YouSaid · the spoken record

Claire Hughes Johnson

lines on the record: 158
first: 2024-08-09
most recent: 2024-08-09
sittings or episodes: 1
sources: podcast

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“Yep. And there's some like I went through a period of my own development where I was like, I think of it as my martyr period where I literally, I don't know who I thought I was martyring myself for like everyone else. I would be doing all this stuff for my colleagues, for my team. And I was like, no one appreciates like, I don't know. And I eventually had a really good open conversation with a guy, not my boss, who worked with me. And he's like, did I ask you to take that on? Like you just started running that project or you run our planning process or like, did someone ask you? And I'm like, well, no, no one was doing it. So I'm doing it. I was like, hmm. And he's like, and why do you feel like you have?”
2024-08-09 · The Tim Ferriss Show · #762: Coach George Raveling and Claire Hughes Johnson · IDENTIFIED FROM THE TRANSCRIPT
“And you just start loading them and they don't renegotiate. They don't know how to say no. And then they explode. Like they basically implode or exode.”
2024-08-09 · The Tim Ferriss Show · #762: Coach George Raveling and Claire Hughes Johnson · IDENTIFIED FROM THE TRANSCRIPT
“Right. And your job is to sort of, like I say, you know, giving direct feedback is holding up a mirror and just being like, here's the beauty of you and here's the liability part. And if you can't show me that you can work on the liability part, I can't keep loading you up. Because in the case of the pusher, yeah, they might burn themselves out, but they actually like burnout. The people around them. So that's the pusher. So the puller, it's funny. This happened to me in a couple of conversations I've had is I'm usually being interviewed by someone who's like the pusher and I'm the puller. But anyway, I'm the puller is someone who no complaints, you load them up and they're like, yep, yep, I got it. But they're not asking for it. They're not grabbing it. They're not pushing. But they're highly competent. They're very organized. They're very consistent, reliable, and they have good judgment. And you're like, okay, I know that person won't screw that up. I know that person will get the people to the party and the, you know, whatever it is.”
2024-08-09 · The Tim Ferriss Show · #762: Coach George Raveling and Claire Hughes Johnson · IDENTIFIED FROM THE TRANSCRIPT
“Is saying until I believe that the people working with you love working with you, I don't think you're succeeding. And they're like, what? What? Because they're all keeping score, but they're keeping score in the sort of maybe early in his life Tim Ferris version. I don't know.”
2024-08-09 · The Tim Ferriss Show · #762: Coach George Raveling and Claire Hughes Johnson · IDENTIFIED FROM THE TRANSCRIPT
“So there are a lot of QR codes. You can scan and look at the sites where I reference a lot of materials and books, Conscious Business Fred Kaufman's in there. One framework, I think, I mean, as far as I can tell, I made up myself was a top talent framework, which is, again, I try to like simplify things, but I think high performers fall into two categories, and I call them pushers and pullers. And so the pusher is the one who's like, give me more, give me more. They're often wanting to get more comp too, but they're like, I want recognition, I want responsibility, I want scope, I want to move the needle, I'm high impact, they're very impatient with themselves, with other people. They can be a little high friction for the team because they're like going for it, grabbing it, grabbing it. But, you know, it's fun because you load them up and they're just like carrying the whole thing up the hill without you. But they can be tough. My main coaching often ends up with them.”
2024-08-09 · The Tim Ferriss Show · #762: Coach George Raveling and Claire Hughes Johnson · IDENTIFIED FROM THE TRANSCRIPT
“If I was like, what are the pantheon of management lessons? So, one of them is you got to manage different people differently. Another pantheon lesson is spend disproportionate amount of time with your high performers. Because instead, what we all do is get all of our time sucked by the folks who are struggling. And then we don't invest in the high performers. And then they're either burning themselves out or finding a new opportunity because they're not realizing their high performers and benefiting or they know they are and they're not getting investment. And they're like, I'm going to go get investment somewhere else. So number one is how do you manage them is you make sure that they are a priority of yours, even though they are perfectly good on their own, which is the sort of dilemma, right? Like, how do I help them? In my book, I mean, I don't steal. I credit, I source a lot of frameworks.”
