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Aubry got redemption from the editors this week. Her story arc underwent a significant recovery. What do you think that means for her longer term prospects? What are you expecting from the shuffle? Will Kama retain their control of the game when we shuffle to three tribes? Who do you think is playing the best, and who is still in jeopardy of being voted out before the merge? Who will be next to visit Extinction Island? Will we see anyone quit once some significant competition shows up? Who impressed you the most? Who do you think will be next to go? Here is where it stands after week 3. Kama: Aubry, Aurora, Eric, Gavin, Joe, Julia, Julie, Ron, and Victoria Manu: Dan, David, Kelly, Lauren, Rick, and Wendy Edge of Extinction: Reem, Keith, Chris We've got several ways you can reach us. You can call and leave a voicemail at 206-350-1547 or toll-free at 844-643-8737. You can record an audio comment and attach it or just type up a quick text message and send it to us via email at joannandstacyshow@gmail.com. Listener Feedback is due by Saturday Noon PST. Please keep it to 3 minutes or less. 00:00 Date 00:04 Intro: Anxious Abyss 00:46 Introductions 34:48 NToS 42:31 JSFL Update 52:02 Outro: Wakeful Spaces Links for Today's Show Music from Jukedeck - create your own at jukedeck.com Paul's Visual Roster Survivor Fans Podcast Fans group on Facebook JSFL SFP on Twitter SFP on YouTube SFP on iTunes SFP on Spotify SFP on Google Music Contact Info: Voicemail: 206-350-1547 Toll Free Voicemail: 844-643-8737 Email: joannandstacyshow@gmail.com Survivor Fans Podcast P.O. Box 2811 Orangevale, CA 95662 Enjoy, Jo Ann and Stacy  

Chris: Yeah, yeah we're rolling. Yeah? Kat: Is there enough light? Okay, no that was already on. I think I'm becoming addicted to light. Chris: You've got it down. All right. Kat: Okay, we're live already. Chris: Yeah ... what? Kat: What, mother fucker- I get ... Chris: You're gonna have to redo it. Kat: I can't redo it. I'd have to- Chris: [crosstalk 00:00:30] Oh, no. No, that one's done. Yeah that's- Kat: This is live. We're already live. What you're saying is being heard. What I'm saying is being heard. Chris: That is so funny. Kat: I think people have heard it before. What's up? Chris: Yes, it's working. Kat: We are technological geniuses. Chris: We just did have it take off a certain [crosstalk 00:00:50]. Kat: We've made ... They didn't do much. Hey, I managed to get the internet working for a second and a half. Chris: Oh my God. Kat: Can we kick this off by telling people the quotes of the day, Chris? Chris: All right we can share this. Yeah, all right. Kat: So should I tell them one from the other day or is it gonna off our buyers? Chris: No, no, no, we share. We're truly authentic [crosstalk 00:01:08] Kat: We're here for authenticity. We are literally about to fu- ... We are about to launch. Am I allowed to swear? Chris: No. Kat: No? Chris: No swearing. Kat: Okay, sorry. We are literally about to launch our supplement. We get to that in a moment but first I'd like to tell you three very informative and important quotes that I've been noting down. Chris just ... This is a man who, when you meet him or you see him, even online, you'll see that he is one of the most genuine good guys in the world. Kat: He is the nicest man in the world. He's one of my closest friends. I love him to death, he is the nicest, sweetest, person. Would never hurt anything and yet he just comes out and then he seems very like ... Wow, that was quite rude. Chris: Sorry, that is true. Kat: So the other day we're like "What should we call our livestream for our prelaunch live stream which shoots on Friday?" And I'm like thinking of creative titles cause I'm awesome at that and he's like, "Can we just call it-" Chris: Headlines are key. Kat: "This is why you're fat and we're not." And I'm like, "Wow." Chris: Because within context as well, we were talking about ... Kat: Please explain. [crosstalk 00:02:12] Chris: How we used to do diets before we used to be massive carbophobes and then over lunch we were talking about how we're just been loving eating carbs but doing it the right way. And how much better in shape we are now. And it's just- Kat: Well this leads me into the next quote which i that well ... Chris: Yeah, nicely done. Kat: Which is that we set up the lighting, and I'm like "Damn, that lighting's good." And Chris goes "Damn, it's good." And he goes, "Or is it just cause we look so good?" I'm just like "Wow, just be matter-of-fact about it." Oh, do you need to share that to your page? Do you need to share that to your personal page? Chris: Yeah. I can, with you. Kat: Okay, so we are ... oh and what was the third quote? Chris: What was the third one? Kat: Damn it, there was another really good one from just a second ago. So there was the one about "This is why you're fat and we're not." There was "Is this lighting really good or it just cause we look really good?" And then there was another one that just happened just then and it was so funny. I nearly wrote it down and then I was like "No, there's no way I would forget that." It will come back to us divinely. Chris: Not sure. Kat: Welcome, welcome, welcome to the show. Chris: We've got some big news. Kat: We have huge news, I think we're not even allowing ourselves to be ... Chris: So exciting. Kat: As excited as we are. I know I think we're not letting ourselves be as excited as we really could or should be about this. I think we're excited and we're like this is a big deal, and I'm just like "No, but do you understand what a big deal it is?" Chris: This is a big deal. This is a really big deal. Kat: Two plus years in the making? Chris: It's even longer. Kat: I think it's three years [crosstalk 00:03:49] ... Chris: We can put this dick ends downs. Kat: I think it's like pre ... dick- really? We started to formulate this before time began in our souls. Chris: Yeah, exactly. Kat: That's how good we are. I got to the quote book, the intelligence was coming through divinely from generations before but in a physical human sense, maybe three years. Chris: [00:04:07] Particularly there's star dust in there. Kat: Well it's actually ... Yes. And gold dust. You get a little piece of my soul. That's some powerful stuff. Look what I've created. Chris: That's really funny. Don't worry about the lighting. We're good. Kat: Yeah, we're good. We're good with the lighting. So we might be a little bit excited. We might be coming across as a little bit extra hysterical than normal, but it is such a huge deal. And welcome, welcome, welcome to everybody. I'm so happy and grateful that you're here with us. Kat: Hello over on our business page and hello on our personal page, and hello wherever else you are. I am either going to talk excitedly in a hilarious or just randomly crazy way for now, or I'm going to just stop and let Chris present with deep profound wisdom. Chris: I'll chime in as well. Oh, always. Kat: All the things. But let's just quickly say ... Okay, Lisa just summed up the whole entire situation. Chris: Wee. Kat: He says, "Wee." That's exactly right. We have an amazing founding deal. Chris: Founding special. Kat: But we're not going to tell you about that now, because we've got too many other exciting things to say. Chris: Yeah, we've got some more important news. Kat: Okay, I'm done. Chris: Okay. Kat: For now. Chris: Well we haven't decided on everything at this moment. So we need to do this together. So this is actually like ... Kat: Co-creation. Chris: Exactly. We all need to come together right now and actually sort this out. Kat: Yeah. So just stop what you're doing, put it down. Chris: Because this is literally the only time you are ever going to get this special at this product, this price, ever. Kat: Ever. Obviously if you've been following Kat for any time and even myself, you'll know that we want to celebrate. Actually, you know what's really interesting? This little bit random, I actually went through the ... See, Kat you're looking gorgeous. Chris: Yeah, I'm all right as well. Kat: No, I think that's definitely for you, sorry. Not me. Oh, thank you. I'm going to take that. I'm taking it from here. Thanks, Lonny. Chris: Kat, how high can you go. Random segue, we actually just reviewed the ... With my other coaching business, reviewed what the key parts of what the most accessible coaches are doing right now. What was ... What have they done? There was two things that was actually really interesting. Chris: One was how long they've been in the programme and why they're succeeding. So it's a common factor, and two, was they always jumped on the programme as fast as possible. Kat: Of course. Fast action takers. Chris: I know, but it was actually really interesting for me to actually see it. Kat: Oh, it was actual research. Chris: Yeah, we actually went through everything. Kat: That's gold. I say that all the time. Chris: The most successful people. No, it's legit. Kat: Oh, hello. Yeah. Chris: Yeah, well, exactly. Fair enough. Kat: We literally became business partners over cauliflower. Chris: Cauliflower and chicken? Kat: I could have make that some more exciting. Well, there was one. But it was a two-second decision, wasn't it? Chris: Yeah, it was. Kat: It was. Oh, then you came around and we talked about it the next day again, but it had already obviously ... Really we're just joking around nothing. We did a hilarious life show together. Chris: Yeah. Kat: But that is so true, and I say that all the time when I'm working with high level badass entrepreneurs and creators. I always say, "I want to work with the people who say 'yes' straight away." Because that's like me, and those are the people who get awesome freaking results. So we're really here today not just to ... With such excitement and gratitude and passion launch our product, finally. Kat: But we're also here ... There it is. We're also here to really honour those people who already know that they want one of our ... Oh, look at Ryan. You couldn't have product placed him any better than the hat. Ryan says, "Is this the one I tried last year at your place? It tasted amazing." I think my second one did have vodka in it. All right, just hold the final ... Let's save the shenanigans part of what you can do with this for later. Kat: Let's just talk pure. In fact, it was very healthy in the process of my training. But yes. So we didn't even prepare that little bit of testimonial earlier at all from Ryan who says it tastes amazing. It tastes freaking amazing. Okay, I'm getting distracted again. Continue on. Chris: Okay. There's a few things that we've all got to sort out right now. One, when you actually have to get onboard these founders special. Two, we're going to share with you actually how much of a discount that you're going to get and that's a lifetime discount as well. So we're going to make this as much of a no brainer as possible. Kat: Oh, I just remembered the other quote. Chris: Oh, what was the other quote? Kat: It was I said to you, "Is that really sneaky?" And you said, "Yeah." I really like it. Chris: Okay, just kind of side note, that was ingenious business strategy that we actually did when you just said we ... Kat: Because I'm a ninja. As I proved to you earlier. Chris: We share that later. We share that later. Keep business strategies coming down on this as well. It's all working. So two things we're going to work out. One, when you actually have to get on board by, because this can only last so long and we're going to have to cut it right now. So this, it's actually going to be pretty limited. Because we can only take so many people on board. Kat: Yeah. Chris: Two, the discount you get, which is a lifetime discount. And you know what? Three, we actually just added in. Sorry, for the first 100. First 100? Kat: Oh, I thought it was going to be 50. You're seriously pulling this up for 100 people? Chris: I want to be really nice, because I wore my give shirt today. Because I want to give. Kat: Oh, I want to cut it off really. I like to make people jump on board or work for it. Chris: No, we'll do 100, because there's a lot of ... Yeah, okay. No. Kat: All right, that means I have a point saved for later to make a decision about something. Chris: All right. You got one brownie for later. One video for later. Kat: I'll get to be in charge of something later. Chris: First hundred people that are going to be coming on board, you're going to get a copy of my book, "Craving the