Bill Gurley

Um, one, one thing I'm really big on is, um,

and there's a different chapter dedicated to this, is developing peer relationships.

And we can go into why I think that's such a huge unlock, but one of the benefits of having a group of peers, especially if they're outside your organization, so these are people on the same career path you're on, but are maybe a bit distant, they're at a different company or whatever,

And if you have a community like that, that you really trust and support one another, they can help you with that question you just asked.

Like, am I failing and I'm never going to succeed because I don't have the right talent for it?

Do I maybe have a shitty boss?

Is their experience different?

It's a great group of people to ask those questions of.

There's 10 other reasons why you should build that group, but it's good at helping with that problem that you just described.

Yeah, it's a tough question because I think the number one reason people are bad at forming these peer groups is they've been taught to be a climber and they've been taught to, almost been taught to be a bit sharp elbowed and to outgun the next person.

Yeah.

And, and we borrow a lot of our mental frameworks from, from finite games that have a beginning and an end in a single winner and careers just aren't that way.

Almost any industry, if it's not, uh, downhill skiing, there's lots of winners, you know, there's tons of winners.

Um, podcasting is a great example of that.

There's tons of winners in Austin.

Um,

And so if you can build a peer network of like-minded people that you trust, and the great test of do you trust, would you share your best ideas with them?

Like that you've learned this new thing that you just unlocked in your job, would you share it with them?

You should actually, I believe, but a lot of people wouldn't.

And so once you get to that place, it's a really special place.