2024-08-09 · The Tim Ferriss Show · #762: Coach George Raveling and Claire Hughes Johnson · IDENTIFIED FROM THE TRANSCRIPT
“That's right, and you get like a 10 year horizon. I mean, at minimum, and that is. Seems exciting at the beginning, and then you stack another 10 and another 10, and you're like, wait a minute. All of a sudden, I'm like 65 years old. And, you know, anyway, I think it's, yes, some funds have closed and hopefully you've done well, but you made commitments before those things happened to another set of them.”
2024-08-09 · The Tim Ferriss Show · #762: Coach George Raveling and Claire Hughes Johnson · IDENTIFIED FROM THE TRANSCRIPT
“And by the way, people can't argue with that because they're like, that does sound like a very sane thing to do. But I have a lot of appreciation more than I did before of folks who do this in service. Governance matters, right? It matters for institutions, not just companies. And it should be done well. But gosh, it's a big commitment.”
2024-08-09 · The Tim Ferriss Show · #762: Coach George Raveling and Claire Hughes Johnson · IDENTIFIED FROM THE TRANSCRIPT
“Of your learning, you're getting enriched, they're benefiting. And I don't think it's easy to always get that balance right. And so you just have to be careful. I think you just have to be. And I think I just didn't realize the level of commitment, not just time, but sort of to do it well. I mean, it goes back to renegotiating. So what I'm doing is I'm saying no more boards until I've renegotiated some of my current commitment. And then we'll see.”
2024-08-09 · The Tim Ferriss Show · #762: Coach George Raveling and Claire Hughes Johnson · IDENTIFIED FROM THE TRANSCRIPT
“Boards can stomp all over your calendar. They can just say, you know what? All day Friday, someone just made an acquisition offer. And you're like, goodbye. You realize like you think you're controlling your time because they don't meet that often. But no, no, no, no. So really what I've decided is I need to like go on a board diet and then rebuild. I'm not going to say no ever. Like I'm never doing it again, but I've realized the bar has to be like extremely high. I mean, I'm on the board. One of my favorite boards and I would do it forever. I don't know if I'm adding that much value, but is the Atlantic, which is private, so it's easier. But the quality of the people involved, we're doing the business brain stuff, but there's also like, you get to meet these amazing writers and you get to be part of exchange of ideas about the future of democracy. Yes, you know, that's enriching me. That's the other thing is making sure there's an exchange in the board.”
2024-08-09 · The Tim Ferriss Show · #762: Coach George Raveling and Claire Hughes Johnson · IDENTIFIED FROM THE TRANSCRIPT
“So I would say there's a sector of the world that feels it is a service, and I do think it's a valuable service. By the way, I serve on some boards with some people who are like Jedi Master board members. And I'm like, wow, you are serving these companies because you are like awesome at governance and proxy statements politics and you like get it, you know, but I think there's a service motivation, there's a motivation that has to do with maybe a personal like CEO really trusts you. You want to help them. Like that's mostly what happens with me. I'm like, I want to be there for that person. But it is a big commitment. And if you're someone who's realized that time is your most precious resource, which”
2024-08-09 · The Tim Ferriss Show · #762: Coach George Raveling and Claire Hughes Johnson · IDENTIFIED FROM THE TRANSCRIPT
“There's a finance guy that I'm on a board with, and he'll be like, What are we trying to accomplish in this? And how long do we need? And like he'll set his, I'm here for that objective and I'm only here for this long. And I admire it. He's like, don't be chatting away about other stuff. I want to be productive, not”
2024-08-09 · The Tim Ferriss Show · #762: Coach George Raveling and Claire Hughes Johnson · IDENTIFIED FROM THE TRANSCRIPT
“They use the cleanup crew. There aren't that many who seem, I mean, I think you have some good, I think it's in four-hour work week. You have some good models of pushing people on not just being busy, but being productive. There's some engineering leaders I worked with at Google who I thought was very bold, but it of course makes sense. They would look at what were we planning in a meeting and they'd be like, I don't need to be here, or this meeting doesn't seem important. And to me, those are paragons of no, though, because it was very open, very direct, very honest. It was like, I see what you're trying to do with this one hour, and I am not giving you my hour. Why can't more people just? Call it, you know.”
2024-08-09 · The Tim Ferriss Show · #762: Coach George Raveling and Claire Hughes Johnson · IDENTIFIED FROM THE TRANSCRIPT
“Yeah, I think what's happening is I'm doing left hand column filtering names of people right now in my mind where I'm like, nope, can't mention them because I think they actually have a cleanup.”
