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If the spirit moves you.
I'm a cyber nettie organism living this show where metal and the skull are.
Hello boys and girls, this is Tim Ferris.
Welcome to another episode of the Tim Ferris show.
Here is my job to deconstruct world class performers of all different types, to tease out routines,
habits and so on that you can apply to your own life.
This is a special in-between a sod, which serves as a recap of the episodes from the last
month.
Features a short clip from each conversation in one place so you can jump around, get a
feel for both the episode and the guest.
Then you can always dig deeper by going to one of those episodes.
View this episode as a buffet to weight your appetite.
It's a lot of fun.
We've been putting it together and for the full list of the guests featured today, see
the episodes description.
Probably right below where we press play in your podcast app.
Or as usual, you can head to Tim.blog slash podcast and find all the details there.
Please enjoy.
First up, Cal Newport, a professor of computer science at Georgetown University and the New
York Times best-selling author of Deep Work.
His new book is Slow Productivity, the lost art of accomplishment without burnout.
Could you give some examples old and new of people who in your mind exemplify slow productivity?
I was motivated by slow food as an example where they look back to traditional cuisines
where cultures had evolved over generation and generation like what's the right way to
eat in this region of Italy and the slow food movement would look back at that.
For inspiration, I look back at what I call traditional knowledge workers.
People who did things with their brain, but not the normal 1950s and onward I'm in an
office or working at a computer screen, so like artists and philosophers, scientists, the
original knowledge workers, they tended to have a lot more freedom in autonomy than we
did today.
So I said, great.
We can study them to see what do they gravitate towards in terms of how they approached
or structured their really important work because they had freedom and flexibility.
So we can identify what matters and then adapt that to the sort of modern life.
So a lot of my examples are these traditional knowledge workers.
So one of the early examples is Isaac Newton and I said, okay, we all know he wrote this
great master work, the Principia.
Calculus is just invented in that as part of the effort to specify the laws of gravity,
that gives celestial order to the way that the cosmos works. He wrote that thing over
decades, decades, he would go and do other things and come back.
It wasn't this frantic push until it's done, but no one remembers how long he spent
working on that.
There's like, yeah, that thing changed the way we understand the world.
Lin-Manuel Miranda with his first play in the Heights, the same way.
I do his whole story.
It's a seven year Odyssey from when he first performs his first version of that play
as a student play, which wasn't very good, to when it first goes on to a professional
stage, his pre-Broadway debut.
That's a seven year period.
He's working on it, then he's not.
He's working on it again and he's not.
We don't know about that now.
We're just like, oh, yeah, his first play won a lot of Grammys and he did Hamilton.
He's like a really good player.
Right.
If you read Wikipedia, you're like, oh, yeah, you don't realize this synopsis in one sentence.
His dad told them, like when he's left, when he graduated from college, his dad was like,
you really should go to law school.
He took a job as a substitute teacher.
He was spending a lot of time with a freestyle rap troupe called Love Supreme that would travel
around doing freestyle rap shows.
If you zoomed in on a particular day in the almost decade that Lin-Mimwell Miranda was
working on in the Heights, you're so lazy.
You're not even working on your thing.
What's going on?
Why aren't you getting after it?
Why aren't you crushing it?
Because things take longer.
I used Georgia O'Keefe as an example of seasonality that her productivity as an artist didn't really
pick up until she began.
You know what?
In the summers, I'm going with Alfred Stiglitz.
We're going to Lake George.
I'm going to sit there in a shanty that she called it the shanty.
It was an outbuilding near the lake.
I'm just going to paint and be inspired.
Then I'll come back after the summer and finish the artwork and show them and do all the
other sorts of stuff, most productive years of her life.
By actually slowing down for a season every year, her productivity exploded.
She became one of the most famous early modernists of that whole era of painting.
We see those examples.
What?
Murray Curry at the pinnacle of about to discover in pitch-blend the substance she's studying
about the isolate radioactivity and when her first to 2 Nobel prizes goes to France with
her family on vacation for two months.
In the moment, you're like, what are you doing?
You've got to be getting after.
You've got to be crushing it.
But we don't see that now.
We're like, yeah, she was great.
She won two Nobel prizes.
Way to go.
She wasn't part of the hustle culture.
There was no hustle culture.
That's the interesting thing.
So when you go back and study people producing things of real value using their brain, they
were smart and they were dedicated and they worked really hard, but they didn't hustle.
