Speaker 1: At Superhuman, we build software like it as a game. Now,
Speaker 1: most software companies worry about what users want or what
Speaker 1: users need, But if you think about it, nobody needs
Speaker 1: a game to exist. There are no requirements. When you
Speaker 1: make a game, you don't worry about what users want
Speaker 1: or what they need. Instead, you obsess over how they feel.
Speaker 1: Because when your product is a game, people don't just
Speaker 1: use it. They play it, They find it fun, they
Speaker 1: tell their friends, they even fall in love with it.
Speaker 1: And it turns out that game design is an altogether
Speaker 1: different kind of product development. I was professionally a game designer,
Speaker 1: and I've been actually designing games since I was a
Speaker 1: little kid, and I think that is the thing that
Speaker 1: separates my approach as a product person and Superhuman's approach
Speaker 1: as a company to building software.
Speaker 2: Welcome to How I Work, a show about the tactics
Speaker 2: you use by the world's most accessiful people to get
Speaker 2: so much.
Speaker 3: Out of their day. I'm your host, doctor Amantha Imba.
Speaker 2: I'm an organizational psychologist, the founder of behavioral science consultancy Inventium,
Speaker 2: and I'm obsessed with finding ways to optimize my work day.
Speaker 2: Before we get to today's show, I just wanted to
Speaker 2: do a big shout out to all the wonderful people
Speaker 2: that have been leaving reviews for How I Work. It's
Speaker 2: just so lovely getting your feedback on the show and
Speaker 2: reading your reviews, So a huge thank you to those.
Speaker 3: That have done that.
Speaker 2: And if you haven't done that, but you're enjoying How
Speaker 2: I Work finding it useful in some way, I would
Speaker 2: love it if you could leave a star rating or
Speaker 2: a few words wherever you listen to this podcast. It's
Speaker 2: hugely appreciated and also is a great way of helping
Speaker 2: other people find out about How I Work. And also
Speaker 2: a reminder if you have a question that you would
Speaker 2: like me to answer. I am continuing to do a
Speaker 2: few listener question episodes and I'll be recording a few
Speaker 2: more of those over summers. So if you've got a
Speaker 2: question on your mind around the world of work or
Speaker 2: productivity or something around those topics, drop me a note
Speaker 2: at Amantha at Inventium dot com dot au. All right,
Speaker 2: let's get on to today's episode. Now. If you're a
Speaker 2: regular listener of How I Work, you will know that
Speaker 2: I am in love with Superhuman, which is an email client,
Speaker 2: which basically means it's my way of accessing all of
Speaker 2: my emails. So at Inventium we use a Gmail or
Speaker 2: the g suite of products for our email.
Speaker 3: But with an email.
Speaker 2: Client, you basically can get all your emails sent to
Speaker 2: different software and for me, I choose Superhuman. I've been
Speaker 2: a user for I think about eighteen months now.
Speaker 3: I initially found.
Speaker 2: Out about Superhuman through Tim Kendall, who was a guest
Speaker 2: on this show. He used to be the president of
Speaker 2: Pinterest and then is now CEO of Moment, which is
Speaker 2: an app that helps you spend less time on your
Speaker 2: phone and it's just awesome. It makes email a joy.
Speaker 2: So I was so keen to get Rahul Vora on
Speaker 2: the show because Rahul is the founder and CEO of
Speaker 2: Superhuman And in case you haven't heard of Superhuman, it
Speaker 2: is literally the fastest email experience in the world. So
Speaker 2: according to Superhuman, users get through their inbox twice as
Speaker 2: fast and many see inbox zero for the first time
Speaker 2: in years. Previously, Rahul founded reportive, the first Gmail plug
Speaker 2: in to scale to millions of users, and Reportive was
Speaker 2: acquired by LinkedIn and I was also a big fan
Speaker 2: of Reportive. I love that plug in and found it
Speaker 2: very very useful. So I was so excited to speak
Speaker 2: to Rahul, someone that has spent the life last few
Speaker 2: years really thinking a lot and I would say obsessing
Speaker 2: about email and productivity. And I got to say, this
Speaker 2: is one of my favorite interviews from this year. Rahul
Speaker 2: just has so many very very practical strategies in this interview.
Speaker 2: He is so articulate and so thoughtful, and there are
Speaker 2: quite a few things in this interview that I had
Speaker 2: never come across before in terms of strategies, and certainly
Speaker 2: have really challenged and changed some of the ways I
Speaker 2: think about my work and approach the different tasks.
Speaker 3: In my day.
Speaker 2: So on that note, let's head to Rahul to hear
Speaker 2: about how he works.
Speaker 3: Rahul, welcome to the show.
Speaker 1: Thank you so much for having me excited to be here.
Speaker 2: Oh I am so excited that I was able to
Speaker 2: get you on the show as a guest because I
Speaker 2: am a massive, superhuman fan. I was going to say
Speaker 2: the biggest fan, but I just feel like there are
Speaker 2: so many fans out there I can't possibly claim that title.
Speaker 2: So Firsley, thank you for just creating such a wonderful
Speaker 2: email client that really does make email quite joyful.
Speaker 1: You're so very welcome. Thank you for being such a
Speaker 1: happy user. Warms my heart to hear it.
Speaker 3: Oh good, good.
Speaker 2: Now, I feel like you obviously have spent years and
Speaker 2: years and years thinking about email, thinking about your own
Speaker 2: workflow for email, and I'd love to start there. So
Speaker 2: can you talk me through? I guess, firstly, what is
Speaker 2: your relationship with email? Given this is the thing that
Speaker 2: you focused on every day, and what like? In a
Speaker 2: more nitty gritty detail, I guess does your workflow look
Speaker 2: like for processing email?
Speaker 1: Well, starting with my relationship with email, it really does
Speaker 1: go back quite some way back in the day. I
Speaker 1: founded a company that folks may remember called Reportive, which
Speaker 1: was the first Gmail plugin to scale to millions of users.
Speaker 1: We sold that to LinkedIn at a round two twenty twelve,
Speaker 1: then it became LinkedIn Sales Navigator, and the idea behind
Speaker 1: reported was pretty simple. On the right hand side of Gmail,
Speaker 1: we showed you what people look like, where they work,
Speaker 1: their recent tweets, links to their social profiles, so we
Speaker 1: could help you establish connection, like a real personal connection
Speaker 1: with people much better in your email. And now, as
Speaker 1: you know, I'm the founder and CEO of Superhuman, where
Speaker 1: we make the fastest email experience in the world. Most
Speaker 1: of our users end up getting through their inbox twice
Speaker 1: as fast as before, and many of them see inbox
Speaker 1: zero for the first time in years, which, as you
Speaker 1: can imagine, is pretty life changing. So my own personal
Speaker 1: workflow for email now, I get thousands of emails every
Speaker 1: single day. There are certain minutes in the day where
Speaker 1: I'm receiving north of five to seven emails in that minute,
Speaker 1: so you know, an email every ten to eleven seconds.