2024-08-09 · The Tim Ferriss Show · #762: Coach George Raveling and Claire Hughes Johnson · IDENTIFIED FROM THE TRANSCRIPT
“Well, I mentioned to you, I think Cheryl's very good at getting back, being very accessible and fast and sort of decisive, like no efficient. She's very efficient. And sometimes that efficiency is a no, right? I mean, my version of it is someone who I think is least doing it carefully with others, others like feelings. I think that I don't love the person who has an assistant, for example, who cancels everything. No, there's a model here, Tim. You've seen Where they agree to everything, and then they have a clean”
2024-08-09 · The Tim Ferriss Show · #762: Coach George Raveling and Claire Hughes Johnson · IDENTIFIED FROM THE TRANSCRIPT
“Yeah, we were actually in a meeting and he said something about Greg Popovich, and two of us looked at each other. We're like, Do you really know who Greg Popovich is? It was like amazing because Patrick also is not super up on sports, popular culture, you know, we all have our strengths.”
2024-08-09 · The Tim Ferriss Show · #762: Coach George Raveling and Claire Hughes Johnson · IDENTIFIED FROM THE TRANSCRIPT
“And so when I'm saying, oh, I'm jealous of those people who protect their time, you know what? They're pretty comfortable being disagreeable. They're pretty comfortable being like, no, or frankly, canceling at the last minute, saying, sorry, I don't have time today for you. And if they're not very conscientious, they're like, I don't even feel bad. But by the way, no judgment. A lot of founders are really good about being like, look, I'm doing the most important thing that I got to be doing today. And I'm the operator. I'm like, oh, but we made a bunch of commitments and we made a plan and we got to stick to the plan, right? And that meeting of those styles is very powerful. That's why you want a diverse team. But anyway, I would say those two.”
2024-08-09 · The Tim Ferriss Show · #762: Coach George Raveling and Claire Hughes Johnson · IDENTIFIED FROM THE TRANSCRIPT
“It's a prompt. And how you react to it is interesting, right? Like you're like, I really, yes, I am finding love this year. Or am I not? But so point is he then did some research and there is the big five personality test is very simple. It's available for free online as far as I can tell or I've seen. And it's just these five factors like neuroticism, agreeableness, conscientiousness. There's one that's sort of entrepreneurial comfort with ambiguity, like whatever. And you can tell a lot from, well, one, the research supports that they're pretty indicative of certain human behaviors. You and I have had a lot of conversations in this discussion about things like saying yes too easily, but if you're like very high agreeableness and very high conscientiousness, guess what? You're going to end up committing to too much stuff.”
2024-08-09 · The Tim Ferriss Show · #762: Coach George Raveling and Claire Hughes Johnson · IDENTIFIED FROM THE TRANSCRIPT
“I would say there's one that's called, I think if you just Google, it's Insights Discovery, which is sort of to me more effective than Myers-Briggs. Myers Briggs has a lot of interpretive work you have to do on your results. Like understand what sensing is. Understand what the decision-making process of a sensing judger or whatever. Insights maps you more and they have some shading and colors, but it's sort of like more straightforward. That is when I'm a fan of. The other is more of a simple one, but Patrick Collison, obviously, who I've worked with, I think I brought him around. He felt like these things are like horoscopes. He's like, they're just going to give you a report and it's going to sound like a plausible prediction of you. And I said, I get it. I get the skepticism. And I really do, by the way, for anyone. And actually, I think there's value in getting a horoscope. How does it actually make me feel? Like, do I agree with it or not? What am I really? Like, it actually is part of a process, in my opinion.”
2024-08-09 · The Tim Ferriss Show · #762: Coach George Raveling and Claire Hughes Johnson · IDENTIFIED FROM THE TRANSCRIPT
“And then realize, and I have to operate aware of others because I want that meeting to be really effective. And I've got to email, you know, Richard the day before and tell him we're going to spitball ideas for this new marketing campaign. That's what it all boils down to.”