They didn't work 10 hour days, day after day.
They didn't work all out year round.
They didn't push, push, push until this thing was done.
It was a more natural variation, they had less on their plate at the same time and they
glued it all together by obsessing over quality.
That's the slow productivity approach.
It still produces stuff that you're really proud of.
But it doesn't burn you out and it doesn't leave you in this weird out of sync balance
where work is taking up almost all of your time.
Next up, Claire Hughes Johnson, author of Scaling People, Tactics for Management and Company
Building, and former chief operating officer of Stripe, where she scaled the company
from roughly 160 to 6000 plus employees.
I want to come back for a second to Fred Kaufman and victim versus player.
Can you explain what this is?
I love this one because I think it's so simplifying and clarifying really about are you managing
someone or interacting with someone who has agency takes responsibility.
Fred, when he introduces this framework, tells the story of how young children, and he's
the, I think he has six or seven children, by the way, but how young children when something
has happened that they know is bad will not take responsibility.
So they will say things like the coat is at school.
So not I left my coat at school.
Right.
A thing has happened.
Things have happened.
The way is broken.
You're like, well, did you break it?
You know, so he has this really disarming way of introducing this concept, which is we're
all laughing just like you and I were like, aha, the toy is broken.
But then he's like, okay, now let's talk about if one of your direct reports came to you
and said the report was not written.
Yeah.
And you're like the report that you were meant to write.
But how it actually manifests is you're supposed to write some report up or some summary of
a meeting.
And the player says completely my fault.
I had planned to get it to you by five o'clock yesterday.
I prioritized this emergency that came up didn't tell you my bad.
Can we renegotiate?
Can I get it to you at five o'clock today?
And you're like, fine, I wish you told me that you weren't going to get it.
But the victim says, let me tell you about that report.
Lucy owes me her notes.
And I can't finish it without Lucy and Lucy, you know, super slow at getting her notes.
And I'm sorry, I don't know when I'm going to get it.
But that actually is pretty common.
People are like, well, this is other person that I'm depending on and therefore I have no
responsibility.
And they're a victim and they're going to play the victim.
And I think that's a very hard person to coach.
How much do you have to select that in your hiring process versus coach people from one
side to the other?
So you had much success or seen much success in moving people from the victim side to
the player side.
And that's a bit of a leading question by my tone, I guess.
I suspect there are a lot of instances where that's hard.
But in the success cases, what does that coaching process look like?
I've seen both.
I feel like with people who are earlier in their career, they're more, I'm all growth
mindset, but they're a little more moldable.
And you can actually coach people out of this as like a way of operating.
If they're later in their career, it's a little more ingrained and it's quite hard, especially
because they tend to not be aware of it because they've somehow been successful operating
in that mode.
And so they're kind of like, what are you saying?
You see leaders who, and you know how they behave, Tim, is they say, well, if it's not
under my direct control, then I am not responsible.
And so they become empire builders.
And some organizations let them get away with it.
They're like, sure, you can have all the infrastructure teams then.
Like it becomes this weird failing upward problem where people say, well, if I can control
it, I'll take responsibility.
If it's within my house, then I'll take responsibility so people satisfy that checkbox by giving
them more and more resources.
What a nightmare.
Exactly.
And it becomes this weird expanded scope of this person who actually doesn't take responsibility.
It's a pattern I've seen.
For people earlier in their career, the easiest coaching move you do, which I'm sure you've
heard or someone's done it to you.
I've certainly had it done to me.
They're saying, Lucy didn't send me your notes and you're saying, what could you have
done differently?
And you have to let uncomfortable silence then.
And some people will then say, what do you mean?
You're like, oh my gosh.
But some people will say, well, I guess I could have helped Lucy write the notes.
So what I try to do is stay in the discomfort, which is hard.
And just sort of like, let's list out a few things you could have done differently.
And not be judgmental.
Like not judge the things.
Just say what it was, so you could have helped Lucy write the notes.
You could have said a deadline with her.
That was a head-to-head deadline.
Right.
Put a deadline in a sauna where people can actually see it.
You could use a productivity tool where you could see, I love those tools because that's
sunshine.
Sunshine is a great disinfectant.
I give everybody can see that Lucy has not done her action item.
That is going to help Lucy be more accountable.
But the point is you come up with this list and the person, often it's like, wow, you're
right.
You're going to have to admit to you is they're being a little lazy.
They're not helping others do the work.
They're not a good collaborator.
