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Hey, what's up, Toby? We've made it to, I think, I think it's 17.

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I mean, eventually we're going to stop counting.

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I like the sound of that. Let's say 17.

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Let's do 17. 17 sounds good.

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We could just keep doing 17 over and over again.

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That's right. This is the best episode 17 all week.

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All right. All right. Today's topic.

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Starting a new job.

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Yeah, I've done it a lot.

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You've done it less than I have.

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We'll talk more about that.

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Yeah. OK. All right.

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We could we could have a we could have a competition there.

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A little competition.

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All right. So you start a new job, right?

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What's what what what do you do to be successful?

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The first the first thing every time I walk in is just try to understand the land.

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Yeah. And I I joke about starting new jobs.

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Having consulted for 20 years.

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You know, that's basically starting a new job at least every year

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because every engagement with a new client had all that same dynamic.

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And so I feel like in some ways I've kind of perfected the art of starting a new job.

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And oftentimes it's the admission of I know absolutely nothing about blank,

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meaning nothing about your company.

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But here I do know about and so leading with some context

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and then opening the the gateways for future conversation.

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Yeah, that's that's kind of my my typical two week kind of motion.

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What's what's the craziest thing that you've ever stepped into? Yeah.

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Yeah. I got hired by a CEO.

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And after the after the specs on the contract were agreed, he mentioned,

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oh, and next week is my last week and we were doing strategy planning.

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So that was probably the biggest left turn.

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That's crazy.

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Oh, yeah, that was just pre-COVID.

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So that was a little bit about you, though.

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You know, you've you've moved around a little bit.

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I have moved around.

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I think the craziest was when I started my own business.

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Oh, right.

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I think like, you know, like, you know, I was young and probably foolish.

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And I thought, oh, I'll just go start my own company.

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It'll be easy.

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Because I won't have a boss.

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And then I found out very quickly that your boss become your bills

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and they are brutal.

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They just they just want to be paid.

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Yeah. And I was doing, you know, I was doing property management, as you know.

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And, you know, I would get these tenants.

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They're like, I can't pay my rent.

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And I'm like, I would love to call Idaho Power to and say, I would like to pay

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my my power bill with a little bit of love.

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Yeah. And, you know, a couple of hugs.

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And it just it just never worked.

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They actually I mean, there was so bad that I think I've got my power.

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I think I got my water turned off.

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It was that bad. Like that was that was that was that was an experience.

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All right. OK, yeah.

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Let's let's talk about our our our favorite new hire.

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Yeah. Not everybody.

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You know, this is a perfect example.

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And it happens in companies where folks are not always unanimous

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about the next hire. Yeah.

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Right.

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Right. Yeah.

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So like, it's interesting, like he he hit the ground running.

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Right. Yeah. And let's you know, we will do our best to keep politics out of this.

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But like what we're talking could you imagine?

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Yeah. The newly inaugurated president here.

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Yes. Yeah.

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Could you imagine that just starting a job just like he did?

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Hold on. OK, well, let's OK.

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So let's say you're a boomerang, right?

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So you're you're working at a place, you're Steve Jobs.

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Yeah. And you come in.

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Do you think that that's what he did?

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Did Steve Jobs do this?

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That's an interesting question.

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I know he stepped away and he did next.

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Yeah. Which became Pixar.

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Like the guy did OK.

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Kind of worked out right.

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It depends. It's a relative scale, I guess.

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But yeah, when you come back for a second act,

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you know, what what is it that you expect?

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And is it reasonable to expect incredibly decisive edicts?

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Or, you know, that's it's a really interesting question.

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I think we see a lot of leaders.

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Howard Schultz did the same thing at Starbucks.

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Yeah. And I think it is a common thing.

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But those are examples of of more founder returns.

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Yeah. Then then elected.

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Yeah. What do you think of this first week?

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You know, well, I'm going to say that none of our,

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you know, America's founders are going to come back to the to the office.

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But I I would say, you know, my my wife was was like, oh, my gosh,

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I can't believe they did this.

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And I was like, look, this is just how you start now.

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Like, this is like the new trend.

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It's like what they need to do is start having records.

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Like you come in.