Speaker 1: This is, therefore, something I've thought a lot about. Without
Speaker 1: specialized tooling like Superhuman, it would be impossible more than
Speaker 1: a full time job to stay on top of it.
Speaker 1: So there's a few different things. First of all, I
Speaker 1: almost never ever touch the mouse. We design Superhumans so
Speaker 1: that you can do everything from the keyboard. You can
Speaker 1: fly through your inbox purely by typing, and that's a
Speaker 1: rule that I abide by, not just inside Superhuman, by
Speaker 1: the way, but in almost every piece of software I use.
Speaker 1: I go above and beyond to make sure I'm learning
Speaker 1: those keyboard shortcuts and becoming more efficient and more productive
Speaker 1: as a result. So that's step one. Step two is
Speaker 1: to make very liberal use of our split inbox feature.
Speaker 1: Do you yourself use the split inbox feature?
Speaker 3: I sure do so.
Speaker 2: In a nutshell, my workflow with email, everything comes into
Speaker 2: the inbox.
Speaker 3: Then I've got and actually got.
Speaker 2: This from Laura may Martin from Google who's their executive
Speaker 2: productive advisor. I took what she shed on the show,
Speaker 2: and so I've got my inbox where everything comes into.
Speaker 2: Then anything that needs to be actioned by me and
Speaker 2: doesn't rely on anyone else, I actually star them, so
Speaker 2: I hit the S shortcut and then that goes into
Speaker 2: my to do list inbox. I've also got a read
Speaker 2: later inbox, and I loved when I was able to
Speaker 2: do that with Superhuman in terms of splitting my inbox
Speaker 2: into just labeling things read later, and then they go
Speaker 2: into that inbox.
Speaker 3: And then I've got all.
Speaker 2: My subscriptions and calendar invites and things that are sort
Speaker 2: of the non urgent not sent from an actual human
Speaker 2: to me inbox. I've got my four inboxes and that's
Speaker 2: my workflow. Like I'll batch process to do items, I'll
Speaker 2: batch process my inbox and try to clear it or
Speaker 2: get it to at least inbox five or six at
Speaker 2: the end of the day.
Speaker 3: So that's in a nutshell.
Speaker 1: What I do fantastic, really great to hear that usage
Speaker 1: of split in box. It's just one of those magical
Speaker 1: features where everybody has its set up differently and in
Speaker 1: a way that is optimal for them, so mine is
Speaker 1: very different. I have a split for GitHub. Obviously we're
Speaker 1: a technology company. The engineering team is the critical path
Speaker 1: to getting stuff done. So I want to be the best,
Speaker 1: most responsive CEO and founder that I can possibly be.
Speaker 1: If someone tags me on GitHub saying hey, what should
Speaker 1: the copy be here? Or can you please review this
Speaker 1: piece of code or this piece of functionality, I want
Speaker 1: to be right there unblocking the team immediately. And as
Speaker 1: an entrepreneur that's important. The way that we act and
Speaker 1: react sets the bar of agility for the company. So
Speaker 1: I have a GitHub split. All mentions on GitHub come
Speaker 1: to me. Similarly, I also have a Google Docs split.
Speaker 1: We now are about sixty people inside of Superhuman. Roughly
Speaker 1: a third going on a little bit more are engineering.
Speaker 1: The rest is across every single other function and I
Speaker 1: want to know whenever I am commented or addressed in
Speaker 1: a Google Doc, I want to be able to jump
Speaker 1: in and unblock as quickly as possible to speed up
Speaker 1: decision making inside a company. So I have a Google
Speaker 1: Doc split. I also have a staff and team split.
Speaker 1: This is an internal email split. This allows me to
Speaker 1: separate external conversation from internal conversation because we are now
Speaker 1: at the phase of company where internal conversation is the
Speaker 1: stuff that needs to happen as rapidly as possible. Generally speaking,
Speaker 1: that's true for most organizations at around this size. It's
Speaker 1: a little bit different when you're smaller. It's also a
Speaker 1: little bit different when you're later. And then finally, I
Speaker 1: use the important other split. As you might know, this
Speaker 1: is an AI driven split to separate out person to
Speaker 1: person email correspondence from things like e commerce promotions and
Speaker 1: other forms of automated email. Now, the cool thing about
Speaker 1: this set up splits is it gives me a structure
Speaker 1: that mirrors the structure of my day. So the first
Speaker 1: thing in the morning, I meant the getsub split, unblocking
Speaker 1: all the engineering team. Then I'm in the Google Doc split,
Speaker 1: unblocking everybody else. Then I deal with internal email, and
Speaker 1: then I get back to the outside world. And I
Speaker 1: almost never ever go to the other splits. I think
Speaker 1: the only time is whenever I do when I've reset
Speaker 1: a password or something like that, and I know it's
Speaker 1: going to be sitting in there amongst the huge number
Speaker 1: of emails that I don't have to look at. So
Speaker 1: that's a triarche level. Things get split into the inboxes like.
Speaker 2: This interesting And so basically you're going through the main
Speaker 2: inbox where everything's arriving, and then petitioning them off or
Speaker 2: filing them into the right split inbox, or have you
Speaker 2: got it set up that things will automatically land in
Speaker 2: the correct split the latter.
Speaker 1: This is the magic of split inbox. I think if
Speaker 1: I were automatically filing, the benefits wouldn't be significantly greater
Speaker 1: over Gmail directly. But because all of these things automatically
Speaker 1: end up in their respective inboxes, it saves me significant
Speaker 1: amounts of time. Also, and this is the nuanced point.
Speaker 1: It saves me significant amounts of context switch overhead. And
Speaker 1: every engineer would be familiar with that term. Processes are
Speaker 1: designed to avoid context switch overhead. That's how today's processes
Speaker 1: get so fast. And when you think about the human mind,
Speaker 1: it's an often bandeid about term, but the idea is
Speaker 1: the same. It takes us about twenty to twenty three
Speaker 1: minutes to recover from an interruption. Similarly takes us that
Speaker 1: amount of time to recover from a context switch. If
Speaker 1: you imagine a typical inbox and you're going from an
Speaker 1: email with a candidate to an email where you're organizing
Speaker 1: the podcast, to an email where you're maybe talking to
Speaker 1: a potential investor, to an email where you're doing customer support,
Speaker 1: to an email where you're commenting on an internal management document,
Speaker 1: to an email where you're dealing with an engineering question.