And that's what I sometimes do with someone.
It's like, you know, if this is a pattern, I say, you know, I see this pattern.
Do you see this pattern?
Where you're waiting for other people all the time.
Tell me more about why you think that's happening.
Why are the people not delivering for you?
And the question is like, either it's because they haven't figured out how to do action
items or accountability or be clear about deadlines.
Or there's someone people don't like to work with.
I always call it like going meta.
Like you're looking from the balcony at the situation, which is a term from adaptive leadership.
Are you on the balcony?
Are you on the dance floor?
And if you're on the balcony, you try to get the person up there with you.
Say, why do you have this pattern of people not helping you get your work done?
And then I think of it as going to the basement.
I know this is, I'm a very visual person.
So we look down and they sort of, if they acknowledge it, they say, yeah, I guess I see
that.
And I say, well, let's talk about a few examples and we come up with some examples.
Then we go down and we're in the scenario.
And I say, let's do the five wise.
I mean, everyone loves the five wise.
I'm like, why do you think Lucy didn't send you the notes?
Well, she's not good at deadlines.
Hmm.
Okay.
And then this is a wonderful expression that I learned from some coach I had a million years
ago.
Be that as it may, which is not normal English language, but I don't know it worked.
Sort of like be that as it may.
Okay.
Maybe Lucy's terrible at deadlines.
But why else?
Well, I didn't ask her to get it to me at a specific time.
Okay.
So maybe there's a thing.
Why else?
You know, and you're sort of pushing them and sometimes not every time they'll sort
of say, well, I don't know Lucy and I don't work that well together.
Aha.
And you're like, oh, say more about that.
What do you think's going on?
And of course, by the way, your left hand column, Tim, is it's because Lucy doesn't like
you because you blame her for all of your misdeadlines.
Right?
But I can't say that because that person is going to go from learning to barely in learning
mode, I'm trying to bring them along with me and they're going to just shut down.
And by the way, they may never admit that Lucy doesn't like them because they blame her
for misdeadlines.
But they're going to realize that their manager, who's me, is not letting them off the hook.
And they can't get into an agency, a player mindset.
I'm a responsible party for my work and others.
Then they are going to be off my team.
If I can't coach them out of it to your point, there's two gaps that I think are really
hard.
People who can't stop being victims.
And the other gap I call self-awareness gap, where they think they are the best in the
world.
I once worked with this BD person who was like, I can negotiate a deal better than anyone.
And talk about not being in a learning mindset.
I'm like, do you not think we should get any outside advice?
I'm exaggerating a little bit.
Sure.
But really unaware that they had any potential blind spot or had never done a deal like
this deal.
And I'm like, how are we going to close this awareness gap because the people around
you are saying you are not the best person to negotiate this deal.
And I'm trying to hand it to someone else and you're like, what?
You have no one better than me.
And that's a very hard gap to close.
Next up, William Urie, co-founder of Harvard's program on negotiation, co-author of getting
to yes and author of Getting Pass No.
This new book is possible, how we survive and thrive in an age of conflict.
And then Camp David happened.
The Egyptians and Israelis arrived at Camp David for this retreat.
And after three days, they were just going at it hammer and tongs.
They were just dug into their positions.
Egypt demanded the entire sign I back.
Israel wanted to keep a third.
The Nakambagan said, I'll pluck out my right eye and cut off my right hand rather than
surrender a single settlement.
They were just about to give up.
And then Sivance remembered the memo in his briefcase.
And he said, Bikari, he said, well, why don't we try out this idea for a Wentex process?
And they tried it out.
And this is the way it went.
Was the Americans instead of asking the Egyptians and the Israelis in a traditional way, you
know, the mediator goes in and asks you to make a concession?
No one wants to make a concession.
No one wants to make the first concession because that'll signal weakness for sure.
And you know, vagad and so that said, well, I have to go back and consult and it wasn't
going to go anywhere.
So the Americans said instead with the Wentex process, they said, don't make any concessions.
We understand what your positions are.
Just tell us what your interests are.
And they said, what do you mean?
Tell us what you really want.
What are you really concerned about?
I mean, you're trying to draw a line in the sand.
But what's the underlying driver?
What is it you're really afraid of?
What do you concern of?
What do you really want?
And the Egyptians talked about sovereignty.
So that said, you know, this land has been ours since the time of the Pharaohs that we
want to back.
And the Israelis talked about security, you know, said Egyptians had attacked them four
times in the previous 30 years across the Sinai.
