The Tim Ferriss Show: #672: Seth Godin — The Pursuit of Meaning, The Life-Changing Power of Choosing Your Attitude, Overcoming Rejection, Life Lessons from Zig Ziglar, and Committing to Making Positive Change

00:00:00 - 00:30:00

In this episode of The Tim Ferriss Show, Tim Ferriss interviews Seth Godin, an influential author known for his work on marketing and personal growth. They discuss embracing change, maintaining a positive attitude, and finding meaning in life. The conversation also touches on community engagement, climate change, and prioritizing humanity over profit.

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00:30:00 - 01:00:00

The podcast explores the importance of finding unique work, making a positive impact, and fostering genuine human connection. It draws parallels between bees and the human brain to highlight resilience and growth. The episode emphasizes treating employees as humans and adding value in freelance work, rather than relying on proxies for decision-making.

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01:00:00 - 01:30:00

The podcast delves into the traditional approach to hiring and the value of recognizing employees' work. It discusses the benefits of turnover in certain contexts and the need for faster onboarding in today's dynamic work environment. The teachings of Zig Ziglar are highlighted, emphasizing the importance of helping others and learning from rejection.

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01:30:00 - 01:38:38

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Hello, boys and girls, ladies and germs. This is Tim Ferriss. I'm happy today. I'm happy because

I get to have a conversation with my friend Seth Godin. Seth is a frequent flyer on this podcast.

For those of you who do not know who Seth is, Seth Godin is the author of 21,

count them 21, International Bestsellers. You eclipsed the fingers and the toes,

21 international bestsellers that have changed the way people think about work.

And much more, I'm going to add that on my addendum. His books have been translated into 38

languages, and Seth's books include Tribes, Purple Cow, Lynchpin, The Dip, and This Is Marketing.

Seth writes one of the most popular marketing blogs in the world, and he covers much more

than marketing, I should say. And two of his TED Talks are among the most popular of all time.

He is the founder of the Alt MBA, the social media pioneer, Squidoo, and Yo-Yo Dine,

one of the first internet companies. So he's seen many chapters, many moons. His new book

is The Song of Significance, a new manifesto for teams. You can find all things Seth at

sethgodin.com and seths.plog. Seth, so nice to see you.

Hey, Tim, this is a great excuse. I would rather cook you dinner, but this is a close second.

I will take you up on both. And I thought we would begin with what is present for me at the

moment. And you were very gracious in being flexible with our start time. I went in to see

an ophthalmologist for the first time in many years. He also happens to be a surgeon,

but I wasn't going there for any type of surgery. And I did not anticipate when I had all the drops

put into my eyes that I would be completely incapacitated for two to six hours. I couldn't

see anything within 12 inches of my face. They gave me some throwaway glasses, basically just

to get the job done so I could at least call an Uber and get home. And we pushed our start time.

And the net net of it was your eyesight, like everything else, is aging. It's still very,

very good. At least my distance is 2015, which is fantastic, but it's not what it once was, 2010.

And I had, I want to say, a moment of crisis when he basically took a card and put it in

front of me while my eyes were blurry. And he said, this is where your vision is going,

just so you know. So his bedside manner could have used a little bit of work.

But I wanted to ask you how you think about or relate to aging and the changes that come with

aging. What a great place to start. I was on the internet in 1976 before many people listening

to this were born. And when I started one of the first internet companies, there wasn't a

worldwide web. So the world keeps changing and so do we. And it's very tempting because the stars

in front of us keep changing and getting younger to imagine that we are sort of fading away.

And so my analogy, my dad taught me to ski when I was 12. And I was terrible at ball sports,

not very good at hockey. I hated getting hit. I broke my nose. I broke my arm.

But skiing, I was a maniac. There were no helmets in those days, but no one could get down the

hill faster than me. And when I was 16, I fell under the chairlift at Sugarbush on the ice

and skidded the whole way from the top to the bottom, face down, head first, dislocating both

shoulders and ended up needing surgery on both. The first one was botched by a neighbor. The second

one was by the doctor for the US ski team. And I said, I can't ski anymore. But when my kids came

along, I taught them to ski and I got back into it with my dad. And then I realized when I hit

like 35, you're just going to have to keep confronting the fact that you're afraid and you're

not going to get better at this. So I switched to telemark skiing, which is twice the work in

half the speed. And I did that for 10 years. And then I switched to skate skiing with Nordic

skis. And I get to still do that. And it's very easy when I think about my lack of recall that I

used to have where I could run a seven hour session without repeating myself to my inability

to ski anymore, to 17 other things that I'm walking away from, and to feel a sense of loss,

to feel like we need to grieve that we're not that person anymore. But I guess after

my first bout with COVID, it was more like, what a gift I have today to be in the shoes of somebody

who at 62 gets to do things well, but only because I'm walking away from things I can't do anymore.

And instead of focusing on what I used to have, I'm really working hard and getting

satisfaction out of focusing on what I do have when I can do. And that just raises the stakes for

things. And the reason that this is interesting, I think, is because boomers, and I'm a little bit

a lot older than you, but boomers have driven our culture since the day I was born. That

when we were draft age, that was when the draft really mattered. And when we were listening to

rock and roll, that's when music really mattered. And when people needed to make money for their

family, that's when Wall Street really mattered. And now boomers are dying. And so we are living

in a culture where there's an overhang of all these people with loud voices talking about the

end of the world, because it's the end of their world, but it's not the end of the world.

I thought you might have a few things to share. That was a rant to get us started.

My goodness, you just bought permission to talk about whatever you want that put a

salve on my existential crisis wound that I had earlier today. But before we move on,

let me ask you on a day to day, week to week basis, you strike me and have struck me for a

long time as a, let's say default optimistic. Generally, if we consider baseline to be emotion

neutral, generally above baseline person, are there times when you catch yourself perhaps

focusing on noticing dwelling is too strong a word, but ruminating on the loss of something.

And in those cases, what do you do? I'm just wondering what the intervention looks like,

what the self-talk looks like, anything like that. So I really wish you had had a chance to

interview Zig Ziglar. Me too. Zig was my friend. He was one of my first teachers. And one of the

things I took away from Zig as someone who had gotten himself into a pessimistic cycle for five

years early in my career is the world is going to be whatever the world is, approaching it

with a positive energetic attitude, probably will make your experience of the world better

than girding yourself by being a pessimist and maybe getting what you're hoping for. So

I find myself coming back frequently, particularly in the last bunch of years when there's been

so much doom and gloom to this idea that we get to pick our attitude. And in fact, it's the only

thing each of us truly gets to pick. And it doesn't mean what happened to you is what you deserve.

It just means that that happened. Now you get the one and only choice, which is how to process that.

So that's not the answer to your question. But that's my approach. But I would find myself in

negative ruts. When I'm confronted by too much media, when I first started organizing the carbon

almanac, there was a full two months when the cataclysm that we have created was confronting me

really directly. And it was hard to find my footing. Speaking of response and choosing response, and

I don't want to shuffle the deck in such a way that makes things difficult. But we spoke a little

bit before we began recording about the several thousand things that we could discuss. And one

name came up, which was Victor Frankel. And would this be an opportune time? We can always hit snooze

and come back. Sure, Victor. But would this be an opportune time to invoke the name Victor Frankel

and let you run with it? There are a few books that have been brought up on this podcast more than

that one. Very few. And Victor Frankel's story, survival of four concentration camps, just generous,

heroic. The thing is, a lot of people stop reading halfway through the first book that they touch

of his because the story is really powerful. But then you get to this stuff about logo therapy.

And some people say that he was part of the triad of Austrian pioneers in the way we think about

the mind. There was Freud, who focused on sensuality and sex. There was Adler, who focused on status,

dominance. And then there was Frankel, who focused on meaning. And meaning, as far as I can tell from

my limited reading of Frankel's work, is when a human being finds a thing that means something

to them, a chance for a path forward, a pathway to hope, everything in their life gets better.

And that his work, he lived for another 70 years after he got out of the camp, 65 years. His work

in suicide prevention was extraordinary from the statistics I've read, because he understood that

for many people, I'm not generalizing everyone, but for many people, finding a path toward hope

of meaning, of realizing that the struggle is the struggle, but you get to decide what to

do with it is really profound. And I think as our industrialized world has gotten more narcissistic,

which basically says marketers need to make you uncomfortable so that you will buy more stuff to

feel better about yourself and your standing, marketers are trying to push people to find

meaning in purchases. And the problem with that also in friends and likes and social media nonsense,

the problem with that is it doesn't scale. And after you've got one storage room full of stuff,

buying more things doesn't seem to help you find more meaning. And I really feel like we're in this

moment in our culture, this moment in time, where people are waking up and saying, thank you very

much, but I don't need to buy another thing. What I need to do is find something to care about.

And I'll finish this with a two-parter about, I went to see a community orchestra last week,

my friend is in it, all volunteers. And the thing about community orchestras is there are

violinists and floutists and oboists who get paid money to do it. But no one in the community

orchestra is saying, why aren't I getting paid? Because that's not why they're there. In fact,

they often paid to be there. And I'm guessing with no data whatsoever, that if you surveyed people

who are in community orchestras, they probably index happier and more engaged in life than

people who aren't. So the question is, where are we going to find our community orchestra?

