.
We'll implement new technologies to become more efficient and be able to maintain ourworkflows with a different balance in these organizations.

(10:12):
And ultimately things will...
change will be something happened in the market where all of a oil prices spike and peopleare investing and more wells are being drilled again than they had in recent history.
It's an up and down cycle that happens about every five years in energy in the last 20years.
I think one of the interesting ways you put it before we started recording was theorganization breathes.

(10:36):
Yes, yes, because
organizations have a tendency to get lateral as, as things pick up and get busy and it,they realize that, that, that now this is too much for one person to handle.
As we've increased our, our output by 20%, we need to give them an assistant or put them,put a, a team lead with them, or you create a lot of positions or you might create a new

(11:01):
function where, Hey, we're busy.
The whole organization.
needs a specialist in industrial automation.
So let's put an industrial automation specialist in HQ that then can service everybody.
Well, when you're talking about them getting down to what we need to do is get down tobare bones and things are tight.
A lot of those specialist type positions get contracted away and they will, you know,hopefully, and if they're very good, be put back into a part of the organization where

(11:29):
they can be utilized.
But you also have, this is a time where it's kind of like a wild
fire healthy way going through a forest clearing out some of the underbrush and the deadwood, so to speak, that not everybody's working out in an organization.
It's just a plain fact that sometimes not everybody works out and you, you know, it's notalways true.

(11:52):
Like there's been situations where you have to cut one of your, you have to cut an A it'slike, yeah, it's like, okay, well I've been told from on high that you have to cut, you
have to cut two people from your team.
like, I have.
You know, six A's.
Yeah.
Yeah.
Yeah.
So it doesn't always work out like that, but, by and large, we try to, as managers inthese organizations, move people around and find the best, the, try to realign in the way

(12:25):
that's going to give us the best chance at being successful going forward.
So people that have the most skills that are the most applicable to what the organizationlooks, thinks it's going to need for the next two years.
they're in a, you know, generally a pretty safe spot.
I mean, I shouldn't say safe, but even in, you know, like Chevron 10 to 20%, you know, twoin 10, right?

(12:47):
So your odds, if you're good are still, you know, you're probably fine, but notnecessarily.
But yeah, that's how I...
there's yeah, I hear you.
I also think that like anytime that there's zero threat.
You know, we're human beings.
We all get a little lazy sometimes.
And sometimes that grace needs to be there, right?

(13:08):
Some people go through a rough time or whatever, like, but I feel like grace andperformance are two completely different things.
If your performance is high and you need some grace for the moment, that's different.
But to not be chased just a tiny bit by the predator, if you will, it breeds thisopportunity to, to relax too much.

(13:30):
That's, yes, and I think the danger helps you focus, right, on what's important.
all built for it.
long as it's the problem today is that this is like persistent and chronic rather thanacute.
And therefore we all die a little sooner because the stress isn't we're getting chased inthis moment for the next 15 minutes.

(13:52):
It's more like this existential, I think about this 24 seven thing.
So if we could change that, that'd be great.
But like, yes, the stress I think is good.
It's part of.
being and feeling alive and performing.
And I think it leads you to look for what is or isn't working at a given moment and try tomake changes around that.

(14:15):
And.
For those that have realized their own agency, yeah.
If you're gonna go walk around with a victim mindset, then yeah, you're gonna blameeveryone other than yourself.
And you know, sometimes that blame is fair, but that doesn't mean that that blame is gonnachange anything.
The only thing you have is you and how you feel and how you act.

(14:37):
Which is really hard to swallow.
way to put that.
I wouldn't necessarily associate with agency right off the bat, but you're right.
Yeah, why?
I don't know, I just hadn't thought of it that way.
I was thinking...
I know.
I like it.
on how you feel, how you perform, how you bring yourself to work, what kind ofrelationship you construct with, let's call it that 10 % predator or whatever.

(15:04):
Right?
Yeah, yeah, you're right.
think you're right.
Rather than...
Like I went through times in my life where I feel like I harbored more of thevictimhood-ness of it all.
It's happening to me.
And isn't that a shame?
Rather than saying like, well this is my reality.

(15:25):
And here's how I'm going to exercise myself against it to improve my chances of staying ifthat's what I want.
Or maybe I should just like bite the bullet and leave and make my own opportunity or, youknow, anything in between.
Mm-hmm.
That's very well put.
I was thinking of it in the terms of getting punched in the gut and finding out like, youknow, you're a Chevron worker and you open up the paper and see that 20 % of your your

(15:53):
co-workers might be gone here soon.
And in some of those situations, it doesn't take aid like agency helps, but also, I guessmaybe I'm coming at from a bias perspective of I look at it from my
point of view, which maybe I have a different, maybe I have an intrinsically higher agencypoint of view on that.
So it didn't occur to me that agency was an important part of it.

(16:17):
Not trying to brag at myself or anything.
just saying, I think that might be.
Well, that's an interesting way of discovering a blind spot.
Right?
We've all got them.
And, you know, it's like a highlight on something that you now realize maybe you weretaking for granted more than.
And then other people have to muster more in order to get to where you are kind of thing,right?

(16:38):
From a mindset standpoint, yeah.
And then comes the question of like, for those that are around you, like, or are on thechopping block and you have to coach, like, how can you help them realize this aspect of
what they, what they have before them, right?
Even though they absolutely, I'm sure don't feel that way.

(16:58):
should be doing that day one as a manager, right?
Thinking, okay, I have this team, good times are bad.
If it comes down to it, who's the lowest performer?
And then think about how do I help them move up?
Because I don't have to spend time, much time with my highest performer on the team.
I need to be spending my time with the people that are needing help and needing theguidance to move up.