And they didn't want that happening again.
So then the question became not, where do we draw a line in the sand?
But how do we get Egyptian sovereignty and Israeli security?
And the Americans went back and drafted up what's called, we call it a one-text.
It's a non-paper paper.
It's very low status.
You've got coffee stains on it or whatever it is.
But it was an idea to do both, to try and reconcile both interests, to meet the interests
of both.
And it was based on an idea, actually, the Egyptians at service, which was a demilitarized
Sinai.
A Sinai where Egypt gets the entire Sinai back, the flag can fly everywhere, but it's demilitarized.
So Israel gets security.
And in this context, demilitarized means there cannot be presence of military forces.
That's it.
Egyptian tanks can go nowhere.
And basically, Americans, the idea was to propose that, you know, the Americans would
put technical means, you put a little multinational force in there, but you could tell if a goat crossed
but no armed forces there, exactly.
Got it.
Wow.
What a story.
Yeah, I mean, the idea is, I mean, the one text, the way it works, is very simple.
It's kind of like what in Silicon Valley called rapid prototyping nowadays.
But essentially, the Americans took the idea and they said, we're not asking to accept
it.
We don't want you to make any decisions.
All we want you to do is criticize it.
Well, no one likes to make a hard decision, but everybody loves to criticize.
So the Egyptians criticized it.
The Israelis criticized it.
The Americans went back and redrafted the proposal to try to address the concerns and
then they brought it back and did it again.
And again, more criticism.
The Americans went through that process 23 times.
There were 23 drafts over the course of 13 days, even less because there was fewer days.
And by the end of it, only at the very end of that process did Carter go to Sadat and
Began the two leaders and say, this is the best we can do.
We can't improve it anymore.
We can't make it better for one without making it worse for the other.
This is the best we can do.
Do you want it or not?
And then Sadat and Began were faced with a very different decision instead of having
to make multiple painful concessions.
They had to make only one decision and only at the end of the process when they could see
exactly what they were going to get in return.
And so Sadat could see who was going to get the entire sign eye back.
Began could see who was going to get a non-president in peace with Egypt.
And they both said, yes, and that's what led to the Camp David Peace Treaty to a treaty
that has lasted 40 years, has lasted actually more than that at this point, to 45 years,
to this point, has lasted to this day, even in the midst of wars, assassination, coup d'etats.
And it was the inventive idea of applying our creativity not just to the hardware of software
of computers, but to the way in which we negotiate that there are better ways to negotiate,
more effective.
And that was a really just powerful example for me.
It was the software of humans in a way.
The software of humans.
That's what we need.
That's really what we need.
Yeah, and to sort of debug.
So you mentioned a few things I want to underscore.
The first was the powerful looking behind positions for the underlying interests.
I suspect we'll come back to this for sure.
But identifying the wants, desires, concerns, fears that are behind a request or sort of
unrelenting position.
And you also mentioned something, and you didn't say it in these words, but it seemed to imply
what I'm about to mention.
And that is writing the other side's victory speech and quotation marks.
Like what are they going to use to explain to others why they agreed to X, whatever that
is?
Would you mind expanding on that?
It doesn't need to be in the Camp David context.
It could be in another context, but it strikes me that in both cases, I mean, these leaders
need to go back and explain to their cabinets to their populace why they did X and that
that type of consideration of external judgment.
I would imagine accounts for a lot of failures at the negotiating table.
The victory speech is one of my favorite exercises because you're looking at an impossible
situation.
It could be with your boss.
It could be with your roommate or it could be an international conflict.
You're looking at something seemingly impossible.
It's kind of like, I like to climb mountains.
You're at the bottom of the mountain.
You look at the top of the mountain.
It seems impossible to get there.
You can't get from here to there in your mind.
But you might be able, if you use your imagination, put yourself on top of the mountain, get
from there to here and then you can figure out your way back.
In other words, you can work backwards.
And that's what is behind the victory speech, which is when you're facing a difficult
conflict, start by writing out the other side's victory speech.
Imagine you're asking your boss for something.
It might be a situation.
And you write out, what is it you imagine just as a thought experiment?
Imagine your boss says yes to you.
They accept what you want them to do.
They say, yeah.
Now imagine your boss then has to go and justify that to someone else who he cares about.
Maybe his board of directors, maybe his peers or her peers.
And write out the victory speech.
Write out maybe three talking points.
