Radical Authenticity Over Marketing Tricks

`0:56:48`

You can look at a shape and go, "It's not..." They're trying to make a perfect triangle, but it's not quite right. And I asked him about that. Or there's a stitch that's off, very clearly off. I'm like, "They could have just taken that out and redone it." And again, I don't know if this is true, but this is what he told me, which is the Navajo, they don't see those as mistakes. They're just a moment in time, and he relayed it this way. He's like, "If you're walking on a path, if you're climbing a mountain or something and you're going on a path, and you trip or you stumble or whatever, you don't start back." You can't take that stumble back. It just happened. The Navajo leave these in their rugs because they just happened.

`0:57:33`

And this is a record of what happened. I love that. I just thought it was so lovely. And I've tried to do that with the things that I do. I don't want to leave typos and stuff. That's not quite the same thing. But if I make a mistake on a video or something or whatever, like whatever. That's what you would do in the real world so I'm comfortable with that. I've always found that to be very, again, a very beautiful thing, that these are not mistakes. Mistakes are a concept we put on ourselves when we do something that wasn't what we intended. Why does that have so much weight? Maybe what we intended was wrong, too. I don't know. Are these rugs worse because there's a stitch off? No, they're not worse. They're better.

`0:58:18`

And that's kind of what I'm striving for with this stuff, is not to take things so damn seriously, and build a company that's afraid of itself, and afraid to do anything wrong and afraid to have an opinion. All these companies, not all, that's a very broad statement, all these companies. — Yeah. — You know what? Everyone's afraid. Companies are afraid, the PR people, and they've got to talk to lawyers before they publish anything. Everyone's afraid of everything, of saying something wrong, doing something wrong, being wrong in some way. That is not endearing. I think people want to do business with people. And they have to do business with companies because companies provide a lot of product. But I think they really want to do business with people. And maybe this is why I like the dry cleaner. Maybe this is why I like the grocery store. Maybe this is why I like running my business my way. I feel like people are dealing with people.

`0:59:06`

We don't have a big corporate structure. We're just 62 people currently doing the things that we're doing. We're all accessible, all reachable. No one's hiding from anybody. This is what we do. And there's, again, a thinness, a directness to that which just has an aesthetic value to me that I can't quite explain. It's like the quality that cannot be explained. I think it might have been Christopher Alexander or something, who was an architect, who talked about this. I might be totally off on this, but I think conceptually, the idea was, you can go see buildings in native villages, and there's no architect that made any of this stuff. They didn't have any architects. They had people making places for them to live and work and worship. And there's a certain quality to that,

`0:59:53`

which is not textbook high quality. But it's beyond high quality because it's a perfect fit for what they wanted for themselves. That's the kind of stuff I like to build. — It's kind of how you're designing your company. — Yeah. Perfect fit for us, for what we want and what we need, and again, getting back to the original thing, how many other people are there out there like us? Enough. That's the business model. — This is exactly how I started doing the podcast. I think I'm drawn to that, too. I think in people, not companies, right? — Yeah — And this is why I was drawn to podcasts to begin with, because it's impossible. Some of these podcasters that I was fans of before I had a podcast, I've heard them speak for hundreds of hours.