(17:26):
the value chain, move up the skill chain to become a higher performer.
Really.
interesting tangential question, I think.
I think about this a lot in the context of my kids and their future education.
Right now, it's just, know, education is play, it's a time to interact, and so that'swhere we're at now.

(17:48):
So I am definitely forecasting out.
However, I think there is some, if not a lot of truth to, of any group, you will begoverned by your bottom.
two deciles of performers, right?
So if that's in a classroom, the bottom 20 % kids in need of discipline are going togovern how that classroom will be for the other 80%.

(18:15):
And so it's hearing you say like, I've got to focus more on my bottom performer and Ihardly have to worry about my top performer.
I wonder my question.
I don't it's like, what is that right?
You're right.
That's a great observation and a great analog.
I come from a family of educators and I've heard that paradigm before of the bottom 20 %really dictating the way the classroom is handled.

(18:45):
Because then I think it forces, if I'm gonna take it one step further, I think it forcesto those who are capable and have the money, time, I don't know what the variables are, it
chases the top performers out of that classroom.
And then they all sequester themselves into this other arena.
And then it goes back to segregation.

(19:06):
There, there is a difference, I will say in an education environment versus a workenvironment, because the expectations I think are a little different.
And ideally, I mean, ideally you should be checking in with your team on a, regularcadence with which you're checking with everybody.
And at any point in time, your top performers during one those regular check-ins or justwalking into your office, you should be able to say, Hey, I need a few minutes of your

(19:32):
time.
You'd be able to give it to them.
But I think when you're in terms of planning how you're going to best spend your time andfocus your time as a manager, it's, want to make sure I allocate time or resources or
saying, Hey, top performer, need you to work with, you know, low performer today to helpthem on this, on this thing.

(19:52):
Um, because you have these skills and I think you're absolutely right.
And that, that is a danger of that mindset that I also think it's a little different.
Nope.
Again, a little different in a work versus educational setting.
yeah.
Um, interesting pair.
It gets a great parallel though, Dan.
Good question.
Good tangent.
Yeah.

(20:12):
Well, so how do you, as a parent then, like, cause if you gotta be thinking about that alot, cause you're thinking about where you want your kids to go to school and to make sure
that they're not in an, yeah.
And what kind of classroom they're in.
And then what am I, if I'm biasing myself and what I do to my kids, because they're notinvolved, for certain ages, they're not involved in this decision, the decision occurred,

(20:37):
like we exercise our decision upon them, what am I blind to, that I'm doing to them?
I'm potentially,
protecting them from this bottom 20 % performer, thereby bringing the entire performanceof the classroom down and therefore the performance of the teachers and the education upon

(20:59):
my child.
Mm-hmm.
However, am I also robbing them of the experience of dealing with and understanding andtrying to be somewhat empathetic to the whims and behaviors of other people?
are the if it's you know the bottom 20 % there's lots of different categories that wecould slice and dice this popular this 30 kid population by right perhaps the kid in need

(21:26):
of most discipline is actually the furthest ahead academically and he or she is just boredout of their mind
and they take the classroom down, but they are actually the kid that I would love to havemy kids sit with.
So am I removing my kid from this classroom to, you know, it's like, so I, like, I go downthis rabbit hole of like, what are you doing?

(21:50):
I know my goal is to get the best life experience for my kid.
I think that's my end state goal where I'm trying to go, but on the way there, the subquestions get really kind of tricky.
Yeah, because do you see there being inherent value in learning how to deal with conflict?

(22:13):
100%.
So sometimes that bottom 10, 20 percent, well, it might be detracting to the core goal ofthis math lesson in your other life lessons that come out of that exposure, I guess.
you asked the questions of yourself there that I was asking, that I was about to ask asyou were talking.

(22:38):
I was like, yeah, that's exactly what I would be worried about too.
So I've been preaching to the choir.
I don't know.
think at the end of the day, like, this is one of those areas where like, I know a greatmany business professors at business school were like, I know the answer.
Yeah.
You want it?
And everyone's like, yeah, it depends.

(23:03):
Right, right it depends Yeah, that's that's a big decision you guys are coming up on thathere one another year year and a half But you have to start making those
that.
kindergarten, first grade, I don't know how much it really matters.
You know, we still plan on doing lots of stuff at home in addition to what happens atschool.

(23:25):
We also think a lot about homeschooling because of the freedom it would give us.
It's sort of like a selfish take, because I think honestly, like the county that we livein has tons of homeschool support.
There's like
you know, big get togethers, they can still play in sports at the schools and stuff likethat.
So like, you're not removing your kid from the system, which is pretty cool.

(23:46):
You're just removing them from the classroom and then you can take the classroom home anddo something, do, which one.
And like, we would do like synthesis school and...
I think there's one other online program that we have bookmarked and again, we'reforecasting further out, right?
Third grade plus or something like that, I think would be more of where this kind ofstarts.

(24:06):
And I don't know, two to four hours a day?
That's a lot of curriculum.
And I think that's all you gotta do.
The rest of it's just play and love and outside and exercise and the rest of it.
this is curious to me.
This is not surprising.

(24:27):
I've not thought about it in forever.
But it sounds like there's a much larger base of support for homeschooling than there hasbeen in the past then.
Would you say that's true?
It seems to be that way, but I'm not someone who has ever queried this part of the worldbefore having kids, right?

(24:48):
And when I was growing up, it was usually extreme bright evangelical families, not always,but mostly that were homeschooling.
And now I would say our brush ends with people around here, which is a pretty, it's avery, it's slightly red, really purple County.