2024-08-09 · The Tim Ferriss Show · #762: Coach George Raveling and Claire Hughes Johnson · IDENTIFIED FROM THE TRANSCRIPT
“One of my big, this is such a dumb tactical lesson, but I'm one of those people where if I trust who I'm meeting with, I don't need the agenda ahead of time. I'll be like, let's meet. And then at the very beginning of the meeting, bang out the agenda, make sure we know what we're going to get done. I still like to run it well, but I'm kind of loose with the prep. I have people who've worked for me who are like frozen. If they're like, I don't have time to think ahead of this meeting, what we're going to talk about. And I'm thinking there's something wrong with them. I'm like, well, come on. We trust each other. We've worked together. We're just going to spitball about this. And they're like, no, I had to learn that there are humans in the world who, if they don't have time to think before a meeting will not be effective in the meeting and will be uncomfortable. Because my water is really different than that. Really different. But you, if you're trying to create an environment that's conducive to different styles, different defaults, you got to be aware of your own.”
2024-08-09 · The Tim Ferriss Show · #762: Coach George Raveling and Claire Hughes Johnson · IDENTIFIED FROM THE TRANSCRIPT
“I'm going to give me a spreadsheet and I will rule the world. I do not need to talk to you to finish this model, right? In fact, you often do. And I know that. And so that's the other thing is you have to be really careful not to stereotype with any of this and not to generalize. But I think it helps any human frameworks are useful for a reason, which is I am comfortable sort of saying, okay, where can I place myself in these quadrants? And then what does that mean my default setting is? And by the way, the people around me have different default settings.”
2024-08-09 · The Tim Ferriss Show · #762: Coach George Raveling and Claire Hughes Johnson · IDENTIFIED FROM THE TRANSCRIPT
“I love getting stuff done, talking to you. Like, that's yay. Be a sales. And then you've got your introverted task oriented people. Where do a lot of those people work? Tim, do you think introverted task-oriented people?”
2024-08-09 · The Tim Ferriss Show · #762: Coach George Raveling and Claire Hughes Johnson · IDENTIFIED FROM THE TRANSCRIPT
“What quadrant am I in? Am I a more extroverted task oriented type person or extroverted people? By the way, a lot of extroverted people oriented people are excellent at sales. Makes sense. Their default is”
2024-08-09 · The Tim Ferriss Show · #762: Coach George Raveling and Claire Hughes Johnson · IDENTIFIED FROM THE TRANSCRIPT
“Strengths finder good one like there's so many to me they all boil down to on one axis let's call it the horizontal axis you've got are you more introverted or extroverted and the litmus test is sort of introverts think to talk and extroverts talk to think so where do you fall in that continuum and then the other thing is the vertical axis which is are you more task oriented or people oriented which by the way doesn't mean you can't get a task done and my litmus test for this is like if someone comes to you with like a massive problem in some organization is the first thing you think of the first task that has to get done or oh my god the people and it's just what do you lead with for me i'll be like oh my gosh someone's getting fired which is sort of a task and a person answer but you're kind of anyway but but i would say sorry i'm being very negative today but i would say it sort of boils down then and then you think okay”
2024-08-09 · The Tim Ferriss Show · #762: Coach George Raveling and Claire Hughes Johnson · IDENTIFIED FROM THE TRANSCRIPT
“I mean, there's discovery insight. There's the Hogan assessment, like whatever. There's that's like 170 questions. Like there's all these different, there's the big five personality test. There's a lot of.”
2024-08-09 · The Tim Ferriss Show · #762: Coach George Raveling and Claire Hughes Johnson · IDENTIFIED FROM THE TRANSCRIPT
“Will make you more effective. So that's a side piece of advice for you. But a lot of self awareness building to me, a lot of these work style assessments you can take are just trying to help you figure out your defaults. Like, right's my default setting. A lot of them are asking you, you know, are you more introverted or extroverted?”
2024-08-09 · The Tim Ferriss Show · #762: Coach George Raveling and Claire Hughes Johnson · IDENTIFIED FROM THE TRANSCRIPT
“I spent a lot of time thinking about how do you get results through people, through teams. Like, I'm not actually the one building the product. So I got to do it through kind of brute force human brain power and human time. And I think that most people who think that way start with the individuals you're managing or the team or the organization. And my argument is where you started this section of the garage is it's the foundation is self-awareness. It actually has to start with you. You're not going to get great results from the people around you until you understand yourself. And I mean, I think there's some obvious reasons why, which is like, look, I alone can't move the mountain. I need you and I need to compliment myself. How am I going to compliment myself with other capabilities and skills if I don't understand what I'm bringing to the table? By the way, a lot of people think they're the director in every scene. No, you're not. You're often an extra. And just knowing that.”
