Zach Perret

But many of the public CEOs that I've talked to said, the rigor is a really good thing. It's helpful, so on and so forth. But on the flip side, you know, it is a milestone and is a very useful tool for us to do at some point in the future. But that day is not today. And that day will hopefully be in the next couple of years.

Philosophically, I have a very hypothesis-driven decision-making model, which is you ask me a question, I have an answer. It's not a deeply held answer always, but I always start with a starting point. Within the company, we push this really hard. So if there's a decision to be made, there's always a straw man of what the decision is. I'm not sure I have a specific unmade decision.

Philosophically, I have a very hypothesis-driven decision-making model, which is you ask me a question, I have an answer. It's not a deeply held answer always, but I always start with a starting point. Within the company, we push this really hard. So if there's a decision to be made, there's always a straw man of what the decision is. I'm not sure I have a specific unmade decision.

Philosophically, I have a very hypothesis-driven decision-making model, which is you ask me a question, I have an answer. It's not a deeply held answer always, but I always start with a starting point. Within the company, we push this really hard. So if there's a decision to be made, there's always a straw man of what the decision is. I'm not sure I have a specific unmade decision.

Does that not get you in trouble with your wife? All the time. Yeah. It gets me in trouble with my wife because she's like, why are you so confident in this thing that you've never thought about? I'm like, I'm not confident. I think you were planning to ask this question later, which is like, what's the question that no one ever asked you that they really should?

Does that not get you in trouble with your wife? All the time. Yeah. It gets me in trouble with my wife because she's like, why are you so confident in this thing that you've never thought about? I'm like, I'm not confident. I think you were planning to ask this question later, which is like, what's the question that no one ever asked you that they really should?

Does that not get you in trouble with your wife? All the time. Yeah. It gets me in trouble with my wife because she's like, why are you so confident in this thing that you've never thought about? I'm like, I'm not confident. I think you were planning to ask this question later, which is like, what's the question that no one ever asked you that they really should?

For me, the question that no one ever asked me is how confident are you and how much do you care? So if you ask me, hey, is the answer red or blue? Red, how confident are you? 0% confident. How much do you care? Not at all.

For me, the question that no one ever asked me is how confident are you and how much do you care? So if you ask me, hey, is the answer red or blue? Red, how confident are you? 0% confident. How much do you care? Not at all.

For me, the question that no one ever asked me is how confident are you and how much do you care? So if you ask me, hey, is the answer red or blue? Red, how confident are you? 0% confident. How much do you care? Not at all.

Yeah, I do worry about that. That's why I wish people would ask me the question, how confident are you and how much do you care? What's your biggest flaw as a CEO? One of my biggest flaws as a leader is I'm not great at recognition of progress if the outcome is not excellence.

Yeah, I do worry about that. That's why I wish people would ask me the question, how confident are you and how much do you care? What's your biggest flaw as a CEO? One of my biggest flaws as a leader is I'm not great at recognition of progress if the outcome is not excellence.

Yeah, I do worry about that. That's why I wish people would ask me the question, how confident are you and how much do you care? What's your biggest flaw as a CEO? One of my biggest flaws as a leader is I'm not great at recognition of progress if the outcome is not excellence.

Let's say we have some problem with my company and currently we're operating at a two out of 10 going from a two out of 10 to a four out of 10. You've just made something twice as good. My CEO tells me this all the time. He's like, you got to celebrate that. That is good progress.

Let's say we have some problem with my company and currently we're operating at a two out of 10 going from a two out of 10 to a four out of 10. You've just made something twice as good. My CEO tells me this all the time. He's like, you got to celebrate that. That is good progress.

Let's say we have some problem with my company and currently we're operating at a two out of 10 going from a two out of 10 to a four out of 10. You've just made something twice as good. My CEO tells me this all the time. He's like, you got to celebrate that. That is good progress.

And yes, you can say there's another horizon that we got to go to, but you got to celebrate going from a two to a four out of 10. Sometimes that matters quite a lot. Personally, I am like never, never okay celebrating that because my answer is like that's a 4 out of 10. It's like we're still horrible. And objectively, that is the correct answer if we stay a 4 out of 10.

And yes, you can say there's another horizon that we got to go to, but you got to celebrate going from a two to a four out of 10. Sometimes that matters quite a lot. Personally, I am like never, never okay celebrating that because my answer is like that's a 4 out of 10. It's like we're still horrible. And objectively, that is the correct answer if we stay a 4 out of 10.

And yes, you can say there's another horizon that we got to go to, but you got to celebrate going from a two to a four out of 10. Sometimes that matters quite a lot. Personally, I am like never, never okay celebrating that because my answer is like that's a 4 out of 10. It's like we're still horrible. And objectively, that is the correct answer if we stay a 4 out of 10.

But oftentimes, the trajectory is you go from 2 out of 10 to a 4 out of 10 to a 6 out of 10 to an 8 out of 10, and then eventually you get to a 10 out of 10. Finding a way to celebrate those interim milestones that are not yet perfect, it's been really hard. And it definitely discourages people within the company. Giving the internal praise of, hey, you made progress there.