Speaker 1: That is just so much context switch that to go
Speaker 1: through my inbox linearly would be absurd. I wouldn't be
Speaker 1: able to get through it. And I think that's true
Speaker 1: for most knowledge workers today. We're all doing so many
Speaker 1: more different kinds of things than we were doing before
Speaker 1: that you need software to help you make sense of
Speaker 1: the chaos and to be able to split things up
Speaker 1: into different streams of work.
Speaker 2: And so do you batch process your email then during
Speaker 2: the day, Like how often would you close superhuman?
Speaker 3: For example?
Speaker 1: Superhuman is constantly open for me. However I only do
Speaker 1: email in a batch twice a day, so I look
Speaker 1: at it first thing in the morning just to see
Speaker 1: if anything unusual has happened Over night. Is there anything
Speaker 1: that I need to jump on top of right away?
Speaker 1: I would say that's relatively rare. That's probably once a
Speaker 1: week where I have to sort of groggly send an
Speaker 1: email from bed, so to speak. Usually not a common occurrence.
Speaker 1: And then typically it's an hour in the morning and
Speaker 1: about an hour or two in the evening. The email
Speaker 1: workload is greater at the beginning of the week, so
Speaker 1: mondays it will tend to be about two hours because
Speaker 1: there's all of the weekend to catch up on as well.
Speaker 1: I don't actually do my email on the weekend. That's
Speaker 1: a relatively unusual thing. I think most people do. So
Speaker 1: Monday is a little bit heavier, and then by the
Speaker 1: end of the week it's quite a bit lighter. And
Speaker 1: I do hit Inboxero every single day.
Speaker 3: Wow, and no email on the weekend. Tell me about that.
Speaker 1: I just believe that the weekends should be for rest
Speaker 1: and recuperation. And when you get thousands of emails every
Speaker 1: single day, like I said, I could if I wanted
Speaker 1: to spend my entire day doing email, and it's just
Speaker 1: not a sensible or a good use of time for
Speaker 1: me to do that. So I'll keep an eye on it.
Speaker 1: I do have notifications on my devices, and so I
Speaker 1: see the emails come in. I am, of course, only
Speaker 1: getting notified on the important emails, and I'll jump on
Speaker 1: something that needs immediate attention, but that is increasingly rare.
Speaker 2: I imagine that there would be a lot of listeners,
Speaker 2: like other CEOs senior leaders who I don't know if
Speaker 2: they're getting thousands of emails a day, but that'd be like,
Speaker 2: how are you limiting your time in your inbox to
Speaker 2: just two one hour blocks a day? Like what are
Speaker 2: you doing differently other than what we've already spoken about
Speaker 2: that is allowing you to do that?
Speaker 3: Are there any.
Speaker 2: Other kind of tricks or hacks or things that you're
Speaker 2: doing differently to the average person?
Speaker 1: Quite probably. So there's really two different levels of this,
Speaker 1: or several. Actually. The first level is what I call
Speaker 1: the mechanical or the control level. And I said this before,
Speaker 1: I'll say it again because it's so important you have
Speaker 1: to stop touching them mouse. We don't even notice the
Speaker 1: slowdown that it causes because our brain is involved in
Speaker 1: the mechanical work of moving your elbow and your wrist
Speaker 1: and your fingers, and so the time therefore just seems
Speaker 1: to pass, but it really does add up over the
Speaker 1: course of the day. I can place you human the
Speaker 1: same way I can play the piano, and that itself
Speaker 1: creates a ton of efficiency. The next level is of triage.
Speaker 1: When you're receiving not just thousands, even hundreds of emails
Speaker 1: a day, you can't feasibly get through every single one,
Speaker 1: and so you have to use something like split inbox
Speaker 1: to make sure that the emails that you do get
Speaker 1: to are actually the ones that matter the most. I don't,
Speaker 1: of course, look at the thousands of emails I get
Speaker 1: every single day. I rely on splits like important other
Speaker 1: like team like Heurban Google docs to make sure I'm
Speaker 1: getting to the most important ones. And thereafter it's things
Speaker 1: like our snippets feature. So you probably know that you
Speaker 1: can create. These templates are sort of like canned responses,
Speaker 1: but on steroids. They're so much more powerful that automates
Speaker 1: a lot of the repetitive aspects of email. So typically
Speaker 1: I'll get perhaps fifty emails a week from folks saying, Hey,
Speaker 1: I heard about superhuman on a podcast and i'd really
Speaker 1: love access. How do I you know or can you
Speaker 1: please introduce my friends to Superhuman? I really want them
Speaker 1: to have access, And so what I will do is
Speaker 1: I'll then use a snippet, and the snippet will simultaneously
Speaker 1: do a whole bunch of different things. It will move
Speaker 1: the sender to BCC, will thank them for making the introduction,
Speaker 1: It will c see the right members of my team,
Speaker 1: it will becc our internal CRM, and it will type
Speaker 1: out a really nice email. And it can do all
Speaker 1: of that in two seconds. So you take a five
Speaker 1: minute activity, you make it a two second activity, and
Speaker 1: you can start to see how I can stay on
Speaker 1: top of an inbox that is receiving thousands of emails
Speaker 1: a day and still hit inbox zero every single day.
Speaker 2: Yeah, I think that that's great, and I must say
Speaker 2: I love snippets. I realize so heavily on that feature.
Speaker 2: I want to come back to what you were saying
Speaker 2: about not using the mouse and just using keyboard shortcuts,
Speaker 2: and I feel like I'm maybe I'm halfway there with
Speaker 2: super Huge, and I'm just thinking I do use the
Speaker 2: mouse actually to go between my split inboxes. But I
Speaker 2: guess a more general question like if someone is listening
Speaker 2: to this and going that makes so much sense, but
Speaker 2: it can be hard to remember keyboard shortcuts how well, like,
Speaker 2: what's the best way to approach that? How do you
Speaker 2: approach that when you're learning new software so that you
Speaker 2: can use it as efficiently as possible.