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The records for number of executive orders

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sits at one thousand four hundred and ten or whatever.

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Like it would be silly.

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But like the thing that interests me is, I mean, it's definitely a splash.

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And it's definitely, you know, per per how he how he runs his runs his life, really.

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Yeah. I just wonder.

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I wonder how much.

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He's going to run into the legal system and then what happens?

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Yeah. Well, but you know, he's a.

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I can't help but think of him as as Teflon,

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and I don't mean that in a celebratory way.

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Yeah. I'm myself, I'm not a fan.

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And so that means that half our viewers and at least the domestic ones,

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I'm still tangling to lead off in the Yukon

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nor where I will probably more appreciate. But now, you know,

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what's interesting is imagine Steve Jobs coming back

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and immediately saying half of you, I simply don't even care about.

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Yeah, yeah. Like you didn't you weren't in you weren't in support of it.

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And though I'm supposed to be the CEO of all of Apple,

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I'm just not going to deal with you guys. Yeah. Right.

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And then the other half being of those that you're that are left.

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Yeah. The craziest thing, I think, was the focus on getting rid of

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nonpolitical career civil service folks.

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Oh, yeah. Yeah.

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And that thought about, you know, that's really that's the that's the weight

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in the bottom of the ship. That's what keeps us on beam. Right.

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And you get rid of all of that ballast.

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And I don't mean it in a pejorative way, but it's a stabilizing force.

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And so there's a lot of disruptive stuff and the winds have blown.

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So whatever party you're in favor of, you know, that's that's had time to shift.

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But yeah, you're right.

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The legal system, though, is not going to embrace this.

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And I don't know that it'll slow down.

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Well, that's the other thing that's weird is like you have like.

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It you're just going to end up with a lot of stuff.

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Yeah, just jammed.

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Because yeah, that's the way that's the way our system works.

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Like, sorry, it's kind of designed that way.

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Well, it is a complicated.

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You know, we've talked in the past about the economic concepts at play

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or the household, you know, it it's perhaps as straightforward

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as one might think, or like with our kids and allowance.

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Yeah, we cut them allowance.

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They blow it on video games.

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And 30 seconds later, they need us to buy more credits.

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But when we start talking about household or business or national economics,

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the machinery is so complex.

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Right. The simple answers by Edek are just not going to cut it.

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And this is where, you know, I think before we jumped into the call,

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this idea of process debt, it has a place.

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Oh, yeah, for sure. Managed.

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And I don't think anybody would argue that that we are running our nation

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in the most efficient way.

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Sure. But.

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But what is surgical versus

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versus just blunt force trauma cuts is is to be discussed still.

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Right. Well, it makes me think of, you know, Daniel Kahneman

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and thinking fast and slow. Right. Where it's like.

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Like, I think process debt almost always lives where people think fast.

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Yeah, that's where it's like, explain this to me.

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Like, people are like, well, I just think we should lower our debt.

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Like, people are like, well, I just think we should lower taxes. All right.

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Try to just give it a go for you.

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You know, you're like, I want to raise taxes. Great.

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Tell me how. Like, how are you going to do this?

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And how are you going to do that and stay in office?

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Like, these are human beings that are running our running our government.

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Right. Yeah.

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Well, and what's interesting, Chris, too, is that as you touch on that,

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a lot of it feels like zero sum game.

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And when you're working in a budget, it's not ever expansive.

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Yeah. Right. And so you are not making a bigger pie.

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Yeah. Necessarily, you're reallocating.

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And some of these are like multi decade commitments that are in the mix.

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Can you imagine, like, well, we're going to lose the house,

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but I'm going to pay the water bill.

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You know, did that ever cross your mind when you started

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that job? Damn it.

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We paid the water bill, though. Good for us.

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So so I've done I've done Excel stuff for a really long time.

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As you know, I've got my YouTube channel.

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I'm probably I I I love Excel for analysis, despise it for process.

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But, you know, that's a that's a personal problem.

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But one of the things that I did probably a decade and a half ago

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is I like I got this job for this person wanted me to go through this

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this. It was it wasn't a bill.

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What's what's it before it's a bill?

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Before you issue a invoice before they before they actually make the budget.

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Oh, oh, yeah. Like a proposal.

