WEBVTT - Malcolm Gladwell debates Adam Grant

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<v Speaker 1>Pushkin. Did you miss me? Did you want to hear

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<v Speaker 1>my voice? Hello? Hello, fellow revisionist historians. This is Malcolm Gladwell.

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<v Speaker 1>Season three is almost ready to go. We are this close,

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<v Speaker 1>and as a reward for your patients, I thought I'd

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<v Speaker 1>give you a little gift. It's a live conversation I

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<v Speaker 1>did with my friend Adam Grant at the ninety second

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<v Speaker 1>Street Why in New York City a few weeks ago.

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<v Speaker 1>We've done this before The Why when his last book

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<v Speaker 1>came out. I interviewed him there on stage, and now

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<v Speaker 1>he wanted to interview me, which is daunte Because Adam

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<v Speaker 1>is a very big deal professor of psychology at the

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<v Speaker 1>University of Pennsylvania. He's written best sellers like Give and Take,

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<v Speaker 1>Originals and Option B with Cheryl Sandberg. He's a winner

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<v Speaker 1>of all kinds of awards. He's the kind of person

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<v Speaker 1>who if you email him some question, he'll write you

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<v Speaker 1>back in like two minutes with this brilliantly thought out

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<v Speaker 1>dissertation and you think, how did he do that? Oh?

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<v Speaker 1>And on aside, Adam and I still use a BlackBerry.

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<v Speaker 1>I know, I know, And since we both get a

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<v Speaker 1>lot of grief for that, we have explanatory signature lines

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<v Speaker 1>under our BlackBerry emails. His is sent from my BlackBerry

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<v Speaker 1>because I'm a lott ied and I believe in supporting

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<v Speaker 1>the Canadian economy. Mine is sent from my BlackBerry because

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<v Speaker 1>there's no school like old school. Not to get competitive

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<v Speaker 1>about this, but mine's way better. What you are about

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<v Speaker 1>to hear is a conversation about the workplace, which is

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<v Speaker 1>Adam's specialty. Now why exactly he thought I would have

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<v Speaker 1>anything intelligent to say about the workplace is unclear, since

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<v Speaker 1>I work in coffee shops. So a lot of what

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<v Speaker 1>follows is just me pretending to know something that I don't,

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<v Speaker 1>which has never happened before.

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<v Speaker 2>I have to say, you're my favorite sparring partner in

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<v Speaker 2>the sense that you really take joy in intellectual disagreement.

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<v Speaker 2>I've discovered that I do too, and so my hope

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<v Speaker 2>is that we will disagree on some things tonight.

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<v Speaker 1>Good.

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<v Speaker 2>When we do, I hope you take that as a

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<v Speaker 2>sign that I respect your opinion enough to want to

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<v Speaker 2>change it all right, And ideally I will win more

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<v Speaker 2>of these arguments than I lose.

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<v Speaker 3>Yes, is that fair and ground rules?

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<v Speaker 1>Sure? Yeah, I didn't know. I'm happy to lose arguments

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<v Speaker 1>to you anytime you want.

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<v Speaker 3>Great, Yeah, you should do this more often. I'm so

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<v Speaker 3>glad you're here.

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<v Speaker 2>So the place I wanted to start is to say that,

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<v Speaker 2>you know, when I think about work life, we both

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<v Speaker 2>spend a huge part of our work lives thinking about

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<v Speaker 2>human behavior and trying to understand it and make sense

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<v Speaker 2>of it and maybe even make it a little bit better.

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<v Speaker 3>And I think, you know, we're both.

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<v Speaker 2>In jobs that have a pretty strong monopoly on that right,

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<v Speaker 2>between journalism and social science. I'm curious outside of our jobs,

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<v Speaker 2>what you would say is the occupation that has the

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<v Speaker 2>most insight into human nature and human behavior?

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<v Speaker 1>Well, I mean there are obvious ones. Teachers would be

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<v Speaker 1>the first, and by extension, and then all of the

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<v Speaker 1>professions attached to that. So my brother is a principal.

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<v Speaker 1>I always feel like in the position he's in, he's

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<v Speaker 1>a principle of an elementary school, so he interacts with kids,

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<v Speaker 1>their parents, and then the teachers who have to deal

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<v Speaker 1>with the kids and the parents. It strikes me that

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<v Speaker 1>you have a very powerful lens on human beings when

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<v Speaker 1>you're particularly because parents are never more crazy than when

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<v Speaker 1>they are interacting with the teachers.

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<v Speaker 4>Of their children.

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<v Speaker 2>So you're going to nominate principles teachers. My instinct was comedians.

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<v Speaker 2>I think as a comedian you have to understand not

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<v Speaker 2>only what will make people.

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<v Speaker 3>Laugh, but also what's right on the edge of making

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<v Speaker 3>people uncomfortable.

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<v Speaker 2>And that requires a lot of insight into the immediate

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<v Speaker 2>reactions that your audience is going to have. And so

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<v Speaker 2>I think comedians are master psychologists.

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<v Speaker 1>Oh I agree, disagree, totally disagree, because who invited you?

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<v Speaker 4>Think about this?

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<v Speaker 1>No? No, think about this atom so I have I'm

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<v Speaker 1>using the principal teachers as my model using the comedian.

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<v Speaker 1>The thing that's difficult about the teacher is that the

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<v Speaker 1>teacher is dealing with people in a natural environment in

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<v Speaker 1>real time, and there is an infinite variety in the

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<v Speaker 1>circumstances and the kinds of people that they have to

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<v Speaker 1>interact with. The comedian, by contrast, is dealing with people

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<v Speaker 1>in a tightly controlled setting with a rich set of

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<v Speaker 1>expectations governing their behavior, where they get to turn down

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<v Speaker 1>the lights, dose everyone with alcohol, you know, and create

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<v Speaker 1>an expectation that laughter is the appropriate response to what

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<v Speaker 1>they're doing. I cannot imagine a better set of circumstances

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<v Speaker 1>the easier set of circumstances for navigating a situation than those.

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<v Speaker 2>So if that's true, when are you ready for your

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<v Speaker 2>first stand up performance?

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<v Speaker 1>I would If you're asking me, that's not the right.

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<v Speaker 1>The best question is if you're asking me, would I

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<v Speaker 1>rather teach a class of first graders or do a.

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<v Speaker 4>Stand up performance?

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<v Speaker 1>And the answer is I would do a stand up

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<v Speaker 1>performance a million times before I would teach a class

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<v Speaker 1>of first graders.

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<v Speaker 4>I am really harder.

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<v Speaker 2>I cannot wait to present you with both options and

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<v Speaker 2>see what you really choose.

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<v Speaker 1>But way, how could you?

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<v Speaker 4>It's not even close by the way stand up.

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<v Speaker 1>One of the things that stand up comedians do that

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<v Speaker 1>drives me crazy is that they like to pretend that

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<v Speaker 1>their profession is this terrifying death defying, you know, high

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<v Speaker 1>wire act. Have you ever given a performance before a

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<v Speaker 1>group of people who have been drinking they are putting

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<v Speaker 1>in your hands. It's like they're just they're sitting there,

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<v Speaker 1>they're dosed up with alcohol, waiting to be entertained. That

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<v Speaker 1>is about as far as you can get from a

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<v Speaker 1>room full of first graders as is human leader imaginable.

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<v Speaker 3>I think there's some truth to that.

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<v Speaker 2>I also think though that the nice thing about about

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<v Speaker 2>kids is that the situations repeat over and over again.

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<v Speaker 2>So you only have a certain number of ways that

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<v Speaker 2>kids can misbehave and that parents can be difficult, and

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<v Speaker 2>you get to practice over and over again the responses

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<v Speaker 2>that you want to have, and over time that becomes

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<v Speaker 2>a skill and it becomes expertise.

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<v Speaker 1>Wait, you don't think comedians practice over Of course they do.

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<v Speaker 3>Of course they do, but your audience very so much.

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<v Speaker 2>Try to give an improv performance in a new country

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<v Speaker 2>for the first time.

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<v Speaker 1>Yeah, but they don't do that. They go to Vegas

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<v Speaker 1>and they go to the comedy cellar and they go

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<v Speaker 1>to I.

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<v Speaker 3>Mean, they're hanging out with the wrong comedian.

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<v Speaker 4>No, what's my point.

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<v Speaker 1>They control their environments. No one controls their environments better

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<v Speaker 1>than comedians. That's how they manage to do what they

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<v Speaker 1>do right.

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<v Speaker 2>And so you don't think that still requires deep insight

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<v Speaker 2>into human behavior or psychology.

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<v Speaker 1>Not deep insight. No, talking to drunk people requires some insight.

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<v Speaker 4>But it's not.

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<v Speaker 2>You're maybe doing it right. Now, let's shift cares a

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<v Speaker 2>little bit. I want to talk about your work life.

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<v Speaker 2>So I'd love to hear a little bit about your

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<v Speaker 2>creative process and where your ideas come from, how you

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<v Speaker 2>develop them, and any insights for our audience on how

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<v Speaker 2>to be a little bit more creative.

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<v Speaker 1>Well, you know, I did an episode of my podcast

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<v Speaker 1>last year called The King of Tears, which is all

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<v Speaker 1>about why is that country music can do sad songs

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<v Speaker 1>and rock and roll can't. And one of the things,

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<v Speaker 1>one of the points I made was something that I've

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<v Speaker 1>believe very strongly for a long time, which is that

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<v Speaker 1>country music can be sad when rock and roll can't

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<v Speaker 1>because country music is specific and specificity is something I've

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<v Speaker 1>become increasingly interested in as a trait of interestingness, that

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<v Speaker 1>all the interesting people I know are people whose speech

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<v Speaker 1>and thinking has a great deal of specificity to it.

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<v Speaker 1>So I was listening, for example, to a interview with

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<v Speaker 1>Rostambat Moglige, who's.

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<v Speaker 3>The Is that a person?

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<v Speaker 1>Yes, he's a brilliant musician who was one half of

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<v Speaker 1>Vampire Weekend before they broke up. And I happen to

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<v Speaker 1>know his brother, who's also a brilliant director, and they

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<v Speaker 1>have the same quality when they talk about what they do,

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<v Speaker 1>there is this brilliant level of specificity, so they don't

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<v Speaker 1>just say I really loved that film by Alfred Hitchcock,

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<v Speaker 1>which is what ninety percent of us would say. What

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<v Speaker 1>Zell will say is if you watch that film by Hitchcock,

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<v Speaker 1>in the thirty second moment, there's this scene where this happens,

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<v Speaker 1>and so and so says this, and the camera does this,

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<v Speaker 1>and in that moment you realize this right. And Ross

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<v Speaker 1>did the same thing. He was talking about the song

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<v Speaker 1>he'd written, and as he went through the song, didn't

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<v Speaker 1>he identified the points of his influence.

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<v Speaker 4>He zeroed in on.

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<v Speaker 1>Exactly the moment in the song from nineteen sixty nine

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<v Speaker 1>that he heard when he was a kid in high

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<v Speaker 1>school in nineteen eighty nine. And you know, Blenny was

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<v Speaker 1>here when he heard it, and that guitar, you know,

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<v Speaker 1>and you realize that's why you listen to him. And

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<v Speaker 1>that quality of being specific and being able to illustrate

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<v Speaker 1>your larger points with that kind of precision is the

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<v Speaker 1>quality of what makes something interesting. Ever since I've come

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<v Speaker 1>to understand this, that has informed the way I look

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<v Speaker 1>for ideas. So I try I'm trying to be I'm

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<v Speaker 1>trying to be as precise as possible in how I

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<v Speaker 1>illustrate an idea and to understand that in the service

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<v Speaker 1>of illustrating an idea, you don't have to skate over that.

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<v Speaker 1>You don't want to skate over the surface.

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<v Speaker 2>But isn't that what you've always done, right, Like, here's

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<v Speaker 2>a story about a statue, and oh my gosh, that

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<v Speaker 2>changes your entire understanding of intuition. And here's a story

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<v Speaker 2>about a hockey team or a soccer team, and all

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<v Speaker 2>of a sudden, you know, we're going to reimagine how

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<v Speaker 2>success works and think it's much more ut luck and

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<v Speaker 2>opportunity than.

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<v Speaker 1>We Yeah, but I think I did it in the

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<v Speaker 1>beginning without realizing that's what I was doing. So you

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<v Speaker 1>asked me what my creative process is and the answers.

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<v Speaker 1>I've only recently become kind of conscious of it, and

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<v Speaker 1>I realized, you know, with a podcast, you have to

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<v Speaker 1>crank up the specificity even more so, you because now

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<v Speaker 1>you're listening to somebody's voice. In order to engage someone

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<v Speaker 1>who's only experiencing this through their ears, you need to

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<v Speaker 1>ramp up the precision.