2024-08-09 · The Tim Ferriss Show · #762: Coach George Raveling and Claire Hughes Johnson · IDENTIFIED FROM THE TRANSCRIPT
“And then you'll sort of get going, you'll be like, tell me a situation where you had to use that advice. Anyway, so those are two, one very specific pin them down and one a little more tricky.”
2024-08-09 · The Tim Ferriss Show · #762: Coach George Raveling and Claire Hughes Johnson · IDENTIFIED FROM THE TRANSCRIPT
“And people will say some very revealing things because all of a sudden they're back. Being the manager of the person, and they're like, well, I'll tell them to really be more truthful when things are off the”
2024-08-09 · The Tim Ferriss Show · #762: Coach George Raveling and Claire Hughes Johnson · IDENTIFIED FROM THE TRANSCRIPT
“The non-dissertation answer is one people have trouble giving hard feedback. People have trouble asking this question, which is, I think a question you just asked, which is like, is this someone in the top 20% of people you've ever worked with? And then they say yes. You say top 10. And then if they say yes. Oh, so is it top five? Because what happens is when people are asked for a very specific quantifiable ranking of something, they don't like lying. And so what I think happens is we're not comfortable asking for ranking questions sometimes about humans and I don't love them actually in most contexts. But in this case, I'm like, I'm going to pin you down on how good this person really is and how they handle, and you could go just to top five. But I think that's the short answer. I think the other answer is you say to someone, you put them again in the role of, you say, look, I'm going to be their manager. You are their manager. What's the thing I could do?”
2024-08-09 · The Tim Ferriss Show · #762: Coach George Raveling and Claire Hughes Johnson · IDENTIFIED FROM THE TRANSCRIPT
“You could probably text back this one no, this one, you know, that's probably still time, and you probably should count how much time it is, but it's a way to stay connected.”
2024-08-09 · The Tim Ferriss Show · #762: Coach George Raveling and Claire Hughes Johnson · IDENTIFIED FROM THE TRANSCRIPT
“And here's what it often looks like, Tim is they send me profiles of people they're thinking of hiring and I give them a five minute clear assessment. And so that is my time, but I don't get on the phone. I'm just like, here's the questions. Usually how it comes back because I'm all about questions is here's the three to five questions I'd have about this background. If I'm you and I'm hiring for this role, why did they move around five times? Why did they stop doing that job? I would just give them interview questions and then I would back away. So you're right. It takes me a minute. You probably have a version of that. I've heard people like text you with very specific which supplement should I take or which”
2024-08-09 · The Tim Ferriss Show · #762: Coach George Raveling and Claire Hughes Johnson · IDENTIFIED FROM THE TRANSCRIPT
“You know, I had a similar question because this was a friend of mine who was facilitating this workshop with people trying to think about what their criteria were for like, what am I going to spend my time on? I think that the version of it is you say to someone, I agree with you. Like I can't really deploy my particular talent without putting some time in. But the example was say you are very good at some specific thing and the thing takes you less than 30 minutes. They're like, all right, I don't want you to join my board, but can you read this press release and tell me, is it good or not? I think it's like, you know what? I can't give you my time. I can't join a board. I can't commit to a regular meeting. It's almost what I say to some of the founders I work with. I'm like, don't expect me to read the newsletter and try to volunteer for all the things you need. But if you think my particular talent is going to be useful.”
2024-08-09 · The Tim Ferriss Show · #762: Coach George Raveling and Claire Hughes Johnson · IDENTIFIED FROM THE TRANSCRIPT
“Talent and testimony. And testimony is interesting, right? Because you could, Tim, care about something that you can't give time to and you could say, if you need a quote from me again, now we're like in this weird rarefied air where someone might want to quote from probably not me. But I think that that's another thing you can do. But the thing that for any of those categories, you need some criteria. Which is like, you know, some people it's about climate. If it's not related to climate and working on the climate crisis, it's a no. And I think those people actually make more friends than I probably make because I'm like, I'm not sure. That sounds so important.”
