Jeff Bezos

putting energy into and following and improving and scrutinizing only in so much as it actually affects customer happiness. And so you've got to constantly be on guard. And it's very, very common. This is a nuanced problem. It's very common, especially in large companies.

putting energy into and following and improving and scrutinizing only in so much as it actually affects customer happiness. And so you've got to constantly be on guard. And it's very, very common. This is a nuanced problem. It's very common, especially in large companies.

that they are managing to metrics that they don't really understand, they don't really know why they exist, and the world may have shifted out from under them a little, and the metrics are no longer as relevant as they were when somebody 10 years earlier invented the metric.

that they are managing to metrics that they don't really understand, they don't really know why they exist, and the world may have shifted out from under them a little, and the metrics are no longer as relevant as they were when somebody 10 years earlier invented the metric.

that they are managing to metrics that they don't really understand, they don't really know why they exist, and the world may have shifted out from under them a little, and the metrics are no longer as relevant as they were when somebody 10 years earlier invented the metric.

Yes. And by the way, you do need metrics. Yes, you do. You can't ignore them. You want them. But you just have to be constantly on guard. This is a way to slip into day two thinking would be to manage your business to metrics that you don't really understand. And you're not really sure why they were invented in the first place. And you're not sure they're still as relevant as they used to be.

Yes. And by the way, you do need metrics. Yes, you do. You can't ignore them. You want them. But you just have to be constantly on guard. This is a way to slip into day two thinking would be to manage your business to metrics that you don't really understand. And you're not really sure why they were invented in the first place. And you're not sure they're still as relevant as they used to be.

Yes. And by the way, you do need metrics. Yes, you do. You can't ignore them. You want them. But you just have to be constantly on guard. This is a way to slip into day two thinking would be to manage your business to metrics that you don't really understand. And you're not really sure why they were invented in the first place. And you're not sure they're still as relevant as they used to be.

This is such, you have just asked a million dollar question, so this is, if I generalize what you're asking, you were talking in general about truth-telling. Yeah. And we humans are not really truth-seeking animals. We are social animals.

This is such, you have just asked a million dollar question, so this is, if I generalize what you're asking, you were talking in general about truth-telling. Yeah. And we humans are not really truth-seeking animals. We are social animals.

This is such, you have just asked a million dollar question, so this is, if I generalize what you're asking, you were talking in general about truth-telling. Yeah. And we humans are not really truth-seeking animals. We are social animals.

And, you know, take you back in time 10,000 years and you're in a small village. If you go along to get along, you can survive. You can procreate. If you're the village truth-teller, you might get clubbed to death in the middle of the night Truths are often, they don't want to be heard, because important truths can be uncomfortable, they can be awkward, they can be exhausting.

And, you know, take you back in time 10,000 years and you're in a small village. If you go along to get along, you can survive. You can procreate. If you're the village truth-teller, you might get clubbed to death in the middle of the night Truths are often, they don't want to be heard, because important truths can be uncomfortable, they can be awkward, they can be exhausting.

And, you know, take you back in time 10,000 years and you're in a small village. If you go along to get along, you can survive. You can procreate. If you're the village truth-teller, you might get clubbed to death in the middle of the night Truths are often, they don't want to be heard, because important truths can be uncomfortable, they can be awkward, they can be exhausting.

Impolite and all that kind of stuff. Yes, challenging. They can make people defensive, even if that's not the intent. But any high-performing organization, whether it's a sports team, a business, a political organization, an activist group, I don't care what it is, Any high-performing organization has to have mechanisms and a culture that supports truth-telling.

Impolite and all that kind of stuff. Yes, challenging. They can make people defensive, even if that's not the intent. But any high-performing organization, whether it's a sports team, a business, a political organization, an activist group, I don't care what it is, Any high-performing organization has to have mechanisms and a culture that supports truth-telling.

Impolite and all that kind of stuff. Yes, challenging. They can make people defensive, even if that's not the intent. But any high-performing organization, whether it's a sports team, a business, a political organization, an activist group, I don't care what it is, Any high-performing organization has to have mechanisms and a culture that supports truth-telling.

One of the things you have to do is you have to talk about that. You have to talk about the fact that it takes energy to do that. You have to talk to people. You have to remind people it's okay that it's uncomfortable. Um, you literally tell people it's not what we're designed to do as humans. It's not really, it's kind of a side effect. You know, we can do that, but it's not how we survive.

One of the things you have to do is you have to talk about that. You have to talk about the fact that it takes energy to do that. You have to talk to people. You have to remind people it's okay that it's uncomfortable. Um, you literally tell people it's not what we're designed to do as humans. It's not really, it's kind of a side effect. You know, we can do that, but it's not how we survive.

One of the things you have to do is you have to talk about that. You have to talk about the fact that it takes energy to do that. You have to talk to people. You have to remind people it's okay that it's uncomfortable. Um, you literally tell people it's not what we're designed to do as humans. It's not really, it's kind of a side effect. You know, we can do that, but it's not how we survive.