Shane Parrish

And you can use all of these things to manipulate people, unfortunately.

I shouldn't have been sitting here.

You say it like it's a conscious thing, but I think it's an unconscious thing.

Because if it is conscious, it's tactic.

And it's probably a reverse signal that you're actually a bit...

off kilter if you're consciously doing that.

You're the one who, I remember this, you said you should always fly from the smallest airport that's convenient for you.

Is that it?

It's almost like there's some experiences that are sort of additive or subtractive, and then there's some that are multiplicative.

Like you can multiply by zero or you can multiply by 10, like a difference in that one particular factor.

I think maybe the generalization is that, like, if they're private companies led by a founder, then they're not run by the finance department.

It's so interesting.

I think about this a lot where you have these short-term optimization and long-term effectiveness are two completely different things.

Yeah.

Yeah.

And so you can, there's always somebody making more money than you, but maybe they're cutting corners.

Maybe they're doing things that are unsustainable.

And like you said, you can always save money in the short term, but do you damage your brand?

Well, Buffett had this saying where his directive, his letter, I guess, to all of his CEOs after he acquired the company was this.

The only expectation I have for you is to treat this company as if you and your family have 100% of your money in it for 100 years and you can't take it out.