For me, the last year and a half, it was the Carbon Almanac. I have 1,900 friends in 90 countries

around the world. I ran into a bunch of them yesterday, Union Square. And they're not doing it

for money, none of us got paid. They're not doing it for me. I wasn't even there until I showed up

at the end of the day. They're doing it because the meaning that they get from it is so valuable.

It gives them a reason to put up with all the other stuff they have to do every day.

I think we should take a moment just for those who are not familiar to provide a little bit of

background, just a brief description of what the Carbon Almanac is. And then we can navigate from

there. As you so generously said, I've written 20 books. I wrote Permission Marketing, which invented

the business of email marketing. And I wrote a book called Purple Cow. But I don't need to write

books. I don't wake up in the morning the way I used to saying, what I do for a living is write

books. What should I write about now? I only write one when I have no choice. And two and a half years

ago, I read The Magnificent Ministry for the Future by Kim Stanley Robinson. And it completely

upended the way I saw the world. It was astonishing to me how much I didn't know

about what was happening to the climate. And I realized that I wasn't talking about what marketing

and corporations were doing to the climate because I felt stupid. And the reason I felt stupid is they

wanted me to feel stupid, that they want us to be confused. And I thought, well, if I'm

under informed, I bet other people are too. And I used to make Almanacs for a living. I did the

Business Almanac, the People Magazine Celebrity Almanac. I know how to make a complicated long

book. But I realized, hey, it would take me too long and be really lonely. So what an opportunity,

I downloaded discourse, set it up, invited some people to join me. And within a month,

we had 300 volunteers, most of whom I have never met in person. And in 150 days, we built, edited,

footnoted, researched, copy edited, illustrated a 97,000 word book with no errors in it.

All as volunteers around the world, 24 hours a day trading shifts. And the process of building it

found solace for all of us. And I learned so much, which I incorporated in the new book

about what a community can do when people are enrolled. And I also learned a lot,

like plastic recycling is a fraud. And Exxon knew long ago about what was happening to the climate.

And my favorite is the carbon footprint. The concept was invented by Ogilvy and Mather

for their client British Petroleum as a way of getting privileged people to feel guilty

about their behavior. And if you feel like a hypocrite, maybe you won't speak up.

So where should we go here? We find ourselves at a multi pronged fork in the road.

We can talk about industrialism. We could talk about building community, which is something

that is certainly on my mind, but I don't want to hijack. I can try to coax and direct, but I

don't want to hijack if it's not a natural place to go. We could talk about creativity, trust,

enrollment. I'm choosing a few words here and there that come to mind. AI, of course, on many

people's minds, but perhaps you could speak to the antidote to nihilism. And I want to preface

that just by saying, when you talk about marketers and corporations, I would like to say, and I

think it's fair to say that you come from the place of someone who has worn the hat of marketers,

you come from a place of someone who has worn the hat of founder, of executive,

and therefore I give it much more credibility than I would someone with 27 bumper stickers from

27 causes driving around in Berkeley who's never really worked in an office or in a business of

any type who's spouting off about the evil corporations in the same way that someone

might talk about the evil Illuminati. So that I want to establish. With that backdrop, could you

speak to how you think about nihilism and addressing nihilism? Because certainly even in my audience

and particularly among younger people, but I have seen it bleeding upward into my generation,

even people who are older than me, it what appears to be this creeping nihilism, this sense that

nothing means anything. You can't sort true from false, right from wrong. Everything's too

confusing. We have deep fakes, misinformation, disinformation, you just can't sort anything

from anything else. And on top of that, it seems like the Titanic has already hit the iceberg.

We're on the way down. You can't really patch the whole. So is the best we can do playing

violence on the deck while she goes under? Or is there anything else to do? That is

maybe an overstatement, but not much of one. This is something that I really do sense in

many interactions that I've seen and felt. And I would just love to know how you have thought

about that because I have found myself similar to where you found yourself perhaps at one point

with the Carbon Almanac in a malaise. And some would say, well, it's a well-warranted malaise.

So what are you going to do about it? And I would love to know what you suggest we do about it,

or what you have done about it, aside from the putting together the Carbon Almanac itself.

Longest question of all time. Thank you for listening to my TED Talk.

It's a great question. And you should be driving because you know exactly what's going on.

I'm going to start by saying I'm a hypocrite and so is everybody else. So I don't have to

point out that I'm more pure than other people because I'm not. And now after just a few minutes

of the podcast, we have to put onto the table a very simple statement, which is we're all going to

die. But that was true 50 years ago too. And there's a great book that I loved called The Last

Policeman. And I'm not sure I'd say it's a great book. It's a great concept. And I really loved

reading it. Imagine that there's an asteroid that's going to hit the earth in a year and

destroy and kill all of us. It's not don't look up. It just starts with that premise.

And then it's a police procedural book about the last policeman left in a little village in New

Hampshire, because everybody else says screw it, we're all going to be dead in a year. So

marriages break up. Why would you go to work to clean the fryer? If you know you only have a year

left to live, supermarkets fall apart, but he goes to work every single day. Because we're all

going to die, maybe not in a year. But no one listening to this is going to be alive in 100

years, even some Silicon Valley billionaires who are getting blood transfusions aren't going to be

alive in them, right? And so the only question is, are you going to die in a year or 100 years?

And when we look at the data on the climate, it's very clear that there are going to be 10,

20, 30, 40 million climate refugees every year. That whole swaths of the earth are going to become

uninhabitable. It's not going to be pleasant for many people. Can we quote, fix it and go back to,

I don't know, when? No. Is it a problem that we should address? Definitely. But that doesn't mean

we could do anything to live forever. So given that we're all going to die, the question is,

what's the point of tomorrow? And for me, I think the key question coming at this,

as someone who went to Stanford Business School a very long time ago, is some people believe that

the purpose of business is to enable culture, to enable humanity. And some people believe that

the purpose of humanity and culture is to enable business. And I think those people have too much

influence right now, and they are raw. And Milton Friedman just made up this nonsense about the

only purpose of a corporation is to maximize its profit. It lets people off the hook, and they

become tools of a system that grinds stuff out. So if we think about Amazon, Amazon has had turnover

as high as 30% in a 90 day period. 30% of all the people they hired across the whole company

quit in less than 90 days. The data that I quote in the book is that it cost Amazon a third of

their profit, a third of their total profit because of turnover. And the reason is simple,

because when you get there to work in a warehouse, and more than half of all the

warehouse injuries in the United States happened at an Amazon warehouse last year,

they don't treat you like a person. They say your job is to beat the numbers on this sheet of

paper or on this iPad screen, and then beat them again tomorrow. It's Frederick Taylor on steroids

with a stopwatch, jerking people around the expression jerking people around came from Ford's

assembly plant in the 1920s, because Frederick Taylor and Henry Ford used a stopwatch to measure

every single motion. And a visitor to the Ford plant said, it looks like everyone here is wound

up the way they are jerking from left to right with strings pulling them. It's a wonder that they

can even live. And when we think about tomorrow or the tomorrow after that, given the damage we've

all done, we still live in culture, we still have this miracle you and I are talking well,

thousands of miles apart, we have access to every piece of information, we have magical

computers that can understand us and talk back, we can reach out to someone in need, we can connect

to people who need to hear from us. And if you want to just give up because the world is going to

be different in 20 years, that's your choice. But given that we've got this window, it feels to me

like we need to up our focus on humanity and connection and possibility and improvement of

the condition and maybe not worry so much about public demonstrations of power, firing people

online, being brutal in the service of profit, because we don't have a profit shortage, we have a

meaning shortage. So what can someone listening do? You could personalize this to me if you like,

I'm always looking for meaning. Seems to be a perennial subject for me. What can someone do

if they are listening and thinking it is not my path or I don't have the bandwidth or film the

blank to become say a climate activist, not to say that's what you're implying, but what else

can I do to be part of the light and not part of the dark, so to speak?

So in a second, I want to talk about the bees, but first, significance. So I surveyed 10,000 people

and I said, tell me about the best job you ever had. And I gave people 14 choices about what made

it the best job they ever had, including they paid me a lot of money and I didn't have to work very

hard. And the results were the same no matter which country people came from, no matter how old

they were, the results were accomplished more than I thought I could. People treated me with respect

and I did work. I was proud. If we feel significance, we start to feel optimistic. We start to feel

meaning. We start to feel human. Where does significance come from? It comes from making a

change happen. Can you be really clear about the change you seek to make and who you are making it

with and for? So when I think about climate, most of the people who showed up to work on

the carbon almanac said, well, I'm doing fine. I recycle this, I compost that, I don't do that.

