Winston Weinberg

I used to say no to almost nothing.

When I get really bad at it, I ask my chief of staff to force me to write a paragraph about why I'm going to take a meeting.

Full paragraph about why I should take a meeting.

And it's so easy if you do it that way, because for 99% of meetings or events or whatever, you start writing the first sentence and you're like, I don't want to do this.

And if you don't want to do this and you're like, this is a waste of time, probably the meeting or the event is also a waste of time.

For the things that I think are really important, when I'm like, I got to write that paragraph, I could write 20 pages, right?

And it's easy.

It's really easy.

Yeah.

And so, again, I think this goes back to like, how much of your week and your day are you thinking about what you're doing?

Seriously, like, what is the goal of the company right now?

Like, what is the main bottleneck?

What is the main problem?

And I think like a good founder, and I'm not saying I am anywhere close to one yet, but the ones that I've seen, it seems like what they're really good at is two things.

One is they've built a machine.

And so because they've built a machine, they have time to only focus on what is the main bottleneck with the machine, right?

And so those are two different skill sets, I think.

And you have to have both, right?

Because if all you're doing is like bottlenecks before you've built a machine, it's like,

You're never going to hire the right staff.