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<v Speaker 2>So I have a different I guess, a different take

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<v Speaker 2>on interestingness, which comes from a sociologist Murray Davis, who

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<v Speaker 2>wrote this beautiful paper decades ago called That's interesting, where

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<v Speaker 2>he said ideas survive not because they're true, but.

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<v Speaker 3>Because they're interesting, and you're like, huh, that's interesting. This

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<v Speaker 3>is bad news.

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<v Speaker 2>But then he's kind of proving his point in a

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<v Speaker 2>meta way, and then he says, well, what makes an

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<v Speaker 2>idea interesting? He says, what makes an idea interesting is

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<v Speaker 2>when it departs from conventional wisdom. If something just affirms

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<v Speaker 2>your assumptions, you don't get curious, you don't get intrigued,

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<v Speaker 2>there's no surprise, and you're like, whoop, confirmation bias.

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<v Speaker 3>All good.

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<v Speaker 2>When you're interested is when you're like, huh, that's that's

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<v Speaker 2>the opposite of what I would have thought, or that's

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<v Speaker 2>different from what I would have believed. I don't think

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<v Speaker 2>specificity gets you there. I think if you know, if

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<v Speaker 2>you have a really specific story that confirms everything I

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<v Speaker 2>always thought was true about the world, I'm not that

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<v Speaker 2>excited if you have a specific theory that I've read

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<v Speaker 2>a Malcolm Gladwell book generator once that created fake book

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<v Speaker 2>titles of yours, and one of them that I remember

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<v Speaker 2>was nothing what sand Castles can tell us about North Korea?

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<v Speaker 2>Like that's interesting, right, I'm like, wow, I never would

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<v Speaker 2>have thought that a sand castle could explain North Korea. Yeah,

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<v Speaker 2>and so don't don't you think that specificity needs.

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<v Speaker 3>To be coupled with surprise?

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<v Speaker 1>Sure? Good way. I rest the case that guys, thank

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<v Speaker 1>you all so much for that guy's theory of it.

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<v Speaker 1>What's interesting? Not terribly interesting?

0:11:53.956 --> 0:11:55.396
<v Speaker 4>I used to I.

0:11:55.356 --> 0:11:58.876
<v Speaker 2>Mean, yeah, so Davis then creates this is the worst

0:11:58.876 --> 0:12:00.956
<v Speaker 2>thing for a social scientist to do, but he creates

0:12:00.956 --> 0:12:03.316
<v Speaker 2>a typology of the interesting, and he says, there are

0:12:03.316 --> 0:12:05.196
<v Speaker 2>all these different ways that you can challenge an assumption.

0:12:05.356 --> 0:12:07.596
<v Speaker 2>But I think what is interesting is he says, but

0:12:07.636 --> 0:12:10.356
<v Speaker 2>not all assumptions want to be challenged, and so an

0:12:10.396 --> 0:12:13.236
<v Speaker 2>interesting idea is one that challenges your weekly held assumptions,

0:12:13.756 --> 0:12:16.356
<v Speaker 2>whereas if you challenge somebody strongly held assumptions, they just

0:12:16.396 --> 0:12:16.956
<v Speaker 2>say you're.

0:12:16.836 --> 0:12:19.396
<v Speaker 4>Wrong or you're stupid. That's good, that's fun.

0:12:19.956 --> 0:12:23.636
<v Speaker 2>You've been working on the fit topic around questions of

0:12:24.156 --> 0:12:26.996
<v Speaker 2>what does it take to be effective or successful or

0:12:26.996 --> 0:12:29.916
<v Speaker 2>a high performer? And you know, how much does my

0:12:30.076 --> 0:12:32.596
<v Speaker 2>environment and whether I fit it matter? And I'd love

0:12:32.636 --> 0:12:33.276
<v Speaker 2>to talk about that.

0:12:33.516 --> 0:12:35.676
<v Speaker 3>So can you tell us first what you've been doing there?

0:12:35.836 --> 0:12:36.036
<v Speaker 4>Well?

0:12:36.076 --> 0:12:40.356
<v Speaker 1>I had I wanted to talk about basketball, because right

0:12:40.396 --> 0:12:43.356
<v Speaker 1>now the NBA is this lovely little case study in

0:12:43.436 --> 0:12:48.116
<v Speaker 1>fit to backtrack basketball. The kind of intuitive position of

0:12:48.116 --> 0:12:53.276
<v Speaker 1>basketball is it's the sport where talent matters most and

0:12:53.996 --> 0:12:57.836
<v Speaker 1>coaching an organizational fit matter least. If you put Lebron

0:12:57.876 --> 0:13:02.316
<v Speaker 1>on a team of also rans, you can basically guarantee

0:13:02.316 --> 0:13:04.236
<v Speaker 1>you and make the playoffs. And he actually has made

0:13:04.276 --> 0:13:07.276
<v Speaker 1>the finals several times with teams, so it's like it

0:13:07.316 --> 0:13:10.356
<v Speaker 1>doesn't really matter who's with Lebron. He's you know, you

0:13:10.396 --> 0:13:13.036
<v Speaker 1>can put a bunch of stiffs and it's fine.

0:13:13.116 --> 0:13:13.316
<v Speaker 4>Right.

0:13:14.156 --> 0:13:17.956
<v Speaker 1>In fact, the two greatest teams basketball teams of all time,

0:13:18.036 --> 0:13:22.036
<v Speaker 1>the mid nineties Chicago Bulls were three superstars and then

0:13:22.036 --> 0:13:24.956
<v Speaker 1>two very ordinary players. Their fifth player was a big, slow,

0:13:25.076 --> 0:13:27.676
<v Speaker 1>white guy from Australia. And if you look at this

0:13:27.796 --> 0:13:30.876
<v Speaker 1>Warriors of two years ago, they were three superstars and

0:13:30.916 --> 0:13:32.836
<v Speaker 1>then their fifth player was a big, slow, lumbering white

0:13:32.876 --> 0:13:33.836
<v Speaker 1>guy from Australia.

0:13:33.916 --> 0:13:35.356
<v Speaker 4>Like it doesn't matter.

0:13:35.436 --> 0:13:38.356
<v Speaker 1>You could just go to Australia and like get some

0:13:38.476 --> 0:13:42.316
<v Speaker 1>random guy and he can be your fifth. So, but

0:13:42.396 --> 0:13:45.196
<v Speaker 1>what's happening now in basketball? There's a couple examples in

0:13:45.236 --> 0:13:46.996
<v Speaker 1>this season that sort of go against that one is

0:13:47.396 --> 0:13:49.116
<v Speaker 1>that one of the best guards in the game this

0:13:49.196 --> 0:13:52.276
<v Speaker 1>season was this guy named Victor Oladipo on OKAYC and

0:13:52.516 --> 0:13:58.276
<v Speaker 1>was considered a disaster. And he simply moves teams to

0:13:58.356 --> 0:14:01.476
<v Speaker 1>a new environment with a presuming a better coach. He's

0:14:01.516 --> 0:14:04.396
<v Speaker 1>longer playing with Russell Westbrook, who's probably a very difficult

0:14:04.396 --> 0:14:07.756
<v Speaker 1>person to play with, and simply by moving teams, he

0:14:07.796 --> 0:14:10.636
<v Speaker 1>went from being someone who was why they considered to

0:14:10.636 --> 0:14:12.516
<v Speaker 1>be a bust someone would be washing out of the

0:14:12.556 --> 0:14:15.436
<v Speaker 1>league sooner, or a media coal player into this suddenly

0:14:15.596 --> 0:14:18.196
<v Speaker 1>a superstar who's kind of playing transcendently.

0:14:18.676 --> 0:14:21.076
<v Speaker 4>The reverse is also true that the best coach.

0:14:21.036 --> 0:14:24.556
<v Speaker 1>In the league is probably Brad Stevens of the Boston Celtics.

0:14:24.596 --> 0:14:25.276
<v Speaker 3>I second that.

0:14:25.596 --> 0:14:29.796
<v Speaker 1>And every time a very promising player is traded from

0:14:29.836 --> 0:14:32.796
<v Speaker 1>the Boston Celtics, they turn out to be terrible, Like

0:14:32.836 --> 0:14:34.396
<v Speaker 1>they just leave Boston and they go on to the

0:14:34.396 --> 0:14:36.636
<v Speaker 1>team like, oh, wait a minute, the guy actually Jake

0:14:36.676 --> 0:14:39.276
<v Speaker 1>Crowder is a good example. Everyone was like, oh, Jake

0:14:39.316 --> 0:14:42.596
<v Speaker 1>Crowder's really good. Oh, then Boston trades him, Like oh god,

0:14:42.716 --> 0:14:45.156
<v Speaker 1>they traded Jake Crowder. Wow, I don't know if they

0:14:45.156 --> 0:14:47.556
<v Speaker 1>can survive without Jake Croder. Jake Crowder goes to the

0:14:47.556 --> 0:14:50.396
<v Speaker 1>Cleveland Cavaliers and like they all of a sudden, people realize, oh,

0:14:50.716 --> 0:14:53.316
<v Speaker 1>Jake Crowder is actually not any good. He just was

0:14:53.356 --> 0:14:54.156
<v Speaker 1>good on Boston.

0:14:54.676 --> 0:14:57.196
<v Speaker 2>And there's another piece of I think evidence for your theory,

0:14:57.196 --> 0:14:59.436
<v Speaker 2>which is this season they've lost their two biggest stars

0:14:59.716 --> 0:15:01.956
<v Speaker 2>and the first time they got better, and the second

0:15:01.956 --> 0:15:03.756
<v Speaker 2>time they were way better than they should have been.

0:15:03.956 --> 0:15:06.876
<v Speaker 1>Yeah, So it's like, now, is this always true in basketball?

0:15:06.876 --> 0:15:09.356
<v Speaker 1>I don't know, but we're certainly in this moment in

0:15:09.396 --> 0:15:12.956
<v Speaker 1>basketball it seems like it's very, very, very coach dependent.

0:15:13.236 --> 0:15:15.316
<v Speaker 1>And when you see those I've given a couple those,

0:15:15.796 --> 0:15:19.116
<v Speaker 1>those specific example and total examples, you then begin to

0:15:19.156 --> 0:15:24.356
<v Speaker 1>wonder how many players on basketball teams who we consider

0:15:24.476 --> 0:15:28.156
<v Speaker 1>mediocre are actually really good but just in the wrong environment.

0:15:28.636 --> 0:15:32.276
<v Speaker 1>Is Victor oladepot Is he an exception or is he

0:15:32.356 --> 0:15:35.036
<v Speaker 1>part of a larger trend? And I am increasingly of

0:15:35.076 --> 0:15:37.236
<v Speaker 1>the opinion that there must be lots of Victor olidepots

0:15:37.236 --> 0:15:37.676
<v Speaker 1>out there.

0:15:37.916 --> 0:15:39.396
<v Speaker 3>I think there are, and I think they're not just

0:15:39.436 --> 0:15:40.156
<v Speaker 3>in basketball.

0:15:40.196 --> 0:15:43.196
<v Speaker 2>So this makes me think of study of cardiac surgeons,

0:15:43.676 --> 0:15:45.876
<v Speaker 2>where you track their performance over the course of the day,

0:15:46.316 --> 0:15:48.636
<v Speaker 2>And the question is how many surgeries do they have

0:15:48.676 --> 0:15:52.476
<v Speaker 2>to perform with let's say, minimally invasive robot technology before

0:15:52.516 --> 0:15:54.516
<v Speaker 2>they get to the point where they're up the learning curve.

0:15:55.076 --> 0:15:57.036
<v Speaker 2>And I read in a book once that an average

0:15:57.036 --> 0:16:00.556
<v Speaker 2>of ten thousand hours could be helpful. That does not

0:16:00.596 --> 0:16:03.676
<v Speaker 2>turn out to be the case. Practice has no effect

0:16:03.716 --> 0:16:06.276
<v Speaker 2>whatsoever in that context, and they are as deadly on

0:16:06.316 --> 0:16:08.436
<v Speaker 2>surgery number one hundred and a thousand as they were

0:16:08.436 --> 0:16:09.236
<v Speaker 2>on number one.

0:16:09.556 --> 0:16:11.276
<v Speaker 3>And this is weird, right, because we're supposed to learn

0:16:11.316 --> 0:16:12.076
<v Speaker 3>from experience.