(25:09):
I would say that the vast majority of the people are.
politics aside, curious, involved, willing to not follow the trend people.
Some of them go to church, some of them don't.
Like it's very mixed.
It's very like we're, you know, when we talk to these, when we finally find these otherpeople, like, you know, they're a little different than us, but they're kind of the same.

(25:34):
This is kind of interesting.
Like it's not what I would have expected going to like a homeschool meetup or something,right?
Yeah.
That's so what?
Do you have any sense of what percentage of the population is going that route at all?
mean, it's probably all anecdotal.
Okay.
to see if, because in my mind it's up and to the right, but it's not, it's just, it'sconsistent.

(25:57):
There's a bump in 21 and there's like a pandemic bump and then it's on trend.
Okay.
Interesting.
Because everything you just said to me indicates that there would be, it feels like it bea growing space, but I guess, I guess not.
Yeah, I think maybe you'd have to go more locally.
Perhaps it's higher here or growing here.

(26:22):
Or it's kind of like, I don't know, you decide that you want a red Chevy Traverse and thenthe next week you're like, wow, there's a lot of red Chevy Traverses around.
You you just sort of incepted yourself.
Yeah.
Okay, I can see that.
So another question around that.

(26:42):
And I'm just asking because I'm interested.
can...
whatever.
So if you have two to four hours a day of curriculum and then you said there's a lot ofsupport from, you know, other activities, that curriculum for a school is spread out
throughout of...
six, seven, eight hour day, right?
So how do you engage with the other activities in a meaningful way?

(27:05):
Because there's a lot of social time that happens between classes and on the way to thebathroom and a lot of other interactions that happen.
How does that balance out?
I don't know if it balances.
I do know that it's Talking to the, there's like a house just down the way, their kidshomeschool.
And I think it's Tuesday, Thursdays are their homeschool meetup days.

(27:30):
It's like all day.
The kids are gone.
They play like all the homeschoolers get together in the area.
And then we went to some other meetup where like,
the county representatives were explaining their, how you stay compliant and all that kindof stuff, right?
And explaining all the resources and yeah, tons of families, tons of kids, like it'sinteresting.

(27:57):
Yeah, that is interesting.
So I don't think anyone's giving up on any of the socializing by choosing homeschooling.
I mean, there are families that do probably, and those are the stereotypes that live largein people's minds when you say the word homeschool.
Mm-hmm.
I think for the vast majority here, I don't think any of the social life is being givenup.
If anything, it's actually better, because you have the kids are interacting with adultsmore and often from not a place of authority, right?

(28:24):
Principal teacher, they're more like out in the world and saying hi to the grocery storeattendant and stuff like that, because they're, you know.
They got two or three hours worth of schoolwork.
It happens in the morning.
We knock it out.
We're out with mom.
We're doing errands and then we go hiking and then we're home for dinner.
You know, it's like, it's a different day.
Yeah, it sounds European or something.

(28:46):
yeah, a little bringing up, baby.
Okay, well that's that interesting side analog.
I don't know how we got how do we get on homeschooling?
That's fine, that's fine.
I like it.
I like it.
moving on What have you built this week have you built have you built anything

(29:11):
this iOS app I'm trying to build?
I'm now on my fifth try.
no.
I don't know if I'm doing, this is probably all of the above, but I don't know if I'mdoing something fundamentally wrong.
I don't know the process of getting to where I want to go.
Or the code is too complex and cursor just like starts making crap up.

(29:36):
Because I end up with like forks, if you will.
It's like, there's an onboarding view.swift here.
Mm-hmm.
another onboarding Swift file over here.
Huh.
And now I've got two apps running in the same thing and it's like another conflicting andthe whole thing is just, it's not building and there's just a series of it.
And then I just press bankrupt and start over.

(30:00):
And so I'm on five, try number five now and it's quite frustrating.
I'm sorry to hear that.
I, if it makes you feel any better, I spent a good eight, nine hours yesterday just goingthrough and debugging.
no, like, cause I had written a bunch of stuff and like, had all the linter errors in, in,in cursor.

(30:24):
in this AI user interface where it says this code is not going to run right.
And I said, okay, great.
Let's go figure out why and fix it.
cause I just built a bunch of stuff last time in my last session and I wanted to now gothrough and get everything, the backend stuff working.
And after eight hours, I finally got everything, all the tests running and I was able todo a test run of my, this migration I'm building this scraping, podcast info from

(30:52):
different services and, and putting in creating,
and basically mapping it together and creating a map view on one page and the test ran.
So I was thrilled.
I don't know what it's going to look like when I'm done yet, but I'm getting all the datain the right spot so that I can go and build a front end over it.
Yeah, okay.

(31:12):
for you.
Do you, let's say that you're in sort of like a particular subject area.
You've got your composer open.
You finished that subject area and want to move on to the next subject area.
Are you starting a new composer?

(31:33):
No, I should.
Okay.
I'm not saying I'm not, I'm not inherently.
I I've started several new composer windows, but kind of add like at random.
Okay.
All right.
So why should I always start a new composer window?

(31:56):
well, like, the context and hallucinations I think go up as the composer gets longer andlonger.
And if you've moved on to something else, there's no reason for you to be, jamming thesystem up with confusion essentially is how I'm kind of like viewing it.
that's interesting.
However, the getting started in the next composer window, if it's like, you know, the nextitem on the to-do list, if you will, and let's say the last three things that happened in

(32:26):
composer are kind of useful, that bridge is what I'm still trying to figure out becauseusing this as an example, like I open up the new composer to go to the next file, if you
will, or next segment of the UI or whatever.
I'm like, hey, like take a look at the readme, section 11 is our to-do list.
take a look at what are left undone and let's start with, you know, section two, step oneor 2.4 and, and go.