And this is the myth of the carbon footprint. There is nothing you can do personally as a

privileged person of the colonial world to fix the climate. But what you can do is organize

that if you can figure out how to get five or 10 people together, you can probably

ban gas powered leaf blowers in your village. And that will have 50 times the impact of you

switching to an electric car. Plus the idea of banding together with five or 10 or 15 other

people creating the conditions for other people to find something to care about and succeed at it

will fill you with meaning, not with despair. But leaving the climate aside for a minute,

when we think about our days, where we go to work, who we work with, whether we're in a

community orchestra or not, is it significant? Is it about you and the change you seek to make?

Or you quote, I'm just doing my job. So I'm doing a talk for Harvard. And they said,

what do you want to call it? And I told them, and they renamed it, which I got them to unrename,

to having your employees feel significant, as if it's some sort of hand waving that you get

to do with the free snacks. And that's not my point. My point is, we built all these systems

so we can actually be significant. So we can actually point to what we made. So let's go back.

How long ago was the first Breakthrough Book for your 10 years? Give or take? 15?

Last Breakthrough or the first Breakthrough Book?

The four hour work. Yeah, the four hour work. Yeah, four hour work. It was 2007.

So let's call it 15 years ago. Right. 15 years ago. So what you said to people, to a lot of

tutting and disbelief, is that you as an individual have access to tools so that you can find some

thing or somebody or some system that can do the grunt work so that you can actually do human

work that is valued by others. And that opened the door for what so many people are now capable

of doing. However, there's still all this pressure to race to the bottom. If you put your freelance

work on Upwork, the race is to be the fastest cheapest person. Well, if you're the fastest

cheapest person, you're just a mechanical turk. You're just cranking it out and no one cares

about you because the minute someone's faster and cheaper than you, they'll switch.

And what we're looking for is to find work where our work is unmistakably us.

Where our work is something we can point to and say, given who I am and what I see, I made this.

I made this for you. Can you please help me make it better? And when we can do that,

our days are totally different than when we're basically sure that an AI is going to

take over our job for free as soon as the boss can figure out how to write down what we do all day.

Let's just say as a thought exercise that you came across through, it doesn't have to be through,

Alt-MBA. You end up taking on as a mentee the 25-year-old current day version of you,

similar background, similar education. How would you help that Seth to do this?

So I haven't run the Alt-MBA for a long time. I'm very proud that there's a B Corp and it

runs and lives happily without me. And I don't have any official mentorships. And you've heard

me talk about this before because it just doesn't scale and it becomes this bottomless pit of repair.

Yeah, this is just a total thought exercise. Right. But I need to say it because sometimes

people hear your thought exercises and then they send me notes. Seth's taking mentees,

the subreddit Seth's mentees. The point of my work is for me to be able to be a mentee without

showing up in person. And I'm thrilled when that happens that when someone sends me a note saying

I'm 25 years old, how do I become a marketer? Where do I get a job? Where do I train? My answer is

you do it by becoming a marketer. Go find a charity that you care about and go raise $10,000

for them. Go to a garage sale, buy $40 worth of stuff and sell it on eBay for $100. Go figure out

how to tell a story to somebody else that changes them. And if you're a receptionist at an ophthalmologist,

you can do the same thing. You can figure out how to take that patient who just came in

or is on their way out and make them feel 10% better by saying something, doing something,

interacting with them. Not because it's in the manual, not because you memorized it,

but because you see a way to connect to another person. If you can do that just a little,

you can do it again. And that is the breakthrough that industrials do not want us to understand,

that they invented public school. So we would say, will this be on the test? How little can I do

and still get picked? And all three of those things are wrong. And the option instead is to say,

is there a human somewhere connected to you in person or online? Can you connect with them in

a way that makes things better for them at least a little? And then can you do it again?

That's what culture is. That's what we've been doing for 10,000 years. That is what fills people

with meaning. And you don't need tips or tricks or hacks like someone sending me an email saying,

Seth, what's your favorite color? Because then if I write back somehow, we've built this

sense of mutual connection. No, that is not marketing. That's hustling. And hustling doesn't

work anymore because everyone's doing it and just wait till the AI spam shows up. The AI spam is

going to make your head explode because it's going to be so effective until you end up not even trusting

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If people are listening and they want to, as you've outlined, create meaning, do human work,

not succumb to a race to the bottom where they end up replaceable by the next fastest, cheapest

fill in the blank. Do you have any other guidelines besides get started? Do the thing that you are

aiming to do or any other reasons to be optimistic? I think that might be helpful also just to not

level the scales a little bit, but I feel like optimism is often a precursor to action

or prerequisite in a sense. How would you speak to that? And I want a footnote. I did take a

note on paper. You said, I think we're going to come back to the bees if I heard you correctly.

We're going to come back to the bees. Let's talk about the boss. It is entirely possible that you

work in a place where you have no options, you have no agency, you have no significance. If that is

actually true, you should quit because you don't get tomorrow over again. My guess,

it is not actually true. My guess is you have more agency than you are prepared to embrace.

And so go start a book club at work. Start with one of Tim's books, read it with four other people.

And so get on the customer service line after your shift is over and answer three questions.

And so figure out how to engage with someone in the organization in a way that is not part

of your job and figure out how to lead and connect. You can do those things without getting fire

or after work. A friend of mine got married at a old folks home and the person the witness was

97 years old. And two days later, she passed away. So do you think that that's going to be a magical

marriage to have honored that person? The one thing that she was staying alive for that she

got to see before the end? Or do you think it makes more sense to be a bridezilla and to just

make sure you're part of the wedding industrial complex and everything matches everybody else's

wedding? So in all these elements of our life, we are pushed to do something the normal way,

the profitable way, the way where we are blameless, or we can choose to do something that matters.

So now the bees, if you don't mind. I don't mind. I am fascinated by the bees. So

the story, it's more personal than most stories I tell, but I have been hoping to share it with

you. So I'm glad we're getting this chance to talk. I got a note. I don't apply for work anymore,

because airplanes feel like cannibalism to me after working on the climate thing. I feel like I can

do my work without doing that. And after 1000 in person speeches, I've earned the right to say,

no, I'm not going to get on a plane anymore. But I need to get somewhere for family reasons.

And someone reached out and said, for family reasons, I have built a firm that's remote.

I'm really remote in Australia, because my daughter, who's 10, was born with some health

problems. And I've tried to organize our lives to support her in having the most magical

life that she can. And I'm running a conference for the entrepreneurs, my venture firm funds.

They're all in regenerative work. They're all dealing with the climate problem from a commercial

point of view. Will you come help run a two day seminar for them? And I happen to be somewhere

near there. So I said, yeah, I can do that. And so for free, I showed up to do this two day workshop.

Well, the day before he reached out and said, I'm not going to be there in person because

my daughter is not feeling very well, but I'm sure it'll go great. So the person I ended up

running it with is beekeeper from Australia. And he started talking to me about the bees.

And he told me the story of Jacqueline Freeman's song of increase. And the song of increase is

just such a great Tim Ferriss story. So here's what happens. A typical hive, not the big honey

hive, we could have a whole conversation about big honey, but a typical feral beehive at the end

of a long winter will have barely made it through. That's what the honeys for to supplies them with

food during the course of the winter. But if they made it, the council of maidens will meet,

they're the ones who really run the hive. And they will do a couple of things. The first thing they

will do is build a vertical egg chamber and instruct the queen to lay and fertilize a queen egg,

which is very unusual because there's only one queen in the hive. And the second thing they will

do is tell the rest of the maidens to go get as much pollen as they possibly can and replenish

the honey supply. This happens in May and June in the northern hemisphere. And so what will end up

happening is the hive will, this is 20,000 bees will be back in ship shape condition by June.

And then based on the weather, because they know what the weather is going to be, they're very good

at this. They will organize without an organizer, lead without a leader. 12,000 bees will leave the

hive in a 10 minute period of time. They will leap out of the hive, singing the song of increase.

And Jacqueline has written beautifully about this, and then they end up in a tree 100 yards away in

a tight ball, because bees have to maintain a body temperature of 98 degrees, or else

they fall apart, they get into a torpor. And now they only have three days to find a new place to

live. And each one of the bees is doing what the bee does. Almost every bee, except for the queen,

is only three weeks old, which I didn't know, I thought bees lived a really long time. So the

scout bees are doing their scouting and the maidens are doing it, each bee is doing their thing.

But the hive is basically a human brain inside out, their neurons all working in sync to create

this leap forward. And hearing this story, I was completely transfixed by what the song of

increase could mean to people. And then I realized people aren't bees, and we're looking for something

with even more internal meaning than simply this leap forward. So I ended up driving then

really far, hundreds of miles to visit a friend. And early the next morning, I went for a swim

with all this forgive the pun buzzing going on in my head. And there was, as someone who swims

almost every day, there was a very fierce riptide. And I came as close to drowning as it is possible

for a person to come. And as it happened, I was pretty okay with the fact that that was the end

of that. I would miss my family, I would miss so many things, but it was like, well, if that's the

end of that, that's the end of that. And then this mission of talking about significance,

just flooded over me and I somehow figured out how to get back to shore. And then the next day,

I heard from Dan and his daughter, Frankie at Bestaway. And the combination of all those things

helped me realize that the world probably doesn't need another marketing book for me,

but probably could benefit from thinking about all of those things at once and realizing that we

have so much more power than we want to acknowledge. Thank you for sharing that Seth. That is more

personal than most stories you've shared. And I'll just take a beat on that. And

would love to hear what happened after that swim, after that phone call, what did the next

week or two look like for you or feel like for you with respect to this germinating

seed? Maybe it was beyond the seed of significance and shifting perhaps to a focus on that

with your communication, with your thinking. What did the subsequent week look like?