2024-08-09 · The Tim Ferriss Show · #762: Coach George Raveling and Claire Hughes Johnson · IDENTIFIED FROM THE TRANSCRIPT
“Yeah, no, I think that is so powerful. That would be another rule is like for something that's a major commitment of my time or my resources, someone said to me, it's time treasure. Talent, but there's another one that's like testimony”
2024-08-09 · The Tim Ferriss Show · #762: Coach George Raveling and Claire Hughes Johnson · IDENTIFIED FROM THE TRANSCRIPT
“I like your idea, which is like put the ball in their court. Maybe, again, it's back to some donation request or something. Like, this is not for me now. Feel free to get in touch in the future. A lot of those people might just not ever. And I mean, sorry for them because they're not persistent. But is that being a player? Is that being a player enough? I don't know.”
2024-08-09 · The Tim Ferriss Show · #762: Coach George Raveling and Claire Hughes Johnson · IDENTIFIED FROM THE TRANSCRIPT
“Good feedback for me, Tim, and I take it. Thank you. Now, I think that is actually a really good tactic that I don't do enough of is to say, I think this is unlikely that I'm going to be able to do this. I'm willing to consider it, but what I'd like you to do is go look at your other options. And if you're not finding something, feel free to get back to me by the end of the month and I will consider it, but it's basically telegraphing. Like I kind of want to try to help you, but I can't. You got to go to your plan B. I'm not going to be your keynote speaker. And that's a great feedback. I think that's a good maybe even it's just if you find yourself doing that, you should be asking yourself, why is it just not a no?”
2024-08-09 · The Tim Ferriss Show · #762: Coach George Raveling and Claire Hughes Johnson · IDENTIFIED FROM THE TRANSCRIPT
“Just want to tell them the answer. And I got to zip it So, one rule is like, yeah, I make a travel rule. Another rule I make is, as I already told you, which is don't say yes immediately. It has to be very rare for me to say yes immediately. And as a pleaser, that's very hard to be like, no, I'm sorry, I have to get back to you next week.”
2024-08-09 · The Tim Ferriss Show · #762: Coach George Raveling and Claire Hughes Johnson · IDENTIFIED FROM THE TRANSCRIPT
“And so, my job is not to tell them what to do or how to do it. It is to build their confidence in their instinct. And then, yeah, we can brainstorm the last 20%. And I mean, it's just like, this is a total digression, but good pedagogy, right? Like how do people learn? People do not learn by being told answers. We all know this, but yet we get some amount of experience in our life and we think, I'm going to go tell some people some answers. No, what you're going to do if you're a good leader, good teacher, is you're going to lead them through learning with you. And they are going to get to the answer and you are going to celebrate them doing that. But I cannot tell you how many times I myself have to create a rule to shut my own mouth because I love helping people. Luckily, I don't think it's the know-it-all version of this. I think it's the I can help you. Oh my God, I see how to help you.”
2024-08-09 · The Tim Ferriss Show · #762: Coach George Raveling and Claire Hughes Johnson · IDENTIFIED FROM THE TRANSCRIPT
“What is it you think you're doing next? And I don't even say. Then I sort of get out from them, and I'll tell you, Tim, most of this I mean, there's a reason these people are leaders. Most of the time, they're like 80% of the way there. They're just not confident in their instinct.”
2024-08-09 · The Tim Ferriss Show · #762: Coach George Raveling and Claire Hughes Johnson · IDENTIFIED FROM THE TRANSCRIPT
“I'm not going to perform right now. I will perform later because I actually want you to participate. I'm often now in a position of sort of coaching leaders. And because I'm more of an operator, not a professional coach, I have the same problem. I'll be like, oh my God, this is obvious. Like, here's what you're going to do. And then I think, no, no, no, no, no. So I'll say to them, all right, give me the bones of the situation. And then I'll start to tell them what I think. And I'm like, no. And they'll say, you know what? And I totally commentate. I'm like a sports color commentator. I'm like, I was about to jump in and tell you exactly what I would do if I were you. And they're at the edge of their seat because that's what they came for. Like that's what they want. And I say, we're not going to learn from that. What I want you to do is tell me your instinct.”
2024-08-09 · The Tim Ferriss Show · #762: Coach George Raveling and Claire Hughes Johnson · IDENTIFIED FROM THE TRANSCRIPT
“I want to learn from your thought before I share mine. And that's, by the way, the benefit of Signora is you can be like, no, I'm not going to like.”
2024-08-09 · The Tim Ferriss Show · #762: Coach George Raveling and Claire Hughes Johnson · IDENTIFIED FROM THE TRANSCRIPT
“Opinion, right? So, what it looks like is they're kind of looking to you. You know, I think we need to X, and you're like looking at you. And you say, I have a thought, I do, I'll share it. But actually, I'm interested in what you all think we should do.”
