David Heinemeier Hansson (DHH)

This is why we were huge proponents of remote work.

This is why I enjoy working in my home office where I can close the door and not see another human for like six hours at the time.

I don't want to bounce ideas off you all the time.

I want to bounce ideas off you occasionally, and then I want to go off and implement those ideas.

There's way too much bouncing going on and not enough scoring, not enough dunking.

And I think this is one of the great traps of...

executive rule.

Once a founder elevates themselves all the way up to an executive, where what they're doing is just telling other people what to do, that's the realm they live in 24-7.

They just live in the idea realm.

Oh, I can just tell more people more things what to do, and we can just see it happen.

If you actually have to be part of implementing that, you slow your horse.

You think like, you know what?

I had a good idea last week.

I'm going to save the rest of my good ideas until next month.

So that's why you say... Their job is telling other people what to do.

Meetings are toxic.

Yeah.

And this really, I think, ties into this with Jason Rye.

If I had to count out the total number of meetings we've had in 24 years of collaborations where we in person sat in front of each other and discussed a topic, I probably, it'd be less than whatever, three months at a fan company.

We just haven't done that that much.