It's funny because no one's ever asked me that, but it fits right into the question you asked

a little while ago about what can people do. I wrote a whole book in two weeks. I said,

how can I honor Frankie? How can I honor Jacqueline? How can I honor all of the people who

are being brutalized by billionaires in Silicon Valley? How can I honor the climate refugees?

How can I honor everybody who has something to lose by doing the thing that some people think

I'm good at? And what could I do for Frankie that would be better than this? And so that's why I

did it because writing a book, as you know, is more of a lift than is rational. And I could have

just written a few blog posts, but having people see you do this irrational lift helps them understand

that you have something important to say and that maybe they'll share it with somebody else.

I'm going to throw out a few terms. Actually, I'll give you two choices and we can go down

whichever path you choose or option C, which I don't present. You're all you're good at choosing

option C when people say you can choose between A and B. So that may be where we go. Wooden tiles

or Quakers, where would you like to go? So let's talk about I learned something fascinating about

the Quakers. The Quakers invented solitary confinement. And when we think of Quakers,

nonviolent, etc. The whole idea, think about the word penitentiary, right? It's where you go to be

penitent to repent. And the idea of solitary confinement was to create the conditions for

people to get comfortable with their sins and to repent from them. And then across in England,

they built the panopticon, which was a prison where you were under constant surveillance.

So this is super low tech. You just put the guardhouse in the middle and make sure the

windows are all lined up. So everyone feels like they're being seen all the time.

When we add solitary confinement to the panopticon, we end up with surveillance capitalism. We end

up with this idea, not the surveillance capitalism of consumers being surveilled, which is what the

book is about, but more about workers being surveilled, that we isolate them from each other,

except when they're in a Zoom call where the meeting was designed to make sure they weren't

picking up their dry cleaning when they were home and counting their keystrokes and measuring their

output and counting the clicks, constant surveillance, and for many people, the equivalent of solitary

confinement. Well, why are we surprised that turnover is high and work satisfaction is low?

Because we stripped meaning from people when they go to work because we don't trust them

to be people. We need them to be resources. And that's why the very phrase human resources

is such a challenge because after you've optimized the machines, the next thing to do, of course,

is to optimize the people. And the whole measured self movement about how can you get better on

your bike with Strava, but that's happening to at work, whether you want it to or not.

So let's just say you're the founder of a small company. And maybe it started off as a

solo operation or husband and wife team. And good news, you seem to have created something

that people want or need. And it's growing. So you hire, you hire people. And you have the best

of intentions. You believe yourselves to be moral people, ethical people. And that husband and wife

team are listening to this podcast. And they have four employees. Maybe they're in a fast growing

bakery. Who knows. And it could be any type of business. They have the tiger by the tail. They're

growing quickly. There's not a lot of room for underperformance. Because a lot of people are

wearing a lot of hats. How would you talk to those people? Because they may hear this and say,

yes, Seth, I want to value my employees as humans, not just resources. And the reality is we have

pretty tight margins. We're attempting to grow quickly. We have a lot of inventory. We need

our employees to really perform at the highest level possible. And if they're not performing,

we do need to let them go or replace them. Okay, so we're going to do an aside in a minute

in my old voice about freelancers and entrepreneurs and growing a small company. But before we do

that, I want to highlight, I am not here to say we need soft to replace hard. I am not here to say

that workers benefit when the boss goes easy on them. In fact, I'm talking about the opposite,

that the significance of what can be built by Cesar Chavez or what could be built by the

Carbon Almond Act team for no money has nothing to do with soft or hard. It has to do with the idea

that you make a promise and you keep it. And you need to have a lot of rigor where you are

relentlessly criticizing the work, but you are not criticizing the worker. You earn enrollment on

the change you seek to make, right, that the original Mac was built by 13 people at a pirate

flag, and they worked harder than anybody in Silicon Valley has ever worked before or since,

and they didn't get paid very much. And if you talk to Susan years and years and years later,

I don't know if she's been on the podcast, but she's great. She will talk about it as being

a seminal moment in her life, right, because they got something done. So that's why we need to have

the aside about freelancers and scale. Freelancing is magic. I am a freelancer. I used to be a

freelancer in between. I was an entrepreneur. They are different jobs. Freelancers get paid

when they work. They do the thing and it has their name or something like it on it. It's very hard

to scale freelance work. What you need to do is strip away the busy work, outsource it,

and what you need to do is get better clients because better clients demand better work

and pay you more. But what usually happens when a freelancer starts to succeed is they hire junior

versions of themselves and try to push those people to read their mind, work ever harder and

faster for less money than they get paid and then pass it off as their work. That's super stressful

and it almost never works. And so if you really are building something bigger than the two of you,

I would say, tell me this thing you're building and why some customers will pay more for it because

you added human value. Because if you're trying to out Amazon, Amazon, you got troubles. Even

Walmart can out Amazon, Amazon. That's not a race you can or want to win. So what we see

is if someone is going to build a bakery or a wedding services business or a physical therapy

facility, they can win by racing to the top by saying, there are people here who do work,

you cannot find anywhere else. But do not expect that you're also going to get that work faster

and cheaper than you can get at other places because you can't have everything. And if you can

make a promise to your customers and your employees can see their contribution to that promise,

you're not going to have any trouble at all getting your employees to do what they need to

because you created the conditions for better. You didn't try to manage your way into getting

them to give you a bargain. So let me take a step off the highway onto the footpath, the bike path

on the side for a second, because this is related and very self-interested. But I'll ask it anyway,

since I guess this whole podcast is pretty self-interested, I get to have conversations

with people I like and respect. But you've known me for a long time now, I would say that I think

that's a fair way to put it. We've known each other for a decent stretch. I consider you very good

at being aware of your own assumptions, the constraints that you've applied to your life,

choosing the rules, choosing, for instance, a story about money past a certain point,

past the requirements, past your basic needs and wants, money is a story. So choose a story

you can be happy with, etc. Is there anything you've observed over time with me where you're like,

it's funny, you know, Tim has this sort of conceptual limitation stuck between his teeth

all the time and he can't seem to see it when he looks in the mirror. It's always got that

spinach between those two teeth. And it bothers him, he's always picking at it, but he can't quite

get it loose. This is a very long-winded way of asking, what are some of the maybe

questions or issues that you seem to come up repeatedly with me? Is there anything that comes

to mind? I was completely wrong about my first impression of Tim Ferriss. And that's because

I based it on people who didn't understand what you were trying to do, trying to do that to me.

And so I was getting hustled by people who said that you were the person who was teaching them

how to hustle. And I didn't bother to spend the time to understand what you were actually doing.

And that's completely on me. And you have developed a voice and a contribution to the

culture and your community faster and at a younger age than almost anybody I've worked with

and way faster than I did. And I don't see any spinach in your teeth. I think that

it's unlikely that you knew 16 years ago that you would be having conversations like this,

that you would have built this platform and leverage you have to teach so many people things.

But at the same time, when the opportunities have arisen, you have been really smart about

saying, no, I don't want to be a judge on Shark Tank. And no, I don't want to figure out how to

hustle people to pay me on cameo. You're saying, I have something to narrate here for people,

whether or not I know exactly what tomorrow is going to be like. And it's not easy to do that

regularly at the level that you do it with the amount that you put out. So I know you weren't

fishing for me to say this, but I've needed to say it in public because in private in my head,

for the first nine months that I sort of knew you, I didn't really know you.

I appreciate that, Seth. And it should provide a little context for folks. And the context is when

we have dinner together on the East Coast, or I guess it's always on the East Coast because

you're very good at setting your geographic bounds. I ask you for a lot of advice and you're very

forgiving and tolerant of asking many, many questions, which I really deeply appreciate. So

that question came from a genuine place. And thanks for the very kind words. I love doing this.

I love having these conversations. And there's absolutely no way I ever could have foreseen

this being my quote unquote job 16 years ago. No way. Absolutely not. And I think probably

for five years from now, whatever I am doing then, I will have the same statement for there's no way

I could have predicted now that I would be doing that five years from now. And let's just to broaden

that out. Parents who have a stick around the back of their car have been indoctrinated to

indoctrinate their kids to do the same thing to say, oh, you studied mechanical engineering,

so you're going to be a mechanical engineer for the next 70 years and then you'll die.

And that's not what humans are capable of. What a joy to be able to say, I have no idea what

I will be saying and doing in five years. What a privilege then. It is. I feel really fortunate.

Can we talk about false proxies for a minute? Let's talk about false proxies. I'll let you lead the way.