Truth", which is actually the book where I show you how to be able to get into the best shape of your life, and how to not do it by doing depriving diets, which we have right here. Tada. Kat: There it is. Fabulous book. Chris: So you'll get a copy of "Craving the Truth" as well coming on board in this, but we can only do that for the first hundred. Kat: For free. Extra fast action, take a bonus. On top of the crazy discount. Oh, wait. Do we make them pay full price if they're getting a book? Chris: I don't want to have to make them pay full price. Kat: All right. Why not? I was just trying to be funny. Sometimes it works, sometimes it doesn't. It's fine, because my lighting's fabulous. Chris: Yeah. You look good, life is good. So if you want a copy of the book for free, where I give you the diets. We talk work outs. We talk actually what Kat and I are doing. You're going to have to get on board really quick as well, but also, lifetime discount. Can we tell them how much the discount is? Kat: No, make them work for it. Send a love heart shower. Chris: Oh, yeah, I love how you do this. Kat: A load of love hearts, and we're just going to tell them the office straight away. Just like that? Chris: Melissa. Kat: Hi. Chris: Thanks, Mel, appreciate that. Kat: Yeah, there you go. Chris: It's a great pull. Kat: Let's. So we just give ... Whoa, you guys loving the love heart shower. Thank you. Chris: Whoa. Kat: Do you want a comment something hilarious or just comment get on with it already? Chris: Let's have best comment. I will just give you a copy of the book straight away. Kat: I can't talk through this offer, because I'm going to get too giggly and excited like a little kid at Christmas, and I'm not going to get the details right. I'm trying very hard to restrain myself here, but I'm so excited. So Chris is going to tell you the deal with it. It's literally more crazy than what we thought we were going to do. We dropped down an extra ... We actually dropped down an additional ... Chris: No, let's prepare for lunch. Kat: Over an additional 20 percent on what was already the reduced founding members price. Chris: Yeah, it was. Kat: Wait, did you just say they get to lock it in for life? Chris: Yeah, it's lifetime. Kat: I thought we were just giving that for the first month. Chris: Lifetime. This is exactly. Kat: What? Chris: When you get on board, but here's the thing. When you get on board, you get it for life. If you ever leave. Kat: You're out. Chris: Never get it again. Kat: We're never talking to you again. Chris: No. We'll talk to you, but you just want to get the discount again as well. Kat: If you buy us a drink. Chris: You've got to ... You actually get the discount for life. Kat: Yeah, that makes sense. Chris: That's a bit of a no brainer. Kat: That is a no brainer. Couple of no brainers. I'll eat anything that tastes delicious, especially if it helps me look that pretty. Thank you. Chris: Oh, that's really sweet. Kat: That's all the alignment. I'm reverse ageing. When you ordered this product, you will reverse age from between two and five years in the first 10 days. Chris: We can't say that. Kat: Hashtag disclaimer. I just it. Chris: The FDA does not agree with that at all. Kat: Shut up. Chris: I have to be legitimate with this stuff. Kat: I mean it. I mean it, because I decided, and I get what I decide. Can we just bring the mindset side into it? It's fine. When you sign up I'll get you a special training for free on the reverse ageing. How's that for a bonus? Chris: All right. Kat: Oh, let's have that in as a top 100 bonus. I will do a training on how I reverse age for free for the first 100 people, and I'm not kidding. Chris: I'll buy that. Kat: Look at this skin. I'm nearly 50. Chris: That's very funny. Kat: Well I'm 38. I'm nearly 39. But I'm reverse ageing at the speed of light. Everybody knows that. Chris: No, actually ... This gets really good. What we haven't actually said as well is if you get on board this offer today, you will be able to join the tribe. So what we're starting in part is our private tribe, yeah. Kat: Oh, yeah. We're getting to our programme. Chris: It's going to be a little bit ... It's probably something we should talk about right now as well. Kat: Wait, do we actually? No, this is for real now. I'm not pretending. Are we actually giving them that? Chris: Yeah, they get a private group. It's already set up. Kat: Oh, of course. Yes, all right, fine. Onward then. Chris: This is stupid. Kat: Okay, I'm done. I'm done with my talking. I've got the entertainment, and now Chris is going to tell you the deal. The deal is about to drop. We are going to give you a link. You're going to click it, you're going to buy, and you're going to have a glass of water to celebrate, since you don't have the product yet. I'm waiting. Chris: Well you do have to wait. Kat: But we'll drink something in your honour. Chris: You do have to wait. So let's break this on down. Number one, first 100 people, I'll give you a copy of the book and I'll send it straight to you. Number two, you get the discount for life, and it's over 40 percent the discount as well. So that's a bit of a no brainer as well. Kat: We want to make it crazy no brainer for sure, legitimately of course. Chris: Yeah, I know. Three, you get access into ... whilst you have your membership, whilst you're getting this each month sent to you, you have access into the tribe, which is where Kat and I are going to be sharing with you what we do with our food, with our diets, with our training. I'm going to be in there giving you as well, because I've got literally 12 months worth of training, nutrition and lifestyle coaching ready to rock 'n' roll for you. Chris: So you'll get access into that private community where it's members only in there, and then ... Kat: That's got content from both of us, which is combining over 30 years of experience and knowledge and application and results. If you can, have some brain power. Chris: We literally needed a team member to go through how much content we had. Kat: It was several staff members who had to go through that and have been doing it for nine months. Chris: I feel so sorry for Jess actually. Kat: And Mim, shout out to Mim. And Jess too. Chris: And Mim. Yeah, sorry, too. Bingo. Kat: And shout out to Ash and Bron as well who've had so much to do with this launch and does so much work on that. Chris: I wish they were here. I got a notification on my page. Kat: I just was reading it over actually. Really. Chris: Okay, awesome. So you get the book. You get 40 percent discount and that's for life. You get access into the tribe as well. Now what we're going to do ... Kat: We were going to ... Sorry. I know I'm just terrible at cutting you off. I'm the worst at that. But we were going to charge for the tribe. We were going to do it as a separate. Chris: No, we are going to charge for the tribe. Kat: Yeah, but we were going to make it like you would pay a bit extra to get the coaching platform, as well as the product, and then it would be extra, extra for people who just wanted the coaching, which is basically means stupid people, because why would you not buy this? Then we decide to give it for free. Chris: So if we actually boil this down right now. Kat: Yeah. Chris: What the offer is is the super food blend will actually be recommended retail for $97. The tribe, our coaching community that's private for members only, that's actually priced at $50 a month for that. So obviously that's $150 a month, but if you get on board now, can we say it? Kat: Let's just do it. We've dragged it out long enough. They've been waiting and wanting. Chris: If you get on board now, you will get everything, which is sent to you each and every month, and your monthly membership into the tribe, and it's only going to be for $59. So we're cutting off $90 every month, and that's a life time discount going into it. So literally, there's a massive discount. So that's something like ... It's a gigantic discount. Kat: Whatever it is. Chris: First 100 people, I'll send you a copy of the book for free. Kat: And you'll get my reverse ... And you'll get my training on reverse ageing if you're in the first 100 people as well, which is completely serious. Chris: All right, Ricky. So Ricky asked a really good question. Can you consume it if pregnant? Now with supplements, you do technically have to say and you'll see on the back here, "Caution, if pregnant or nursing or taking medication, consult your health care practitioner before use." Kat: It's required to say that. Chris: My Lauren, wife, she has been pregnant with two children whilst taking this and my daughters have this as well. So when they ask for chocolate, they're actually asking for this bad boy. Kat: Yeah, I give this to my kids as well. Who are young as you know. It's required to say that. It's required to obviously that you've got to consult with your medical adviser that. Chris: Yeah, good question. Kat: I would take it. Lauren took it, etc. I just want to also clarify, really we had it locked in that launch offer ... That the retail price, the price that we will be selling it at. It's not just like what we're saying is retail. We will be selling it at $97. We were going to do the founding members offered at I think $79. That was locked in, and that was decided. Even up until last Friday. Kat: We did the pre-launch video and had some fun with that on Friday. You might have jumped on on that. Oh, we were supposed to notify people. I will send them a link after this, yeah. Chris: Yeah, we'll send them. Kat: I can't even remember why we decided to drop it down so much more. I think we just ... We get so excited. We are so proud of this and so excited and it's been so much work and blood and sweat and tears that's gone into this on Chris' behalf. I really just want to honour him. He's an amazing business partner and friend, and the work that he's put in. Literally travelling the Earth to create pharmaceutical great product in the world. Kat: It is literally the most exceptional formulation that you could come up with. Digestive health, probiotics, all this good stuff, but then also, working together with somebody that you're obviously good friends with, that's not automatically enough to make a great business partnership as I know a lot of people know. Chris: Mm-hmm (affirmative). Kat: So it's just been amazing to have a shared vision for something that we're both so excited to bring to life. It's been a little painstaking at times to get to where we're already, but like any amazing vision brought to life, you've got to be willing to go through those periods where it's things are going slow than you want or you thought something was just going to work, and then it didn't. Kat: So it's been quite the journey, and it's been one that's been heavily supported by the people we just mentioned and shouted out earlier as well. So there's a lot that's going into this and it really is. It's such a big deal. It's something that we know that we're going to take for life, be proud of for life. We really trust and belief that when you start to take this, firstly, the taste of it is incredible. It just tastes amazing. It's chocolate flavoured greens powder. It's flavoured naturally with cacao. Kat: It tastes incredible. Every single person who tried it is like, "Holy crap, where can I get this? I want to take this forever." So we know you're going to love the taste, but the benefits and the health side of it, the brain power side of it. The mineral focus side of it. The fact that you're just getting all these good things covered for yourself and your family in one hit. We know that you're going to be part of this for life as well. Kat: So this is something that for long haul it's not just business on the side of our respective empires that we already have. We really see it as a vision for the community that we want to build of like-minded individuals, like us, like you who are committed to being about us in every aspect of life. In business we brain function, and looking and feeling hot AF as well of course. Kelly says can you use it if diabetic. Chris: Yeah, you can. It actually says on here "diabetic safe". Where did I actually have to say that? Here. Last bullet point. No, extras. No extra added sugar. It is diabetic safe. It is only flavoured with stevia. So you only use the really good stuff. Please post the ingredients out. Yeah, Angela if you click the link that you'll get access to ... Kat: We could give the