0:16:12.516 --> 0:16:14.556
<v Speaker 2>And so what Huckman and Pisano did was they broke

0:16:14.556 --> 0:16:17.236
<v Speaker 2>down the data by which hospital you're performing surgery at,

0:16:17.756 --> 0:16:20.396
<v Speaker 2>and they said, well, what's the effect of practice at

0:16:20.436 --> 0:16:23.716
<v Speaker 2>Hospital A on your performance at Hospital A versus then

0:16:23.796 --> 0:16:27.276
<v Speaker 2>Hospital B. And they found that surgeries were hospital specific,

0:16:27.796 --> 0:16:30.796
<v Speaker 2>so that every surgery I performed at Hospital A, at

0:16:30.876 --> 0:16:32.916
<v Speaker 2>least up to a certain point, reduced the patient mortality

0:16:32.956 --> 0:16:35.596
<v Speaker 2>rate by about one percent. But then later that afternoon,

0:16:35.636 --> 0:16:37.316
<v Speaker 2>as a surgeon, I go over to hospital B and

0:16:37.316 --> 0:16:39.796
<v Speaker 2>it's like I'm starting over and I have none of

0:16:39.796 --> 0:16:41.676
<v Speaker 2>that experience. And the reason is I have a different

0:16:41.716 --> 0:16:45.836
<v Speaker 2>team who knows my strengths and weaknesses, and we've developed

0:16:45.836 --> 0:16:48.796
<v Speaker 2>a set of effective routines. And that kind of suggests

0:16:48.836 --> 0:16:52.396
<v Speaker 2>that performance and skill and expertise is team specific, it's

0:16:52.396 --> 0:16:55.196
<v Speaker 2>context specific. And then you see the same thing in

0:16:55.236 --> 0:16:57.756
<v Speaker 2>financial services companies, and so that makes me think that

0:16:57.796 --> 0:17:00.196
<v Speaker 2>people you surround yourself with really matter.

0:17:00.876 --> 0:17:06.996
<v Speaker 1>Discuss well, does this suggest that we Isn't it a

0:17:07.036 --> 0:17:10.236
<v Speaker 1>lot more rational for me? If I'm you know, the

0:17:10.316 --> 0:17:13.236
<v Speaker 1>University Toronto and I want to poach Adam Grant, why

0:17:13.276 --> 0:17:15.716
<v Speaker 1>don't I poach you and all of the colleagues who

0:17:15.756 --> 0:17:18.716
<v Speaker 1>you think make you as good as you are? Why

0:17:18.756 --> 0:17:22.116
<v Speaker 1>isn't it routine for businesses to try and hire the group?

0:17:22.316 --> 0:17:24.876
<v Speaker 2>So twenty twelve, I was asked to speak at a

0:17:24.876 --> 0:17:28.956
<v Speaker 2>Google event. I walked in and Larry Page was on stage,

0:17:29.076 --> 0:17:31.236
<v Speaker 2>and they told me they wanted me to explain how

0:17:31.316 --> 0:17:33.516
<v Speaker 2>I would run Google as an organizational psychologist.

0:17:33.596 --> 0:17:34.476
<v Speaker 3>What would I do differently?

0:17:34.636 --> 0:17:36.156
<v Speaker 2>And this is exactly the point I made to them,

0:17:36.156 --> 0:17:38.116
<v Speaker 2>is I said, you know, if you look at your

0:17:38.116 --> 0:17:41.476
<v Speaker 2>greatest innovations from you know, the Google search engine, all

0:17:41.516 --> 0:17:44.996
<v Speaker 2>the way across a few more recent ones, they've almost

0:17:45.076 --> 0:17:46.596
<v Speaker 2>all been a diet or a team.

0:17:46.916 --> 0:17:47.996
<v Speaker 3>And yet you hire.

0:17:47.796 --> 0:17:50.996
<v Speaker 2>Individuals, you reward individuals, You promote individuals, you fire individuals.

0:17:51.196 --> 0:17:53.076
<v Speaker 2>What if you did what Grosberg calls a lift up

0:17:53.396 --> 0:17:55.116
<v Speaker 2>and you hired entire teams, but.

0:17:55.076 --> 0:17:55.716
<v Speaker 3>You didn't just do that.

0:17:55.756 --> 0:17:58.396
<v Speaker 2>You promoted teams, you rewarded teams, and when a team failed,

0:17:58.436 --> 0:18:00.196
<v Speaker 2>you fired the whole group as opposed to the individual.

0:18:00.916 --> 0:18:02.356
<v Speaker 3>And they got really excited about it.

0:18:02.356 --> 0:18:04.836
<v Speaker 2>And then they did the math of how much work

0:18:04.876 --> 0:18:06.476
<v Speaker 2>it was going to be to keep a team together,

0:18:06.876 --> 0:18:08.636
<v Speaker 2>and they said, this is just not practical. And so

0:18:08.716 --> 0:18:10.716
<v Speaker 2>instead they said, we're going to study what makes our

0:18:10.756 --> 0:18:12.996
<v Speaker 2>teams great and then try to create more of those

0:18:12.996 --> 0:18:16.036
<v Speaker 2>conditions so that anyone can join any team and become great.

0:18:16.356 --> 0:18:17.556
<v Speaker 3>But I'm a big fan of this.

0:18:18.516 --> 0:18:21.076
<v Speaker 1>Does what they wanted to do make any sense? Or

0:18:21.116 --> 0:18:23.196
<v Speaker 1>does that sound like a cop like Silicon Valley cop out?

0:18:23.276 --> 0:18:23.356
<v Speaker 3>No?

0:18:23.396 --> 0:18:25.276
<v Speaker 2>I think it makes a lot of sense. So you've

0:18:25.276 --> 0:18:26.076
<v Speaker 2>seen the research.

0:18:26.596 --> 0:18:32.756
<v Speaker 1>Having observed that teams outperform individuals, they said that they

0:18:32.796 --> 0:18:37.956
<v Speaker 1>would rather than use teams, just study the individuals in

0:18:37.996 --> 0:18:38.156
<v Speaker 1>the no.

0:18:38.476 --> 0:18:40.316
<v Speaker 2>No, So they wanted to study the qualities of great

0:18:40.316 --> 0:18:43.196
<v Speaker 2>teams and how to enable any team even if they

0:18:43.196 --> 0:18:46.236
<v Speaker 2>hadn't shown excellence together to reach that level of success.

0:18:46.876 --> 0:18:49.636
<v Speaker 1>It seems insanely convoluted in the way that I mean,

0:18:49.676 --> 0:18:51.756
<v Speaker 1>it's not enough to take a very simple idea that

0:18:51.836 --> 0:18:54.276
<v Speaker 1>a team that is observed to work well should be

0:18:54.316 --> 0:18:57.516
<v Speaker 1>kept together and continue to work well there. Instead want

0:18:57.556 --> 0:19:00.916
<v Speaker 1>to kind of abstract out the quality and recreate it

0:19:00.956 --> 0:19:01.396
<v Speaker 1>over there.

0:19:02.116 --> 0:19:05.356
<v Speaker 3>Yeah, I mean, I think I think they're do.

0:19:05.276 --> 0:19:08.756
<v Speaker 1>You see what I'm saying. We'll get so smart that

0:19:09.396 --> 0:19:12.996
<v Speaker 1>the obvious thing is no longer satisfactory. Like, no, no, Adam,

0:19:13.556 --> 0:19:15.756
<v Speaker 1>I can think of a way that's way harder and

0:19:15.756 --> 0:19:18.596
<v Speaker 1>way more complicated and ultimately might work as well.

0:19:18.596 --> 0:19:20.116
<v Speaker 4>I think we should do that way.

0:19:21.036 --> 0:19:23.956
<v Speaker 3>Definitely. No. Look, I think there are two complications.

0:19:23.996 --> 0:19:26.796
<v Speaker 2>One is, over seventy five percent of of airline accidents

0:19:26.836 --> 0:19:29.396
<v Speaker 2>happened the first time a crew is flying together. And

0:19:29.436 --> 0:19:32.596
<v Speaker 2>the evidence goes so far on this that NASA did

0:19:32.636 --> 0:19:35.396
<v Speaker 2>a simulation showing that if you had a crew that

0:19:35.556 --> 0:19:38.276
<v Speaker 2>was well rested flying together for the first time, they

0:19:38.316 --> 0:19:40.796
<v Speaker 2>made more errors than a sleep deprived crew that had

0:19:40.796 --> 0:19:42.996
<v Speaker 2>just pulled an all nighter but had flown together before.

0:19:43.956 --> 0:19:46.116
<v Speaker 2>And you talk to airlines about this, and you say

0:19:46.316 --> 0:19:50.476
<v Speaker 2>you should force right pilots to work together, like we

0:19:50.596 --> 0:19:52.876
<v Speaker 2>logistically we can't do it, Like there's no way to

0:19:52.996 --> 0:19:56.076
<v Speaker 2>organize these flight mapping schedules so that everybody is always

0:19:56.116 --> 0:19:58.036
<v Speaker 2>together and that you know, I think Google has a

0:19:58.116 --> 0:20:00.756
<v Speaker 2>version of that challenge, right, as do most companies. The

0:20:00.836 --> 0:20:03.236
<v Speaker 2>other challenge, which which I think in some ways is bigger,

0:20:03.436 --> 0:20:05.276
<v Speaker 2>And there's such a thing as too much shared experience.

0:20:05.716 --> 0:20:08.596
<v Speaker 2>So in the NBA, teams max out on probability of

0:20:08.596 --> 0:20:11.676
<v Speaker 2>success round three or four years together, and then once

0:20:11.716 --> 0:20:13.476
<v Speaker 2>they have more than four years of shared experience, there

0:20:13.516 --> 0:20:14.716
<v Speaker 2>are odds of winning go down.

0:20:15.236 --> 0:20:16.476
<v Speaker 3>And maybe they're just getting.

0:20:16.156 --> 0:20:18.596
<v Speaker 2>Old the players by that point, but a lot of

0:20:18.636 --> 0:20:21.076
<v Speaker 2>it seems to be routine rigidity, and that you become

0:20:21.076 --> 0:20:24.836
<v Speaker 2>more predictable, you stop innovating, stop adapting, and other teams

0:20:24.876 --> 0:20:27.996
<v Speaker 2>can develop ways to defeat you. And so you know,

0:20:28.116 --> 0:20:29.756
<v Speaker 2>I'd worry a lot about saying, hey, we've got a

0:20:29.756 --> 0:20:32.556
<v Speaker 2>really successful team, let's just go let them be great

0:20:32.636 --> 0:20:33.556
<v Speaker 2>until they suck.

0:20:34.356 --> 0:20:34.596
<v Speaker 1>Yeah.

0:20:35.676 --> 0:20:38.276
<v Speaker 2>I do think though, that there's some interesting questions this raises.

0:20:38.316 --> 0:20:39.556
<v Speaker 2>So if we go back to the idea of fit

0:20:39.996 --> 0:20:42.556
<v Speaker 2>and we say, all right, so you know, we know

0:20:42.636 --> 0:20:45.276
<v Speaker 2>that people perform better with a team they understand well

0:20:45.396 --> 0:20:48.476
<v Speaker 2>or a team that they fit into the natural extension

0:20:48.476 --> 0:20:50.436
<v Speaker 2>of that is to say, Okay, when I go into a.

0:20:50.356 --> 0:20:52.516
<v Speaker 3>Company, I got to figure out what the people are like.

0:20:52.556 --> 0:20:52.996
<v Speaker 3>It might be.

0:20:52.996 --> 0:20:55.796
<v Speaker 2>Values, personalities, skill sets, and I want to go join

0:20:55.836 --> 0:20:58.956
<v Speaker 2>a place where I belong. And I guess two questions

0:20:58.956 --> 0:21:00.796
<v Speaker 2>for you. The first one is how do you recommend

0:21:00.836 --> 0:21:04.236
<v Speaker 2>doing that? And then secondly, what do you think of

0:21:04.316 --> 0:21:05.836
<v Speaker 2>the problems associated with it?

0:21:06.676 --> 0:21:08.796
<v Speaker 1>Well, so it's funny because I have an episode of

0:21:08.796 --> 0:21:11.556
<v Speaker 1>my podcast this season where I deal with this question

0:21:11.636 --> 0:21:16.156
<v Speaker 1>quite explicitly, and it's all about a very brilliant military

0:21:16.196 --> 0:21:20.036
<v Speaker 1>guy who goes into at a crucial moment in his

0:21:20.156 --> 0:21:24.836
<v Speaker 1>country's history, goes into government service and works for I say,

0:21:24.916 --> 0:21:27.236
<v Speaker 1>non military government service. What's one of the weird things

0:21:27.236 --> 0:21:30.316
<v Speaker 1>about military guys is that when they refer to the government,

0:21:30.356 --> 0:21:32.876
<v Speaker 1>they don't refer to the military, like as if the

0:21:33.076 --> 0:21:35.316
<v Speaker 1>military is not the government, which I always find quite charming.