(32:57):
then for whatever reason, Cursos was like, let me see if this is checked into Git.
And I'm like, I just did that.
I just did that.
That was my closing step on that last composer window.
And it's all freaking out that like I, I bold me.
If you don't want me to push to Git then maybe I need to pull from Git And I'm like,don't, don't pull.
You've got everything you need.

(33:17):
Like, let's move on.
Step 2.4, please.
And, that's a little.
Okay, I'm not I'm I'm not I'm not I'm pushing anything to Git yet.
So I haven't had to Deal with that specific case, but I do see So what I what I do is I'mvery regularly saying okay, let's stop like I'll build a little aspect I'll have a test

(33:43):
set up for it.
I'll put I put tests on everything
Say let's test it, let's debug.
Once I debug that test and maybe go to the next line and say, all right, let's go updatethe to do.
And I have a whole, I had a 500 item to do list is now down to, I don't know, maybe 200.
And check off what we've done.
A little of both.
I've completed a lot.

(34:06):
Cause I've like, I've kind of the, the kind of breathes a little bit.
It kind of grows and contracts.
that, cause I keep, I keep trying to force maintenance on it to keep it organized andfocused onto what are like, have an in progress section and then like then the upcoming
with a high medium, low priority.
And I'm asking, looking at the entire to do list in the code base, what should we work onnext?

(34:29):
and asking you to update priorities and it'll say, we'll be because of.
you have these tools already built in this, we should probably focus on this because itwill have the most impact on user experience.
And so I'm very frequently doing that, which I think helps.
But what you say about like little artifacts and hallucinations, that made me think ofsomething in some debugging I was doing yesterday.
So.

(34:50):
Yeah.
I'm like, you actually have fixed this error four times, but you redid the error also fourtimes.
And we're just going back and forth, back and forth, back and forth.
Yeah.
I think I got caught in a loop like that once.
And I did, I believe ended up starting a new cursor window or a new composer window.
maybe I moved it over to chat and I said, Hey chat, this isn't working right.

(35:13):
Or I think I also switched the model I was asking.
have, okay.
Do you have comments on which model for what?
I think I prefer claude overall in the way it handles certain things, but switching overto, is it 01 that you have access to there does give you, if something's not working

(35:38):
right, I'll say, hey, take a look at this and let me know why you think this isn'tworking.
And it will give me a different answer.
And then I chase that down.
that kind of, if you feel like you're stuck in a loop, sometimes just switching the, whoyou're asking, so to speak, helps.
is switching who you're asking.
Yeah, I had like cursor open as well as a chat GPT window and I was going back and forth.

(36:01):
I was like, and it was working for a bit.
I'd, know, chat GPT, it's like just a query, right?
It doesn't have access to the code base.
I would just give it like little snippets.
And I'm like, can you stab a guess at what's going on here?
And then write a prompt for cursor and then tell me what you expect the answer to be.
That was going.

(36:23):
That was cooking for a little while.
That was working all right.
Well, I was doing that oddly enough, it within cursor.
turned my chat to GPT and the composer to Claude.
And then I would be asking the chat about the code and the, you know, and what thecomposer was doing.
And so that it's kind of, can kind of bake that functionality in.

(36:46):
So meta, so like let's, if you open up Google AI studio and then go to like Geminithinking model or whatever and then share your screen with it, you can chat.
So it's basically like you could do side by side coding in a way, right?
Like cursor is freaking out, you're getting frustrated.
This, I haven't tried this yet, but this is my next step.

(37:08):
I'm going to open up Gemini and then have it tell me what to do with cursor because itcould be able to see it and see the code and the file structure.
It'll have all the information right there instead of me like screenshotting and thentyping up a big response and like going back and forth.
It's just like, just look at it and get me over this hurdle please.
Yeah.
I'm so going to try that next, next session.

(37:28):
sit down.
That sounds like a really brilliant idea.
I don't know why I keep, I keep thinking about it as well.
Like I'm something like, yeah, I should just try opening that up with Gemini as well.
anyway.
So frustrating week in terms of the build, just kind of rehashing stuff then.
Yes, but you know, I continue to write new ideas down on my notes.

(37:51):
I now feel like if I had money, I could start like a small studio because I've got moreideas to chase than time.
Well, I'd say what you need to do is prioritize, prioritize, prioritize and pick the onethat you think is the highest value and be putting your time mostly in that, but dabbling
20 % in the other ones.

(38:11):
So I don't know.
started, like the other thing I was thinking is kind of alongside Nat's course, I waslike, maybe I'll just build like a web app, only expose it to my team.
But then I'm like, as with all of the tools and SaaS that you pay for, it's like anotherplace you have to go.
It's another browser window.

(38:32):
It's bookmark.
It's another...
addition to the process, all these things.
And I'm like, I don't, if I'm trying to get my team to experiment more with it and theyhave not yet subscribed to the idea of it, right?
Like if it's something that, if it's a tool that they love and then you get them access toit, they're gonna use it.

(38:53):
But if it's a tool they don't understand that they need and you give it to them, they'renot gonna use it.
So I was thinking about this like adoption problem.
And then I started asking Chad GPT, like, can I make a bot, a Slack bot, two of thempreferably, and then hook both of those bots into a backend like on Heroku or something.

(39:16):
And then I've got two new Slack users, two Slack bots in my team.
One's 3.5 and the other one's 4.0, right?
Name one of them like cheap and the other one.
thoughtful and now the team is like they're in it every single day and now they can justopen up a DM and get access and then I just pay the API.