link. Chris: I will give you the link. If you click the link, you'll get access to the page which has the full ingredients on there for you. So you can actually read this rather than me sticking this up to the camera. It's still not being readable as well. Now, what we also have done is we put a 60-day guarantee on this. So we want you to taste it. Kat: That's how confident we are. Chris: We want you to use it. Exactly. That's how much we ... We're a little bit cocky when it comes to this. Because we know it's that good. We've been using it for that. Angela, you're absolutely welcome. So we want you to get your hands off it ... On it. When you get your hands on it, and you start using it, you'll see. You'll actually notice the difference as well. So what you want to be able to do is number one, it's not about supplements. Chris: Now let's just talk right now. I want to jump in and talk about ... Yeah, sorry, go. Kat: Should I give the link or should we give them preparation that I'm going to give you the link, because we are doing this first hundred thing. Chris: Oh. Kat: Let's tell you what we want to tell you, so that you're paying attention, and then we're going to drop the link. Chris: Okay, let's do that. Kat: Yeah. Chris: We'll jam real quick, and then we'll give you the link so that you can get access to all this stuff right now. So I want it in my mouth right now. Kat: All right. Well, it's a sensory experience, and you can tap into the collective energy. That's right here in this space and place. Here is some we prepared earlier. Chris: Jaya, can you put your email below and I will literally send you a copy of my book, because that was the best comment so far. Kat: Comment of 2018 award. We're adding that to our book of hilarious quote. But we will drink some in honour of everybody. You can tap into our collective energy. Chris: Right, cheers. So I'll answer Theo's question. So this is what we're doing. Because we're doing the very first batch, for all of our members with this super food blend, it's going to take between three to four weeks for everyone to get there. So that's why we're doing this founders special. So we want everybody to come on board. Now, and this is what I want to say and this is why it's so important. Kat: Yeah. Chris: It's not about supplement. Kat: That's why we're doing a huge discount. Chris: It's not about the supplements. Jaya, thank you so much. Can someone remind me to send Jaya a copy of that? Kat: Yes, I'll email you right now. Chris: Or just ... perfect. It's not about supplements, okay? So why are we actually talking right now? Why are we starting a health and fitness company? Why are we wanting to help you with this stuff? It's because you want to be able to look, feel, and function great. You want to be a part of the one percent of the one percent. You want to look great. You want to feel great. You actually want to perform really well, and that's not just the body performing on a biochemical level. It's how your brain performing as well, and you're actually enjoying it. Chris: How do we actually do this? It's not just by taking a supplement. Supplement's the cherry on the top, and we're going to be the first people that now run a supplement company to tell you it's not abut the supplements. This is why we're doing the tribe. So we help you, we show you, we teach you. We're giving you actually what's needed when it comes to, what to eat, how to eat, how to set up your lifestyle. What about when it comes to your work outs? When it comes to your movement as well. Chris: So especially when I break it down in the book, I show you the actual workouts and there's a yang and a yin philosophy. So like a yang, this is going to be a white training. A yin, it's going to be a walking. It's going to be your saunas, your ice punch pools, your meditations, all these kind of things. Kat: Yoga. Chris: Yoga. All these things we need to be able to put together. So it's a holistic approach to giving you exactly what you need. That's why when I first ... One of the reasons, our first conversation, we're like, "Hang on, there's a lot of 'supplement companies' out there and they're doing sometimes great products, sometimes crappy products. Let's not even go down that path." What's missing right now? No one's giving you both. No one's giving you here's the great ... Literally world best formulations, raw products, and manufacturing process. Kat: And taste. Chris: And taste. Which is kind of the most ... It's not technically the most important thing. But it's the most important in the sense that you're not going to take it if it doesn't taste amazing. It tastes so good that you just ... You want to have more. You just want more. I was crying when mine ran out. My samples that I had at home. Kat: Yeah, I had to get more for Kat. Chris: I had to have a massage to get over it. Kat: And a meditation, and some prayer. Some prayer. Then I may have harassed him over what's happened. I literally once was tapping in from every city around the world going, "So can you send some to New York? How about Florida? How about Texas? How about LA?" Chris: I tried to send it to her in two different cities. Kat: But I kept moving too quickly. Chris: And it kept missing. Kat: Come in San Diego, take me around. Chris: Obviously what I want to get across to make sure that we do this right is while we're doing the tribe is so literally Kat and I can give you what's needed to be able to make sure that you look, feel and function the way that you want. It is literally like that. Then when you want to put the cherry on top, when you want to perform. Because this is the thing and I talk about this. Chris: Number one, that our food quality that get isn't as good as it should be. You're not getting all the nutrients. You're not getting everything that you really need at the end of the day to be performing your best. We have high stress levels in our modern lifestyle. We have a lot of chemicals in our environment that help us become toxic. So we want to be able to become un-toxic. We want to be able to get rid of that stuff. Chris: So this is why we started with literally a greens formulation. But it's not a greens formulation. This is ... Kat: So much more. Chris: A super veggie type antioxidant blend. It's got a fruit antioxidant blend. It's got digestion support, and it's got a probiotic blend in here as well. So this is why we want to try and you come at this, because the thing at the end of the day is I don't want you to have a covered or room full of supplements. You want a handful of things, and that's what we're going to be doing, Kat and I together. We're going to be coming together. Kat: There would be new products. Chris: And are really doing a few products that give you the biggest bang for your bucks. So you can actually get on with your life. Because what I don't like is trying to do so many different things, that when we have more important things to do, I don't want to be worrying about my diet, or my work outs, or I'm not looking as I good as I feel like I should be. Or all that kind of shit. Chris: I'm a dad. I am running businesses. I want to be able to enjoy life. I want to be able to have us come together and just have fun. I don't want to be absolutely hating life because I'm doing a dive. Kat: You want to look and feel your best and be your best, and be fitting everything in but doing it just with ease and flow as well. We both, this is another thing. We've both done the hustle life before. I love the word hustle by the way. For me that means something powerful and flow based, but what I mean is we've both done business and life and fitness in way where it was kind of burning yourself out or pushing beyond a healthy limit and that's nothing I look back on and regret, because it made me into who I am now. Kat: But at this point in my life, and for both of us as well, it gets to be about having it all whilst operating at a level of excellence. Feeling your best, looking your best, being at your best, and having it jus be flow and ease. So there's already so many things that each of us do and support our communities to do that create that just through lifestyle and the way we choose to live our lives and live according to our values and so on. Kat: This just takes it to that next level. It's about enhancing a way of life. So that's again another reason why we've created the tribe to go with this to support you with the education, the information, and the empowerment, to get the results that you need. So we will be giving you the nutritional information literally over 30 years or at least over 25 years of combined experience between us. Chris: Over 24 years. Kat: At a really high level as well, where both of us really dedicated our money and our time to learning and studying with the best people in the world, and that's how we met. Through classes around the world. We're bringing you the most cutting edge, real nutrition information, hormone information, fat loss information, digestions, stress management, sexual energy and libido as well. All ties in together. Sleep quality. Kat: Mindset, of course, right? The ins and outs of the trainings side of it as well as the nutrition side of it, and we're teaching from a standpoint of full life in a way that feels amazing. It's not a freaking diet. It's not a quick fix. It's not do this for six weeks or 12 weeks. We're bringing to you our combined experience of well over two decades, and where we can look back and go, "We did all that crazy stuff and maybe you did as well." Kat: It is what it is. Now we actually have a way of living where we get to look and feel and function at a standard of excellence 24/7 always. It's just how it is. We don't sacrifice anything in order to look our best and feel our best. We know that you don't have to as well. So this is not come on board, our magical diet that's going to fix you, and then you're left floundering afterwards, rebounding back. Kat: This is make some small simple adjustments that are going to immediately feel amazing for you. You're going to be immediately be elevated internally and in your energy and your emotions, and even dare I say spiritually, because of course it heightens everything. You're going to see those physical shifts and changes as well. I get asked all the time. I know Chris gets asked all the time, "How we can be such busy, successful entrepreneurs both with our own families and small children, and still get to have ... be in great shape and be legitimately healthy and brimming with energy, and have the energy to do all those things?" Kat: That's so easy. We let it be so easy. It's such a small amount of time or energy that creates such a massive return on that. So everything that this is about. Like Chris said, it's not just a supplement. It's you get this amazing supplement and you get everything that since ... Yes, hold it up. Everything that's inside of us that we've taken all this time and effort and working with literally tens of thousands of clients between us over the past, decade plus, in order to just know what works for life. Kat: So I said at the start of this that I feel like I can't fully express what a big deal it is, and I feel like maybe I'm now starting to express what a big deal it is. But should we? Do you want to add something there or should we give them this link? Chris: I think we should give them the link. Kat: I don't know why I feel nervous. So hang on. Chris: It's good. Kat: Should we give them the link to the Facebook group as well or we just give them this link? Chris: No. Kat: No. Chris: The what? Kat: No, the one from the other day I meant. All right. We'll figure that out later. Chris: Oh, no, give them that link. Kat: Okay, so now, are you ready? Are you excited? Are you eager? Are you going to send me another love heart shower? Are you ready to click by pull out your credit card, get it at the ready, and here's what you're going to do. In about 19.5 seconds or however long it takes me to stop talking, I'm going to ... Which could be 19.5 years. I'm going to put this thing into the comments here. Kat: You are going to click the link. You are going to grab your credit card. You're going to run to the back of the room, and you're going to purchase this product. Chris: All right, hang on. Kat: Hang on. You're only supposed to say three things. That's what I'm telling from this stage, wait. Get your credit card, click the link, buy the product, be in our top 100, get Chris' book for