Shane Parrish

There's so much opportunity here, right?

Oh, if you think of you competing in a world where we're moving to AI-driven call centers, if I took the exact opposite approach, which is, by the way, you should do both.

I like this quantification bias thinking.

I've read a lot in, I think, I'm going to give a nuanced answer here.

I don't know the answer, so I'll preface that with that.

I did read a lot about what he used to do in the 60s.

And he used to hire private investigators.

And what he was trying to determine, I don't think it was anything about the person other than, does what they say line up with who they are?

And if the answer is yes...

I can deal with that because I know what to expect.

And if the answer is no, if they can't go to work and claim to be a penny pincher, because if they go to work and say they're going to cut costs, but they're driving around with a Ferrari or whatever, like this is a thing that it doesn't line up.

And so I feel like he was always just trying to assess the predictability of people.

If that makes sense.

Did the management team do what they said they were going to do?

The balance sheet changes over, you know, like he was a very, he had a different emphasis on things than people, I think, realize.

And I think with a lot of his investments, I mean, my personal take is he was looking for predictability.

And it wasn't about massive disruption.

It was never about things being turned around.

He got out of that in the late 60s.

with diversified refilling was the last real turnaround situation they sort of got themselves into.