Trusting intuition and gut

`0:44:09`

Can you just talk about how you actually operationalize that and what you find happens when you approach things that way? I'll just admit that that's the only way I've ever known how to work. I don't know how to make decisions by numbers or I don't find any joy in it, frankly. I've always been intuition driven and gut driven. And frankly, to be honest, I think everyone actually is. And this is part of the thing I want to write up. I've been thinking about writing about this. I think everything's a judgment call. And so yeah, data can play a part. All sorts of things can play a part, but unless you're letting a machine make the decision, that's purely rational. If you're asking a human to make it's a judgment call. They're bringing to bear thousands of things they know and don't know about that influence

`0:44:57`

them about this particular decision. And it's why when companies hire executives, what are they looking for in executive? They typically go judgment and experience. They're not like they can read an Excel spreadsheet. That's not the thing that matters. Anyone can read that or anyone can read a chart or you can learn to do that. They're looking for judgment and experience, which is a very amorphous thing. It's like, what is it really? Well, they've been around, they've seen a lot of things, they've absorbed a lot of experiences and they're going to bring those undescribable things to bear to make decisions for the business. So out of all the things, data might be one thing, but there's thousands of things that go into a decision that many of which you don't even know.

`0:45:44`

And I just feel like I'm comfortable admitting that that I don't really know why I'm making these calls, but I'm making these calls regardless. And I'm not looking at a number and going, if this is fifty-one percent versus forty-nine, I'm going this way for sure. That could be an input perhaps, but it's not the only input. And I think people should recognize that even if you're a data-driven person, there's so much more at play here. So I just feel like just being honest about that and that's sort of how I've always looked at it. And I also will admit, as I just mentioned, I don't know the things that go into my decision-making process, but I'm absolutely fascinated by decision- making. I think it's one of the most interesting human endeavors. And I would just say that give your intuition credit.

`0:46:32`

Give your gut credit. It's absorbed everything. And plus the things that you don't know it absorbed that are valuable. It's easier to do that if you're the founder running the company, obviously. Is there something you find that you can do to help your teammates approach things that way too? Do you just trust their instincts also in a similar way? Yeah, you're right by the way, it is easy for me to sit up here and say this, I own the place. No one can fire me. I get it, right. I can be wrong all the time, go, my gut just told me to do this. And I understand, I do. I'm self-aware enough to understand that. But I think that by demonstrating that's how we make decisions, it creates space for other