How could they present to the people that they care about why they said yes to your proposal?
It's got to be a victory for them.
It can be a victory for you obviously because they're doing what you want them to do.
But think about it and think about the hardest questions that they're going to get, the
criticisms that they're going to receive.
And then think about what are the best answers I can give.
Go through that exercise and then see your job as a negotiator as helping them deliver
that victory speech.
And I can tell you about how I've used it, but that's the essence of it is to work backwards.
Think about what victory would look like and then work for it.
Last but not least, Somen Chinani, New York Times bestselling author of The School for
Good and Evil Book Series and Beasts and Beauty, his collection of reimagined fairy tales.
So I never did drugs going up.
I maybe did pop once or twice and found it slowed me down to the point of I never wanted
to do it again.
And just sort of walled that whole thing off as stuff that other people do.
And then during COVID, I read the body keeps the score.
And I had struggled with some things from my entire life in terms of anxiety and just
getting stuck in kind of ruts of feeling.
And it was 2021 January where I just remember talking about follow the flow.
I stood up, went to my computer, remember being in Miami and my parents house, Googling
ketamine treatment, New York City.
I knew nothing about ketamine, like nothing.
How is it even in your field?
I don't know.
I just popped into the head.
I don't know.
I just remember ketamine there in New York City calling up, scheduling the consultation
and a week later, I'm back in New York going to meet the doctor.
And I was like, I don't know if I'm right for this.
I don't want anything that will mess with my creativity.
I said the only reason I'm entertaining this idea is because it's in a doctor's office.
I said, I would never do drugs on my own because the fear surrounding that of what could happen
and where it's procured from and all that stuff would end up infecting the whole experience.
And with a doctor's office, you know, I'm entertaining it.
I said, but I don't want it to affect my creativity.
I don't want it to.
I said, it's only going to make you more yourself and more creative.
But because these are the three things that I think make for a good candidate.
He's like, number one, have you felt emotionally numb for most of your life?
And at that point in my life, absolutely.
I think I was in just cycles of numbness.
Number two was, did you have a volatile childhood where emotions were not particularly welcome?
And I was like, check.
Check.
Number three goes, this one's the most important.
He's like, do you know how to have fun?
And I said, no.
And I cried.
I remember crying in the office.
He's like, do you know how to have fun?
And I was the first time anyone had asked the question in the right way.
Because I knew the idea of fun.
I knew that I should be having fun.
I knew how to act like I was having fun.
But I never felt like I was having fun.
And he goes, you don't drink.
I said, no.
And I meditate.
I was in that point, four or five years into meditation.
He's like, you're going to have a very good response to this.
He just like, you see.
And so I started ketamine treatments at that time.
I think you do six and 12 days.
And then you go back for a booster.
In my case, it's every 10 weeks.
And I still go change my life.
I mean, it was like, I feel like a totally different person.
Because what it did is it woke up parts of my brain that I didn't know existed because
age shut off so early that I didn't know they were there.
And then all of a sudden, I started to get glimpses of what I could be like.
And then it became a question of, could I hold on to that?
And little by little, some people I think get their benefits much quicker.
Or they don't get any benefits at all.
I mean, it's so individual.
In my case, it was almost like a practice.
It was like every 10 weeks I'd go learn a million things, work on those things in between,
go back.
It almost became like my version of the deepest therapy.
It's become a huge reason for everything.
And I think it's also allowed me to follow the flow more than ever because the whole
thing of a ketamine treatment is it's a sedative.
So it puts your brain in such a relaxed state that you have no choice but to follow the
flow where it goes.
And the flow usually leads you closer to the truth.
So I don't know.
I think for someone who was so anti-drugs, it was the biggest thing I've changed my mind
to that.
Yeah.
And now here are the bios for all the guests.
My guest today is Cal Newport.
Cal Newport is a professor of computer science at Georgetown University, where he is also
a founding member of the Center for Digital Ethics in addition to his academic work.
Newport is a New York Times bestselling author who writes for a general audience about
the intersection of technology, productivity, and culture.
His books have sold millions of copies and have been translated into more than 40 language
pages.
He's also a contributor to the New Yorker and hosts the popular Deep Questions podcast.
His new book is Slow Productivity, the Lost Art of Accomplishment Without Burnout.
Cal is not active on social media.
This is usually where I would say you can find him on these following social media profiles
but you can't find him.
He is really not active outside of his YouTube channel which is the at Cal Newport Media
channel and the podcast and everything else you can find at caluport.com.