0:21:38.236 --> 0:21:42.516
<v Speaker 1>So he goes into a standard Washington bureaucracy as a

0:21:42.556 --> 0:21:46.076
<v Speaker 1>Marine Corps guy, and what happens is mayhem, in a

0:21:46.116 --> 0:21:50.316
<v Speaker 1>certain sense, he's too good for the job. One of

0:21:50.316 --> 0:21:53.356
<v Speaker 1>the things he does is he realizes his predecessor had

0:21:53.396 --> 0:21:56.116
<v Speaker 1>never left Washington, and this is an agency that has

0:21:56.116 --> 0:21:58.796
<v Speaker 1>far flung operations all over the world. And he's like,

0:21:59.036 --> 0:22:02.756
<v Speaker 1>that's crazy. And he then visits absolutely every one of

0:22:02.796 --> 0:22:07.236
<v Speaker 1>the four hundred field offices of his organization in three years,

0:22:07.436 --> 0:22:08.916
<v Speaker 1>at the same time as he gives two hundred and

0:22:08.916 --> 0:22:12.716
<v Speaker 1>fifty the speeches, testifies before Congress, writes hundreds of articles

0:22:12.996 --> 0:22:14.636
<v Speaker 1>just because he's a Marine Corps guy. And that's what

0:22:14.636 --> 0:22:17.196
<v Speaker 1>they do. They're like, they're in a hurry, they're really

0:22:17.236 --> 0:22:19.756
<v Speaker 1>super organized, they're busy, and they don't do a job

0:22:19.756 --> 0:22:20.596
<v Speaker 1>and less are going to do it well.

0:22:20.676 --> 0:22:20.876
<v Speaker 3>Right.

0:22:21.516 --> 0:22:24.676
<v Speaker 4>That is not the way bureaucracies work.

0:22:24.516 --> 0:22:27.716
<v Speaker 1>You know, and for good reason, you don't want bureaucracies

0:22:28.036 --> 0:22:30.956
<v Speaker 1>run by Marine Corps guys. The worst thing that can

0:22:31.036 --> 0:22:33.196
<v Speaker 1>happen if you're in a bureaucracy, is it the bureaucracy

0:22:33.276 --> 0:22:34.956
<v Speaker 1>gets really really good.

0:22:35.516 --> 0:22:35.756
<v Speaker 4>Right.

0:22:36.076 --> 0:22:38.756
<v Speaker 1>That's the end of freedom as we know it, the

0:22:38.796 --> 0:22:41.036
<v Speaker 1>thing that saves it. And I don't mean this, I'm

0:22:41.076 --> 0:22:44.236
<v Speaker 1>not being funny. I'm being dead serious. We are our

0:22:44.316 --> 0:22:49.276
<v Speaker 1>liberties are imperiled by overly competent bureaucrats.

0:22:49.436 --> 0:22:52.436
<v Speaker 4>Right, So this guy like.

0:22:52.596 --> 0:22:57.596
<v Speaker 1>Super super competent, is it's just a tragic misfit in

0:22:57.676 --> 0:22:59.996
<v Speaker 1>a standard Washington bureaucracy.

0:23:00.156 --> 0:23:01.716
<v Speaker 4>Now, why doesn't he adapt?

0:23:02.196 --> 0:23:05.316
<v Speaker 1>Well, he could adapt, I think if he'd left as

0:23:05.356 --> 0:23:08.196
<v Speaker 1>a thirty five year old Marine Corps colonel. But he

0:23:08.276 --> 0:23:11.556
<v Speaker 1>leaves at six D two at that point in his career,

0:23:11.556 --> 0:23:14.476
<v Speaker 1>it's more problematic than it would have been earlier. I

0:23:14.476 --> 0:23:17.676
<v Speaker 1>think government service is a really good example of this,

0:23:17.916 --> 0:23:23.036
<v Speaker 1>because the culture of government service is so specific and

0:23:23.236 --> 0:23:27.036
<v Speaker 1>in some ways so counterintuitive that you know, we persist,

0:23:27.076 --> 0:23:30.036
<v Speaker 1>for example, in this country, in thinking that business success

0:23:30.116 --> 0:23:33.996
<v Speaker 1>is a useful predictor of political success, and it's not.

0:23:34.636 --> 0:23:37.236
<v Speaker 1>Couldn't be more different, Right, The kind of skills you

0:23:37.276 --> 0:23:39.956
<v Speaker 1>need to navigate the political process are not the ones

0:23:39.996 --> 0:23:41.636
<v Speaker 1>you learn running a company.

0:23:41.996 --> 0:23:44.396
<v Speaker 2>I think where you know where this gets tricky for

0:23:44.436 --> 0:23:46.436
<v Speaker 2>me is if we go back to your Marine guy,

0:23:47.076 --> 0:23:50.076
<v Speaker 2>I would say there's a study that Chad Hartnell led

0:23:50.116 --> 0:23:52.556
<v Speaker 2>that was published recently which showed that.

0:23:52.556 --> 0:23:55.316
<v Speaker 3>The more you misfit, the more you contribute.

0:23:55.436 --> 0:23:57.716
<v Speaker 2>And so if you were to read an organizational culture,

0:23:57.956 --> 0:24:01.236
<v Speaker 2>we could distinguish them on task versus relational values. Right,

0:24:01.316 --> 0:24:05.156
<v Speaker 2>So task oriented organizations are high efficiency, high productivity. They're

0:24:05.156 --> 0:24:08.156
<v Speaker 2>all about getting stuff done. Relational organizations are much more

0:24:08.196 --> 0:24:11.236
<v Speaker 2>community oriented. They're all about family, and they're independent. You

0:24:11.236 --> 0:24:14.116
<v Speaker 2>could be high on both, but oftentimes organizations that maximize

0:24:14.156 --> 0:24:16.556
<v Speaker 2>on one don't the other. And what Chad found is

0:24:16.556 --> 0:24:18.956
<v Speaker 2>that if you bring a leader into the c suite,

0:24:19.276 --> 0:24:22.196
<v Speaker 2>if the organization's culture is more task focused, the relational

0:24:22.276 --> 0:24:26.116
<v Speaker 2>leader actually adds more value because they're not redundant. And so,

0:24:26.276 --> 0:24:28.156
<v Speaker 2>you know, I would say the marine guy is exactly right.

0:24:28.156 --> 0:24:30.036
<v Speaker 2>The commandant is exactly who you want to put into

0:24:30.036 --> 0:24:32.796
<v Speaker 2>government because he's providing something that is sorely lacking.

0:24:33.276 --> 0:24:35.956
<v Speaker 1>Yeah, except I should have added in this specific instance,

0:24:36.676 --> 0:24:39.356
<v Speaker 1>the policy that he was so brilliantly enacting was a

0:24:39.436 --> 0:24:42.596
<v Speaker 1>terrible policy. Anyways, it works really well when you give

0:24:42.916 --> 0:24:45.996
<v Speaker 1>you know, that task oriented person orders that make sense.

0:24:46.436 --> 0:24:48.196
<v Speaker 1>In this case, we gave him orders that made no.

0:24:48.156 --> 0:24:50.036
<v Speaker 3>Sense, got it. I guess you know.

0:24:50.076 --> 0:24:52.316
<v Speaker 2>There's a paradox here, though, which is, you know, we're

0:24:52.356 --> 0:24:55.316
<v Speaker 2>all happier and more comfortable in organizations that fit our values,

0:24:55.636 --> 0:24:58.596
<v Speaker 2>and yet sometimes it's the ones that diverge or clash

0:24:58.676 --> 0:25:02.076
<v Speaker 2>where we can contribute the most or differentiate ourselves the most.

0:25:02.396 --> 0:25:05.116
<v Speaker 2>How do you think about resolving that paradox and you're

0:25:05.156 --> 0:25:08.076
<v Speaker 2>writing a book about how we gauge strangers. How do

0:25:08.116 --> 0:25:10.996
<v Speaker 2>you think about sizing up a new organization, a new culture,

0:25:10.996 --> 0:25:12.436
<v Speaker 2>a new workplace, a new boss.

0:25:14.556 --> 0:25:19.236
<v Speaker 1>I think that we undersample new situations. We make up

0:25:19.236 --> 0:25:22.916
<v Speaker 1>our minds far too quickly, and we're pressured to make

0:25:22.996 --> 0:25:24.436
<v Speaker 1>up a better way of saying, we're pressure to make

0:25:24.476 --> 0:25:26.396
<v Speaker 1>up our minds far too quickly. I don't know why

0:25:26.436 --> 0:25:29.316
<v Speaker 1>we would logically expect that someone ought to be able

0:25:29.316 --> 0:25:33.076
<v Speaker 1>to size up a new organization in over the course

0:25:33.116 --> 0:25:36.756
<v Speaker 1>of a bunch of lunches with managers there who are

0:25:36.796 --> 0:25:37.276
<v Speaker 1>interviewing you.

0:25:37.876 --> 0:25:38.956
<v Speaker 4>That seems silly to me.

0:25:39.756 --> 0:25:42.556
<v Speaker 1>I happen to be a big carnt a liverit the cars,

0:25:43.076 --> 0:25:45.916
<v Speaker 1>and one thing I have found is that you can't

0:25:45.956 --> 0:25:48.276
<v Speaker 1>size up a car on a test drive. It's the

0:25:48.276 --> 0:25:50.996
<v Speaker 1>most ridiculous thing in the world. So you're about to

0:25:50.996 --> 0:25:53.476
<v Speaker 1>spend an enormous sum up money on a car, and

0:25:53.876 --> 0:25:55.556
<v Speaker 1>you go for the test drive, and the test.

0:25:55.436 --> 0:25:58.556
<v Speaker 4>Drive is basically they go around the block with you.

0:25:59.116 --> 0:26:02.236
<v Speaker 1>It's nonsense, right, It's almost as if they're afraid of

0:26:02.276 --> 0:26:05.156
<v Speaker 1>you actually driving the car before purchasing it, which is

0:26:05.156 --> 0:26:08.436
<v Speaker 1>a very odd position for an automobile salesman to take that.

0:26:08.516 --> 0:26:11.356
<v Speaker 1>They are you know, they are anxious about you having

0:26:11.596 --> 0:26:13.876
<v Speaker 1>too much experience with their product before you buy it.

0:26:15.436 --> 0:26:17.196
<v Speaker 1>And they don't seem to think this is a problem.

0:26:17.476 --> 0:26:19.316
<v Speaker 1>They seem to think that if you just sit in

0:26:19.356 --> 0:26:21.516
<v Speaker 1>the car, you can somehow into it.

0:26:22.516 --> 0:26:24.596
<v Speaker 4>You know, all that's good and bad about that autmobile.

0:26:24.756 --> 0:26:27.236
<v Speaker 3>Just but I really enjoy how much this bothers you.

0:26:27.276 --> 0:26:27.836
<v Speaker 1>Oh drives?

0:26:28.116 --> 0:26:28.916
<v Speaker 3>It's a car, right?

0:26:28.916 --> 0:26:31.036
<v Speaker 2>If this were like you can only go on three

0:26:31.116 --> 0:26:33.036
<v Speaker 2>dates with someone before you're allowed to decide whether you

0:26:33.036 --> 0:26:33.716
<v Speaker 2>want to marry them.

0:26:33.756 --> 0:26:36.396
<v Speaker 3>I get getting upset. But this is a car. Who cares?

0:26:37.036 --> 0:26:37.716
<v Speaker 1>Would you drive?

0:26:41.236 --> 0:26:42.316
<v Speaker 3>I'm not entirely sure.

0:26:42.476 --> 0:26:44.116
<v Speaker 4>Like a you're like a Honday you got like a

0:26:44.156 --> 0:26:46.116
<v Speaker 4>Hyundai from.

0:26:45.916 --> 0:26:49.076
<v Speaker 2>I've never driven a hondaiy. But a car is solely function.

0:26:49.156 --> 0:26:50.716
<v Speaker 2>It gets me from one place to another.

0:26:50.836 --> 0:26:52.716
<v Speaker 1>Well to my point, Yeah, I don't.

0:26:52.516 --> 0:26:53.436
<v Speaker 3>Care how it drives.

0:26:53.596 --> 0:26:55.916
<v Speaker 4>Yeah, you really not know what? Tells?

0:26:56.036 --> 0:26:57.396
<v Speaker 1>Come on, tells? What are you driving?

0:26:59.316 --> 0:27:01.636
<v Speaker 2>Actually, I'm not entirely sure what it is. My wife

0:27:01.636 --> 0:27:05.796
<v Speaker 2>picked it out. My wife loves cars. She picked it out,

0:27:06.036 --> 0:27:10.396
<v Speaker 2>and I drive it occasionally. Interesting, all right, A couple

0:27:10.356 --> 0:27:12.076
<v Speaker 2>of other things I want to ask you about if

0:27:12.116 --> 0:27:14.236
<v Speaker 2>you were the CEO of a large company, what are

0:27:14.316 --> 0:27:16.996
<v Speaker 2>the first policies you would either kill or create that

0:27:17.076 --> 0:27:19.836
<v Speaker 2>would change the way that work life is experienced in

0:27:19.876 --> 0:27:20.676
<v Speaker 2>your organization.

