Jon Acuff

We just need to know the name and the address of the person who sold the thing to.

And they're like, so much bureaucracy.

And then the last one, analysts get stuck over-reviewing and they tend to lean in toward negativity and over-review mistakes and predict failure in the future.

Yeah, and that's a word – I think you just used a word that I think as you do this a while, you fall in love with that word sustainable.

Like I know like when I was young, I was enamored with like the person that had the hot YouTube channel for six months or the author who wrote one book.

And I would go, oh, my gosh.

And now the people I look up to are the people that have done it for 30 years.

And they've got a great marriage or they've got great relationships or they're connected to their kids and they produce a lot of work and they have a company.

And I go, wow, they've done it for 40 years so that it is sustainable.

Yeah, I think you definitely need all four.

And I think you need discussions about all four.

And I think you need part of it's just labeling.

Take the team.

Even just labeling a meeting for what it is gives you freedom.

Meaning this is a dream meeting.

We're not reviewing details.

Or like this is a review meeting.

We're not like coming up with new ideas.

We're reviewing what we just did and trying to understand what happened.

Even just labeling it gives people permission to go, oh, okay, I got to put my review hat on or I got to put my doing hat on.