In this conversation we talk about slow productivity, human-paced productivity, the dangers of checklists
and to-do lists and approaches that are similar.
We talk about so many things that Cal puts into practice himself.
He walks the walk.
Part of what I find so impressive about him is how effectively he has put positive constraints
around his work and within his life so that he can do what he does best with the fewest
distractions possible.
My guest is Claire Hughes Johnson.
Claire currently serves as a corporate officer and advisor for Stripe, a global technology
company that builds economic infrastructure for the internet.
If you've bought just about anything online, chances are at some point or another, you
have used Stripe or if you've sold something.
She previously served as Stripe's chief operating officer, COO, from 2014 to 2021, helping
grow the company from fewer than 200 employees to more than 6,000 employees.
At various times she led business operations, sales, marketing, customer support, risk,
real estate and all of the people functions including recruiting in HR.
If you think that sounds completely impossible and crazy, you are right.
She does sound completely impossible and she explains how she managed to spin so many
plates at once at such a high level.
Prior to Stripe, Claire spent 10 years at Google leading a number of business teams including
overseeing aspects of Gmail, Google Apps and ultimately consumer operations, as well as
serving as a vice president for AdWords online sales and operations, Google offers and Google's
self-driving car project.
So she has a very diversified background and is highly, highly adaptable.
Her book, which I recommend, is scaling people, tactics for management and company building.
We get into a lot of nitty-gritty details.
You're not going to want to miss this one.
So, you can find Claire on Twitter at C. Hughes Johnson, CHU G. H. E. S. Johnson.
Today we have William Uri as a guest. I am extremely excited about this guest.
I have been familiar with William's work for decades and when his name popped up as a
possible guest, I had to hop right on it because I had many, many questions for him.
So who is William?
William Uri.
You can find him on Twitter at WilliamUriGTY.
You can also find him on LinkedIn and other socials.
His co-founder of Harvard's program on negotiation is one of the world's best known and most influential
experts on negotiation.
His co-author of Getting to Yes, the All-Time Best Selling Negotiation Book in the World,
the author of one of my favorite books on negotiation, Getting Pass No, Negotiating
in Difficult Situations, which side note I used to help build my first company.
And he is author of the new book, Possible How We Survive and Thrive in an Age of Conflict.
He has served as a mediator in boardroom battles, labor conflicts and civil wars around the
world and avid hiker he lives in Colorado.
There are some incredible stories in this podcast episode.
They will blow your mind.
The role that Dennis Rodman has played in helping William to understand the North Korean
leader Kim Jong-un.
There are stories about Hugo Chavez or Hugo Chavez, the former president of Venezuela,
yelling in William's face and how that came about and what came of it, lessons learned
from Nelson Mandela in addition to Warren Buffett and the stories just go on and on and
on.
So much Yanani for those who don't know.
Who are you?
I think of myself as a specialist in the teenage mind and I access that by being an author
of young adult fantasy, using everything I can about connecting to young people and
lovers of fantasy through novels.
So that's what I've been doing for the last 10 years.
And for people who might want to dig into that further, any works you might suggest they
start with or check out website, anything like that.
I wrote a series called The School for Good Neville for 10 years.
There are six books in the series and an Netflix-made movie out of it that came out last year.
And then another book, a little bit for older audiences called Be Some Beauty, which is
going to be a TV show sometimes soon.
So those are kind of my two main things.
Hey guys, this is Tim again, just one more thing before you take off and that is Five Bullet
Friday.
Would you enjoy getting a short email from me every Friday that provides a little fun
before the weekend?
Between one and a half and two million people subscribed to my free newsletter, my super
short newsletter called Five Bullet Friday.
Easy to sign up, easy to cancel.
It is basically a half page that I send out every Friday to share the coolest things I've
found or discovered or have started exploring over that week.
Kind of like my diary of cool things.
It often includes articles on reading, books on reading, albums perhaps gadgets, gizmos,
all sorts of tech tricks and so on that get sent to me by my friends, including a lot of
podcast.
So I guess these strange esoteric things end up in my field and then I test them and
then I share them with you.
So if that sounds fun, again, it's very short, a little tiny bite of goodness before you
head off for the weekend, something to think about.
If you'd like to try it out, just go to Tim.blog slash Friday.
Type that into your browser, Tim.blog slash Friday.
Drop in your email and you'll get the very next one.
Thanks for listening.