Speaker 1: The good news is most software shares a common set
Speaker 1: of keyboard shortcuts, so once you start to develop the
Speaker 1: muscle memory, you can very intuitively learn shortcuts in any
Speaker 1: new app that you pick up. So I suspect that
Speaker 1: every listener listening to us on this podcast will know
Speaker 1: command see or control SEE, and command V or control VAS,
Speaker 1: copy and paste, and almost everyone will know command or
Speaker 1: control b IU for bold, italic and underlying. And the
Speaker 1: reason we know these is because they work in basically
Speaker 1: every single context that you might want to use them in.
Speaker 1: That's also, fortunately, how other keyboard shortcuts work. So, for example,
Speaker 1: this this notion of changing splits where you're using the mouse.
Speaker 1: For example, if you were to just hit tab, you'd
Speaker 1: go over to the next split, and if you hit
Speaker 1: shift tab you go to the previous split. That is
Speaker 1: actually a fairly common convention in software. This works on
Speaker 1: both Windows and Mac. Hitting tab will typically take you
Speaker 1: to the next control, the next thing that you can
Speaker 1: interact with on the screen, hitting shift tab will typically
Speaker 1: take you to the previous one. But this is a
Speaker 1: real problem. It's not easy, and I do realize that
Speaker 1: you know, there is effort involved when it comes to
Speaker 1: learning and remembering these keyboard shortcuts. So we built this
Speaker 1: really cool thing called Superhuman Command, and in our onboardings
Speaker 1: we teach people that you really only have to remember
Speaker 1: one of them, and that is command K. You hit
Speaker 1: command K and pops this box. You then simply type
Speaker 1: in the thing that you to do. You can even
Speaker 1: misspell it if you like, and it will not only
Speaker 1: give you the command for doing it right there and
Speaker 1: then so you just hit answer, it will also show
Speaker 1: you the keyboard shortcut for doing it the next time.
Speaker 1: So a really simple example, let's say you didn't know
Speaker 1: the shortcut to compose an email. Hit command K, type
Speaker 1: in a few characters of the word composed. It could
Speaker 1: be let's say com and it will show you that
Speaker 1: the shortcut is C. So when you're doing it that
Speaker 1: first time, you can just hit entwer and you're composing
Speaker 1: an email, and the next time you can hit C
Speaker 1: and you'll be off to the races. You'll never actually
Speaker 1: have to look that one up again. So that's how
Speaker 1: most users learn the Superhuman shortcuts.
Speaker 2: Now, you mentioned the onboarding process of Superhuman, which, when
Speaker 2: I think about all the software applications that I've used
Speaker 2: in my life, this was like an onboarding process that
Speaker 2: I've never experienced. I told so many people about it,
Speaker 2: and I've never experienced anything that amazing. Can you describe
Speaker 2: to listeners what does the onboarding process look like? And
Speaker 2: I'm assuming because I've been using Superhuman for I don't know,
Speaker 2: eighteen months now or something like that, I'm assuming that
Speaker 2: it hasn't changed overly. But essentially, there was a human
Speaker 2: that onboarded me. And how you actually designed that process,
Speaker 2: which was just it was joyful.
Speaker 1: Well, I'm so glad to hear that because that was
Speaker 1: the key thing that we were designing for joy or delights,
Speaker 1: And folks who know me know that in my previous life,
Speaker 1: I actually used to be a game designer. So we're
Speaker 1: bringing a lot of that idea behind game design into
Speaker 1: how we designed the Superhuman experience. We specifically design for
Speaker 1: joy or delight, which we define as pleasant surprise. So
Speaker 1: instead of just leaving our customers with the product, which
Speaker 1: I think almost any other company would do, we provide
Speaker 1: this personalized one to one concierge onboarding experience to every
Speaker 1: new customer. Now, these happen with one of our wonderful
Speaker 1: onboarding specialists, who are not only experts in email, there
Speaker 1: are also experts in productivity. So yes, they learn about you,
Speaker 1: they learn how you're doing your email now, and then
Speaker 1: they show you how to do it twice as fast.
Speaker 1: Inside of Superhuman. They'll show you command K Superhuman, command
Speaker 1: that thing that I just mentioned, so that you now
Speaker 1: have the tools to continue to teach yourself when the
Speaker 1: call is over.
Speaker 2: I imagine just to give listeners a sense of how
Speaker 2: many users you've got, because some people might be listening
Speaker 2: and going, well, I've never heard of Superhuman, So that's
Speaker 2: fine when you've only got a handful of users, but
Speaker 2: how many users are you up to now?
Speaker 1: Well, I can't share the user number directly because we
Speaker 1: are a venture backed company, but in the context of onboarding,
Speaker 1: I can share that we've done tens of thousands of
Speaker 1: onboardings like this. Every single one of them was one
Speaker 1: to one, every single one of them was a VIP
Speaker 1: white glove experience, and we just really care about that.
Speaker 1: It's interesting because most founders. Most CEOs I've spoken to
Speaker 1: about this thought that it would be impossible, that we
Speaker 1: wouldn't figure out a way to make this scale unit economically,
Speaker 1: that at some point it just would all fall over
Speaker 1: and break. But I think we've been able to scale
Speaker 1: this far past the point where most people thought we'd
Speaker 1: have to stop.
Speaker 3: I think it's amazing.
Speaker 2: And I mean, for look, for any listeners that do
Speaker 2: put your name on the waiting list for Superhuman, I'm
Speaker 2: going to assume that there's still a long waiting list,
Speaker 2: am I am I right in saying.
Speaker 1: That there is. There's over three hundred and fifty thousand
Speaker 1: people on the wait list. But for members of the community,
Speaker 1: folks listening to this, what I would say is if
Speaker 1: when you sign up, put the How I Work podcast
Speaker 1: in how did you find out about Superhuman, and we'll
Speaker 1: be able to bounce everyone in the community right to
Speaker 1: the top of the queue.
Speaker 2: Amazing, amazing, That's that's very good news for listeners. Now,
Speaker 2: on the topic of batching, which we touched on before,
Speaker 2: I've also I heard that you batch your meetings. Can
Speaker 2: you talk about what that looks like and how exactly
Speaker 2: that looks in a typical week for you I do.
Speaker 1: I not only batch meetings. Superhuman actually runs on what
Speaker 1: I call a staggered calendar. Most people run very inefficient
Speaker 1: calendars that one on ones are randomly dispersed throughout the week.
Speaker 1: Team meetings happen whenever anybody happens to be free, and
Speaker 1: there's relatively little time to focus and to do deep work.