(39:44):
instead of paying $20 a head, right?
I'll just pay the API credits if my team uses it for four queries, two pennies orsomething.
And then, but if they go hog wild and really start to understand how much it can do forthem.
Mm-hmm.
be cheaper than 20 bucks a head for me.

(40:04):
But then I've sort of crossed the Rubicon and I don't know, proven the use case, at whichpoint if I want to pay for something more formal or usable across the entire org, I feel
like I'm now free to do, or like encouraged to do so.
that it's going to be utilized and it's going to add value to the team to actually make itworth the sign up investment, getting the infrastructure set, et cetera.

(40:33):
Yeah.
And I've already got the bots built.
Like I could make five more bots and hook one up to Gemini thinking and hook one up to,you know, it's like, I think the backend would be pretty extensible and then I'd have
different bots and then different, I don't know what the terminology in Slack is, but likecall sign.
like, let's say you're in a group chat and you put in the dash and then you can put inlike GPT-4.

(40:54):
you now you've called the model into the group chats.
Like you could DM it and it would be like how we interact with it every day.
Or you could be.
see the other thing that I want to do is put in like a vector database and then, and thenscrape my website and pull in all the blog articles, all the product detail pages, all of
it.
So then in Slack, you'd be able to just be like, what is this?

(41:17):
what, product category cleats.
Give me all the SKUs You'd just be able to pull it up.
It just give you the answer.
Like that's what I want.
I want an org.
You know?
just put a couple of thoughts in my head.
I want to ask you about off air because they're just super technical.
Make a note here.

(41:41):
does Cursor themselves have some videos on their site or like YouTubes about, I'm by andlarge just in here playing around and figuring stuff out by the seat of my pants, which is
fun.
I enjoy that.
But maybe it would behoove me to go and look and say, let's get a couple product tourvideos, yeah, on these features that are here.

(42:04):
Like, there's all these buttons.
You're not clicking.
What do those do?
Like, I know how to use this window and I'm just gonna keep using this window all daylong.
Da da da da da.
There there went eight hours.
Yeah, yeah.
What do you mean there's a net present value button on my calculator?
Yeah, exactly me Anyway, let's move on I think we've we've

(42:35):
What else should we touch on this week?
There was a thought that I had that I didn't write down.
So there is a book that I just finished called Prometheus Rising, Robert Anton Wilson.
It is a strange book if you come to it without an open mind.

(42:57):
If you come to it without an open mind, I would suggest just putting the book down.
But if you come to it with an open mind, it'll blow your mind, I think.
It was written in, I think it was published in 1983, so the book is as old as me.
He talks about reality tunnels and how that we all live in our own sort of realitytunnels.

(43:21):
And the one thing that you ought to be doing is exploring the tunnels, if you will, right?
Trying new tunnels out, moving around the landscape that is normally a landscape where youjust occupy this one tube and you never leave.

(43:41):
I'm going to like, this book is like unexplainable.
I have a very difficult time explaining like what he's trying to convey.
because it is a little bit woo, but also very practical.
it'll go from like me trying to explain these reality tunnel things and this sense ofconsciousness and the layers of it all the way back down to if you're a liberal, read the

(44:12):
national review every single week.
If you're a conservative, read the, he had some other magazine.
and you know basically inoculate yourself or like walk into the fire there's a whole bunchof cliches that could be attached to this message of his that like would crack at the

(44:32):
surface of the entirety of the book
Yeah, man.
It's a mind-blowing book.
think it's really interesting and fun.
I was interested in how you then, this kind of somewhat ties into our discussionspreviously around the telepathy tapes, I think, a little bit.
Yeah, so here let me

(44:53):
you have any tie into how this relates to a little more modern cultural touchstone herefor people that I think might help drive some interest?
Okay, sure.
With the telepathy tapes, think the one...
One of the takeaways would be that there's this...
that there is a consciousness.

(45:14):
Some people might call it God.
Some people might feel differently about the use of that word.
Whatever you call it, it doesn't matter.
It's this thing that you kind of like...
that some people can tap into.
some more than others, but we're all part of it sort of thing, right?
Wouldn't you say that that's one of the messages from the big message from telepathytapes?

(45:39):
Yes, I think that's a very much a core message, especially the last episode.
I would say Prometheus Rising, a 40 year old book, would be preaching similar things andalso has messages about how to participate in your own life in order to touch it more, if

(46:01):
you will.
Wait, say that again?
Like.
When I think of this stuff, when I think about the telepathy tapes and the hill, forexample, where these people go to, it's like, okay, show me the map.
How do I get there?
There is no map.
There's no map.
You can't just go there.
There's a specific way of being that can help you get closer is how I would think aboutit, right?

(46:26):
And the way I think about Prometheus Rising is there are some prescriptions and tips.
on how to change your own consciousness' relationship with your brain and therefore yourbrain's relationship with its consciousness and then that of the greater consciousness.
Hmm.

(46:47):
I got you.
Now I get you.
Thank you for clarifying.
No, no, no, that's, I just want to make sure I was understanding.
Thank you for rehashing that and repeating that.
So yeah, when we're talking about the greater consciousness and this idea of being able toconnect to a collective, was talking with some friends this week about the telepathy tapes

(47:13):
and
this idea came up
talking about how the course of human evolution, maybe we devolved.
then this guy said, well, what if the Tower of Babel was not a physical tower, wasactually like a real thing and it was the hill.
And the splitting of tongues was like severing our minds from the collectiveconsciousness.

