Chris Williamson

I don't know who the other sponsors are.

You're off the hook.

That was the right.

I think the most meta is this sense that I'm capable of more than I think.

It has encouraged me to do more things in parallel, back to the parallel gestation thing.

I'm trying to run Scrap Media, which is a publishing company, and write a book, actually work on three at the same time, and podcast, and invest.

It gave me some fuel in the fire to be like,

No, this is doable and sane.

And if these things are all sort of like stacking and compounding, it is sane to do them all in parallel over a long period of time.

The bias to urgency, I'm not working 100-hour weeks and running around the world on my private jet, but I do have a much stronger discipline around like, where is the bottleneck?

What's the most important problem to solve?

how, what is the most effective way to solve it?

How can I physically go to the problem?

How can I pull in the right people?

Um, I think like the idea of a war room is kind of underrated of like, what's the bottleneck, gather the people, like attack it.

The rest will kind of take care of itself.

Um, is not how a lot of companies are run.

Frankly, like a lot of them are like on a weekly meeting, do this, do that, like standard schedule as opposed to tactical.

I think most leaders are, by default, delegating the pace of the entire organization

to someone or something, but they don't exactly know who.