free. For being a fast action taker badass, just like we are, you know your life is going to change for life, and you get a free book as well. It is amazing. And you get my free training on reverse ageing. Chris: I'm really excited for that. Kat: Me too. Yeah. I'll give you the link. I'm ready. This is it. This is it. This is the moment of truth. Chris: They just want us to getting it taken out really quick. I would literally be ... Kat: Yeah, I'd be running to the back of the room or to wherever your credit card is. Chris: Oh, God. Oh, shit. Just happened. Kat: We just? Did we just break the internet. Boom, boom, boom. Okay, I feel like we needed to prepare the drummer as a roll sound. I could have played when I did that. I actually feel like I need to take a breath. Chris: Oh, that's good. Oxygen's really good as well. To set fire. Kat: Can I just add that to quotes? Quotes from Chris. Oxygen is really good for you. Okay, what else are we going to say? Chris: Oh. Kat: Oh, did you tell them to comment there? Or are they just saying how it is over there for the fun of it? How did that just start happening? Chris: I don't know. Kat: Is it because they clicked this? Chris: I have no idea. Kat: What happens? Chris: Yes, it is. Kat: Oh. Chris: Oh, we can see everyone coming through on this one. Kat: We can see who's signing up. Chris: Going up. Kat: Go, go, go, go, go. Oh, we can see all the notification. Chris: I didn't ... This is ... Kat: Tamara's in. Michelle clicked the link. Sarah clicked the link. Chris: That's really funny. Kat: Come on, keep going. All right, and oh, when is this? Ooh, Thalika. She's on it. Just on it. Chris: Laura. Kat: All right. This is so exciting. Chris: This is so fun. Can I share? This is more exciting. I remember when I did my very first online fitness launch. Kat: Laura can't click. Chris: I had the PayPal app on my phone. And when I did the launch, it was like my PayPal app on my phone make a little ding noise. Or no, like a payment would have gone through. This is more exciting because it's a hell of a lot more people coming through. Kat: Sage says, "I can't click." You might have to try different device, because people are definitely clicking. And it's working. So how's this, though? It is so exciting. Last night I was out with a friend, and she's like, "So, what are you doing tomorrow? I'm like, "Oh, yeah. I'm doing whatever and whatever." Then I'm like, "Oh, and I'm just launching a supplement company with my friend Chris till 11:45. Kat: It's like, "Wow, this is huge." That would be huge. We're just quickly launching a supplement company that we're going to take. Angela says, "I can't click on iPad." What can we do about that if people can't click on some devices? Do you have it? Because this is the mo ... Do you have a different link? A longer one? Chris: Can you comment back then or? Kat: No. Chris: PM them? Kat: Do we have a different version of that link? Chris: No. Kat: No, I don't know what to do about that. Ash and Bronwyn, are you on? Chris: What's your problem? The request to the group. Theo. Did you click the link Theo, that Kat has just given you? Kat: Okay, one second. We tested this 1600 times. We will not be swayed. I'm clicking it now. Chris: It's definitely working. We're seeing people still coming through. Kat: Okay, so when I click that, it goes me to Facebook messenger. Chris: Don't worry, Theo. We'll get your link. IPhone can, iPad can't. Kat: It's taking me to Facebook messenger when I click it. Is that right? Chris: Yeah. Kat: Then where is the link that they're going to get that message to them? Chris: The link to ... Yeah. So we'll send you to Facebook messenger, and then Bronwyn said type it in. Kat: Then you've got to press get started. Chris: Then I should maybe put zero admin. Yeah, see, there you go. Kat: Okay. So when you ... We thought we tested it all, whatever. So when you click it, it's going to take you to Facebook messenger. It may not work on the iPad. Then it's going to ... Then you're going to click get started, and then it's going to start, "This is MBB Bot. The My Body Blend's Messenger System." Chris: Oh, my God. Kat: It will say it in that voice. Then it will say, "Do you really want access to a secret launch of Super Food Blend?" It will say it in that voice. Then you'll press "hell yes," which I'm doing now. Hell yes, I just did it. Now it says, "Awesome Katrina, click the prelaunch of verboten below to get our one-time only freelance offer for ..." Okay, I feel that we're being repetitive. For our brand new Super Food Blend. Kat: Plus, if you think there's anyone else who might need to know. I mean why would you take him in unless you want them in the top 100? So now I'm clicking that link, wait for it. Shana says, "Get started." I see you guys on it, just on it. Chris: It's really cool how I can see you from one and then comes through to the other one. Kat: This is a genius. Chris: Theo, you figured that out, great job. Kat: This is a genius strategy. I just got through the sales page. Chris: Can't believe this works. Kat: Right here, live, on this live stream. There it is. Chris: So this is only for the private launch. So obviously once this gets closed down, you're not going to get ... Kat: Take it out. You can't get in on this deal again. Chris: Yeah, you can't get access to this, because we can't keep this up forever. Kat: So talk them through what are they going to receive once they then signup and purchase. Chris: Cool. Kat: Because just a reminder that the product is going to come. Explain all that. Chris: Yeah. So obviously the founders special with what we're doing today is we're doing our very first batch, and you're going to be a part of this. So it's going to take three to four weeks for you to get your actual first Super Food Blend delivered. We're going to be sending it straight to you, but that's why we also have the MBB tribe. So the tribe is going to be where Kat and I are going to be in there making sure that you get access to what's going to be the right meal plan, the right workouts. Chris: I'm going to be in there doing live streams, answering your questions. Kat's going to be talking about anti-aging. Plus, if you get in first 100, which honestly it might be taken up already. I don't know, you're going to have to just get on board. Kat: Just go, go, go. Chris: I'm going to give you a copy of "Craving the Truth". That's going to break down literally what you need to be doing with your meals, with your workouts and lifestyle, and what we're also going to be doing is this special that you get access to today is for life. If you stay on board with this, that means you get this lifetime discount. Chris: So normally Super Food Blend. This has got the RLP of $97 just for one. The actual tribe, that sells for $50 a month. That's $150, but you get access to it today for only $59. So that's a massive discount. I don't know percentage was, what it is, because I'm horrible at math and that's okay. Melissa. Yay, got my confirmation email. So there we go. Kat: Yay, celebrate. Chris: It's coming through already. So that's fantastic. So we want to make sure that everybody come on board because we've got a couple wait up our sleeve. Like tomorrow I'm going to be jumping on board doing a live show, walking you through how we actually get the right meal plan, because what we start with, this is a little bit of secret sauces, how I kick start fat loss is what I do is we do a 14-day metabolic restart. Chris: So what we do is actually in the first 14 days we actually get your body to learn to burn body fat. Now most people are trying to talk about how do I speed up my metabolism? That's actually the wrong question I believe, because let's think about the analogy of driving a car. People are saying, "How do I speed up my metabolism?" They're just thinking about, "How can I drive my car faster?" But what if your car is actually heading in the wrong direction? Chris: So you just say, "Going in the wrong direction faster." So what we got to do first is make sure that you go in the right direction, which is how do you get your body to actually tap into body fat stores, how do you actually burn body fat for fuel. Then we talk about actually speeding our fat loss. But what we do is once we actually get your body tapping into body fat stores effectively, then we actually start talking about stress. Chris: So what the biggest problem is to me people are stressed. They've got too high cortisol levels. They started throwing other things like testosterone, pregnenolone, all these ... Actually, let's not go down the whole monogram, because that's going to be too complicated right now. But what we're going to do is we turn your body into actually being able to burn body fat for fuel first, then we talk about actually being able to lower stress. Chris: So what you'll find is most people when first getting the guides and plans I'm going to be sending through to you, think it's too easy and there's not enough. But you'll find that your body will actually be able to lose weight faster, because we're doing things easier. Because what's the biggest problem so many people fall into and I know we've done it before is you decide that you're going to lose weight. So what do you do? Chris: You cut your foods down, you ramp up your workout. Kat: Do some drastic random stuff. Chris: You do more, more, more, more, more, and then what happens when you hit the plateau? Because you will hit hit the plateau. Kat: What happens is you crack it and eat a freaking container of cookies. Chris: Yeah, exactly. Kat: If you're a woman. Chris: If you're a man as well. Kat: I never did this. Chris: I did. Kat: Okay. Chris: That's the big problem. So you wind up crack it, and you start binge eating, and then you feel guilty, and that's bad. So mentally that's bad. Or you actually have to start eating less and less and less, because you're trying to get to that deficit. So what we do is we say, "Let's actually do a bottoms up approach." So let's start from the bottom and we actually build your food, so you'll see that we actually increase your food intake. So you're actually eating more and losing weight, because the whole just eat less move more scenario, it's a myth. Kat: Boring. Chris: I wrote a freaking book about the myth of it, and it's not fun at all. Kat: Yeah. I just love everything you said. I love how you're just on a ... Did this stuff just comes out of you because you're so passionate about it and you know it so well? Chris: I know I did it wrong for so long. Kat: It is what we live and breathe. It is just ... I think you can see your passion coming through right, and you're just going to continue to get so much more of that and all of our knowledge and learning and support and accountability through being part of this tribe. So originally we will ... completely keep them two separate products. The coaching platform versus the product. Kat: Then we're like, "No, of course we're going to honour the people who buy this amazing thing, and really are committed to change their lives, not just to taking a supplement." The thing is I don't know. There's so many more things that I probably could say. But I think we've kind of covered the best of it, and we're just so excited to welcome you. We can see people ... Thank you and it says thank you. Kat: We can see people over on ... So we've got Chris. My friend here and Chris' friend here. Chris' friend is hooked up to the My Body Blend's page. So that's where you go when you click the link, you'll go to the Facebook messenger of the My Body Blend's page which is our joint business page. You'll then follow the prompts there, and you'll jump on to the sales page that way. So we can see people's responses that are coming up on his phone, which is super cool. Kat: So this is ... It's just huge. It's the bringing to life of something that's been several years in the making in the physical sense. 