(47:39):
our punishment, and that was our punishment because we were challenging God, essentially.
was his his premise and I was like uh and he's like couldn't you just see humanity doingthat and I was like yeah yeah that might be right I can believe that um just like there

(48:03):
are there are these stories the date back millennia I guess being the the point that umseemed to point to in the same direction it's just it's just
As Bolo would say, no smoke without fire.
that's, it just feels like there's so many things that keep pointing this way that I wantto keep exploring.

(48:24):
So I'm definitely going to be checking out Prometheus Rising, Dan.
It's next to my queue.
And for those listening, if you listen to the book, read by this guy.
I don't know, I forget his name, but he might as well be named Vinny and from like BayRidge.
Like, hey, you guys, you could do reality totals.

(48:45):
I love listening to this man.
I'm picturing, I now want to hear like Joey Tribbiani from Friends reading it.
perfect.
it's really good.
Okay.
So anyway, I'm going to try to like coagulate a couple other things.

(49:07):
So Prometheus rising and telepathy tapes that kind of go together.
And then again, this higher consciousness, I don't know if I'm plugging into it or if it'scoming after me, but my YouTube algorithm, I guess knows.
So, there is a video that it served.
The algorithm served as a suggestion to me and I was like, sure.
I turn it on and it's like an hour long lecture by this man named.

(49:31):
Neville Goddard.
Neville Goddard.
I don't know, was born in Caribbean or something and then moved to LA and this lecture wasbasically like, think of it like Napoleon Hill.
There's a bit of here are the things that you must practice in order to achieve what youwant to achieve.

(49:54):
And also, by the way, you must truly believe it in your heart and mind, and then you willmanifest it.
It's like this, it's the scientific like follow the steps and your life will betransformed.
Also, woo, right?
Mm-hmm.
this Neville Goddard thing and I'm digging it.

(50:15):
I'm like, this is weird.
And he was born in like 1906 or something.
So it's old, this lecture.
like, you know, same timeframe as Napoleon Hill, I guess.
I'd have to go Wikipedia that one, but.
this idea of manifestation.
We've been talking about it.
I've been using that word a lot on this podcast, I feel like for the past two, threemonths.

(50:38):
It's this like subject area that keeps, that I either keep falling into, or slash it alsois following me around and I'm getting additional data points of people who have either
decided that this is what they're gonna sell or,
this is what they believe and this is worked for them and they want to spread the messagekind of thing, right?

(51:03):
Yeah, so anyway, I put it in a cloud.
I was like, Hey, this Neville Goddard guy and Prometheus rising, I'm drawing connectionsbetween these two things.
Am I crazy?
And then I spit out this awesome paragraph about how like I'm not.
And there's like a deep connection between the two.
It's like, okay.
Yeah, I read what you shared with me on that.
it's, felt like a very immediate profound link reading through your discussion there withClaude on it.

(51:25):
And then particularly it had a section that was in there around basically a plan to enactsome of these things.
Right.
And what was spooky to me is you sent this on Thursday.
I think it was, I had done these things earlier in the week.
Uh, getting kind of not, not, not, intentionally, but like throughout, the, the, the, the,there's like basically a three part plan, a three part, like a daily practice you should

(51:56):
do.
based on Goddard's recommendations saying, do this for 30 days to kind of get in, in yourcore techniques built up around this.
One was the morning practice of 15 to 20 minutes.
Then throughout the day, catching moments when you're speaking against your desired stateand then reviewing the practice before you sleep.
So I had been doing this like in preparation for this workshop.

(52:16):
I'm leading now for the next three weeks at work.
And, like day one was on Wednesday and I was rather stressed out about it.
but I had been just imagining and thinking through the workshop and imagine what I wantedit to be and what that would be like.
And, and the evening before kind of.
And some of this is also preparation, right?

(52:38):
Like some of this, for me, the way I was doing it boiled down to a little bit ofpreparation, like kind of rehearsing what I was wanting to say and what the ideas I wanted
to get across.
But then, um, like ultimately it just, it like worked brilliantly.
Like I just felt like I felt like when I got up there to do what I needed to do, like, Ifelt like I belonged and I felt like this is going to work out fine.

(52:59):
And I was a little nervous at first, but then, then the confidence just came in and I amlike, we got this.
Um, so I,
from just anecdotally, I've read them, that's a lot like what I've been doing the lastweek.
Yeah.
no, no, no.
you could sabotage if you're trying to collect data on this, could the people who are likedisbelief, like they just, one you wouldn't be able to make a control and like people

(53:24):
could self sabotage.
People do self sabotage.
anyway, that's why, like, I have no, I there's a lot of woo in this, but I am, I'm intoit.
Like I think there's power here if you choose to harness it.
I, I certainly agree and.
it's gonna be my year,

(53:47):
Hey, honestly, you know, can I say something about the start of this year so far as weirdand terrible as it's kind of been?
feel like this is the first year, like at this point in February in a while where I'vebeen like, it doesn't feel as it as it did let this point last year, which is weird given
all the crazy things that are going on.
But like in my own state of mind, I feel maybe I'm just better at handling it orsomething.

(54:12):
I don't know.
It's not, it's not dragging me down or
would come from?
The woo?
Like these practices, right?
And your relationship with reality has fundamentally changed because your narrativechanged.
It was easy to walk around.
coaching yourself on how terrible things are.

(54:33):
I know it is, because then you feel validated.
You're validating all the negativity.
And if you're validating all your negativity, then it's okay.
And you can live with it.
And you can put it to bed, kinda.
But then it's just there, living, taking up space.
Versus the, I'm overcoming this.
I am...