Speaker 1: So here's how staggering works. If you run a team,
Speaker 1: do your team meeting on Wednesdays and stack all of
Speaker 1: your one on ones on Tuesdays. If your reports run teams,
Speaker 1: ask them to do the same, but a day earlier,
Speaker 1: so they run their team meetings on Tuesdays and they
Speaker 1: stack all their one on ones on Mondays. And if
Speaker 1: your organization is big enough, you can push everything down
Speaker 1: one day if you have another level of management. Now,
Speaker 1: this staggering has a number of benefits. Number One, information
Speaker 1: moves through the company very quickly and very efficiently. Problems
Speaker 1: are discussed one on one on Monday in specific departments
Speaker 1: with individual contributors on Tuesday, and if necessary, they can
Speaker 1: be resolved by leadership on Wednesday. It takes at most
Speaker 1: two days for information to travel that way. Number two,
Speaker 1: what I found is problems are usually solved along the way.
Speaker 1: For example, in your Wednesday leadership team meeting, you might hear, oh,
Speaker 1: this problem came upon Monday. We discussed it as a
Speaker 1: department on Tuesday, and here's the solution we'd like to
Speaker 1: go with. And what you might find yourself doing is saying, well,
Speaker 1: that sounds good, great, thank you for letting me know.
Speaker 1: And number three, it leaves Monday, much of Wednesday, and
Speaker 1: all of Thursday and Friday free to do deep work,
Speaker 1: which is the stuff that only you can do and
Speaker 1: which requires your full concentration.
Speaker 2: Do you have any rituals around deep work, around getting
Speaker 2: into flow?
Speaker 3: What does that look like for you?
Speaker 1: I would say that my best and possibly most unorthodox
Speaker 1: ritual is the switch log. And I came to the
Speaker 1: switch log by asking the question do you know how
Speaker 1: you spend your time? Now? Most people think they know,
Speaker 1: but they don't really. Yes, you have a calendar, but
Speaker 1: calendars are poor reflections of reality. Urgent tasks require our attention,
Speaker 1: important work, they not even be on our calendars. And
Speaker 1: as the saying goes, you change what you measure. So
Speaker 1: my question morphed from do you know how you spend
Speaker 1: your time to a more simple one, which is how
Speaker 1: do we measure time? And this is the switchlog. It's
Speaker 1: a surprisingly simple and super effective Tech League Number one
Speaker 1: log when you start a task, number two log when
Speaker 1: you switch a task, and number three log when you
Speaker 1: take a break. And here's the crazy part after that,
Speaker 1: do whatever you want, and I really do mean it.
Speaker 1: Turn up for your meetings, obviously, but otherwise follow your
Speaker 1: intuition and do what seems important. So I then start
Speaker 1: to log my time at Slack. Every time I start
Speaker 1: a task or change a task, I will send a
Speaker 1: little message to a channel in Slack. You can do
Speaker 1: this with a private channel, or you can send it
Speaker 1: to another person to have them help you analyze it
Speaker 1: later if you want to do that. And they're simple
Speaker 1: things like and that. They typically start with a TS,
Speaker 1: which in my parlance stands for tasks, which so it
Speaker 1: will be something like ts colon calendar design review if
Speaker 1: I'm doing some product work, or ts colon email if
Speaker 1: I'm doing email, or ts cole on Twitter if I'm
Speaker 1: doing community work on Twitter, or ts colon arr goal
Speaker 1: if I'm doing revenue management goal setting. Now you might
Speaker 1: think this sounds very error prone. What happens if you
Speaker 1: do a different task, or you've get to log a task,
Speaker 1: or you switch. Very easy. If I log one task
Speaker 1: and I instead do another, it's usually obvious to me
Speaker 1: about five or ten minutes in that I'm doing a
Speaker 1: different thing to the thing I said it was going
Speaker 1: to be doing. That's very easy. I just go back
Speaker 1: to Slack and I edit the message. If I forget
Speaker 1: to log a task, that's also okay too. I just
Speaker 1: log it when I notice it, with the time built
Speaker 1: into the message. So instead of saying ts colon meditation,
Speaker 1: I might say five point thirty colon meditation because I
Speaker 1: started it at five thirty. And sometimes I start one
Speaker 1: to ask and this is the final issue that most
Speaker 1: people have, switch to another for five minutes and then
Speaker 1: switch back, and that's okay. I'm logging these things or
Speaker 1: almost like a lawyer, if you will, in increments of minutes.
Speaker 1: It's actually even more granular than what a lawyer would do.
Speaker 1: And whatever happens, the key thing is, do not worry
Speaker 1: about updating your calendar. You can analyze all of this data.
Speaker 3: Post hoc, and so what does that analysis look like?
Speaker 2: And just to be clearly, are you doing the log
Speaker 2: every single day or are you just doing it for
Speaker 2: periods of time to get greater self awareness and change
Speaker 2: your behavior.
Speaker 1: Accordingly, I do personally do the log every single day
Speaker 1: because I'm very lucky, very fortunate to work with a
Speaker 1: really amazing EA who can help me analyze it on
Speaker 1: a weekly basis. If you don't have that resource, this
Speaker 1: is something that you might want to do perhaps twice
Speaker 1: a year, once in January, once again at the halfway
Speaker 1: point of the year. The analysis itself is relatively simple.
Speaker 1: You take all of your tasks, you then categorize them.
Speaker 1: So my categories include product design, recruiting, PR management, leadership, email,
Speaker 1: and meditation. And then you just chart the time spent
Speaker 1: in each category. And I'm thinking of an example of
Speaker 1: a week I had earlier this year where I actually
Speaker 1: only spent four percent If I recall correctly of my
Speaker 1: time on recruiting and are whopping twenty two percent on
Speaker 1: public relations work, you can then start to compare this
Speaker 1: with rules of thumb and your ideal week. For example,
Speaker 1: I know that as the CEO of a Series B
Speaker 1: venture backed company, I should be spending roughly thirty percent
Speaker 1: of my time on recruiting my own personal effort on
Speaker 1: doing pr work is probably less important than hiring someone
Speaker 1: who can do that better than I could, And so
Speaker 1: I immediately found an actionable insight after the week where that
Speaker 1: was the case.
Speaker 3: I love that example. That's fantastic.
Speaker 2: I'll occasionally have guests on the show that do track
Speaker 2: their time. I don't think I've met anyone that does
Speaker 2: it every day, but hearing you talk about it is
Speaker 2: inspiring me to actually go through a bit of a
Speaker 2: time treking phase. Now I want to come back to
Speaker 2: meetings because I know that you've got a specific process
Speaker 2: that you use to run meetings at Superhuman. Can you
Speaker 2: describe what that is?
