Greg McKeown

So if you try and scream at people to get them to say what they really feel,

Well, yeah, that's not really likely to happen.

You have to create enough safety and enough genuine curiosity that people go, OK, well, let me share.

I will share.

I'll try and make sense of this myself with you.

He said that all those insights, all those signals is what helped him to be able to define the vision and the strategy for the company.

Over the 10 years he's been there, he's gone from.

350 billion to 3.5 trillion depending on the day one of the few companies ever to be a four trillion dollar company and this is at the heart of it because it affected those signals what then help you to make better decisions or less stupid ones be less wrong at least which let you to be more innovative which mean you can do things faster than your competitors because

They are still dealing with noise while you're dealing with signal and so on.

And so he's a signalist.

That would be my new language for that, right?

That's what he leads as a signalist.

I love that story.

in terms of what can we do about the polarization.

That doesn't sound like a polarized story.

In one sense, it isn't.

But what I love about it is that if you can improve through the throughput of understanding, if you can increase the throughput of meaning sharing, even a tiny amount,

then you disproportionately improve everything because it's the actual bottleneck.

It's what the resistance is made of.

If I were to say it in simpler terms, I would say it like this.