(54:54):
Yeah, I lack of words, manifesting myself into this other way of being.
I, it's like being caught in a loop for, it's like a, like a recurring loop.
That's not the word infinite loop of, of just turning over and over the same ideas andnot, not seeing a way out of that cycle, I guess, essentially can really pre-woo pre-woo

(55:23):
pre-woo, right?
Like, like, like, you know, like thinking about
If you're not trying to control your mental narrative a little more, that it will controlitself.
And yeah, and you're just spinning.
You're just going in circles.
that's, think, looking at then, know, realizing that you have some control over thesethings, at least the way you perceive and handle them emotionally.

(55:50):
And then also, you know, like a book that really helped me a lot was Fact.
by Hans Rosling to say, we might think things are bad, but then if you actually go andlook and like zoom out a little bit, like they're getting continuously better.
You might be like for us in the United States, we're kind of at the high end of the incomebracket globally.

(56:12):
And so when there's a disruption, everything to us feels like something that got worse,but that's not really how it works in the world at large.
And even within the United States, there's more people than ever that have refrigeratorsand flat-screen TVs and phones.
Yeah, 1940, people just thought outhouses.

(56:35):
You don't have any houses today.
It's just not done.
There was this thing in DC that I went to when I was in high school and there's a kid fromTennessee in my cohort or like class or whatever.
It's like 18 of us kids.
And yeah, he was from Tennessee and he got indoor plumbing two years prior.

(56:56):
So that would have been 98 that he got plumbing.
Cause I was probably there right around 2000.
And I'm sure there's still some role spots where, you know, a small percentage that isstill the case, but yeah.
It's just a reminder of like...
Two things, the Factfulness book will remind you of just how grandiosely awesomeeverything really is in comparison to most of written history and unrecorded history.

(57:26):
However, get out in the world, right?
And take a shower with cold water out of a bucket in India and watch women defecate in theopen.
and also meet your fellow United States citizens who got indoor plumbing in 1998.
It's all very unevenly distributed.

(57:48):
Yeah, and it's rapidly changing as well.
Rapidly changing and evolving.
We get mad because sometimes we don't feel like we have enough, I think...
Yeah, it is.
There's people in the world living on...
with much fewer things than we have here in the United States, which I suspect is wheremost of our audience is.

(58:12):
So I would say it would do us just a little better to...
think about that when we're, when we're trying to, when we're letting ourselves feel downis just to remember that.
I mean, this is how this cliche country blessings.
I don't know.
Country blessings, yeah, be grateful.

(58:34):
That was one of the Neville Goddard things was like just the level at which he waspracticing gratefulness in his verbal coaching.
So what you saw on YouTube of his was a video of him speaking specifically, one of hislectures.
of him.
It's like one of those faceless videos where it's just like captions with backgrounds andsome audio recording of him from I don't know when what date I watched on my TV.

(58:58):
So like all the show notes, I'd have to go back and look at it.
But yeah, I can send it to if you want because I'm gonna Yeah.
that link.
I'll share it in the links to the show notes as well then.
Yeah, cool.
it's, I don't know.
You know, it's one of those, like, you meet people who are like, Tony Robbins changed mylife.
And then other people are like, that dude just charges way too much money for makingpeople feel.

(59:23):
feelings they haven't felt in a while.
Yeah, exactly.
So, you know, there's, there is this element, it's somewhere in between.
But it's like, how do you receive it?
And then I would say maybe the most important part is if you receive it the way it's meantto be received, what do you act upon with it after?
That's really the key, because most people will be able to like get a snippet ofinformation and go like, wow, that is so interesting.

(59:51):
And I can see how it could change your life.
and that don't act, right?
Or, I don't know, I like watching this guy, Greg Eisenberg, and he has like guests on theshow and it's startup ideas podcast, people just like pitch ideas.
And they're like, you you can openly throw this out into the world and get hundreds ofthousands of views on your videos.

(01:00:14):
And for the most part, your ideas will not be taken because it's zero point somethingpercent of people who act.
That is very true.
Not enough people act.
Not anybody acts hardly.
Not, I mean...
It's hard.
all busy.
got kind of things, but I, you know, you can't convert people in an empty church.

(01:00:35):
If there's one conversion I could, I could make in this world, it would be more peopleacting or like deciding that they could, and then follow through with that sort of thing.
Right.
You can just do things.
Yeah.

(01:00:55):
How much of that is just media?
How much of that is actual?
I have so many questions.
I have, yeah, and I have.
Like I have a lot of, not a lot, but I have some conflicted emotions around this because Ido think that there is a need for auditing and waste reduction and reevaluation

(01:01:16):
constantly.
And I feel like a lot of things end up on the books and stay there and never get evaluatedagain.
And it's, it gets carried over and over and over and, we added that to a bill to appeasethis Senator from such and such to get his vote on this other bill.
And a lot of, yeah, a lot of add-ons and riders that yes, let's
I think it happens so abruptly that it's hard to process and it is, you know, I suspect.

(01:01:57):
I suspect there's some problems with it.
So yeah, it's like, I want this to stop or does this need to happen like on some level todo this?
I'm sure it could be handled in a better way overall than what the way it is being done.
it moves more slowly, it be influenced by the powers that want to just stop it?

(01:02:19):
It's not even like we don't even subscribe to your idea of making things better.
I just want you to stop.
Yeah, that way they can just grind it to a halt with bureaucracy.
We're going to go through the, you you're right.
You're right.
Yes.
I just feel very bad for all the people that are out of work that may or may not.
Yeah, that we're doing good things.