0:27:21.636 --> 0:27:25.276
<v Speaker 1>Oh, that's super interesting. Well, i'd like I mean, I'm

0:27:25.396 --> 0:27:28.396
<v Speaker 1>very in my way back in Tipping Point, I wrote

0:27:28.436 --> 0:27:31.996
<v Speaker 1>about this whole idea of keeping groups under one hundred

0:27:32.036 --> 0:27:35.436
<v Speaker 1>and fifty, and I thought about that since, and I

0:27:35.476 --> 0:27:38.836
<v Speaker 1>do think that I would try and keep sections of

0:27:38.876 --> 0:27:42.516
<v Speaker 1>the company small and independent under one fifty if possible.

0:27:42.796 --> 0:27:45.476
<v Speaker 1>I just think people enjoy themselves much more when they

0:27:45.516 --> 0:27:47.436
<v Speaker 1>know of when that they're working with, and when there

0:27:47.476 --> 0:27:51.156
<v Speaker 1>is that extra element, when there is that social bond

0:27:51.676 --> 0:27:55.116
<v Speaker 1>in addition to kind of formal things keeping people together,

0:27:55.196 --> 0:28:00.996
<v Speaker 1>that's just much more powerful. I would take people's physical

0:28:00.996 --> 0:28:06.476
<v Speaker 1>health far more seriously. I think that I that, I mean,

0:28:06.476 --> 0:28:08.396
<v Speaker 1>it sounds very Scandinavian.

0:28:08.916 --> 0:28:11.756
<v Speaker 3>And why did you say that pejoratively?

0:28:11.956 --> 0:28:14.116
<v Speaker 1>Well, because if you're Canadian and you grew up in

0:28:14.116 --> 0:28:17.276
<v Speaker 1>the seventies and in the eighties and Canada, one of

0:28:16.996 --> 0:28:22.476
<v Speaker 1>the principal advertisers in Canada is the Canadian government, and

0:28:22.596 --> 0:28:24.716
<v Speaker 1>which is unusual because it doesn't happen here, but and

0:28:24.756 --> 0:28:27.236
<v Speaker 1>what the Canada government used to do far more actually

0:28:27.276 --> 0:28:28.956
<v Speaker 1>in that period is that they would buy all this

0:28:29.076 --> 0:28:31.876
<v Speaker 1>time on the radio and TV to make certain arguments

0:28:31.916 --> 0:28:34.516
<v Speaker 1>about how we could be better Canadians. And invariably the

0:28:34.596 --> 0:28:38.836
<v Speaker 1>arguments about being better Canadians involved holding up Scandinavians as

0:28:38.836 --> 0:28:41.116
<v Speaker 1>a role model. So they would always tell us that, well,

0:28:41.156 --> 0:28:44.516
<v Speaker 1>the Swedes live, you know, four years longer than the

0:28:44.556 --> 0:28:47.956
<v Speaker 1>average Canadian, and or the Swede, you know, the Norwegians

0:28:47.996 --> 0:28:50.596
<v Speaker 1>are running twenty miles a week, whereas the average Canadian

0:28:50.676 --> 0:28:54.316
<v Speaker 1>runs barely at all. I mean it so as a kid,

0:28:54.756 --> 0:28:57.756
<v Speaker 1>constantly like walking around with this kind of vague anxiety

0:28:57.756 --> 0:29:00.916
<v Speaker 1>that I was not living up to the Scandinavian model.

0:29:01.196 --> 0:29:04.836
<v Speaker 2>Secretly those ads were funded by the Scandinavian governments, but.

0:29:04.756 --> 0:29:07.076
<v Speaker 1>I always, I mean, with the passive time, I've come

0:29:07.676 --> 0:29:10.756
<v Speaker 1>to look more fondly on that, and I still think

0:29:10.796 --> 0:29:14.076
<v Speaker 1>they have a lot of things right, you know, like

0:29:14.236 --> 0:29:16.716
<v Speaker 1>if you go to Amsterdam and everyone's cycling the work

0:29:17.796 --> 0:29:19.996
<v Speaker 1>and you just think, how fantastic is this? And the

0:29:20.036 --> 0:29:23.036
<v Speaker 1>thing is it works because everyone's doing it. The thing

0:29:23.276 --> 0:29:25.356
<v Speaker 1>all of our problems with cycling the work have to

0:29:25.356 --> 0:29:27.076
<v Speaker 1>do with the fact that we don't want to be

0:29:27.116 --> 0:29:29.836
<v Speaker 1>the only person on the road cycling, right, But once

0:29:29.876 --> 0:29:32.836
<v Speaker 1>everyone's cycling, it's fine. So that's sort of what they've

0:29:32.876 --> 0:29:36.036
<v Speaker 1>understood in Amsterdam. Like my I once had dinner with

0:29:36.076 --> 0:29:39.436
<v Speaker 1>my Dutch publisher who was a woman in her sixties,

0:29:39.596 --> 0:29:42.276
<v Speaker 1>and it was it was March, and at the end

0:29:42.316 --> 0:29:46.636
<v Speaker 1>of dinner she disappeared into the bathroom and emerged in

0:29:46.716 --> 0:29:50.516
<v Speaker 1>a wetsuit. I was like, like, where are you going?

0:29:50.836 --> 0:29:53.276
<v Speaker 1>And she was like, oh, I'm cycling home now, and

0:29:53.516 --> 0:29:56.876
<v Speaker 1>she underwater. No I mean when I say, I mean

0:29:56.916 --> 0:29:58.796
<v Speaker 1>like a you know, like a full on kind of

0:29:59.156 --> 0:30:03.036
<v Speaker 1>zip up. And she got into a bicycle and she

0:30:03.036 --> 0:30:05.676
<v Speaker 1>she rode eight miles through the rain home and she

0:30:05.796 --> 0:30:08.436
<v Speaker 1>did that every day. I just thought that was so fantastic.

0:30:08.676 --> 0:30:11.436
<v Speaker 4>Anyway, were I CEO, I would like to somehow.

0:30:11.996 --> 0:30:13.996
<v Speaker 1>I just think people are much happier when they get

0:30:13.996 --> 0:30:17.156
<v Speaker 1>a chance to regularly exercise, and sadly that doesn't most

0:30:17.156 --> 0:30:18.596
<v Speaker 1>people's schedules don't allow for that.

0:30:18.836 --> 0:30:20.556
<v Speaker 2>So, as an avid runner, what does that look like?

0:30:20.596 --> 0:30:23.436
<v Speaker 2>Does your company have exercise breaks built into the day.

0:30:24.076 --> 0:30:25.756
<v Speaker 1>My company's clearly not going to make a lot of

0:30:25.756 --> 0:30:28.116
<v Speaker 1>money since we're going to be working out a lot,

0:30:28.156 --> 0:30:30.836
<v Speaker 1>but really and really wealthy.

0:30:31.036 --> 0:30:33.156
<v Speaker 4>You know, my farming.

0:30:33.236 --> 0:30:35.516
<v Speaker 1>For me to hold up Joyce Global as an example

0:30:35.556 --> 0:30:39.236
<v Speaker 1>of that's my mother as an example of work life,

0:30:39.596 --> 0:30:42.836
<v Speaker 1>because my mother had a very unique perspective on work,

0:30:42.836 --> 0:30:44.676
<v Speaker 1>which was it never occurred to her that the point

0:30:44.676 --> 0:30:47.116
<v Speaker 1>of work was to make money. She had a whole

0:30:47.116 --> 0:30:50.476
<v Speaker 1>list of things that came first. But one of Joyce

0:30:50.516 --> 0:30:54.876
<v Speaker 1>Globwell's great observations was that whenever she got a job,

0:30:54.916 --> 0:30:57.636
<v Speaker 1>as she had in the second half of her career,

0:30:57.916 --> 0:30:59.716
<v Speaker 1>she the first thing she would do is she would

0:30:59.756 --> 0:31:01.556
<v Speaker 1>go to her boss and she would say, look, I

0:31:01.636 --> 0:31:04.236
<v Speaker 1>know I could work full time, but it's pointless I

0:31:04.276 --> 0:31:07.356
<v Speaker 1>can get if you let me work, you know, halftime,

0:31:07.436 --> 0:31:09.636
<v Speaker 1>I can get just as much work done and I'm

0:31:09.636 --> 0:31:11.596
<v Speaker 1>gonna be happier and you're going to be happier.

0:31:11.676 --> 0:31:13.196
<v Speaker 4>And they would always agree after she.

0:31:13.196 --> 0:31:15.356
<v Speaker 1>Pointed out that this was and I think she's kind

0:31:15.356 --> 0:31:18.756
<v Speaker 1>of right that much of what people do can be

0:31:18.876 --> 0:31:22.436
<v Speaker 1>accomplished if they are happy and well rested, and can

0:31:22.476 --> 0:31:25.156
<v Speaker 1>be accomplished in some fraction of the time they currently

0:31:25.156 --> 0:31:27.596
<v Speaker 1>spend on the job. So I'm not sure whether my

0:31:27.676 --> 0:31:33.116
<v Speaker 1>company loses money. I think a reasonably productive place. My father,

0:31:33.836 --> 0:31:38.836
<v Speaker 1>a mathematician, once was offered a job at Yale, and

0:31:38.916 --> 0:31:42.036
<v Speaker 1>so he left for the weekend to go and for

0:31:42.076 --> 0:31:44.596
<v Speaker 1>the week to visit yale'spend a week there, came back.

0:31:44.636 --> 0:31:46.316
<v Speaker 1>We were all on pins and needles. We'll be moving

0:31:46.676 --> 0:31:50.836
<v Speaker 1>to New Haven and he said, so, you know, what

0:31:50.876 --> 0:31:50.996
<v Speaker 1>was it?

0:31:51.036 --> 0:31:51.556
<v Speaker 4>What was like?

0:31:51.836 --> 0:31:53.996
<v Speaker 1>He's like, no, it's not happening. I said, We're like,

0:31:54.156 --> 0:31:56.876
<v Speaker 1>why you didn't like Yale? Yale famous place, he goes.

0:31:57.876 --> 0:32:00.356
<v Speaker 1>I got in there at nine o'clock. They are all

0:32:00.396 --> 0:32:02.956
<v Speaker 1>at their desks. I left at five. They were still

0:32:02.956 --> 0:32:03.596
<v Speaker 1>at their desks.

0:32:06.076 --> 0:32:07.636
<v Speaker 3>This is not gonna work.

0:32:07.476 --> 0:32:11.476
<v Speaker 2>When you who came out with David and Goliath, I

0:32:11.796 --> 0:32:15.756
<v Speaker 2>remember talking, and you know, I was thinking that you're

0:32:15.956 --> 0:32:18.116
<v Speaker 2>you wrote this book about underdogs because you love to

0:32:18.196 --> 0:32:21.716
<v Speaker 2>root for the underdog, and you said no. And to

0:32:21.716 --> 0:32:24.236
<v Speaker 2>this day I'm surprised and puzzled about why, and I'm

0:32:24.276 --> 0:32:25.556
<v Speaker 2>hoping I can get to the bottom of it.

0:32:25.916 --> 0:32:27.396
<v Speaker 3>Why do you root for the favorite?

0:32:29.916 --> 0:32:33.556
<v Speaker 1>I believe that's the only truly empathetic position to take,

0:32:35.516 --> 0:32:36.516
<v Speaker 1>and that you're right.

0:32:36.556 --> 0:32:39.196
<v Speaker 3>I feel a lot of empathy for the New York Yankees.

0:32:39.116 --> 0:32:40.116
<v Speaker 4>Rooting for the underdog.

0:32:40.196 --> 0:32:45.116
<v Speaker 1>Is a form of moral weakness, and I'll explain why.

0:32:46.436 --> 0:32:51.196
<v Speaker 1>So you have two people are competing. One person is

0:32:51.236 --> 0:32:56.276
<v Speaker 1>expected to win, one person is not expected to win. Right.

0:32:56.996 --> 0:32:57.996
<v Speaker 4>If the person who.

0:32:57.836 --> 0:33:02.596
<v Speaker 1>Is not expected to win doesn't win, they're mildly disappointed,

0:33:02.676 --> 0:33:05.556
<v Speaker 1>but not massively disappointed because they didn't expect to win.

0:33:06.236 --> 0:33:09.796
<v Speaker 1>If the person who is expected to win doesn't win,

0:33:10.476 --> 0:33:13.516
<v Speaker 1>they are massively disappointed because the gap between their expectation

0:33:13.636 --> 0:33:15.396
<v Speaker 1>and reality is enormous.