Okay, so people might be wondering about the wooden tile. So I have a 70 watt laser cutter in my

basement, doesn't everybody? And so I make these things that are like I Ching cart. And so instead

of having notes or something, I just really like the texture of those. So that's what the wooden

tiles are. And so there's a wooden tile right here that says false proxies. False proxies,

we need proxies when we go shopping at the supermarket, because if you're going to buy

ketchup, you're not allowed to taste the ketchup before you buy the ketchup. So the label on the

bottle is a proxy for what's inside of it. And we're even capable as consumers of figuring out

we haven't had this particular flavor of salad dressing before, but we can guess from the other

clues that it's going to be good or not good. And we use proxies to pick which restaurant to go to

and proxies to figure out what book to buy because you're not going to read the book until after you

buy it. Judging a book by its cover is a very common and important thing. At work, we developed

proxies because we have to hire people for a 20, 30, 40 year career before they work for us.

So one proxy is did you go to a famous college? One proxy is are there any typos on your resume?

One proxy is are you good at interviewing? But of course, unless you're hiring someone to be an

interviewer, being good at interviewing is a false proxy. And the thing about false proxies is

they lead to caste systems, to social stratification, to prejudice, to misogyny,

because we are quickly making decisions on who to swipe left or right based on clues that aren't

actually related to whether the person can do the job or not. If someone is in a wheelchair,

they might be a great programmer, whether or not they're in a wheelchair is irrelevant to

whether they're a great programmer. And yet, it's 2023, and it's still happening. So there's all of

this information that's now available to us, where we can look at the work instead of looking at the

proxies. So the simple solution, which I've been lucky enough to adopt is I won't work with someone

unless I've worked with them before. And that means I will pay someone to do a short project,

and I pay them whether they do a good job or not. But if they're good at the project, now I know

that they're good at the project because they did the project. And with all of the stuff that's

happening in our world, with the rate of change that's going on, with the need for people not

who know something they learned at school, because they can look it up online, it stack

overflow in two minutes. What we need are people who are resilient, and risk taking, and honest,

and transparent, and connected, and loyal, and all these other words, which don't match up with

the proxies we usually use, when we decide who to hire, who to let into an institution, who to

reward, who to follow online. So I think it's important to just name it. There are false proxies

in our life, and they're expensive. They get in the way of our output, and they also steal our soul,

and they denature our culture. Because when a proxy becomes important, when, for example,

a celebrity gets the benefit of the doubt, what we've done is we've handed this person leverage

that isn't really helping anybody. Did I hear you correctly, Seth? And if so,

I'd love to hear you expand on this a bit, that you only work with people you've worked with before.

Did I hear that correctly, or was that a different line? Yeah, I know. So what I mean is,

if I'm going to do a project, the old way to do it was to look at the 10 million

viable people, pick the one who has the shiniest set of easily measured proxies and hire them.

And I have hired hundreds of people that way. And for a while, I told myself I was really good at it.

And then I thought about it, and I realized I just thought I was really good at it,

because of all the people I didn't hire, because they didn't match my perception

of what I was looking for. And what I learned, particularly working on the carbon almanac is

everyone was a volunteer. Everyone got the keys, you know, take the car for a drive. And if you

did something that was really good, we asked you to do more. And if you didn't, we asked you to do

something different, because the work was the point. And so now I'm working on this interesting

software pilot thing. And I went to people who I've seen do projects. And who I've danced with

before, not based on where they live. One lived in Nigeria, one lives in London, one lives in

Portland. I've seen your work, I don't know you personally, the personal stuff is an interesting

proxy, but it doesn't usually match. So let's dance again. And once we can seek enrollment,

once we can say to the world, I'm looking for a freelancer who wants to make this change in the

world. This project is this size, and I'm going to pay you this much to do it. We can use our human

judgment to decide who to offer the project to. But then when the project comes back, this one hour,

one week project, yeah, pay them fairly, and then decide based on the work product,

whether it's useful. This is exactly the way Matt builds WordPress, that automatic

is a reading and writing culture where if you're good at reading and writing, you get to do more

stuff. But there's no point for being good in a Zoom meeting. No one gets promoted to that.

No, definitely with Matt, no one gets promoted for Zoom meetings. And you do have to do some

customer service, which I think is actually a fantastic practice. Even if you're C-suite,

you get to spend a couple of weeks answering customer tickets. Question for you about employee

retention. And I'd love to hear you speak to your personal experience. You've hired many people,

and this may not map directly to the writing or the principles in the song of significance,

it may. But I'm wondering, because hiring is one thing, retaining is a close cousin, but not

exactly the same. And there are people out there, I know quite a few people are really good at putting

in the time to hire really good people, but they haven't been able to, for whatever reason, as

thoroughly as effectively think about retention, so they lose some people who are very, very good.

What have you found to be in your experience or observing others, some of the key ingredients

or possible approaches to ensuring that you retain high performers?

So if we look back just 50 years, the purpose of a company town is if you are the landlord,

it's much harder for someone to quit. That the goal of the old school industrialist is that

your employees have no options. Because if they have no options, you don't have to pay them very

much. Let's compare that to an ad agency I read a book about them many years ago called St. Luke's

in London. They were 30 people, they won a whole bunch of awards. When you win a bunch of awards,

as an ad agency, what happens is you get a whole bunch of fancy new clients, which means you have

to hire more people, which means the average goes down. And then you get big enough that you've

exhausted and you sell it to Sachi and Sachi, and then you're done. And the 30 of them looked at each

other and they said, we don't want to do that. So they made a rule. And the rule is we're never

going to be more than 30 people. They then said to their clients, that means we can't take any

new clients unless we lose an old client. So they have a waiting list of clients, we have a waiting

list of clients, you can go to your old clients with your best ideas. And if they give you a hard

time, you can say you're fired, because I got another client ready to take your place. And it

also means that if you're only going to have 30 employees, if someone wants to leave, let them

leave, there's a waiting list of people who want to work there. Turnover is a good thing

when we are doing human work, not a bad thing. And what I would do if I was running a real company

is I would say, the first thing you got to do on your first day is update your LinkedIn page and

keep it up to date. And we're going to have a resume job fighting seminar every two weeks here.

I don't want you to stay here because you can't get a better job. I want you to stay here because

the conditions we've created, the work we are doing is worth you staying here for. And then

I would listen. If I am not creating the conditions where the people who I need to be dancing with

want to stay, I have to change the conditions, not curse the people who are leaving. And this

permeability is where the future lies. We don't have 40 year careers anymore. We have four month

careers or three year careers. So onboarding is faster, because you can say to somebody,

read everything in Slack, come to work tomorrow ready to start because it's all there, right.

So now instead of onboarding you in a month and a half, I onboarded you in three hours.

And because we're project oriented, turnover is a little different. And if I can keep somebody here

for a long time, it's because they want to stay here. This enrollment is the key.

Menad Kasla has written a book called Let's Get Real Or Let's Not Play about B2B selling.

But the lesson of let's get real or let's not play is simple. What promises you're going to make this

week? Promises about your career promises about your learning promises to our customers.

Show us your work. We will relentlessly make it better. This is how we're going to treat each other.

If this is the right place for you, I hope you'll stay. If it's not the right place for you,

I hope we can agree that it's not. But seeking retention doesn't feel right to me.

So let me just elaborate on this book because it's overlooked and so beautiful. If you're in

business to business selling, selling expensive, committed items to large organizations,

large organizations can now find out everything they need without calling us a health person.

So the intelligent, trained, expensive salesperson benefits by saying to the prospect on the first

day, look, you've told me you have this big problem you need to solve. You have a $5 million

assembly line that's letting you down at level. If we can solve this problem together,

are you ready to install our system? Because if it's not real, let's not play. Don't waste my

time. I won't waste yours. You're not going to buy from me because I'm going to take you to the golf

course. You're not going to buy from me because our RFP is going to come in cheaper than somebody

else's. You want my valuable time. I'm going to engage with you and tell you the truth and

you'll tell me the truth. You're going to draw your org chart for me. You're going to tell me

other complicated products you've bought and why your company bought them. And I'm going to get you

promoted by teaching you how to buy the thing that's going to save your assembly line. Let's get real

or let's not play. That kind of selling is how you sell a $10 million product. You don't do it by

spamming people and pretending you know their favorite color. Yes. Very true. This is true.

Long ago in a former life when I had a lot more hair and was just out of college,

I was selling to CEOs and CTOs and you do not sell expensive systems by guessing their favorite

color or even having that conversation. In fact, it'll be really counterproductive. The topic of

sales makes me think of Zig Ziglar and I'm wondering out of my own personal curiosity,

were there things that come to mind where you disagreed with Zig? Maybe you respected his

position or a principle he had, but you personally did not embrace whatever it was that he used as

part of his own script for navigating the world and people. Is there anything that you disagreed on?

Many things and we did it as friends. So it's funny. Zig has come up twice today before you

brought him up, which is weird. I sent a picture of him holding one of my books to someone just

four hours ago. Zig was my teacher from afar for a long time. I memorized more than 72 hours of his

tapes. I listened to the selling tapes until they wore out and then I bought another set.