2024-08-09 · The Tim Ferriss Show · #762: Coach George Raveling and Claire Hughes Johnson · IDENTIFIED FROM THE TRANSCRIPT
“While I have a rule, this is more of just a self awareness. I do get intuitive and I do jump to sort of judgments, conclusions, solutions quickly. So I have a rule that like especially if I'm in a position of leadership and I'm in a meeting and there's other people instead of stating my opinion, I have to ask a question. Because if you're the senior person and you state your opinion, like the whole thing is over.”
2024-08-09 · The Tim Ferriss Show · #762: Coach George Raveling and Claire Hughes Johnson · IDENTIFIED FROM THE TRANSCRIPT
“And so you think you're being an empath by saying, Oh, let me hear your story. This is my trap, my personal trap is I think I'm being an empath, giving them 30 minutes. Let me hear your story. And in fact, the empathic thing to do is to say, I'm going to do a probability assessment. The chance that I'm going to invest slash make a donation are sub 5% no. No for you, no for me, and you don't have to think about it ever again. You don't have to email me tomorrow and ask me again, right? Like they're going to keep coming back.”
2024-08-09 · The Tim Ferriss Show · #762: Coach George Raveling and Claire Hughes Johnson · IDENTIFIED FROM THE TRANSCRIPT
“Yes, no. If I'm willing to get a little bit, just tell them and get out. Don't have a dog and pony show about it. Or investments. I just don't really invest in a lot of B2C. I'll just write back and say, this is not for me. I don't really do B2C. Good luck. And they're like, thank you because they didn't waste their time sending you a deck, sending you, you know.”
2024-08-09 · The Tim Ferriss Show · #762: Coach George Raveling and Claire Hughes Johnson · IDENTIFIED FROM THE TRANSCRIPT
“Investments, like a lot of founders will be like, or even non profits, they come and they're like, I want to tell you about our organization, and you're like, Oh, that organization sounds amazing. But then do you want to waste an hour of your time and their time learning about it when you realize, I don't have time to commit a lot to this organization? What they would rather have is one, no, it's not on my list of causes that I support. Or, by the way, two, I will give you X amount of money. You never have to meet with me. I don't actually have time, but sounds good. Here's some money. Goodbye. And they'll say, well, can you make the commitment for multiple years in a row? Maybe, maybe not. But I think getting faster at like, there's a pattern here, which is you want my money and my time. Am I willing to give any money or time?”
2024-08-09 · The Tim Ferriss Show · #762: Coach George Raveling and Claire Hughes Johnson · IDENTIFIED FROM THE TRANSCRIPT
“Right, and I think you're showing look, I looked at priorities, I realized, and also you're showing context, which is this is true statement. I'm like, I have more demands on my time than I've ever had in my life. And I'm learning to cope with it and I'm learning that I can't perform at the level I'd like to perform. And I don't want you to suffer for that. You want to show respect for people. They want a good panel. They want your best. You know, you're saying like, please just, you have to trust me. I'm not going to be great. And they'll be disappointed. One thing that I do think, I think Cheryl's an example of this. There are people I've come to respect. They're the people who protect their time like demons, right? The other people I've come to respect are the people who are like very comfortable just saying no. Like, you know what? No, I'm sorry. I can't do that. My hope for myself, my future self is I am not in the situation where I'm doing that renegotiation again. It goes back to being honest, taking time before you make the commitment to saying no. But it's also.”
2024-08-09 · The Tim Ferriss Show · #762: Coach George Raveling and Claire Hughes Johnson · IDENTIFIED FROM THE TRANSCRIPT
“I've made. And unfortunately, I can't travel and be on this panel and be effective for you. And this is where I feel sometimes I'm a little weak. I'll try to offer, I mean, I try to think, do I know anyone locally who could do this? I'll be like, I think I have an idea if you want an idea on someone who could sub in. Like I'll try to find some solution for them if I'm really leaving them in a lurch, right? Because I don't love that. But I kind of am just honest about like I can't do this well. And I think you want someone at their best. It's not going to be my best.”
2024-08-09 · The Tim Ferriss Show · #762: Coach George Raveling and Claire Hughes Johnson · IDENTIFIED FROM THE TRANSCRIPT