Speaker 1: Absolutely? Most teams run very inefficient meetings where certain is
Speaker 1: shoes are discussed to the exclusion of others, and this
Speaker 1: is doubly dangerous. Not only do you spend too much
Speaker 1: time talking about these issues, other important problems become very
Speaker 1: starved of attention and can often go for weeks at
Speaker 1: a time without anyone actually paying attention to them. So
Speaker 1: we use the decision making process outlined in a really
Speaker 1: great book. I believe this is available for free online.
Speaker 1: It's called The Great CEO Within by Matt Mercury. He's
Speaker 1: a well known CEO and executive coach here in Silicon Valley.
Speaker 1: Now the process has three key ingredients that make it
Speaker 1: so effective. We've also tweaked it a bit to make
Speaker 1: it our own, so I will describe our version of it.
Speaker 1: Number one, if somebody wants to bring something up in
Speaker 1: the team meeting, they must write it down beforehand and
Speaker 1: share it with the team by six pm on the
Speaker 1: day before. And the idea is we should avoid talking
Speaker 1: about things that were not written down, as we can
Speaker 1: read much faster than we can speak. And if you're
Speaker 1: spending your team meeting just communicating your idea or then
Speaker 1: that's obviously inefficient because you could have written it down
Speaker 1: and folks could have read it beforehand. Number two, if
Speaker 1: somebody wants to speak about something in the team meeting,
Speaker 1: they must have read and commented on the documents beforehand.
Speaker 1: Why this is a pure issue of respect. We should
Speaker 1: avoid commenting on things where we did not invest the
Speaker 1: time to get up to speed, as it needlessly wastes
Speaker 1: the time of those who did. So. It's not enough
Speaker 1: for someone just to write a document saying, hey, this
Speaker 1: is the thing that I think we should do. This
Speaker 1: is the problem. This is the solution, and only half
Speaker 1: the team read it. If that's the case, and sometimes
Speaker 1: it is the case because certain weeks are busy in others,
Speaker 1: then the half of the team that didn't read it
Speaker 1: are not party to that decision. They're not party to
Speaker 1: that discussion. This keeps things moving very quickly. Number three.
Speaker 1: If something is discussed in the team meeting is discussed
Speaker 1: for at most five minutes, and if consensus is not
Speaker 1: reached within five minutes, then the conversation stops and the
Speaker 1: decision maker is identified, and we use the Jeff Bezos
Speaker 1: rule of thumb to identify the decision maker fairly simple.
Speaker 1: For reversible decisions, the decision maker is anyone other than myself.
Speaker 1: You shouldn't have the CEO making reversible decisions. For non
Speaker 1: reversible decisions, then the decision maker should be me and
Speaker 1: we use a frameworker responsibility matrix. We happen to use
Speaker 1: Bane and Koe's rapid framework to assign any roles in
Speaker 1: the decision making process. And after the meeting, the decision
Speaker 1: maker will gather all the required information, and this part's key.
Speaker 1: They make the decision before the next team meeting, and
Speaker 1: this avoids you know, that phenomenon of just kicking the
Speaker 1: can down the road for especially hard decisions and not
Speaker 1: actually making them. And we found that by doing all
Speaker 1: of these everyone is always up to speed. Each item
Speaker 1: takes at most five minutes, and in one hour you
Speaker 1: can get through ten items with tons of room for
Speaker 1: fun and banter along the way.
Speaker 2: I love that approach and just how well thought through
Speaker 2: it is. Can I ask how meetings external meetings work
Speaker 2: for you, because I imagine that inefficiencies would drive you crazy.
Speaker 2: But you know, people that are not within the organization
Speaker 2: probably have different approaches to meetings and how they like
Speaker 2: them to run. Do you bring that approach to external
Speaker 2: meetings that you're having or are you kind of happy
Speaker 2: to be more of a chameleon? I guess in that sense.
Speaker 1: Not really, because I think external and internal meetings have
Speaker 1: very different purposes. So I am talking specifically about a
Speaker 1: team meeting where you're trying to take a set of
Speaker 1: high quality decisions as efficiently and as effectively as possible.
Speaker 1: I don't think that has ever been the case for
Speaker 1: me for an external meeting. It's very very rare. Journal
Speaker 1: meetings are some kind of sales or emotional process. It's
Speaker 1: actually the entirely opposite goal. You're not trying to get
Speaker 1: through a high number of decisions in a very high
Speaker 1: quality fashion. You're trying to be persuasive or to create
Speaker 1: some kind of outcome, like this person wants to work
Speaker 1: for my company, or they want to invest in my company,
Speaker 1: or we're going to have this partnership, or we're going
Speaker 1: to do this initiative together. So that's a wholly separate
Speaker 1: process where and we can talk about this if you like,
Speaker 1: but it's much more about understanding the other person, what
Speaker 1: their goals are, what the motivation is. It's about active listening,
Speaker 1: and by that I mean, you know, not saying ahar
Speaker 1: all the time, but really truly actively listening, responding to
Speaker 1: the points that are made, and just progressively working towards
Speaker 1: your goal.
Speaker 2: Well, yeah, I would like to delve into the topic
Speaker 2: of persuasion. I read when I was researching for this
Speaker 2: interview that Jonathan Siegel was very influentially in teaching you
Speaker 2: about how to create great pitches. And I imagine with
Speaker 2: your background, you've done a lot of pitching. So what
Speaker 2: is now your approach to pitching ideas and even more broadly,
Speaker 2: trying to persuade someone as to the merit of what
Speaker 2: it is that you're doing or what you're selling, so
Speaker 2: to speak.
Speaker 1: Here's the thing about Jonathan Siegel. And there was one
Speaker 1: other person very similar to Jonathan who I knew a
Speaker 1: decade earlier, Seamus Hashier. He was a friend back from university.
Speaker 1: They taught me so much of what I know about
Speaker 1: pitching today. The thing that sets them apart from others
Speaker 1: is they are incredibly fast talkers, they're incredibly fast thinkers,
Speaker 1: and they're also supremely confident. Now this does not mean
Speaker 1: that you should talk incredibly quickly or be supremely confident.
Speaker 1: What it means is you can lean into that skill
Speaker 1: set or develop that skill set if you don't have
Speaker 1: those things today, and by hearing them pitch countless times
Speaker 1: would shameless. I was in an entrepreneurship club, so I
Speaker 1: heard him pitch gosh, I don't know, hundreds of different
Speaker 1: business ideas. And with Jonathan Siegel, he was a mentor
Speaker 1: an advisor to my last company. I had him pitch
Speaker 1: my own company to me, way better than I was
Speaker 1: pitching it to other people. I began to see that
Speaker 1: it was practice and confidence. Now in order to make
Speaker 1: this actionable. What I have is a very simple three
Speaker 1: step process that I think you can apply to any pitch.