And I saw him in person a bunch of times and each time bought him a letter afterwards and each

time he wrote back. And my letter would highlight the things that worked and talk about the things

that didn't. And one of the highlights of my speaking career was when he and I shared a stage

in front of 22,000 people. It was pretty cool. And then I got to publish his goals book toward

the end of his life. Zig and I disagreed about astrology and yoga because he was coming at it

from a different cultural point of view from Yazoo City, Mississippi. And we were like,

okay, we can disagree about stuff like that and organized religion and things like that.

What was interesting is when my understanding of permission marketing evolved and Zig's key

sentence of you can get everything in life you want if you'll just help enough other people

get what they want kept coming up because he meant it two ways. And one of the ways didn't work for

me. He would say you can get everything in life you want if you help enough other people get what

they want as a way of encouraging self-interested short-term people to see that the best way to

get ahead was to do a favor for someone else because that forced empathy opened the door

to making a sale. And what shifted for me over time was how about you can get everything in life

you want and you can help other people get what they want, but they're not one gets you

the other one that what we have is the chance to hold open the door and let somebody else go in

not because we want them to give us something in return, but simply because holding open the door

is in itself a significant useful act that will fuel our next cycle of war.

And we talked about it a little bit toward the end of his life, but what Zig did for a lot of folks

is help them become professional instead of just hustling. And I also learned a lot about living

the life of the professional speaker and I could go on and on, but if your listeners haven't listened

to a bunch of Zig, yes, it's dated, but you can find the good stuff and be glad you did.

Where would you suggest people start or what would you suggest they search for?

Because the universe of Zig, as you mentioned, 62 hours is a starting point. Where might you

suggest they start? What should they look for? The stories in the book Secrets of Closing the

Sale are gold. I could tell word for word the story of the overalls and his original classic

CU at the top also filled with stories. When I was starting out, I failed for seven years in a row.

It was a very long slog and his tapes, which you can still get today on CD, also filled with nothing

but stories were super dated even then, but so cheesy and wonderful that if you listen for an

hour a day, you can't help but not quit. And to give us an image in time, what were you

failing at over that period of time as you listened to these audio cassettes and wore them out?

So my first job was in 1983 at a software company in Boston. I worked with Arthur C. Clark, Michael

Crichton, Ray Bradbury. I was a brand manager. I was 24 years old. It was spectacular. And then I

left there, moved to New York and started my own gig and just kept failing at the book business.

Chip Connelly and I did our first book together and then I got 800 rejection letters in a row.

That meant every day I opened the mailbox and three people had taken the time to write me a

letter with my name on it and put a stamp on it saying, we don't like your project and we don't

like you either. And it's very easy in the face that and then I was just pitching and pitching

and pitching and often in a way that amused me but was selfish. And I was pitching to people

whose job was to be pitched. I wasn't calling people up on the phone at home.

Right. This was the head of acquisitions at Simon and Schuster or whatever it was. But

when the rejections feel personal, if you don't have a way to keep caring but understand that

what they're rejecting is the work, not the person. It's super easy to give up. And that

was the transition that I needed to make. You didn't like this idea. It's not that you didn't

like me. What can I learn from your criticism of the idea so that the next one will be better?

You strike me as someone who's quite happy to have solo time, engage in solo projects,

maybe a project with a family member or something else, like building canoes. That could be a

whole conversation in and of itself. How are you building? Are you building a community orchestra

for yourself at the moment or looking forward in the short term to doing that? Or I should say

in the soon to be present future. And if so, how are you approaching it? Because this is something

that I've also noticed and this is not a brilliant insight, but it seems to alleviate a lot of the

existential dread and mitigate some of the nihilism that people feel. If they simply have

some type of shared purpose or activity with a few people consistently, how are you thinking about

that for yourself? This is just me. I don't know how to broaden this to everybody. So the reputation

I had from the beginning was I don't miss deadlines. I never go over budget and I'm going to deliver

you what I said I was going to deliver you. And no one who has worked for me has ever been part of

a layoff. People have lost their jobs because it wasn't a good fit. But I've never said all you guys

were downsize. When Google shut down Squidoo in one day with no warning and no honest explanations

to why my eight coworkers and I all went down together. But the promises I make, I make very

seriously. So that's good and it's bad. It means that I hesitate to make big promises

that might create the possibility that the big thing is going to happen.

But on the other hand, I can live with the confidence of knowing that you can count on

me to keep that promise. So when I think about what am I going to do for my next five or ten-year

gig, I think very hard about who am I promising and what am I promising them. So I can't say to

people what I used to say, which is we're renting this theater, come and for seven hours I will be

on stage answering questions. And by the way, I'm organizing the whole thing with one volunteer.

And I'm going to serve you lunch. That's what I used to do. And 400 people would come. It was

thrilling to stand there for seven hours and weave together all the answers. If I announced I was

going to do that, I could sell it. But I couldn't keep that promise for sure. I don't want to do that

because I don't want to, as my career evolves and has a different pace, try to regain my ability

to ski at high speed. Not what I'm trying to do. So where is that sense of community? The Carbon

Almanac was that and continues to be, but there's going to be another one. And I think about whether

I need it to be in person or whether this future you and I have been describing for so long is real.

And it won't be in person because I'm very comfortable engaging with people who aren't

sharing the same hair as me. And most of all, is it worth doing for others? Not am I just here

to entertain myself? Seth, what else would you like to talk about here? We can go in a million

directions. What else do you have on your wooden tiles?

Okay. So I want to tell the story of the piano cover at the B conference. And then I want to talk

about meetings. Is that okay? Sounds great. Okay. So I'm about to go on stage in front of these

entrepreneurs, all of whom have raised far more money than I've ever raised, all of whom

are young whippersnappers who are going to save the planet. I got no slides or anything. I'm just

there at this beautiful winery north to like Youngville or Booneville or something.

This is in Australia or somewhere else? No, no. I haven't been in Australia in a long time. This

is north of San Francisco. Got it. And I need a shtick. I need some anecdote to get started.

And off to the side is a piano in one of those quilted piano covers. Can you visualize that?

You know, they have those special custom-made piano covers. And on top of the piano

is one of those little metal things that says, do not place anything on top of this.

And on top of that is the sign. But I can't read the sign. So I walk over because that's going to

be my shtick, which is, did you ever notice that people put a do not fit in and then put a sign

on top of that? And on the sign, it says, this is the original Steinway Grand D piano, not an

original, the original from 1884. And I had my story. I went over and I said, the folks who

built that Steinway in 1884 had no idea that 140 years later, it would be working, it would be

creating magic, and we would be talking about it. And I said, there's no guarantee that what we do

is going to be around in 140 years. But we could act like it might be.

We could say, this thing we're doing together is not to say, how do we raise as much money as we

can? Or how do we get written up well on this blog site or whatever? It's important. And there

are lots of kinds of important, it could be important to one person, it could be important

a century from now. But this idea that the piano is still here, that just, it gave me chills.

I love that piano cover. That is wild too. The original experience, just to be able to touch

something like that or be close to it. Wild. Yeah. So meetings.

Meetings. I have been obsessed with these for a long time and have lived a different path for

meetings. Our friend Toby had Shopify wrote a script that deleted every group meeting that

was regularly scheduled in the whole company. And then the next day sent an email to everyone in

the company and said, I just bought you back your day. Because if you have 10,000 employees and

there are all these weekly or daily meetings, we're talking about tens of millions of dollars

of wasted time. But on top of that, we're talking about the innervating, brain deadening idea of

watching someone talk because they couldn't care enough to take the time to send a memo instead.

Or couldn't care enough to just record a 10 minute video and send it to everyone to watch

as many times as they wanted slower, faster, read the transcript and then get back to them.

And Toby said, if you really need the meeting, go ahead and put it back on your calendar.

You're welcome. And what meetings have become? So Zoom is a miracle because Zoom

eliminates geography when it comes to be able to connect with people.

And memos were a miracle because they eliminated time. They're asynchronous. And when we add video

to this, what we get is either we're going to have everyone get together for an hour,

so I can talk at you and I can take attendance based on you sitting there.

And what we know from surveys is people hate this. It's one of the things they hate the most

about their day. And it's a form of power, authority, status and control.

So conversations need to happen more. Meetings need to happen never. You can have conversations

all day. You can have a two minute conversation, a six minute conversation, talk to this person

or that person. But a conversation means there are questions and there are answers. People

are talking to each other. Everyone is changed at the end. A meeting is a delivery of information

for the convenience of the person who called it. And I think it is possible. I know it is possible.

We never once had a meeting the whole time we built the carbon omelette. There were times I

sent a video to people and said, this is what's up. Watch it if you want to. But because we were

in time zones around the world, a meeting wouldn't have made any sense. We had things where I said,

I'm having office hours. You can come ask questions. But I didn't do that other thing.

And it feels to me like the future of the resilient organization is a lot closer to what

not does it automatic, which is how do we build this asynchronous, geography free institution

that doesn't depend on me making stuff up while I'm on camera.