10 plus years of friendship in the making, decades of learning and knowledge in the making, something I always wanted to do. Something I know Chris always wanted to do, and what an incredible thing to be able to do this with somebody who you have such a close friend in your life, but who you know is also going to deliver the level of support and empowerment for your tribe, that you would do yourself. Kat: That's just such a huge big deal when being in business is somebody else to know that their work ethic and how they shop and their level of passion and commitment to change people's lives is the same. So this is the beginning of an amazing journey for you. If you are joining us, how long will we be keeping the founders special open for? Chris: I only wanted to do ... Kat: We had a little fight about it. Chris: Yeah. That's all right. We're allowed. But what about if we do for just 24 hours? Kat: What? Chris: No, we don't do it in 24 hours. Come on, I'm not the queen of scarcity. I'm making people move fast, but I feel like we could give them. But it doesn't matter, because you would just click and buy it now anyway, otherwise you would have been in the top 100, and you'd be a crazy person. Kat: Well how long do we let this video run for then? Because we have to take this video down. Chris: I feel like I don't know what the answer is that I'm supposed to say now. I feel like we didn't rehearse this properly. That is because we didn't rehearse it. Kat: We didn't. Chris: Yeah. I didn't really walked in and be like, "Let's do it with the camera on." Kat: Let's just turn the camera on and see what happens, apart from running down funny quotes. Chris: What do you want to say to them? Kat: Did you see that I've written down your quotes over here? I've saved it. I've written down the three quotes so far from Chris if you missed the quotes earlier. The quotes were this. He wanted to call our live show "this is why you're fat and we're not". That was one of my quotes of the year from Chris. Another one is that really sneaky? Me asking about a little Ninja trick. He's like, "Yeah." Chris: We just don't cover a really good Facebook ad strategy. Kat: That is good. Chris, that lighting is so good, Kat. Wait, no, it's just because we look so fabulous. That's my personal favourite. Chris: I'm so happy with that. Kat: Well, I think this is it. Chris: All right. We're going to get busy. Kat: Okay, is this? This is? Chris: Yeah, I know. I just saw these already gotten on board. Kat: I didn't ... See, that didn't happen for me. But if you have any issues or concerns at all, or anything doesn't work for you, maybe test it on a different device. Some people did say it doesn't. Didn't work on iPad. I'm not sure why that would be, but it's definitely working for me on my laptop. It's working on the phone. Of course you compare either of us. Or the My Body Blend's page as well, which is probably the best place to go, because then you'll get supported by our team as well and get answer as quickly as possible. Kat: Seeing infomercial broker, I feel like we got so much gold content. You know what's going to happen now. My team will chop up this live stream, get some clips out of it, caption them up, and we'll just be promoting and having a hilarious time. Shouldn't business and life just get to be fun as well? So that's part of our philosophy and part of what we're here to show you. Chris: You're not having fun, you don't enjoy the life. Kat: You can bet your bottom dollar we're going to be having all sorts of shenanigans in that group once you're in there. Because it's how it should be. That's how it gets to be. All right. Chris: Oh, good. Theo got ... Kat: Oh, you're on. Perfect, Theo. Chris: Confirmation done. Kat: Yay, I'm so excited. Chris: All right, awesome. So we've actually got to get to work, because we've got a lot of members. Kat: Just casually launched a supplement company on a Monday morning in Bali. All right, we're going to go hangout with our members. We're going to see what's up. We're going to see you on the inside, click the link, do the thing, be in the thing. We'll see you in the thing. We love you. Chris: Ciao. Kat: Bye.

Episode Transcript CHRIS MARTIN: To kick off this episode, let's start with introductions and the hardest project you've ever worked on. JAMON HOLMGREN: Hi, my name is Jamon Holmgren and I'm one of the co-founders of Infinite Red, Chief Operating Officer. Chris asked what's a difficult project that I've worked on in the past and I think early on when I was first sort of getting outside of just building marketing websites, I took on a project for a social media platform. Of course, this was probably 2009, Facebook was sort of coming into its own and they wanted to build a social media. It was a guy that really didn't understand what social media was. He was on no social media platforms himself. He was an older dude who was annoyed that his daughter-in-law kept inviting him to the Facebook and he did not want to deal with that. So he decided instead that he was going to build his own, so he wouldn't have to join Facebook. It was ... it sounds kind of ridiculous and made up, but I swear this was an actual project that we did. KEN MILLER: Well, that is my kind of lazy. (laughter) Really, I mean I'm serious. Where you will recreate the site, from scratch, in order to not have one annoying experience. Ken Miller, CTO/CFO, founder of Infinite Red. I'm trying to think about a hard project. For me, the hardest projects are the ones where you have to keep at for years. A massive, blast through it, kind of hard project is much easier. I've always been a little ADD and I think that some people thrive on that emergency situation, but a long haul where you have to keep at something for a long time is harder. In terms of work technical things, a couple companies ago, we had a very email dependent company and so we had to get a huge number of emails sent in a very narrow window every day. That was a very long back and forth process because you have to keep up with the amount that you are sending out physically, you have to manage the deliverability, you have to monitor your changes and make sure a small change in your rendering doesn't completely blow up your delivery window. And so the process of managing that over time definitely taught me a lot about how you set something up so you can do it over time. TODD WERTH: How many emails did you send out Ken, just curious. KEN: I think we were at 3 million. This was pre-Mailgun, pre-AWS. This was, we had to actually size the hardware- TODD: Is that per week? KEN: Appropriately. Every night. And it had to be finished in about a two hour window. TODD: So you're responsible for most of the spam in the early 2000s. KEN: Yeah, that was me. I'm sorry. (laughter) My bad. Delivering legitimate email is actually pretty tricky because of all the anti-spam measures that are a necessity of modern communications. So that was probably, in terms of the technical project, that has been the most challenging. That, organizationally, was the most for me. TODD: Hi, I am Todd Werth. I'm the CEO and the founder of Infinite Red; long time listener, first time caller. So Chris asked us to talk about a hard problem we've had in the past. So I think most hard problems I've dealt with in the past haven't necessarily been technical, because even though they're difficult, they're fairly straight forward to go through. Some just take a little longer. KEN: That's true. TODD: Most of the problems have been human related. One that comes to mind, and I'm sure there are better examples but, circa 1998, 1999 or something, I did a project for the San Francisco 49ers. The scouts would go out preseason and they would scout out new people and they would go all over the country and they would take notes. Traditionally this was done on paper and then when they finally made it back to the home office they would go over their notes with whomever and what not. So we were developing a system where we gave these peoples laptops for them to take out and then when they got back to their hotel room they would hook up to the phone line and use a modem and upload the data to the database; which was hugely advantageous to the San Francisco 49er corporate office. The problem is, none of these gentlemen have every used a computer before. Didn't know how to use a mouse, didn't know how to use a laptop, so the challenging part there ...actually, a colleague of mine, his name was Milton Hare, he did the training and taught them the very basics of using a computer. That was actually quite challenging. The user interface that we designed had to be geared towards that. It had to be, not just simple, but absurdly simple. It was very fascinating. The bad part of that project was that I got to see a lot of data on professional football players, including things like their criminal records and I will not go into it, but it's not a pretty picture. CHRIS: What we're going to do in this episode is we're gonna look at the art of doing difficult work in three main areas: extreme personal support, collaboration, and transparency. But before we get there, what is difficult work? We've had a couple of different responses. We've had technical, we've had human, but what is difficult work? TODD: I would say...that's a hard question. KEN: Difficult work is work that is not easy. (laughter) TODD: Yes, Ken. That's why we have you here. It's tough to say. As far as from our culture and our perspective, difficult work is what's difficult for individual people. So for example, I'm an engineer and designer, not a sales person. Jamon is also an engineer, not a sales person, but Jamon and I for a long time did sales together. That is difficult work for us, we didn't come natural to it, we didn't have any experience with it. So one of the things we decided early on is, we have a couple of rules. One, you don't have to do something the way other people in the world do it. We're engineers, we're doing sales, we approached it from an engineering standpoint and we engineer our sales process. Later we can talk about that. Two, is anything that is difficult for individuals, they shouldn't be doing alone. They should never be alone on an island. If someone, whatever it is, talking to a tough client, dealing with a tough technical problem, doing something that's outside of your comfort zone such as sales or maybe giving a presentation or whatever it is, we do at least in pairs or more. It's one of the things I really, I beat the drum beat with our team is, if there is something you're dreading, use the buddy system and get people to be there with you because that helps a lot. For example, in our sales calls, Jamon and I would do this thing where if I'm talking and I'm starting to fumble, he would interrupt me and take over, or if I felt like I had nothing to say and I was having a particularly anxious moment or something, Jamon would take over and we would support each other that way. Eventually we became pretty decent sales people. KEN: If I were to take a crack at defining difficult, I would say, something like work where you don't already know how you're supposed to do it. As distinct from hard work, for the purposes of discussion, I would define as more you know how to do it there's just a lot of it and you need to do it quickly or intensively for some reason. One of things that we actually like to do around here is turn hard work into difficult work. Find a way to automate in terms of process or literally automate in terms of code, things that would otherwise be hard work. It's not always possible, but we try to when we can. JAMON: I have a personal example of this, wasn't done within Infinite Red per se, but on Christmas Eve I suffered a house fire and it obviously was quite traumatic but one of the things we have to deal with as sort of a fall out of this house fire is submitting personal items to insurance for reimbursement, to kind of restore what we had. It's a very labor intensive process, to go to the insurance company's website and individually type in items because most people with a normal sized home would have thousands of items. The restoration company had done a spreadsheet for us and they had done a lot of the work, where they had gone through, and I would characterize that as very hard work, where they had to go through a bunch of soot-stained things and inventory them, take pictures of them, describe them in a spreadsheet. They did a really good job with that and they put it into a spreadsheet, but to put those items in was still a manual process of transferring from a spreadsheet over to the State Farm website. I decided that, maybe what I'll do is I'll figure out some way to automate that and that took me like an hour. I could've gotten a lot of things done during that time, I could've entered quite a few items in that amount of time. It took a lot of frustration, of like going down the wrong road, and kind of reverse engineering the web app. But once I had it done, I got it to work and I ran this cURL script