Speaker 1: It doesn't even have to be a venture pitch. Number one,
Speaker 1: what is the problem that you're trying to solve and
Speaker 1: convey not just what the problem is, but also how
Speaker 1: painful it is, and really make it a motive, Really
Speaker 1: help the audience connect with that pain and how many
Speaker 1: people feel that pain? Number two, what is the solution
Speaker 1: that you have in mind? What is the solution that
Speaker 1: you've built if it already exists? And number three, and
Speaker 1: this really only applies if you're raising venture investment, how
Speaker 1: does this become a billion dollar opportunity. I'm also a
Speaker 1: very active angel investor, and this third point is actually
Speaker 1: where most founders fall short. Many times I end up
Speaker 1: passing on great founders with great businesses because I was
Speaker 1: not able to get to conviction that the business could
Speaker 1: support a huge I a multi billion dollar outcome.
Speaker 2: That's a good process, And yeah, I feel like where
Speaker 2: I think where a lot of great pictures fall down
Speaker 2: is that the lead with the idea or they won't
Speaker 2: build up enough pain in the problem that people are experiencing,
Speaker 2: which I think is a really valuable thing to remember.
Speaker 2: Now you're immersed in the world of technology and software,
Speaker 2: I'm curious, aside from Superhuman, what are your favorite apps
Speaker 2: or pieces of software for being more productive and organized
Speaker 2: and sailing through the day more easily and effectively.
Speaker 1: Yeah, well, of course my favorite is Superhuman. I wouldn't
Speaker 1: be able to do my job with outis. Apart from that,
Speaker 1: I use Trello for my work tasks. This is after
Speaker 1: trying every single task management app that exists, and I
Speaker 1: try every new on when it comes out. I still
Speaker 1: find as old school as it is that Trello is
Speaker 1: a good balance between simplicity. It doesn't have a complex
Speaker 1: mental model or a complex information hierarchy, and collaboration. I
Speaker 1: can share my personal board with my EA, I can
Speaker 1: interact on boards of other people in the company who
Speaker 1: also use Trillo, other groups in the company, and it
Speaker 1: has just the right level of customizability for my needs. Now.
Speaker 1: I know that some people will need more complex project
Speaker 1: management solutions. They might use it to doist or an asana,
Speaker 1: But for me, Trello is great for my work tasks.
Speaker 1: I do try and keep my personal errands and my
Speaker 1: administration out of Trello. I find that it's just helpful
Speaker 1: to not be distracted, for example, about paying your taxes
Speaker 1: when in the middle of the workday. So I actually
Speaker 1: use Apple reminders for personal errands and for administration. For example,
Speaker 1: this morning, I got my yearly reminder to pay my
Speaker 1: exorbitant San Francisco property tax, so I should get on
Speaker 1: that before it starts accruing interest. Why do I use
Speaker 1: Apple reminders, Well, I can't really see myself abandoning the
Speaker 1: Apple ecosystem in the next few years. I was a
Speaker 1: die hard Windows fanboy growing up, switched over to Apple
Speaker 1: about ten years ago. Haven't looked back since. I think
Speaker 1: I'll be with the Apple ecosystem for the next ten years.
Speaker 1: And I want my long term reminders, things like I
Speaker 1: need to get my car smog checked three years from now,
Speaker 1: or I need to pay my property tax November every
Speaker 1: single year. I want those reminders to be in the
Speaker 1: operating system itself, and not in a tool like Trello,
Speaker 1: where if something good enough came along that was different
Speaker 1: to Trello, I would happily jump ship. And so for
Speaker 1: me that being in the operating system is very important.
Speaker 1: So between superhuman Trello and Apple re mind I sail
Speaker 1: through my day significantly faster than otherwise.
Speaker 2: Now, you mentioned that you will try new software where
Speaker 2: it comes out, and you'll compare that to what you're
Speaker 2: currently using. What is your approach to trying new software?
Speaker 2: Because I feel like this is something that a lot
Speaker 2: of people do but maybe don't do it as well
Speaker 2: as they could.
Speaker 3: So what does that look like for you?
Speaker 1: I think it really depends on what your goals trying
Speaker 1: the new software are. So I am, actually this may
Speaker 1: come as a surprise. Not an early adopter. I don't
Speaker 1: try things simply because they're new, you know. I'm not
Speaker 1: the kind of person that, for example, might hang out
Speaker 1: in product hunts on a daily basis and sort of
Speaker 1: scan through and pick out the new things. If you
Speaker 1: are an early adopt, if you are excited about trying
Speaker 1: all the new stuff, then of course communities like product
Speaker 1: hunts and specific subreddits will be a great place to
Speaker 1: go and do discovery. For these tools, I tend to
Speaker 1: rely on social network and social signal. I'm very active
Speaker 1: on Twitter. By the way, my dms are open. If
Speaker 1: listeners want to get in touch, feel free to send
Speaker 1: me a DM, and good tools will once they've maintained
Speaker 1: or rather obtained a little bit of social momentum, they'll
Speaker 1: become very clear on Twitter. And that's usually a triggering
Speaker 1: point for me. If that doesn't trigger me, then sometime
Speaker 1: after that someone will almost certainly tell me, Hey, you
Speaker 1: have to try this thing out. It's really cool. I
Speaker 1: think you'll love it, And that for me is usually
Speaker 1: the trigger when I give a new tool.
Speaker 3: A go on Twitter.
Speaker 2: Are there specific people that you follow that you find
Speaker 2: really great at highlighting new things that you might want
Speaker 2: to be giving a go to.
Speaker 1: So, like I mentioned, I'm actually a partner in a
Speaker 1: small angel fund. So my partner in this is Todd Goldberg.
Speaker 1: I would highly recommend that folks follow myself and him.
Speaker 1: Todd runs the fund day to day. I obviously run
Speaker 1: superhuman day to day. I put an hour or two
Speaker 1: a week into the fund, helping us assas companies and
Speaker 1: working with the founders that we've invested in. And I
Speaker 1: find that Todd has this incredible nose for finding really
Speaker 1: amazing experiences very early. And we are actually working on
Speaker 1: We're not quite sure the format it will take right now.