Yeah, absolutely. And for people who may not have caught his name before, Matt Mullenweg

is his name. He's been on this podcast a number of times. And he also has been part of a podcast.

And this is, I believe, automatic produced called Distributed. I may be getting the name wrong,

but it is entirely about distributed organizations and unorthodox ways of approaching the type of

thing that we're discussing right now, meanings or lack thereof, different means of communication,

etc. And he's been distributed first for a very, very, very long time. So they were

incredibly prepared, albeit coincidentally for everything that happened during lockdown and so

on. Right. Well, but coincidentally, everyone else was unprepared. Have you seen what his

team has built with chat GPT for blogs? Has he shown you the version yet? I don't know if it's

public. I have seen screenshots. But yeah, is it public? I don't know. It's not public, but we're

only talking. So we're allowed to talk. Okay, go for it. So if you want to talk, I was just gonna say

it is the single best use I have seen of chat GPT or whatever they're using,

being implemented in a way where it's not just a talking llama. It's actually, oh,

yeah, I need this. Yeah, for sure. They created some amazing products. So yes, that'll be the

teaser, the teaser for people for things to come. I'm just here for the hype.

Right. That's what I think when I say that. When I think Seth, is there anything else you

would like to chat about before we begin? Okay, so your listeners love tips. I got one last

tactic tip that changed the lives of a lot of people. And then we'll do the magical wrap up

stuff. We invented something called page 19 thinking. And we knew there was going to be page

19 of the Almanac. It was going to be written, copy edited, illustrated typeset footnoted.

But there wasn't one person on our team who knew how to make page 19. And so we said to the team,

we know in the future, there will be a page 19. We know that it will come from this group.

But we also know there's not anyone here who's qualified. So what should we do?

And the answer is someone should write a paragraph of page 19 and say, please make this better.

And then someone else will add to that and someone else will footnote that and someone

else will illustrate that and we will relentlessly criticize page 19 without one saying the person

who worked on it was wrong or incompetent. And page 19 thinking, I've always had page 19 thinking,

I didn't need it. But so many people when they heard this felt the freedom to now speak up and

contribute because they knew it was going to get better. And if you think about it,

that's Apple, that's Ford, that's every company you can name, Sergey did not program the guru you

are using today. It started with a little tiny German and someone and someone and someone and

someone and someone. When you feel stuck, just look for page 19 thinking. And is the way to look

for page 19 thinking to take the pressure off by lowering your expectations in a sense so that

you can iterate your way to excellence. Is this applicable to a solo shop or a very small shop?

Could you maybe elaborate on what you mean, what it could mean to embrace that thinking?

It puts the pressure on. It doesn't need the pressure off. It puts the pressure on

because you can no longer be a primadon who's afraid someone's going to punch me in the nose

because you have to say, my nose is not involved. And I heard Danny's great story about my nose and

it made me smile. This is Danny Meyer folks for people who don't know. After he broke my nose,

he offered to straighten it out. And as you can see in the video, it's still crooked. But

once you understand that you live in a page 19 world, the pressure is on for you to put out work

that can generously be criticized. Don't ship junk, not allowed, but create the conditions

for the thing you're noodling on to become real. That doesn't happen by you hoarding it until it's

perfect. It happens by you creating a process for it to get better. So now you're on the hook.

Fish don't like to be on the hook. People should be on the hook.

I love it. And I was thinking of how this might apply to my own. And I have since we last spoke

been writing fiction and shipping fiction. I'm not saying it's Ursula K. Le Guin, but I'm happy

with it. I am on the hook and I've tried to create. I haven't found exactly what I think will be most

helpful later, but to create an environment in which perfect is not the enemy of good,

but that I also have a means of not shipping garbage, right? And actually having people review

my work. How do you like to solicit feedback on writing? This is, I know, a tangent, but if you

reach out to people to proofread or review drafts of something you've put together,

how do you enable them to be the best proofreaders?

Three words. And then some definitions. The three words are criticism, feedback, and advice.

I'm terrible at criticism. Don't like criticism.

You're terrible at receiving it.

I'm okay with good feedback. Receiving it. Yeah, criticizing people, no problem. But

being criticized, not my thing. Feedback, good feedback is precious. But advice,

advice I can handle because advice is one human who's on the side of the other human

helping them turn on lights. Now, when it comes to writing, there is line editing,

copy editing, developmental editing, and proofreading. They do not mean the same thing.

Proofreading means, did the changes that were instructed to be made get made?

So proofreading is sort of trivial. Copy editing says, what do you think about the Oxford comma?

Copy editing says, I don't like the way you spell this kind of thing. Line editing says,

this sentence would be better if you move the second half to the first half,

that I'm going to smooth your voice up. And developmental editing is magic. It's,

I read your work, let's just talk in general about the change you seek to make and why it

could be made better in a different way. So I work with the magical Nikki Papadopoulos at Penguin,

mostly because her developmental editing is the best I've ever encountered.

She says, the title of the book is wrong, and you need to move these three chapters to the end.

Like, what's that worth? That's spectacular. But I will confess, if she's not listening,

that before I send her a book, I send it to a paid copy editor who works for me. I don't work for him.

And for $1,000, he copy edits the book. So he's not allowed to change any of my voice,

but he fixes every one of the little things. So when I send it to Penguin, they think, wow,

this guy's so good at all the details. No, I'm not. Dr. Acre is. But you don't know he exists,

because I send it to him before I send it to you. So the point is, you will run into people

who think that the most important thing they can tell you is you're missing a comma in the third

line. This is not helpful. This work is now cheap. It's free online. You can just upload a file and

someone will fix it for you. But developmental editors, they're priceless. You need to find someone

who has that as a skill. Opinions don't matter. That's why the whole thing with logos,

don't show anybody your logo, and don't tell anybody your new kid's name before they're born.

Because everyone thinks they have an opinion about a logo, but no one's got expertise. It's

none of their business. Pick your logo and do your logo. The same thing's true with your kid's name.

And when you show your writing to an amateur, they're going to give you logo advice. The book

isn't for them. You need to engage with people who the book is for. Watch what they do with it.

See what lights them up. So in my case, after permission marketing, hearing people say back

to me, which parts of the book resonated with them taught me how to write the next book.

Because I didn't ask anybody, how do I make this book better? I just said,

I wrote this book and seeing what they did, I gave them more of that.

By extension, a zig could have taken the fact that you know the overall story word for word

and be like, okay, interesting. Let's take a look at why that worked. And maybe I'll give them

an extra heaping dose of something like the overall story in the next book.

Exactly. And I know for a fact that that's exactly what they did.

So Seth, the new book is the song of significance, subtitle a new manifesto for teams. People can

find you at sethgodin.com, Seth's.blog. Is there anything else you would like to

add? Any requests you would like to make of my audience? Any complaints you'd like to

lodge formally? Criticisms maybe? Or anything else you would like to say before we wrap up?

I am overwhelmed with gratitude that I get to do this. And I'm feeling the murmurs of generosity

and abundance replacing the small-minded scarcity that was so common for so long

as people hustled their way through one thing after another over the last bunch of years.

And I think as we all come out of, hopefully come out of this worldwide pandemic, people are

taking a deep breath and focusing on contribution and generosity. And all I can tell you is I'm

overwhelmed with gratitude for you and for the people who support my work, just making things

better. Because if not that, what? So thank you. Thank you so much, Seth. And to everybody

listening, we'll have everything that we discussed in the show notes and probably quite a bit more

at tim.blog.com where you can find this and show notes on every other episode. And until

next time, just to be a bit nicer than is necessary to yourself and to other people,

make things just a bit better, have that extra conversation, say that extra nice word, do what

you can. It doesn't have to be huge. Probably shouldn't be huge because then you can hide behind

that as we've covered in previous episodes. Make it small, make it matter. And until next time,

thanks for tuning in. Hey, guys, this is Tim again, just one more thing before you take

off and that is Five Bullet Friday. Would you enjoy getting a short email from me every Friday

that provides a little fun before the weekend? Between one and a half and two million people

subscribe to my free newsletter, my super short newsletter called Five Bullet Friday.

Easy to sign up, easy to cancel. It is basically a half page that I send out every Friday to

share the coolest things I've found or discovered or have started exploring over that week. It's

kind of like my diary of cool things. It often includes articles I'm reading, books I'm reading,

albums, perhaps, gadgets, gizmos, all sorts of tech tricks and so on that get sent to me

by my friends, including a lot of podcast guests and these strange esoteric things end up in my

field. And then I test them and then I share them with you. So if that sounds fun, again,

it's very short, a little tiny bite of goodness before you head off for the weekend, something

to think about. If you'd like to try it out, just go to tim.blog.friday, type that into your browser,

tim.blog.friday, drop in your email and you'll get the very next one. Thanks for listening.