for like 45 minutes and at the end of 45 minutes we had 3,000 items entered into the website. So this was a situation where we could've just buckled down and done the hard work, but instead of doing that I did more difficult work of thinking of a way to automate it and that was a net positive. KEN: And if the FBI or State Farm are listening, we had no knowledge of this. (laughter) TODD: State Farm is definitely not listening. KEN: For the record. TODD: Jamon, two questions. One, do you think State Farm intentionally makes it super hard to enter items that they're going to reimburse you for? Two, how long do you think that would take you if you hadn't automated that? JAMON: You know, we've been asked that before. I don't actually think that's the case necessarily, because I've been involved in enough software projects where you're not intentionally making something difficult for users, but when you don't use it, when you are not the end user, when you are not the person sitting there whose been through a fire who has to go through it and do it. It's not as easy as it seems when you're testing it with 14 items, 14 test items. I think actually this speaks more to a lot of what we do where yes, entering 8 dummy items in the course of testing it on localhost, it's actually a pretty good experience. They've actually done a pretty good job of making that pretty decent, but the overall user experience of a real person in a real position of needing to do this- KEN: For a large loss, not just like hey someone stole my bike, but yeah ... JAMON: Exactly, it falls on it's face. So I actually don't think at all that this was intentional. I think that it's entirely within the realm of possibility that this is simply they haven't user tested. It's a fairly new system, hopefully they'll add bulk import at some point. As far as the second question which is how long do you think it would've taken to enter those items. I think I'd gotten through maybe a couple hundred in the previous hour. It was taking me probably between 15 seconds to 30 seconds to enter each item. It would've taken a long time and been very tiring. TODD: We'll give State Farm the benefit of the doubt. KEN: I think this impulse, this is exactly the kind of impulse that leads some people to computers, to programming. This allergic reaction to tedium and repetition and when you find computer programming for the first time, if you're that kind of person who hates that sort of tedium, you're like 'this is the best thing that I've ever seen in my life,' right? I only have to think in enough clarity about what's happening to describe it to the computer, and then it'll do it for me. That's a really powerful feeling and as you get into it of course you discover that you've just traded one problem for another problem, but we're the kind of people who find that to be a higher class, more interesting, better, more rewarding problem. CHRIS: There was an intriguing phrase used the other day: We make difficult things doable through extreme personal support of each other. So can you paint a picture of what extreme personal support means to you at maybe the founders level and then maybe at the Infinite Red team level? TODD: Who said that Chris? CHRIS: That was the brilliance of a guy named Todd Werth. TODD: I do not recall saying that. I wouldn't phrase it that way, even though I literally phrased it that way. (laughter) I don't remember saying that, but it makes sense. It's not only do we give people support when they're doing work that's difficult for them including all of us, and including the three people here as well. Let me tell you a little story. When I was a young man I worked in a warehouse, I drove a forklift around at a job. One thing I noticed in that job, it didn't suit me very well because I like to talk and I like to think about stuff and it was just very tedious. What I noticed a lot of the people in the warehouse, all different ages, young person like myself all the way up to older people, is a lot of people in the warehouse were not in the right job. This one gentleman would constantly get in trouble and the bosses did not like him because he loved to chat and he was really good at it and he was really personable and I have no idea why he was in the warehouse, it made no sense at all. Later on he went to become a successful real estate agent, which is completely appropriate. Now this company I worked for, it was a big company, it was one of the largest companies in the state, so it's not like they didn't have a place for this gentleman to work well, so he ended up leaving. The reason I tell that story is because you have to know everyone individually and what's hard work for one person is not hard work for another. If it's not hard work for another person, one way they can support people rather than just direct interaction is for them taking on jobs that other people find hard. So that's kind of support and of course there's just day to day, I will show up with you on the battlefield, type of support and that kind of stuff. JAMON: I think one of the ways that this manifests itself is how we deal with failure and the inability to get something done here. We're not quick to reach for blame the individual who's there. Sometimes that's the case where someone just falls down and they kind of do their own thing and that needs to be corrected and move forward. TODD: We so don't look to blame. JAMON: We don't look to blame. No it's really, let's look at this from a collaborative approach. How can we, as a group, do this better in the future? How can we adjust our systems? One of the things I don't like is to identify a gap in our system, for example, and then say that the answer is that the people involved need to just try harder. I really don't like that answer. Unfortunately that's something that a lot of lazy leadership will do. They'll just be like, 'you need to get your act together,' and that's the answer. The reality is that's often not the answer. The answer is usually to work with the system until it's at a point where doing the right thing is the easy path, where doing the right thing is the natural and intuitive path. That takes thinking, that takes understanding the problem, it's harder for leadership to accomplish that. KEN: It is occasionally the right answer though. TODD: It sometimes, sure. KEN: But not very often. It's rarely that simple, but I think one of the hard things that I've found in leadership was actually saying to somebody, 'Look, you need to step up. You have what you need right in front of you, the next part is up to you.' Actually saying that is part of it. I think what Jamon is referring to is that if the support is not there, then saying that is meaningless. JAMON: Yes. TODD: Well, I mean, it's like someone is pushing a rock up a hill and you're just saying you need to push harder, push harder. When the person's telling you and you're not listening, why don't I just walk over the hill and get the rock that's already over there? You know what I mean? So- KEN: Yeah, I completely agree with that. TODD: I do agree that asking somebody to step up in a real way, not just a nose against the grindstone type of way. KEN: When you get to the point where you've got all of the easy rocks on one side and what we actually need to do as a team is get this one huge freaking rock on the other side of the hill, and some people are not pushing with you, that has to be addressed. JAMON: Right KEN: But it's much smaller part of the pie than I think some management philosophies would tell you. TODD: I personally convince everyone that pushing rocks is one of the neatest things in the world, it's a rarity, and for a low price they can push my rocks for me. (laughter) JAMON: I think one of the things Ken has said in the past is what we want to be is a high support, high expectations company. Low support, high expectations is just toxic. KEN: That's a sweat shop. JAMON: Yeah, it's a sweat shop. High support, low expectations is a nursery and low expectations, low support that's- KEN: I don't even know what that is. CHRIS: How does this picture of extreme personal support enter your relationship as the three founders? JAMON: I can kind of personally attest to this. There are certain tasks that I'm well suited to, my personality, that I enjoy doing. There are other ones that it's like pulling teeth to get me to do and that's just been exacerbated since I had the house fire and am kind of displaced from my normal routine and I really just want to focus on the things that I really enjoy doing. What we did, actually earlier this year, up until this point we've made a lot of decisions together, we've done a lot of things together and that's was appropriate for the first couple years of Infinite Red. But we've gotten to a point where we kind of understand each other, we kind of have a lot of aligned shared goals and we've actually started to specialize. This was a way for Todd and Ken to support me, in that Todd could focus on a lot of team-oriented things and Ken's been doing a lot of things with the financial and bookkeeping side of the business, which I am not good at. I can focus more on business development and that's actually the part of the business that I find really interesting, so rather than just telling me, 'work harder at managing your projects, work harder at being an account manager, work harder at doing these other things,' which yeah, I could work harder and do a better job. Instead of doing that we've found a solution that wasn't centered around just working harder it was centered around doing things that we felt effective at. TODD: As we are three founders and we govern as a quorum of elders as it were, as opposed to a hierarchical company, supporting ourselves, each other, the three founders, is just as important as supporting the team in my opinion. When there is a financial problem, thankfully we haven't had too many of those, we all have to step up and so we tend to understand each other's personal finances, each other's personal stuff. It's almost like a pseudo-marriage in a way, although there are three of us so it'd be a polyamorous marriage in this case. It's a requirement to be more, I don't want to use to word intimate, but intimate in each other's lives and I think we're really good... What's cool about three as opposed to two or one, for example, because Jamon's done one and I've done one, I've been in another company ...but what's cool about three is, typically it's one person having a communications problem or arguing or having difficulties with another person and the third person mediates. It's either Jamon and I are having an argument and Ken mediates or Ken and I are having an argument and Jamon mediates. Hey wait- KEN: Wait, when do you mediate, Todd? (laughter) TODD: I don't think I've ever mediated, that's funny. KEN: I don't think you have actually. I'm noticing a pattern here, yeah. JAMON: That's not true. TODD: But it is totally true. But it's okay. I tend to draw lightning as well away from people and because I deserve it. I don't know if that answered your question, but I think it's uber important, sorry, it's Lyft important that we do that. (laughter) You know, it starts and then we can all support the team if we are supported ourselves. JAMON: It sets the tone, all the way down and we have to. We have no other way of working. We have to support each other and it's not just when we're having interpersonal problems with each other, but also when someone's just literally having a tough time. What I think we've done really well as a founder team is go into our shared channel and post, 'I'm having a tough time.' It can be for any reason, it can literally be like, I didn't sleep very well last night; I just am so bored with this task, I cannot get started with it. All those things are valid and the answer is never just suck it up, or if it is, it's one of those things where it's an empathetic suck it up. If that makes sense. It's like, I totally get it, I understand where you're at, we really just need to get this done. And sometimes that's what you need, you need a little boot in the rear and that's something that you can take from the other side too. It's been great, really, the last two and a half years having that. TODD: Obviously we're talking about supporting each other as founders, but it's the same with the team. One key thing is if someone is vulnerable, they say they've made a mistake, they say they're having a problem, even if you