0:33:15.556 --> 0:33:16.396
<v Speaker 4>They're suffering.

0:33:16.956 --> 0:33:21.676
<v Speaker 1>They go home devastated, their lives are over, they want

0:33:21.676 --> 0:33:25.156
<v Speaker 1>to give up everything. They go through a massive soul searching.

0:33:25.436 --> 0:33:27.796
<v Speaker 1>They wander off into the desert without water or food.

0:33:28.156 --> 0:33:29.276
<v Speaker 1>Their lives are living hell.

0:33:29.676 --> 0:33:30.276
<v Speaker 4>If you are a.

0:33:30.236 --> 0:33:33.556
<v Speaker 1>Truly empathetic person, where does your sympathy lie with the

0:33:33.596 --> 0:33:35.676
<v Speaker 1>person who's like, well, I didn't I didn't win, but

0:33:35.716 --> 0:33:37.316
<v Speaker 1>you know I wasn't gonna win anyway, So what was

0:33:37.356 --> 0:33:40.076
<v Speaker 1>the point? Or is your sympathy with a person who

0:33:40.156 --> 0:33:44.156
<v Speaker 1>was wandering helplessly through the desert without benefit of food

0:33:44.196 --> 0:33:46.516
<v Speaker 1>and water because they lost something that they had every

0:33:46.556 --> 0:33:50.516
<v Speaker 1>expectation they would win. Where's your heart at them? You're like, oh,

0:33:50.516 --> 0:33:51.716
<v Speaker 1>I'm gonna go with the underdog.

0:33:51.876 --> 0:33:56.276
<v Speaker 2>No, that is so sick and twisted, sick, twisted, callous.

0:33:58.156 --> 0:33:59.236
<v Speaker 4>There's so much wrong.

0:33:59.076 --> 0:34:00.636
<v Speaker 2>With your reasoning there. I don't know where to start.

0:34:01.036 --> 0:34:02.956
<v Speaker 2>So first of all, I will grant you the point,

0:34:03.036 --> 0:34:05.036
<v Speaker 2>Tim Urban's here in the audience, and here's this great

0:34:05.036 --> 0:34:08.116
<v Speaker 2>equation that says happiness is reality and minus expectations.

0:34:09.156 --> 0:34:09.916
<v Speaker 3>And that's true.

0:34:10.236 --> 0:34:12.876
<v Speaker 2>And so I think you're you're absolutely right that the

0:34:12.956 --> 0:34:15.916
<v Speaker 2>favorite is going to be more disappointed if they lose

0:34:16.236 --> 0:34:17.436
<v Speaker 2>than if the underdog loses.

0:34:17.796 --> 0:34:19.156
<v Speaker 3>But what you're not accounting.

0:34:18.836 --> 0:34:21.196
<v Speaker 2>For is all the joy the favorite had the last

0:34:21.196 --> 0:34:23.596
<v Speaker 2>five times the Patriots won the Super Bowl. So I

0:34:23.596 --> 0:34:25.396
<v Speaker 2>don't have a lot of empathy for Tom Brady. He

0:34:25.436 --> 0:34:27.316
<v Speaker 2>still has his five rings, he still has his chin.

0:34:28.236 --> 0:34:31.476
<v Speaker 2>He's going to be fine, whereas the Eagles, you know,

0:34:31.596 --> 0:34:35.116
<v Speaker 2>suffering through many, many years of almost being great. No,

0:34:35.196 --> 0:34:39.076
<v Speaker 2>it's not about it's a recent and salient exall as

0:34:39.116 --> 0:34:43.196
<v Speaker 2>a native Well yeah, anyway, but think about think about

0:34:43.236 --> 0:34:45.316
<v Speaker 2>the fact that that Tom Brady has a whole bank

0:34:45.356 --> 0:34:49.796
<v Speaker 2>of joy built up over decades, and poor Nick Foles

0:34:49.836 --> 0:34:52.196
<v Speaker 2>has been struggling his whole career and he gets to

0:34:52.436 --> 0:34:54.276
<v Speaker 2>catch a touchdown pass in the Super Bowl.

0:34:54.436 --> 0:34:58.276
<v Speaker 1>You can't reconfigure the kind of principles of human psychology

0:34:58.316 --> 0:35:01.476
<v Speaker 1>in service of your own Philadelphia inferiority complex.

0:35:02.036 --> 0:35:03.516
<v Speaker 4>That's essentially what's happening here.

0:35:03.556 --> 0:35:06.996
<v Speaker 3>Though you are on home turf. This is not fair.

0:35:07.596 --> 0:35:10.996
<v Speaker 2>But no, I could play this story out for any group, right,

0:35:11.276 --> 0:35:13.396
<v Speaker 2>the teams that have won, the individuals that have already

0:35:13.396 --> 0:35:16.356
<v Speaker 2>been on top, they have already enjoyed the fruits of

0:35:16.836 --> 0:35:17.596
<v Speaker 2>experiencing that.

0:35:17.956 --> 0:35:19.396
<v Speaker 3>Here's a problem with this, don't you wait a minute?

0:35:19.436 --> 0:35:19.716
<v Speaker 3>Hold on.

0:35:19.756 --> 0:35:22.476
<v Speaker 2>You claim to believe in social justice. You do, and

0:35:22.516 --> 0:35:24.956
<v Speaker 2>so you basically want to maintain inequality and just let

0:35:24.956 --> 0:35:27.596
<v Speaker 2>the winners keep winning. And yet you wrote a whole

0:35:27.596 --> 0:35:31.476
<v Speaker 2>book about how you want to create opportunities for David

0:35:31.516 --> 0:35:32.436
<v Speaker 2>to become Goliath.

0:35:32.716 --> 0:35:33.996
<v Speaker 3>So you should be rooting for David.

0:35:34.196 --> 0:35:38.996
<v Speaker 1>No, the book was an abstract exercise in understanding how

0:35:39.036 --> 0:35:43.836
<v Speaker 1>a socially maladaptive outcome, the underdog winning couldn't be understood.

0:35:44.076 --> 0:35:44.556
<v Speaker 1>That's all.

0:35:44.716 --> 0:35:46.956
<v Speaker 4>Let me give you a understand is not let me

0:35:47.076 --> 0:35:47.476
<v Speaker 4>last thing.

0:35:47.636 --> 0:35:49.436
<v Speaker 1>Let me just explain to you how I first came

0:35:49.476 --> 0:35:53.476
<v Speaker 1>to this understanding. What you are overstating is the degree

0:35:53.476 --> 0:35:58.036
<v Speaker 1>of joy that accompanies an underdog's victory. The reason you're

0:35:58.076 --> 0:36:01.876
<v Speaker 1>overstating it is. You're forgetting the circumstances under which underdogs win.

0:36:02.436 --> 0:36:06.156
<v Speaker 1>So I first and most clearly formulated this principle of

0:36:06.236 --> 0:36:09.556
<v Speaker 1>rooting for the favorite during the nineteen seventy six Montreal

0:36:09.596 --> 0:36:12.956
<v Speaker 1>Olympics when Greg Joy, who was the overwhelming favorite to

0:36:12.956 --> 0:36:17.916
<v Speaker 1>win the long the high jump, lost to a Polish guy, Vloodek,

0:36:17.996 --> 0:36:21.956
<v Speaker 1>something who was nothing, who was like not even a

0:36:21.956 --> 0:36:25.436
<v Speaker 1>good Why because it rained that day and Greg Joy

0:36:25.756 --> 0:36:28.516
<v Speaker 1>depended was a very technique driven high jumper who needed

0:36:28.596 --> 0:36:32.516
<v Speaker 1>absolute precision in his when he planted his foot before

0:36:32.516 --> 0:36:35.396
<v Speaker 1>he jumped, it was rainy and wet his foot. He

0:36:35.436 --> 0:36:38.956
<v Speaker 1>was slipping and sliding. He lost, and like Glodek won

0:36:39.196 --> 0:36:42.796
<v Speaker 1>right now. Vlawdek for the rest of his life would

0:36:42.836 --> 0:36:46.156
<v Speaker 1>look at his gold medal and say, well, you know,

0:36:46.316 --> 0:36:48.356
<v Speaker 1>I only really won this because it was raining.

0:36:48.756 --> 0:36:51.276
<v Speaker 3>Wait, hold on, No one ever thinks that way.

0:36:51.476 --> 0:36:54.036
<v Speaker 1>Oh yeah, no, no, no, yeah, it's a tainted hold on,

0:36:54.116 --> 0:36:57.516
<v Speaker 1>tainted victory. But even today, even today, he looks at

0:36:57.756 --> 0:36:59.716
<v Speaker 1>he's got his He's probably doesn't have it in his

0:37:00.116 --> 0:37:02.156
<v Speaker 1>in a case on his wall. He's probably got it

0:37:02.196 --> 0:37:04.436
<v Speaker 1>in a tucked away and because he's slightly ashamed of it,

0:37:04.476 --> 0:37:08.196
<v Speaker 1>and his daughter says to him, Dad, how did you

0:37:08.316 --> 0:37:08.956
<v Speaker 1>do in this?

0:37:09.156 --> 0:37:10.556
<v Speaker 4>Have any six Olympics? And he says, I.

0:37:10.556 --> 0:37:13.476
<v Speaker 1>Don't want to talk about it because it's a little you.

0:37:13.676 --> 0:37:15.636
<v Speaker 3>I cannot let you get away with that. You have

0:37:15.756 --> 0:37:16.436
<v Speaker 3>claimed that that.

0:37:16.556 --> 0:37:19.716
<v Speaker 2>Ross and Nisbet gave you your worldview with the person

0:37:19.756 --> 0:37:21.476
<v Speaker 2>in the situation a book that they wrote based on

0:37:21.516 --> 0:37:24.116
<v Speaker 2>their research on attribution theory, which showed very clearly in

0:37:24.116 --> 0:37:27.596
<v Speaker 2>a shown for decades that human beings naturally attribute failures

0:37:27.636 --> 0:37:29.196
<v Speaker 2>to external forces and.

0:37:29.156 --> 0:37:30.596
<v Speaker 3>Successes to internal forces.

0:37:30.996 --> 0:37:33.836
<v Speaker 2>So Vlodik is going around thinking I am the world's

0:37:33.836 --> 0:37:36.596
<v Speaker 2>greatest high jumper, and not only that, I was able

0:37:36.596 --> 0:37:38.876
<v Speaker 2>to be great on a day where it rained when.

0:37:38.716 --> 0:37:41.796
<v Speaker 3>I was at a serious disadvantage. So eat that, Greg Joy.

0:37:44.716 --> 0:37:47.396
<v Speaker 1>I'm I'm not going to change your mind. I can

0:37:47.476 --> 0:37:49.036
<v Speaker 1>tell it's fine, go back to.

0:37:48.996 --> 0:37:51.956
<v Speaker 3>But are you going to change yours? No? Are you?

0:37:53.876 --> 0:37:56.076
<v Speaker 2>You don't want the underdog to have a chance to

0:37:56.196 --> 0:37:59.556
<v Speaker 2>just experience for a moment the joy of being on top.

0:37:59.436 --> 0:38:00.116
<v Speaker 1>Me it's tainted.

0:38:02.116 --> 0:38:05.356
<v Speaker 2>Let's let's take some listener and audience questions. This is

0:38:05.396 --> 0:38:08.316
<v Speaker 2>from Kelly. She wants to know how often you assess

0:38:08.356 --> 0:38:11.756
<v Speaker 2>your career goal and how your goals have changed over time.

0:38:12.396 --> 0:38:15.076
<v Speaker 1>I don't know if I have career goals just to

0:38:15.116 --> 0:38:17.996
<v Speaker 1>be left alone. And basically.

0:38:19.716 --> 0:38:20.796
<v Speaker 3>I can't let that one go.

0:38:21.236 --> 0:38:24.356
<v Speaker 2>You've made these shifts in turns. Right, So you started

0:38:24.396 --> 0:38:27.356
<v Speaker 2>a podcast, you were writing a TV pilot at one point.

0:38:28.276 --> 0:38:30.196
<v Speaker 2>You must be trying to accomplish something in terms of

0:38:30.236 --> 0:38:32.396
<v Speaker 2>your influence in the way that you spread ideas.

0:38:32.796 --> 0:38:33.836
<v Speaker 3>Is there's that a goal there?

0:38:35.196 --> 0:38:38.036
<v Speaker 1>Well, I don't want to get bored. I think, I mean,

0:38:38.116 --> 0:38:40.196
<v Speaker 1>it's serious. I don't know if there's anything more than

0:38:40.196 --> 0:38:43.356
<v Speaker 1>that that I'd like to try. The podcast was I

0:38:43.356 --> 0:38:45.836
<v Speaker 1>wanted to try something new. The screenplay was I wanted

0:38:45.876 --> 0:38:48.436
<v Speaker 1>to try something new. The writing books was I wanted

0:38:48.476 --> 0:38:51.316
<v Speaker 1>to try something new. I left the Washington Post to

0:38:51.356 --> 0:38:54.236
<v Speaker 1>do magazine writing because I wanted to try something new.