Speaker 1: We're thinking maybe we'll go all school with this. I
Speaker 1: and email list we're working on an email list for
Speaker 1: product curation, so stay tuned. I would say, watch this space,
Speaker 1: follow myself and Todd on Twitter, and we'll be going
Speaker 1: live with that project over the course of the next
Speaker 1: quarter or so.
Speaker 3: Amazing. I'm very excited about that.
Speaker 2: And are there any new or soon to be released
Speaker 2: apps that you are feeling excited about? Obviously, with the
Speaker 2: caveat that you're not a self described earlier adopter.
Speaker 1: Absolutely so. My favorite new tool is descript or descript
Speaker 1: not entirely sure how you say it. It's an incredible
Speaker 1: piece of audio and video editing software from Andrew Mason,
Speaker 1: who folks may remember as the founder of group on Now.
Speaker 1: The amazing thing about descript is that it works like
Speaker 1: a doc. So you record your podcast or your video
Speaker 1: and then imagine instantly seeing a Google doc like transcription
Speaker 1: of what was said, and like in the Google Top,
Speaker 1: you can select a piece of text, you can comments,
Speaker 1: you can collaborate super easily with anyone else on your team.
Speaker 1: But here's where it gets mind blowing. You can also
Speaker 1: select that same piece of text, hit delete and it
Speaker 1: will magically remove that piece of audio or video. You
Speaker 1: can automatically remove all filler words like and R. You
Speaker 1: can even type in what you wish you would have
Speaker 1: said and it will generate the audio in your voice
Speaker 1: as if you would have said it. And they call
Speaker 1: that last feature overdub. So if you produce audio or video,
Speaker 1: I highly recommend checking the script out. It's totally game changing.
Speaker 2: Yes, I couldn't agree more. Played around with it a bit,
Speaker 2: and it's super fun.
Speaker 3: Now.
Speaker 2: One thing, I found this great quote about you on LinkedIn.
Speaker 2: I think it was in your LinkedIn profile at one
Speaker 2: of the recommendations that you've got, and this person said,
Speaker 2: Rahool could design products with his eyes closed and the
Speaker 2: result would still be more desirable, forward looking, and dramatic
Speaker 2: than anything from a typical product person. And I read
Speaker 2: that and I mean that completely aligns with my experience
Speaker 2: of Superhuman. But what is it that you do differently
Speaker 2: in how you approach the work that you do that makes.
Speaker 3: You different from a typical product person.
Speaker 1: Superhuman? Rebuild software like it as a game. Now, most
Speaker 1: software companies worry about what users want or what users need,
Speaker 1: But if you think about it, nobody needs a game
Speaker 1: to exist. There are no requirements. When you make a game,
Speaker 1: you don't worry about what users want or what they need. Instead,
Speaker 1: you obsess over how they feel. Because when your product
Speaker 1: is a game, people don't just use it. They play it,
Speaker 1: they find it fun, they tell their friends, they even
Speaker 1: fall in love with it. And it turns out that
Speaker 1: game design is an altogether different kind of product development.
Speaker 1: I was professionally a game designer, and I've been actually
Speaker 1: designing games since I was a little kid. And I
Speaker 1: think that is the thing that separates my approach as
Speaker 1: a product person and Superhumans approach as a company to
Speaker 1: building software.
Speaker 3: That's fascinating.
Speaker 2: And you know, I think about listeners who are not
Speaker 2: designing software for a living but are doing other things,
Speaker 2: and I just think, you know, look, that's that's a
Speaker 2: great philosophy for whatever it is, like, whatever experiences you
Speaker 2: are creating in the line of work that you do. Look,
Speaker 2: my final question for you, and you've kindly suggested that
Speaker 2: people can send you a DM on Twitter, like, what
Speaker 2: is the best way for people to find out more
Speaker 2: about you, interact with you in some way and use
Speaker 2: Superhuman and maybe.
Speaker 3: Will have it.
Speaker 2: Just that's a reminder of what people should put in
Speaker 2: where they should email their request to join the waiting list.
Speaker 2: How do they do that and what they need to
Speaker 2: put in the subject line to jump that very long
Speaker 2: waiting list.
Speaker 1: For sure. So I love interacting with folks in the community.
Speaker 1: It brings me great joy. I'm very very easy to
Speaker 1: get a hold of. You can either email me Rajol
Speaker 1: that's my first name, r Ahul at superhuman dot com,
Speaker 1: or send me a Twitter direct message. My dms are
Speaker 1: open for folks who are interested in getting access to Superhuman.
Speaker 1: I would obviously recommend doing that, especially if your job
Speaker 1: revolves around email. If you're the kind of person who's
Speaker 1: in email for hours a day, as many of us are,
Speaker 1: this is something that can just help move help you
Speaker 1: move through your inbox so much faster, especially if you've
Speaker 1: had aspirations of hitting inbox zero. Just sign up and
Speaker 1: in the section where it says how did you hear
Speaker 1: about Superhuman? Enter the How I Work podcast. We do
Speaker 1: have a waiting list of north three hundred and fifty
Speaker 1: thousand people, but if you enter this podcast into that box,
Speaker 1: we will jump you to the front of the line
Speaker 1: and get onboarding you as rapidly as we can.
Speaker 3: Awesome, awesome, and listeners, just do it. Superhuman. It is
Speaker 3: just bloody awesome, Rul.
Speaker 2: It's just been such a joy chatting to you and
Speaker 2: hearing how you work and how you think.
Speaker 3: You know really deeply and practically about all these things.
Speaker 3: So thank you so much for your time.
Speaker 1: Thank you remember hello there.
Speaker 3: That is it for today's show.
Speaker 2: I hope you enjoyed my chat with Rahul as much
Speaker 2: as I loved.
Speaker 3: Doing this interview.
Speaker 2: And if you know someone that you think could benefit
Speaker 2: from what Rhul had to say, why not share this
Speaker 2: episode with them? Just simply go into your podcast app
Speaker 2: and click the little share icon, which is generally a
Speaker 2: little box with an arrow pointing upwards. I believe, and
Speaker 2: and you can share that with someone else that you
Speaker 2: think could benefit. And if you are not a Superhuman user, gosh,
Speaker 2: I wish I had shares in the company, but I
Speaker 2: don't take Rhul up on his office. So go to
Speaker 2: superhuman dot com, put your name on the waiting list
Speaker 2: mention the How I Work podcast and you will bypass
Speaker 2: those three hundred and fifty thousand people that are on
Speaker 2: the waiting list for Superhuman. I guarantee you you will
Speaker 2: love it. Okay, that is it for today's show. I
Speaker 2: will see you next time.