personally think 'is that really a problem?' Or whatever, it doesn't matter. Whatever your personal feelings are is irrelevant. If you stomp on that person, if you make fun of that person, if you tell them to suck it up buttercup, everyone, not just them, the entire team will contract. They will put up a little more walling around them and they won't do that in the future. They'll do it, they just won't do it around you. It is hard because we're all emotional beings and sometimes you have an emotional reaction to something. But you have to be super careful to not ...when that flame is just starting you need to be very gentle with it and not blow it out. KEN: It's more than just avoiding stomping on people, not that Todd was saying that's all it was, but you have to go out of your way to solicit, to get people to talk about what's going on with them, to check in with them, to reiterate that you're available for that. You can't say it once and assume that everyone will remember that, they won't. Right? People's own internal dialogue about how worthy they are, all that stuff will keep coming back if you don't actively do it. Also, we will make mistakes sometimes, right? So you have to keep doing the active things as well to keep the ship steered in the right direction. TODD: When we make mistakes it's important that we apologize to the team. Not fakely like 'oh, I'm so sorry.' Everyone can smell fake, but if you're genuinely made a mistake because you had an emotional moment and you didn't act appropriately, you have to apologize to them as well. CHRIS: So the interesting thing as you're talking, I get a sense that this isn't something that you just read in a book and you're like, 'I'm an expert at this.' I sense that there are some really real stories behind learning what it means to be not only supporting others but to feel supported. TODD: Yes, for sure. Ken actually is super good at advice in this kind of thing, having been a leader in the past. Typically, leader of only senior people in the last two jobs. Actually, the last one I had some more junior. Infinite Red, when we first started, we had quite a few junior people, so that was a little new to me. One of the things you have to learn ...leadership is hard by the way, I just want to interject that. Leadership is very difficult, it's hard work and that's why we get the support of each other. We not only get the support of the three founders, but the entire leadership team here at Infinite Red and there's a variety of people: Gant Laborde, Shawni Danner, Jed Bartausky, Justin Huskey. It's difficult and not only are we supporting each other, we're coaching them, especially the more junior leaders on how to do it and one of the things Ken said and it's just one of the great gems of wisdom that he gives, is he goes "you have to remember you have very wide arms, when you swing them you hurt people." So you don't have the luxury to be how you were when you were as an employee. I could say things as an employee, I enjoy making people laugh, it's one of my things. I can do a lot of things as an employee that I simply can't do as a leader because when I say something it's taken much more seriously, whether I meant it or not. When I hear other managers, let's call them, say something like employees suck, it's like, 'no they don't, you suck.' Employees don't suck. That's crazy, that's like the coach of the San Francisco 49ers saying my players suck. Well, you chose the players, you're coaching the players, so they don't suck. KEN: One of the things that we do when we're working on a difficult project as a team is make sure there's an owner. One of the things that will kill any difficult project is diffuse responsibility. Partly what we're striving for is that everyone can take responsibility for something. Everyone can be like, 'I'm going to execute my part of this as skillfully as I can,' but if there's not one person who owns the whole vision, it's going to fail. Almost guaranteed. Creating an environment where it's okay for that owner to say, 'hey I need your help to get this done.' Where the culture is like, somebody needs something from you and they specifically ask you, that you try to do it. And that makes ownership less scary. One of the things that I've seen go wrong, if someone is given responsibility but no power, no ability to actually follow through on that responsibility- TODD: That happens all the time. KEN: That is the most demoralizing position, possible. TODD: That's toxic. KEN: Yeah, so that's how you kill your budding leaders by saying 'hey get this done and by the way, all these people over here have their own priorities and they're not going to help you.' That is the worst. So, assign ownership and then back them up. That's been one of the keys to getting certain things done. Chain React is a good example of that. Chain React is our conference for React Native in Portland this July 11-13. So we did it first last year and now we're doing it again this year. Shawni, who basically runs it, had ever run a conference before, had never been to a conference before, but is good at just marshaling resources and taking charge and that's a great example where she could pull on whoever she needed for help. When it came to actually knowing specifically what to do for other peoples' expertise, like we flew somebody up who was a serious foodie, to go and test the caterers, for example. JAMON: That was our team member Derek Greenberg and Derek is such a foodie and it was just a joy to watch him work on that. KEN: He had the most comprehensive report for that kind of selection process that I have ever heard. It was amazing, anyway. None of these things that we're saying are we perfect at. We're not, we don't hit this every single time and I hope that we're not saying that's the standard. What we're saying is here's our guiding star, here's what we try to do, here's how we evaluate whether we're doing the right thing or not. So this is how we nurture leadership within the team, is to say 'here's what we need you to do, and by the way, the team is your oyster.' You can go and pull in what you need in order to make this happen. **CHRIS: This is really bringing up a really interesting point now, we've got this extreme personal support but then when you add the component of leadership and helping each other out, it introduces the layer of collaboration. So how is collaboration different from extreme personal support? TODD: You can have a group of people who hate each other and they can collaborate if they're given the proper motivations. This happens all the time in corporations every day. Sadly, many people work at those corporations. So I don't think those are necessarily required for each other. I do want to digress just for one second. So Ken was saying how we try to give people in leadership positions or in a leadership role in a particular project, whatever it is. We try to do empowering stuff, but we're not perfect at all. One of the coolest things about having Ken and Jamon around is when I do something boneheaded, typically Monday-Friday, they let me know and they help me get through it and they identify it and on the flip side for whatever reason the team is pretty comfortable talking to me. It's just my personality, I talk to people a lot. And so if they have a problem with say Ken or Jamon, they'll let me know, and then I go talk to that person or we talk and try to do it in the most supportive way possible with the goal of improving that person's, how they're performing as a leader and that's awesome because we're all human so having the support. For the team it's the same way. A lot of programming, I wouldn't say design because design's a little different, we do design and development. A lot of development shops are kind of little dog eat dog, kind of situation. People can be arrogant, they can make fun of other people's work, and that kind of stuff. We really hire and try to promote a, you can be critical and explain problems, but do it in a supportive way and that can't be in a mission statement, it can't be something you announce in a meeting. They have to live it every day and especially new people, it takes them awhile to get deinstitutionalized and understand that you can make mistakes, you can put your head above the fray and it will not get chopped off. Every once in a while someone does and I have a private conversation with them and let them know how they were really not being supportive and our team's awesome, they all want to be. It's almost never malice, it's always just they miscommunicated and they didn't understand what they were doing. KEN: Well people are messy, right? That's just the nature of the beast. JAMON: This highlights one of the aspects of almost everything within Infinite Red and that's where we try to design things for iteration over perfection. So even things like support, supporting our people we are iterating on how to do that. We're trying to have a feedback loop, there has to be some level of learning from our mistakes and then continually getting better. There are some things where someone will take on a task as a group that we decide, were going to do this thing and it's actually a very difficult technical thing or it's a very difficult societal thing, where we're going to build a new AR system or something and the tools are not there and we have to build all that. So there are hard technical things that are... KEN: There are, but- JAMON: But I think you're right Ken, in the interpersonal stuff kind of always comes back to that, as far as the things that end up feeling very difficult and very hard. KEN: So just to take that, so let's take like, the Manhattan project. TODD: Why not, take it... JAMON: And of course that was the project in World War 2 where they were developing the nuclear bomb. KEN: Right, so definitely some complicated ethical angles on that one, but how do you do that? Well, you attract the world's greatest scientists and put them in one place in New Mexico, and then you give them the tools that they need to work with and you give them a goal that you can align on. In this case, win the war. TODD: Kind of like Breaking Bad. KEN: Boy, our examples ar going really dark here. (laughter) TODD: Well they brought world class scientists to New Mexico- KEN: Let's pick a better one because it still works, right? If you're not just one person sitting in a room, working on something hard. Not to take anything away from that because a lot of amazing things have come out of one person sitting down with a problem. I think that's a different question than what we work with ever, right? I think we could probably have a whole podcast on how do you recognize a good engineer for example and I think that's an interesting question but it's a little different from the question of how do we as a company work on that. Because that really is about: how do you set up an environment where people can do their best work? And how do you hold people accountable? But also make sure that they are not held back by lack of resources. And those resources can be physical, tangible but in many cases they are emotional resources or organizational resources. Especially in a software business, I think that it's exaggerated in a software business and that dynamic also is worth a whole podcast because of the dynamics of software and how they're different. Because there's nothing to buy, right? Once you have the computer, you're done. What that leaves is all these other kind of softer, squishier resources that people need to do their best work. JAMON: One example of this is an internal tool that we've been working on that is intended to increase the efficiency of certain types of tasks. It's not something that's open source at this time, so I'm not going to go into a lot of detail, but I asked the team that was behind it why we weren't necessarily realizing some of the gains that we had anticipated to start with and interestingly, a lot of the responses were, really had nothing to do with technical issues or anything like that. It was policy related things. Some things that we were doing that were sort of handcuffing them in some ways and there were reasons behind those, there were sort of organizations reasons, strategic reasons behind some of those policies, but it allowed us to look at the end result of this difficult problem that we were trying to solve, and make some decisions based on values and trade offs that were more strategic in nature that we didn't realize