This episode is brought to you by Shopify. Shopify is one of my favorite companies out there,

one of my favorite platforms ever. And let's get into it. Shopify is a platform, as I mentioned,

designed for anyone to sell anything anywhere, giving entrepreneurs the resources once reserved

for big business. So what does that mean? That means in no time flat, you can have a great looking

online store that brings your ideas, products and so on to life. And you can have the tools to manage

your day to day business and drive sales. This is all possible without any coding or design

experience whatsoever. Shopify instantly lets you accept all major payment methods, Shopify has

thousands of integrations and third party apps from on demand printing to accounting to advanced

chatbots, anything you can imagine. They probably have a way to plug and play and make it happen.

Shopify is what I wish I had had when I was venturing into e-commerce way back in the early

2000s. What they've done is pretty remarkable. I first met the founder, Toby, in 2008 when I

became an advisor and it's been spectacular. I've loved watching Shopify go from roughly 10 to 15

employees at the time to 7000 plus today, serving customers in 175 countries with total sales on

the platform exceeding $400 billion. They power millions of entrepreneurs from their first sale

all the way to full scale and you would recognize a lot of large companies and also use them who

started small. So get started by building and customizing your online store, again with no

coding or design experience required. Access powerful tools to help you find customers,

drive sales and manage your day to day. Gain knowledge and confidence with extensive resources

to help you succeed. And I've actually been involved with some of that way back in the day,

which was awesome, the build a business competition and other things. Plus with 24 seven support,

you're never alone. And let's face it, being an entrepreneur can be lonely, but you have support,

you have resources, you don't need to feel alone in this case. More than a store, Shopify grows

with you and they never stop innovating, providing more and more tools to make your business better

and your life easier. Go to Shopify.com slash Tim to sign up for a $1 per month trial period.

It is a great deal for a great service. So I encourage you to check it out. Take your business

to the next level today and learn more by visiting Shopify.com slash Tim. One more time,

Shopify.com slash Tim all lowercase. This episode is brought to you by all birds,

incredibly comfortable shoes sustainably made with design rooted in simplicity. I am speaking

from experience here. I've been wearing all birds for the last several months,

and I've been alternating between two pairs. I'm traveling with them right now. I started with the

tree runners in marine blue in case you're curious. And now I'm wearing the tree dashers and the tree

dashers are my current daily driver. I wear them for everything. They're easy to slip on, easy to

tie. Everything is about them is just easy, easy, simple, simple. I stick with the blue hues and

the dashers in this case are in buoyant blue. The color pops. I've received a ton of compliments,

but putting the color aside, the tree dasher is an everyday running and walking shoe that's also

great for light workouts. It's super comfortable. And I've been testing it on long walks in Austin.

I've also been testing it on the trails and pavement in places like New Zealand.

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innovation lab, they research how to make the most out of sustainable materials like

leather made from plants, sugarcane and tree fibers. In fact, the tree dasher is made with

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Machine-generated transcript that may contain inaccuracies.

Keywords

Seth Godin, optimism, Carbon Almanac, nihilism, significance, bees, Quaker surveillance state, Zig Ziglar, career life, meetings

People

Cesar Chavez, Carbon Almond Act team, Susan, Kim Stanley Robinson, Matt, Matt Mullenweg, Menad Kasla, Milton Friedman, Seth Godin, Frankie, Jacqueline, Tim Ferriss, Ursula K. Le Guin, Nikki Papadopoulos, Zig Ziglar, Arthur C. Clark, Michael Crichton, Ray Bradbury, Chip Connelly, Victor Frankel

Companies

Amazon, Exxon, Ogilvy and Mather, British Petroleum, St. Luke's, Sachi and Sachi, Zoom

Organizations and Institutions

Ford, Harvard, LinkedIn, Penguin, Stanford Business School

References

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Brought to you by AeroPress 3-in-1 coffee press for delicious brews, Allbirds incredibly comfortable shoes, and Shopify global commerce platform providing tools to start, grow, market, and manage a retail business. 

Seth Godin is the author of 21 international bestsellers that have changed the way people think about work. His books have been translated into 38 languages and Seth’s books include Tribes, Purple Cow, Linchpin, The Dip, and This Is Marketing. Seth writes one of the most popular marketing blogs in the world, and two of his TED Talks are among the most popular of all time. He is the founder of the altMBA; the social media pioneer Squidoo; and Yoyodyne, one of the first internet companies.

His new book is The Song of Significance: A New Manifesto for Teams. 

Please enjoy!

This episode is brought to you by AeroPress! If you haven't tried coffee made with an AeroPress, you're in for a treat. With more than 45,000 five-star reviews and customers in more than 60 countries, it might be the highest-rated coffee maker on the planet. This press uses a patented 3-in-1 technology that combines the best of several brew methods into one, easy-to-use, very portable device. Because it combines the best of 3 methods, you get a cup that is full bodied like a French press, smooth and complex like when using the pour-over method and rich in flavor like espresso.

As I wrote in The 4-Hour Chef: “This is now, bar none, my favorite brewing method." And now, exclusively for you, get free shipping and 15% off the new Crystal Clear Aeropress at AeroPress.com/Tim.

*

This episode is also brought to you by Allbirds! Allbirds are incredibly comfortable shoes, sustainably made, with design rooted in simplicity. I’ve been wearing Allbirds for the last several months, and I’ve been alternating between two pairs. I started with the Tree Runners (in marine blue, if you’re curious), and now I’m wearing the Tree Dashers, and the Tree Dashers are my current “daily driver.” I stick with the blue hues, and the Dashers are in buoyant blue. The color pops, and I’ve received a ton of compliments.

The Tree Dasher is an everyday running and walking shoe that’s also great for light workouts. It’s super comfortable, and I’ve been testing it on long walks in Austin and New Zealand on both trails and pavement. Find your perfect pair at Allbirds.com today and use code TIM for free socks with a purchase of $48 or more. Just add a pair of socks to your shopping cart and apply code TIM to make the pair free.

*

This episode is also brought to you by Shopify! Shopify is one of my favorite platforms and one of my favorite companies. Shopify is designed for anyone to sell anywhere, giving entrepreneurs the resources once reserved for big business. In no time flat, you can have a great-looking online store that brings your ideas to life, and you can have the tools to manage your day-to-day and drive sales. No coding or design experience required.

Go to shopify.com/Tim to sign up for a one-dollar-per-month trial period. It’s a great deal for a great service, so I encourage you to check it out. Take your business to the next level today by visiting shopify.com/Tim.

*

[05:42] The changes of aging.

[10:07] How Seth gets over momentary lapses of optimism.

[16:13] The Carbon Almanac.

[18:40] Addressing 21st-century nihilism.

[26:23] Finding significance and making a difference.

[35:34] The boss and the bees.

[44:47] Ethically reclaiming meaning from work in the Quaker surveillance state.

[51:50] Seth’s impression of my efforts over the years.

[56:21] Circumnavigating false proxies.

[1:02:17] Employee retention.

[1:05:54] Let’s Get Real or Let’s Not Play.

[1:08:07] Zig Ziglar.

[1:12:12] Seth’s early career life.

[1:13:45] Seth’s current career life.

[1:17:01] The 140-year-old piano.

[1:19:35] Meetings.

[1:24:04] Page 19 thinking.

[1:27:37] Soliciting useful writing feedback.

[1:31:36] Parting thoughts.

*

For show notes and past guests on The Tim Ferriss Show, please visit tim.blog/podcast.

For deals from sponsors of The Tim Ferriss Show, please visit tim.blog/podcast-sponsors

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Past guests on The Tim Ferriss Show include Jerry Seinfeld, Hugh Jackman, Dr. Jane Goodall, LeBron James, Kevin Hart, Doris Kearns Goodwin, Jamie Foxx, Matthew McConaughey, Esther Perel, Elizabeth Gilbert, Terry Crews, Sia, Yuval Noah Harari, Malcolm Gladwell, Madeleine Albright, Cheryl Strayed, Jim Collins, Mary Karr, Maria Popova, Sam Harris, Michael Phelps, Bob Iger, Edward Norton, Arnold Schwarzenegger, Neil Strauss, Ken Burns, Maria Sharapova, Marc Andreessen, Neil Gaiman, Neil de Grasse Tyson, Jocko Willink, Daniel Ek, Kelly Slater, Dr. Peter Attia, Seth Godin, Howard Marks, Dr. Brené Brown, Eric Schmidt, Michael Lewis, Joe Gebbia, Michael Pollan, Dr. Jordan Peterson, Vince Vaughn, Brian Koppelman, Ramit Sethi, Dax Shepard, Tony Robbins, Jim Dethmer, Dan Harris, Ray Dalio, Naval Ravikant, Vitalik Buterin, Elizabeth Lesser, Amanda Palmer, Katie Haun, Sir Richard Branson, Chuck Palahniuk, Arianna Huffington, Reid Hoffman, Bill Burr, Whitney Cummings, Rick Rubin, Dr. Vivek Murthy, Darren Aronofsky, Margaret Atwood, Mark Zuckerberg, Peter Thiel, Dr. Gabor Maté, Anne Lamott, Sarah Silverman, Dr. Andrew Huberman, and many more.

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