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You're talking. Yeah, it was basically it was a proposal.

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I'll think of it. But I'm going through this.

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I'm going through this this document and it's and it's a military one.

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And there I don't know what they were doing.

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I forget. But there was a chart.

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And so I'm hand keying in this chart, which is like the

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most boring Excel work that you could ever do in your life.

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But it was it was paying good money.

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And so I took the job and I did the thing.

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And I'm on this thing.

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And one of their charts didn't add up.

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Like it was off by like two million dollars.

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And you're just like rounding air, baby.

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Appropriation was an appropriation bill, right?

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Where it's basically like ice.

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We're not actually going to allocate the budget.

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We're just going to talk about we're going to we're going to talk about

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what the budget should be.

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Whatever you want to do, you know, you're going to have to do it.

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Should be what everybody what everybody does in Q4, right?

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We're not going to.

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Yeah. So you can take the budget, but you can't keep the budget anyway.

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But I literally built out this like spreadsheet, fill it all.

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And I like it's off.

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Like every single one of them was right.

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But one was off by like two million dollars.

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And you're like, this is the craziest thing.

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Like it was this really long document.

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It was like 300 pages with like hidden tables that I went.

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I mean, it was crazy.

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And you're the guy that found it by rekeying it.

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How many other eyes do you think that had passed in front of?

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I who knows, like who who reads this stuff?

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Mostly lobbyists is my entertainment.

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And it's not even the lobbyists themselves.

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It's the intern assistants.

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It's not the interns. Those are future politicians.

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Really, the nonpolitical assistants, interns that actually.

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And today it's probably most of its AI is my understanding.

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Oh, I mean, that's how I would read it.

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You know, clumped in the tearing.

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The interesting thing is like some of these some of these laws,

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if you write them right, you can just set yourself up for all sorts of crazy stuff.

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I'll take the the rule of unintended consequences.

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So, oh, yeah. You know, in the in the late 1990s,

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we had Enron and we had MCI and we had all these egregious sins

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committed by officers and senior board members.

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Right. And so two elected officials, Sarbanes and Oxley, helped author,

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meaning again, put their names on the bill from lobbyists.

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Yep. And swear to God, it had to be the big five firms that wrote this

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litigation because Section 404, which I did a lot of Sarbanes,

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Oxley compliance work, still have nightmares and

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you know, sweats, hair sweats, but super valuable, super important.

243
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But it was unbound in terms of how it was to be executed.

244
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Oh, yeah. And so they essentially passed the law and then flip it over

245
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to the accounting firms. Yep.

246
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That, you know, they set up an entity, but they're supposed to be

247
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self-policing at five hundred bucks an hour.

248
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Oh, not a bad gig. Right. That's crazy.

249
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So. Right.

250
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Yeah, it's it's it's it's funny.

251
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Like that whole thing that happened with Enron, it's like everything gets

252
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so complex and just people like your brain just can't handle it.

253
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It's like it almost goes out.

254
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It almost like forces it into thinks thinking fast because you have no other.

255
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You can't you can't digest it. Yeah.

256
00:13:37,560 --> 00:13:41,760
And so you have all this complexity and, you know, they're making up numbers

257
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and it seems right. Yeah.

258
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And you're just on the preposite on the precipice and you just walk right over.

259
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Yeah. So we are we are at time, my friend.

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What? I know.

261
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Crazy. It's barely getting started.

262
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I know. It'll be really interesting.

263
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Like that's the thing that I'm the most fascinated about is just what happens

264
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as you get to the courts. Yeah.

265
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And then and then what happens with what happens with public opinion?

266
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Because a lot of like

267
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I think Trump's genius is that the problem is always out there.

268
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It's always out there.

269
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Yeah, it's around the corner.

270
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Well, it's just it's it's somewhere.

271
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Something of the three hundred and fifty million and there's some crazy stuff

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that went down like I'm telling you, especially in Philadelphia with the whole.

273
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You know, Eagles winning, but you know, we are humans, humans.

274
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We do some stupid things and so we'll see.

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We'll see what happens. We'll see what happens.

276
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It's going to be all right.

277
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All right. Thank you.

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Catch you next week.

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Neil. Bye.