0:38:54.276 --> 0:38:56.996
<v Speaker 1>I mean, I wasn't unhappy in any of those places,

0:38:57.036 --> 0:39:01.476
<v Speaker 1>but I just thought the most fun I ever had

0:39:01.516 --> 0:39:03.436
<v Speaker 1>in the job was most fun was that the Washington

0:39:03.436 --> 0:39:06.916
<v Speaker 1>Post hugely fun. But at a certain point you realize, well,

0:39:07.476 --> 0:39:09.596
<v Speaker 1>there's more to life than just this, right, so you

0:39:09.596 --> 0:39:10.596
<v Speaker 1>should try something else?

0:39:12.196 --> 0:39:15.156
<v Speaker 2>All right, Sean wants to know I recently started a

0:39:15.196 --> 0:39:17.956
<v Speaker 2>new job, And I'm curious when it's appropriate to begin

0:39:18.196 --> 0:39:20.596
<v Speaker 2>disagreeing or expressing a different opinion.

0:39:21.716 --> 0:39:22.276
<v Speaker 4>How would I know.

0:39:22.316 --> 0:39:27.036
<v Speaker 1>I haven't had a job in yours. The one time

0:39:27.116 --> 0:39:29.276
<v Speaker 1>when I had a job to watch the Post, I

0:39:29.316 --> 0:39:31.236
<v Speaker 1>felt that the best way to be at work was

0:39:31.596 --> 0:39:32.876
<v Speaker 1>deeply passive aggressive.

0:39:33.116 --> 0:39:33.596
<v Speaker 4>That is.

0:39:35.236 --> 0:39:39.836
<v Speaker 1>That you should never express your disagreement in a straightforward way.

0:39:39.956 --> 0:39:43.956
<v Speaker 1>You should rather quietly and in a kind of behind

0:39:43.956 --> 0:39:46.676
<v Speaker 1>the back sort of way, make your feelings known. So

0:39:47.276 --> 0:39:49.036
<v Speaker 1>one of the things that I felt.

0:39:48.796 --> 0:39:51.716
<v Speaker 3>You are such a disappointment to adults.

0:39:51.756 --> 0:39:53.756
<v Speaker 1>This was the most important thing I did to watch

0:39:53.796 --> 0:39:57.036
<v Speaker 1>most was I realized very early on that the way

0:39:57.316 --> 0:40:00.036
<v Speaker 1>to make sure that you were given assignments that you

0:40:00.196 --> 0:40:04.196
<v Speaker 1>liked was to never do a good job with assignments

0:40:04.196 --> 0:40:07.556
<v Speaker 1>that you didn't like. And this, yeah, this is called

0:40:07.556 --> 0:40:12.796
<v Speaker 1>strategic sloppiness, is so routinely violated by people. So at

0:40:12.796 --> 0:40:14.836
<v Speaker 1>the Washington Post, we had an editor who was obsessed

0:40:14.836 --> 0:40:15.836
<v Speaker 1>with weather stories.

0:40:16.356 --> 0:40:17.876
<v Speaker 4>If there was a.

0:40:17.476 --> 0:40:20.516
<v Speaker 1>Hurricane, he wanted to send twenty people there. And nothing

0:40:20.556 --> 0:40:23.636
<v Speaker 1>is less fun than covering a hurricane. And so the

0:40:23.716 --> 0:40:25.636
<v Speaker 1>hurricanes would come and we would be sent down on

0:40:25.756 --> 0:40:28.956
<v Speaker 1>mass and I could see I was no dummy. I

0:40:28.996 --> 0:40:31.236
<v Speaker 1>could see what a trap this was because there's like

0:40:31.756 --> 0:40:35.236
<v Speaker 1>two or three major hurricanes a year. They last, you know,

0:40:35.556 --> 0:40:37.436
<v Speaker 1>I mean some of them can be they can spend

0:40:37.436 --> 0:40:40.716
<v Speaker 1>two weeks in like some some storm ravaged town in

0:40:40.756 --> 0:40:42.996
<v Speaker 1>South Florida. Like this is just not No part of

0:40:43.036 --> 0:40:45.956
<v Speaker 1>this sounds interesting to me. So I was assigned there

0:40:46.036 --> 0:40:48.956
<v Speaker 1>was a hurricane that was hitting the outer banks and

0:40:48.996 --> 0:40:52.676
<v Speaker 1>it was centering on a town on Columbia, North Carolina.

0:40:54.436 --> 0:40:55.156
<v Speaker 4>Where did I go?

0:40:55.596 --> 0:40:58.996
<v Speaker 1>Columbia, South Carolina. And I called in and I said,

0:40:59.476 --> 0:41:01.436
<v Speaker 1>sun shining here. I don't know what you guys are

0:41:02.196 --> 0:41:05.996
<v Speaker 1>talking about. And then when they got angry, I was

0:41:06.036 --> 0:41:08.716
<v Speaker 1>able to use my trump card, which was I'm Canadian.

0:41:08.756 --> 0:41:12.076
<v Speaker 4>I didn't know there was to Columbia's what he thought

0:41:12.076 --> 0:41:12.916
<v Speaker 4>it was a good idea to have.

0:41:12.956 --> 0:41:15.196
<v Speaker 1>By the way, think about this, who thought it was

0:41:15.236 --> 0:41:17.436
<v Speaker 1>a good idea to have a Columbia, North Carolina and

0:41:17.436 --> 0:41:21.036
<v Speaker 1>a Columbia South Carolmina? Is there such a shortage of

0:41:21.156 --> 0:41:25.876
<v Speaker 1>names of cities that before they separate the two Carolinas,

0:41:26.036 --> 0:41:29.076
<v Speaker 1>they're squabbling over who gets to use Columbia, Like there's

0:41:29.076 --> 0:41:32.356
<v Speaker 1>a short list, and like Columbia's on the list, and

0:41:32.516 --> 0:41:34.556
<v Speaker 1>like the whole thing's ridiculous.

0:41:36.476 --> 0:41:38.756
<v Speaker 2>And yet when I wanted to not be handed, you know,

0:41:38.956 --> 0:41:40.996
<v Speaker 2>tasks that I thought we're not a good use of time,

0:41:41.076 --> 0:41:44.356
<v Speaker 2>like sitting on a committee to determine furniture purchases, I

0:41:44.436 --> 0:41:46.236
<v Speaker 2>just let it fall to the bottom of my priority

0:41:46.276 --> 0:41:48.036
<v Speaker 2>list and didn't do a good job at it. You

0:41:48.116 --> 0:41:50.876
<v Speaker 2>traveled to a different city in a different state to

0:41:50.916 --> 0:41:52.436
<v Speaker 2>get out of doing the job.

0:41:52.356 --> 0:41:55.116
<v Speaker 1>That it's genius. The thing is you had to make

0:41:55.156 --> 0:41:57.756
<v Speaker 1>a statement. So it's not enough to be kind of

0:41:58.516 --> 0:42:02.396
<v Speaker 1>If I was just kind of routinely incompetent, fine, they

0:42:02.396 --> 0:42:05.036
<v Speaker 1>could deal with that. They have routinely incompetent people on staff.

0:42:05.276 --> 0:42:07.156
<v Speaker 1>They would just throw me back into the fire the

0:42:07.156 --> 0:42:08.636
<v Speaker 1>next time there was a hurricane. So this is I

0:42:08.636 --> 0:42:12.316
<v Speaker 1>need in com I need to be spectacularly like they

0:42:12.396 --> 0:42:16.116
<v Speaker 1>need to think Glable doesn't even know where North Carolina is.

0:42:16.236 --> 0:42:20.596
<v Speaker 1>We can't send them how to do hurricane coverage. So

0:42:20.676 --> 0:42:22.756
<v Speaker 1>it was like that was I thought a lot about

0:42:22.756 --> 0:42:25.356
<v Speaker 1>that one before I pulled that particular stunt.

0:42:27.396 --> 0:42:30.716
<v Speaker 2>I feel so proud to know you right now. A

0:42:30.716 --> 0:42:33.636
<v Speaker 2>different question, if this is from Brad, if blue collar

0:42:33.716 --> 0:42:37.836
<v Speaker 2>jobs are replaced by AI, how do you stay relevant

0:42:37.916 --> 0:42:38.516
<v Speaker 2>as a worker.

0:42:39.076 --> 0:42:41.556
<v Speaker 1>I wonder whether our blue collar jobs, the ones that

0:42:41.596 --> 0:42:43.516
<v Speaker 1>are going to get replaced by AI, are a white

0:42:43.556 --> 0:42:45.556
<v Speaker 1>collar jobs, the ones that get replaced by A That

0:42:45.596 --> 0:42:48.676
<v Speaker 1>would be my first question, go because I keep hearing

0:42:48.716 --> 0:42:53.996
<v Speaker 1>really interesting predictions that focus more on the displacement of

0:42:55.516 --> 0:42:58.756
<v Speaker 1>cognitively complex So if you think about, like there was

0:42:58.756 --> 0:43:00.556
<v Speaker 1>a great article in the New York Times about by

0:43:00.596 --> 0:43:04.996
<v Speaker 1>someone saying, you know, autonomous vehicles don't put truck drivers

0:43:05.516 --> 0:43:07.396
<v Speaker 1>out of work because truck drivers do a lot more

0:43:07.436 --> 0:43:12.636
<v Speaker 1>than drive trucks, a whole bunch of personal tasks that

0:43:12.676 --> 0:43:15.116
<v Speaker 1>require a person that a machine can't do. So the

0:43:15.196 --> 0:43:18.436
<v Speaker 1>actual driving part is just some small So what you

0:43:18.516 --> 0:43:21.116
<v Speaker 1>might have is a situation where you have a human

0:43:21.116 --> 0:43:23.396
<v Speaker 1>in the truck. Only the humans not driving all the time,

0:43:23.996 --> 0:43:26.476
<v Speaker 1>but you still need the human check on the cargo,

0:43:26.996 --> 0:43:29.796
<v Speaker 1>manage to make sure the truck is working properly. You know,

0:43:29.876 --> 0:43:32.156
<v Speaker 1>meet with the person when they're picking, you know, etcetera, etcetera, etcetera.

0:43:32.476 --> 0:43:35.116
<v Speaker 1>But if you know a lawyer is doing document search,

0:43:36.836 --> 0:43:39.356
<v Speaker 1>you know, that seems to be really straightforward for AI.

0:43:40.316 --> 0:43:41.716
<v Speaker 3>You're just trying to eliminate lawyers.

0:43:41.996 --> 0:43:43.796
<v Speaker 1>No, no, no, No, not at all, But I mean

0:43:43.836 --> 0:43:45.836
<v Speaker 1>that would be I know that lawyers are quite worried

0:43:45.836 --> 0:43:49.636
<v Speaker 1>about it, and I think appropriately, So how does one

0:43:49.676 --> 0:43:51.396
<v Speaker 1>stay relevant? I mean, I think the answer is that

0:43:51.436 --> 0:43:54.036
<v Speaker 1>you just need to be good. The obvious answer is

0:43:54.036 --> 0:43:56.396
<v Speaker 1>good at the things the machine is not. I'm not

0:43:56.436 --> 0:43:58.676
<v Speaker 1>an alarmist about AI. I happen to think that there

0:43:58.716 --> 0:44:01.116
<v Speaker 1>are so many things that we need people to do

0:44:01.196 --> 0:44:02.956
<v Speaker 1>that are not being done right now that most of

0:44:02.996 --> 0:44:06.996
<v Speaker 1>that involve communicating with them and empathizing with them and

0:44:07.196 --> 0:44:11.916
<v Speaker 1>helping them out. That some displacement of in some areas

0:44:12.076 --> 0:44:13.596
<v Speaker 1>is not gonna It is not the end of the world.

0:44:13.596 --> 0:44:15.116
<v Speaker 1>It just means that we'll be able to focus a

0:44:15.116 --> 0:44:17.556
<v Speaker 1>lot more on people who are in need of help.

0:44:18.516 --> 0:44:21.596
<v Speaker 2>Stuart and Dave both submitted basically the same question, which

0:44:21.636 --> 0:44:25.196
<v Speaker 2>is you wrote about Enron a long time ago. What

0:44:25.316 --> 0:44:28.436
<v Speaker 2>lessons did corporate America fail to learn from that debacle

0:44:28.636 --> 0:44:30.316
<v Speaker 2>that we're still in need of learning.

0:44:31.356 --> 0:44:34.996
<v Speaker 4>Well, there's so much fun about the n run case fun.