(01:02:40):
Exactly.
There are people that are out there that are doing very good, important work that arelosing their jobs and that's going to cause problems for us as a society later, I'm sure.
Just as there is a lot of waste and a lot of things that they're, I think, are identifyingand that we don't...
is that, oh, that money's earmarked for this is actually being spent on that?

(01:03:02):
it going, are we sure that it, what it's doing?
Why it's doing it?
Some of that too, but we're talking about a huge national budget that I don't think eitherof us really understand in any extreme detail other than...
It's too big.
I think if you ask everybody around the United States, everybody's gonna say, well, yeah,there's probably some waste there.

(01:03:24):
And then just different people to different extremes see different things.
So Elon tweeted, and this is one that I retweeted, think, something about how like at thetreasury, the payment system didn't have to have notes on it, yada, yada, yada, yada,
right?
And my quote retweet was, I have to do more to send a wire.

(01:03:44):
Yeah.
Like, sure, I could wire myself a billion dollars.
The way it sounds to me, the way it was presented by this one man, let's all be clearabout where we're at here.
If that's accurate, I could have wired myself a billion dollars and it's good.
Unless someone looked at my account, which they would have, of course, for a billiondollars, but nothing out of treasury would have been like, whoa, fraud.

(01:04:08):
Cause it would have been illegible, unseen.
especially if I did it $10,000 every few days in an irregular pattern, you know?
Yeah, that's an interesting point.
I also question, like, because a lot of these systems are built on like COBOL, like, is hereading the things right?

(01:04:28):
are we sure we're understanding everything properly?
So.
another tweet that was a follow on that there was like this peculiarity in COBOL and
because he, Elon had also tweeted something like, we're paying social security recipientsthat are like 150 years old.

(01:04:50):
And then this peculiarity in COBOL where was like, this guy knew, if he knew what he wastalking about, maybe he made it up because I don't know COBOL at all.
But it was a compelling comment either way.
And it was like, well, actually in COBOL, this plus this and then blah, blah, blah.
And then that equals 150.

(01:05:17):
Yeah.
interesting like, well, if that's true, then it would be interesting that, you know, theinformation that he was seeing and acting upon was completely bogus.
Exactly, that's my worry.
That's my worry that like, I'm glad they're just doing stuff on some levels, but also, areyou really sure about everything?
Like, be sure what it does before you tear the fence down, as Chesterton would say.
so a follow on question to that then would be how quickly can you resurrect a system thatyou found that you broke, right?

(01:05:41):
Like I saw the headline and this is the attention grabbing headline that is meant to makepeople be like, I knew it.
But it was like, you know, the Department of Energy or something had to rehire theirnuclear safety.
something rather because of safety concerns of some of the firings that DOGE had ordered.

(01:06:04):
And of course, it's like, well, duh.
But at the same time, it's like the government is so enormous, like, who's the paymaster?
Who's the owner of these positions?
And so when DOGE goes in there and throws the grenade in the room, and then they find outthat there were like, four people that need to be resurrected from the room, they're like,
okay, great.
But you belong over here now because that makes more sense from a organizationalstandpoint, right?

(01:06:27):
Is there something fundamentally wrong with that?
I don't really think, I've been in orgs where, I mean, you're kind of living in it in oneway, but like been in orgs where like there's a new COO coming in and grenades get thrown
in the room and things break and we all get together and whoever's left in the org getstogether and fixes it.

(01:06:49):
Yeah.
I think you're, I think you're there's truth to that.
Absolutely.
I would say there's a risk of if you fire a very valuable employee and then you say, wait,no, need you back.
So they just say, no, F off and nevermind.
And then you're, you're left there with, yeah.
So, that can happen both ways.

(01:07:09):
I think it's preferable to exercise care and understanding what you're getting rid ofbefore you get rid of it.
I do understand that takes time.
It's hard.
Yeah.
see that as
Michael Lewis is the fifth risk.
It was good.
Yeah.
In 2018, just going and discovering people doing incredibly important jobs within thefederal government.

(01:07:36):
Hmm.
Interesting.
I think, you know, trying to take like a counter narrative, right?
The government's too big and all the government employees are lazy, blah, blah.
And then him going in there and finding like the counter examples, like star counterexamples, like, aren't you glad that this person has decided to do this with their life
and do it under the government that governs you.

(01:07:58):
Aren't you glad this person exists and has chosen this path, right?
Is how I felt about many of the people he wrote about.
Alright, that sounds worthwhile checking out.
Michael Lewis is generally a very good writer, so...
Yeah, okay.
I'll have to check that one out.
All right, shall we wrap it up?
I think we shall, if we've gone over enough topics, at least for one week, three mainsubjects, that's not too bad for us.

(01:08:26):
Sometimes it's eight or 10, I'm going through editing, like, what the week, how do I getthis parsed down?
Let me cut that out, no, then you lose reference to something we talked about eightminutes later here, shit, yeah, dang, let me go add that back in.
Anyway, that's what I'm gonna be doing later, everybody, so until next time.

(01:08:46):
Thanks for tuning in once again to another episode of Unqualified Advice.
Toodles.
you.
See you.

All Episodes

Books Discussed

Lectures Referenced

Chapters

Episode Transcript

Popular Podcasts

Stuff You Should Know

Dateline NBC

The Herd with Colin Cowherd

.css-15opob5{left:0;position:absolute;top:0.8rem;} All Episodes

.css-14f5ked{margin:0;word-break:break-word;display:-webkit-box;-webkit-box-orient:vertical;box-orient:vertical;-webkit-line-clamp:2;overflow:hidden;}Crude Realities: The Organization Breathes