were holding them back as much as they were. So that's an example where we had a hard problem and, unbeknownst to us, we were making some decisions that were making it more difficult for them. CHRIS: When does extreme personal support diverge into collaboration? Todd mentioned that you can hate the people that you're with and still collaborate, but what does successful collaboration look like? TODD: I would say successful collaboration is a multi-faceted thing. One, is the stress level of the people doing the collaborating. Two, the most obvious, is a successful work output of that collaboration. Meaning you accomplish your goals, hopefully in a creative, high quality way. And then three, from a business standpoint, that it was the return on an investment of that collaboration was good. JAMON: I think those are good kind of high level metrics that you can use. Another way to do this from a more granular level is to watch how people interact. So some people, for example me, may come into a meeting and may want to kind of expose that this other person is not doing their job or something like that and that's not a very particularly constructive way to approach this. But if you watch the successful collaborations that happen, they go into the meeting with a question and they go into the meeting, we have a challenge in front of us. How can we solve this? They get the people involved that need to be involved and don't make the meeting too big, but they make it just big enough and that's a characteristic of a good collaboration when everyone can go into it with an understanding of a problem, be able to provide their perspective and then the group can come to a conclusion. It's part of this overarching concept of psychological safety that we talk about a lot at Infinite Red that leads to better and better work. CHRIS: We've got extreme personal support, we've got collaboration, what about transparency? How critical is transparency in difficult work and in doing remote work? JAMON: One of the things about transparency that's important, or why transparency is important is this idea of trust. Because trust underlies a lot of dynamics within a company and if people feel like you're being purposefully opaque, they may feel that you're hiding something, they may feel that you don't trust them with the information, you don't trust their opinion, you don't trust ...and then when you don't have a high level of trust than a lot of other things fall apart. You don't get that collaboration, you don't get a lot of other things that you really need. So transparency is a prerequisite to building that trust. When we're able to be open and honest with our team about struggles or how we approach things or issues, were not necessarily saying wide open, everything is just hanging out there, but at the same time we do want to have a high level of transparency and ultimately we have to actually trust our team in order to do that. It can't just be something artificial, it has to be something where we actually do trust our team. Again, it's like there's not this formula where you just say do a whole bunch of transparency and everybody will trust you. No, what you have to do is do the hard work to build that trust. The transparency is a part of that and then that is something that you continue to do. There was a situation where we implemented some new business policies, business way of doing work. Todd was intimately involved with that throughout and all of us were really and some feedback we got afterward was that they didn't feel that there was quite the transparency that they had expected. Felt like a bit of betrayal of trust, and we heard that, we heard that loud and clear. We told people we heard that loud and clear and we changed the way that we implemented larger company-wide changes in that way. It can be a little difficult, just being wide open sometimes will expose you to knee jerk reactions, or a lot of different things that can sometimes bite you, but it's worth it in the interest of establishing that sort of trust. TODD: In what ways are we transparent and what ways are we not transparent? JAMON: Well one obvious way is that for most of our engineers and designers, we actually have a transparent pay scale. People actually know what other people make salary-wise. We get this feedback sometimes, someone will say, 'I think this person is leveled too low, I think they need to level up, I think they've been doing good work.' Without that level of transparency we'd never get that feedback because people wouldn't know and you could easily have a situation where someone is underpaid and we're not getting the feedback that that's the case. KEN: Chronically underpaying someone can be extremely expensive. TODD: Ironically. KEN: Because you can lose your best people that way. So we try to be super involved and see everything. Of course, we try, but that stops being scalable after a while so we have to have mechanisms in place that encourage the right information to come forward. TODD: Jamon mentioned our transparent pay scales. If your company is telling you not to talk to your co-workers about how much you make; A, it's ridiculous because you're going to do that anyways, especially with people you're close with and B, it's a red flag because why? I know why they do it because it's easier. Having a pay scale, everyone can look at a spreadsheet to see where everyone is placed and that kind of thing. It's much more challenging from our perspective because you can't just, such and such you know we want to give them more money for whatever reason, maybe a political reason or whatever, it doesn't matter. You can't just give them that because that's not the level they're at, so it's very fair and the transparency is nice but, I'm not going to go into it right now but we've had many situations where that's been difficult for us. Would've been easier just to have a normal secret pay for everyone, but not all of our team enjoys that as much as some other people. Some people really enjoy that and it also gets rid of problems like inequity between say genders, or race or anything like that because everyone knows what everyone makes. So that kind of transparency is great. Some transparency, I don't think we are transparent, not because we don't want to be, we'd love to be, I personally am a very open book person. Literally if someone asks me a question I'll answer pretty much anything. I won't answer about someone else, like if someone's told me something in confidence, or I won't talk about my wife or whatever but anything about me I'm very open. But, I know not everyone is that way and there are various reasons why but as a company, we try to be as transparent unless it's actively going to hurt people and sometimes that happens. You have to weigh hurting people against transparency sometimes. Sometimes people really, it's not good if they see how sausage is made, just because they may not have the full information. Let me give you an example. So let's say, this is hypothetical, this isn't really what's happened, lets say we're going over financials once a month and we understand what's going on and we've had lots of conversations about financials and then one month we're going to be drastically under and us founders are going to have to put money into the company to keep it rolling. That's one of those things where, if you just announce that we're doing really poorly, we're going to put money in so we can pay payroll, it can make people very nervous. Not because they're not smart enough to understand, they just haven't been sitting in those meetings and they don't understand the big picture. You can say all you want that it's totally okay, it's fine don't worry about it, but when someone's doing a bank robbery with a gun, you don't pay attention to what their wearing, you're looking at the barrel of the gun. It's just situations like that where we choose specifically not to be transparent. We default to transparency, but there are time when we choose not to be. KEN: The first time I really extensively used what I would call social media at work was at Yammer, who semi-invented that. JAMON: Ken, what was Yammer? What was the product? KEN: Yammer was, I think it began life as basically Twitter for companies and it kind of turned into Facebook for companies. It's very similar to that, so it's, you have threaded conversations and notifications and likes, but it was aimed at organizations. It's still going. They were bought by Microsoft, it still exists. Slack pretty much came in and sucked all the air out of that market, but, nevertheless, they had some pretty good norms for how you use a tool like that in business. One of them was, they had private groups, but they would always ask the question: Why is this private? Why is this conversation happening in private chat and not in a channel? Not that you couldn't have things private, because there are certainly cases where you'd want that, but those cases had to argue for themselves, whereas, the prevailing mindset before had been private by default unless you needed to collaborate and so our default is: default to open, default to open channels and we do that in Slack too. The things that we keep private are: client channels are private so that they don't have to worry that random drive-bys are coming in and looking at their stuff. Few things like HR and finance are private and anybody on the team can make as many private groups as they want for themselves. In terms of the official channels, they're as open as we can make them and that's been part of that ethos is that it's not all transparent, it's transparent by default. JAMON: But that even extends outside the company. On my Twitter I'll answer questions and I'm often quite transparent about some of the challenges that we face. This podcast being another outlet for it, where we talk about what we do. It's even outside of the company itself and I think that helps, it's a part of who we are. Todd, Ken, and I initially started on some open source software and that's the height of transparency there. CHRIS: So kind of bringing this episode to a close; What advice would you give to other founders who are looking to build a culture of doing difficult work together as a team? TODD: I would say the number one tip is just try, and keep on trying. There's no magic bullet, I don't know of any particular books you can read, every organization's different and different type people and different type jobs have different needs, but if you just keep on trying and keep on making an effort towards it, if you stumble and you have an emotional moment and you swing your arms too strongly, get back up, apologize, and keep on trying. JAMON: How do you eat an elephant? One bite at a time. You start there and you start in a way that is, you don't have this master plan where you have to follow it exactly all the way through. You design something that has a feedback loop. Feedback loops are extremely important. You'll hear us talking about that more, very often. You start with the first thing, then you start with the next thing and you keep working at it. We've never done a podcast together, for example, so we start with the first episode and we iterate on it and we look at what we've done and we see what we like and what we don't like. We provide feedback and we provide feedback in a way that hopefully is constructive and is something that we can learn from. Todd mentioned another time when he and I collaborated on sales and how we would engineer the process. We did it that way. We started with the first sales lead and we evaluated how we did and we continue to chip away at it. Any company that is going to take on a hard problem like that, start with the first bite and see how you did, and have a feedback loop and have a way of iterating, getting better and by the end of that elephant, you're going to be pretty dang good at eating elephants. KEN: That's terrible. TODD: Yeah, we apologize to the elephants out there. KEN: Can we eat Republicans? (laughter) TODD: Can we eat people at Google? JAMON: I get the reference: elephants and GOP. TODD: I don't understand... KEN: See, this is why we had to bring Jamon on because Todd wasn't smart enough to get my jokes. (laughter) TODD: This is all going to be cut anyways so ... I know Chris. JAMON: I hope not. (laughter) TODD: We eat Republicans, really? KEN: Yeah, no you're right. They're probably tough. (laughter) TODD: It's all the wrinkles from too much makeup.