0:44:35.236 --> 0:44:35.996
<v Speaker 3>Sorry you said fun.

0:44:36.396 --> 0:44:37.836
<v Speaker 4>Yes, fun.

0:44:37.836 --> 0:44:39.236
<v Speaker 1>Thing Number one is, which is the thing that I

0:44:39.276 --> 0:44:41.836
<v Speaker 1>wrote about at the time. Well, I wrote two Enron articles.

0:44:42.396 --> 0:44:44.596
<v Speaker 1>The second one was better than the first. In the

0:44:44.636 --> 0:44:47.876
<v Speaker 1>second one, I pointed out that Enron was an example

0:44:47.876 --> 0:44:51.836
<v Speaker 1>of a scandal in which everything that was used to

0:44:51.876 --> 0:44:59.036
<v Speaker 1>bring down Enron was material in the public record put

0:44:59.076 --> 0:45:01.836
<v Speaker 1>out by Enron. In other words, to know what Enron

0:45:01.916 --> 0:45:03.476
<v Speaker 1>was doing wrong, all you had to do was to

0:45:03.596 --> 0:45:06.716
<v Speaker 1>read the material that Enron had given to the public

0:45:06.716 --> 0:45:08.636
<v Speaker 1>on what Enrod was doing. And the reason it took

0:45:08.676 --> 0:45:11.356
<v Speaker 1>so long bring anyone down is that basically no one

0:45:11.356 --> 0:45:14.196
<v Speaker 1>ever read the stuff they were putting out. Now, this

0:45:14.276 --> 0:45:18.676
<v Speaker 1>raise is a really interesting question. If everything that was

0:45:18.836 --> 0:45:22.796
<v Speaker 1>used to end Enron was based on stuff that Enron

0:45:22.836 --> 0:45:25.996
<v Speaker 1>told us, then what did Enron do wrong? So basically,

0:45:26.036 --> 0:45:27.556
<v Speaker 1>if you think that dun Wrong was a fraud, and

0:45:27.596 --> 0:45:29.676
<v Speaker 1>you say, I know they're a fraud because here in

0:45:29.756 --> 0:45:33.716
<v Speaker 1>their ten k's they detail all the crazy things they're doing.

0:45:34.036 --> 0:45:36.236
<v Speaker 1>But they told you they were doing crazy things. So

0:45:36.276 --> 0:45:38.916
<v Speaker 1>what's your case? Why would you buy the Enron stock

0:45:39.036 --> 0:45:41.356
<v Speaker 1>if Enron told you they were doing crazy things? Maybe

0:45:41.356 --> 0:45:43.596
<v Speaker 1>you didn't read the ten K, which you're supposed to

0:45:43.636 --> 0:45:44.956
<v Speaker 1>do if you buy a lot of en Ron stock.

0:45:45.116 --> 0:45:46.436
<v Speaker 4>So it gets very confusing.

0:45:46.956 --> 0:45:49.116
<v Speaker 1>It's not the same in other words, as the woman

0:45:49.156 --> 0:45:52.836
<v Speaker 1>at Pharaohs, what's her name Elizabeth Holmes with Holmes, so

0:45:52.876 --> 0:45:56.156
<v Speaker 1>there's now a case against Elizabeth Holmes that's very different.

0:45:56.836 --> 0:46:00.036
<v Speaker 1>So she was pretending to do X, and in fact,

0:46:00.116 --> 0:46:03.036
<v Speaker 1>do we think doing why that's fraud.

0:46:03.116 --> 0:46:04.516
<v Speaker 4>But if I tell.

0:46:04.316 --> 0:46:06.236
<v Speaker 1>You I'm doing why and then I do why and

0:46:06.276 --> 0:46:08.276
<v Speaker 1>you say, wait a minute, you did why, you should

0:46:08.276 --> 0:46:09.716
<v Speaker 1>go to jail. It's confusing.

0:46:09.836 --> 0:46:12.236
<v Speaker 2>So as long as I tell you, So, if I

0:46:12.276 --> 0:46:14.276
<v Speaker 2>tell you I'm going to defraud you, you're okay with it.

0:46:14.436 --> 0:46:16.796
<v Speaker 4>Well, no, I'm not saying I'm okay with it.

0:46:16.876 --> 0:46:18.996
<v Speaker 1>I'm saying it's a different kind of crime, and it's

0:46:18.996 --> 0:46:22.036
<v Speaker 1>one that I don't really understand anymore. I'm used to

0:46:22.036 --> 0:46:24.636
<v Speaker 1>the model that the con man is trying to con me.

0:46:25.036 --> 0:46:27.116
<v Speaker 1>I'm not used to the model with a con man

0:46:27.276 --> 0:46:29.756
<v Speaker 1>says before he cons me, here's how I'm going to

0:46:29.836 --> 0:46:30.156
<v Speaker 1>con you.

0:46:32.076 --> 0:46:35.316
<v Speaker 2>Doug wants to know what actions you recommend young professionals

0:46:35.356 --> 0:46:38.196
<v Speaker 2>take to shape an organization, even though they might not

0:46:38.276 --> 0:46:40.556
<v Speaker 2>be in charge yet. And I feel like we need

0:46:40.596 --> 0:46:43.676
<v Speaker 2>to disclaim that we don't necessarily want to follow your

0:46:43.716 --> 0:46:47.236
<v Speaker 2>career advice. But what advice would you give out?

0:46:47.236 --> 0:46:49.036
<v Speaker 1>I want to change an organization.

0:46:50.196 --> 0:46:53.356
<v Speaker 2>A culture you don't like yeah, policy you think is broken.

0:46:54.036 --> 0:46:57.836
<v Speaker 1>Not be passive aggressive. I'm guessing it's a good question.

0:46:57.876 --> 0:46:59.596
<v Speaker 1>I don't know if I have a good answer to that.

0:46:59.676 --> 0:47:03.756
<v Speaker 1>I when I think back at my time in a

0:47:03.836 --> 0:47:07.916
<v Speaker 1>large organization Washington Post, the thing that was most frustrating

0:47:07.916 --> 0:47:12.276
<v Speaker 1>to me was the extent to which people, over time

0:47:12.356 --> 0:47:16.756
<v Speaker 1>in an organization put the needs and desires of those

0:47:16.916 --> 0:47:20.196
<v Speaker 1>on the inside ahead of the needs and desires of

0:47:20.236 --> 0:47:24.596
<v Speaker 1>those who they're serving. So there was a famous case

0:47:24.596 --> 0:47:28.156
<v Speaker 1>of a very very brilliant reporter who was fired from

0:47:28.156 --> 0:47:31.396
<v Speaker 1>the Washington Post because he was difficult to work with.

0:47:32.196 --> 0:47:34.196
<v Speaker 1>But there was very little understanding of the fact that

0:47:34.276 --> 0:47:36.116
<v Speaker 1>what made him a brilliant reporter was the same thing

0:47:36.156 --> 0:47:38.956
<v Speaker 1>that made him difficult to work with, and that you

0:47:39.556 --> 0:47:41.836
<v Speaker 1>if you fired everyone who was difficult to work with

0:47:41.916 --> 0:47:44.876
<v Speaker 1>the Washington Post, you wouldn't have a newspaper anymore, you would,

0:47:44.916 --> 0:47:47.076
<v Speaker 1>you know you? And I thought it was odd that

0:47:47.876 --> 0:47:50.996
<v Speaker 1>an editor didn't consider it as part of their job description,

0:47:51.316 --> 0:47:55.036
<v Speaker 1>the ability to work with difficult people. Right, that's why

0:47:55.076 --> 0:47:57.116
<v Speaker 1>you do that job, and that's what makes you good

0:47:57.756 --> 0:48:01.116
<v Speaker 1>is at that job. And there's a point at which

0:48:01.316 --> 0:48:07.396
<v Speaker 1>sometimes people get so kind of immersed in their environment,

0:48:07.676 --> 0:48:10.996
<v Speaker 1>that the reader who you're supposed to be serving falls away,

0:48:11.436 --> 0:48:13.956
<v Speaker 1>and you just think about what would make your life better.

0:48:14.076 --> 0:48:16.956
<v Speaker 1>So I guess in answer to that question, one simple

0:48:16.996 --> 0:48:19.756
<v Speaker 1>way is to keep keep reminding yourself and those around

0:48:19.796 --> 0:48:23.676
<v Speaker 1>you what the point of your organization is who you're serving.

0:48:24.076 --> 0:48:25.876
<v Speaker 2>But go back to the sampling. So how long do

0:48:25.916 --> 0:48:27.476
<v Speaker 2>you want with someone and how are you vetting them?

0:48:27.516 --> 0:48:28.556
<v Speaker 3>And vice versa?

0:48:29.716 --> 0:48:30.556
<v Speaker 4>How long did you hire?

0:48:32.076 --> 0:48:33.716
<v Speaker 3>Yeah, you have assistance to work for you.

0:48:34.316 --> 0:48:37.116
<v Speaker 1>I've been very lucky with them. Only there's only one

0:48:37.156 --> 0:48:39.396
<v Speaker 1>I ever got rid of because it didn't work out.

0:48:39.556 --> 0:48:42.876
<v Speaker 1>What happened was it very rapidly became pre to me

0:48:42.916 --> 0:48:45.476
<v Speaker 1>that she was a bad assistant, But it also, at

0:48:45.476 --> 0:48:47.876
<v Speaker 1>the same time became pre to me that she was

0:48:48.676 --> 0:48:53.476
<v Speaker 1>a wonderful person and so deeply hilarious that she couldn't

0:48:53.516 --> 0:48:57.476
<v Speaker 1>even send an email that wasn't an absolutely brilliant piece

0:48:57.516 --> 0:49:00.556
<v Speaker 1>of work that would reduce you to, you know, helpless

0:49:00.556 --> 0:49:04.196
<v Speaker 1>scales of laughter. And so that really changed my perspective

0:49:04.236 --> 0:49:06.836
<v Speaker 1>on hiring, because I was like, I was I willing

0:49:06.876 --> 0:49:09.836
<v Speaker 1>to give up competence in her job for the delight

0:49:09.916 --> 0:49:13.476
<v Speaker 1>of being your emails? And the answer is absolutely so

0:49:13.596 --> 0:49:15.316
<v Speaker 1>I was like, you know, as long as they have

0:49:15.396 --> 0:49:17.356
<v Speaker 1>bringing something interesting to the table, I'm happy.

0:49:19.476 --> 0:49:21.716
<v Speaker 2>I do feel like the record needs to show that

0:49:21.756 --> 0:49:23.996
<v Speaker 2>you just said she was brilliant because she was hilarious.

0:49:24.356 --> 0:49:27.676
<v Speaker 3>So I stand by my comedian quite from earlier she

0:49:27.796 --> 0:49:31.356
<v Speaker 3>was as This has been incredibly fun.

0:49:31.676 --> 0:49:35.516
<v Speaker 2>Thank you for green to join us, for sharing your

0:49:35.556 --> 0:49:40.996
<v Speaker 2>pad advice and your interesting ideas and your wisdom and

0:49:41.036 --> 0:49:43.276
<v Speaker 2>your arguments that have inspired so many of us to

0:49:43.316 --> 0:49:46.676
<v Speaker 2>ask more interesting, deeper, bigger questions. It's a real honor.

0:49:46.716 --> 0:49:48.316
<v Speaker 2>I want to thank you, Malcolm, and thank all of

0:49:48.316 --> 0:49:48.996
<v Speaker 2>you for being here.

0:50:06.076 --> 0:50:08.196
<v Speaker 1>You've been listening to me and Adam Grant at the

0:50:08.276 --> 0:50:11.636
<v Speaker 1>ninety second Street Why in New York. This interview is

0:50:11.636 --> 0:50:14.596
<v Speaker 1>the final episode on the first season of his podcast

0:50:14.916 --> 0:50:17.756
<v Speaker 1>Work Life with Adam Grant, which is part of the

0:50:17.796 --> 0:50:22.636
<v Speaker 1>Ted podcast network. It's a great show, Adam being Adam

0:50:22.676 --> 0:50:26.916
<v Speaker 1>doing all kinds of fascinating interviews with people about workplace life.

0:50:26.996 --> 0:50:29.596
<v Speaker 1>If you're curious about what everyone else does from nine

0:50:29.636 --> 0:50:32.236
<v Speaker 1>to five, or as the case, maybe seven to ten,

0:50:32.996 --> 0:50:37.036
<v Speaker 1>give Adam's show a listen on Apple podcast or wherever

0:50:37.076 --> 0:50:39.836
<v Speaker 1>you're listening to this show. And for those of you

0:50:39.956 --> 0:50:42.956
<v Speaker 1>waiting on the first episode of Revisionist History. It is

0:50:43.956 --> 0:50:45.276
<v Speaker 1>just around the corner