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Claire Hughes Johnson

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2024-08-09

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2024-08-09

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1. “Things in two weeks. I'm not doing this thing. Yeah. So my instinct is always to offer context and be a little bit vulnerable, which maybe is not expected. I think you also know there's a, I think women will get judged more for certain things. And in particular, like not being conscientious is the thing that gets a little more beaten into you is my feeling as a woman. And so you have to also watch out for creating some reputational issue that I think maybe not everyone has to watch out for. So maybe some of my instinct to offer more information is to like try to avoid that hit. But I've been saying to people recently actually that I have reworked my personal priorities and the demands on my time are higher than I've actually seen in my professional life, which is true. And I have realized that I cannot do a good job of some of the commitments.”

   2024-08-09 · The Tim Ferriss Show · #762: Coach George Raveling and Claire Hughes Johnson · IDENTIFIED FROM THE TRANSCRIPT

2. “I do actually tend to look at my calendar at least a week ahead and sort of start renegotiating because I don't like to be the one who's like the morning of or the day before. But I think you sort of own it, whether this is an email, it's probably an email might be a text and you say, first of all, I am very sorry. I know we had time tomorrow on the counter. And it's not realistic. I'm not going to be able to be present at that lunch. It's not great. I try to give, like, I'm probably over context people, but I think it... Makes you more human. It's like, look, I did this thing. I'm sorry.”

   2024-08-09 · The Tim Ferriss Show · #762: Coach George Raveling and Claire Hughes Johnson · IDENTIFIED FROM THE TRANSCRIPT

3. “I think you want to again be a player, not a victim, and you got to take responsibility. So I think there is a version of saying, I don't love if it's the next day. That's rough.”

   2024-08-09 · The Tim Ferriss Show · #762: Coach George Raveling and Claire Hughes Johnson · IDENTIFIED FROM THE TRANSCRIPT

4. “Abilities. And that became a more important discussion about how do I deploy anyone who's the CEO has got to be thinking, well, who are my most important resources and how am I deploying them against the most important priorities? So take the negotiation up to that level would be my advice.”

   2024-08-09 · The Tim Ferriss Show · #762: Coach George Raveling and Claire Hughes Johnson · IDENTIFIED FROM THE TRANSCRIPT

5. “That's fine. But actually, you know, you got to push yourself. And so I think in that exact moment, if I'm remembering the scenario, we talked about some talented people. I had hired some people into the org who we were like, could we lean on them? Could we put some newer leaders, managers into the deep end and get them to take on more of this plan? And in the end, that was part of the solution, which is let's take some risks with some people we have. give them more than they probably are ready for and see if they can swim, which I'm not always a fan of because I have seen people not make it out of the pool. By the way, a lot of young companies find themselves in that situation. And if you have great hiring, which we did, I'm proud to say that, actually, that's where opportunities and magic can happen for people. Like I'm going to get to build out the global support org. But anyway, so we ended up sort of compromising, but we weren't going to trade off my other response.”

   2024-08-09 · The Tim Ferriss Show · #762: Coach George Raveling and Claire Hughes Johnson · IDENTIFIED FROM THE TRANSCRIPT

6. “Didn't want to go here. It's so many one on ones. And of course, I do actually make one-on-ones happen. So point is I got schooled by my former direct report for violating my own rules in the need for cloning. But the point is the negotiation turns from we're negotiating you getting this massive goal done to what's the cost of me getting that goal done for the other priorities and then you're making a joint decision. By the way, the outcome of that negotiation could have been let's not build out sales any further. Let's not keep internationalizing let's not open new markets. Let's wait on those other things because we decided you should just go and be the directly the head of support. Honestly, that was not where the conversation went. It was like, okay, what creative ideas do we have to somehow do both because we're reality distorting?”

   2024-08-09 · The Tim Ferriss Show · #762: Coach George Raveling and Claire Hughes Johnson · IDENTIFIED FROM THE TRANSCRIPT

7. “Going to be Yeah, right, exactly. Exactly. And he says to me, he used to actually work for me, and he knew how much I pride myself on good management practices. And he asked me, how many direct reports do you have? And I told him, and he almost like I had to peel him off the ground. He's like, I can't believe you let that happen to you. He was like, what happened to the Claire Johnson? Then I know. I'm like, I know. I'm so sorry. Like I had so many director points. How many director reports? It was a crime.”

   2024-08-09 · The Tim Ferriss Show · #762: Coach George Raveling and Claire Hughes Johnson · IDENTIFIED FROM THE TRANSCRIPT

8. “No, it was egregious. It was egregious. There was one point where, I mean, I think it's important that people, especially because they seem to think I have some like storied career, I'm like, there was a moment where I had taken a former colleague from Google who I was admittedly, I'll be honest, was trying to recruit to Stripe out for a coffee.”

   2024-08-09 · The Tim Ferriss Show · #762: Coach George Raveling and Claire Hughes Johnson · IDENTIFIED FROM THE TRANSCRIPT

9. “Problems. And this happens when you're growing quickly, but it's still, I got into an egregious case of needing cloning. Then we're having a renegotiation conversation.”

   2024-08-09 · The Tim Ferriss Show · #762: Coach George Raveling and Claire Hughes Johnson · IDENTIFIED FROM THE TRANSCRIPT

10. “I won't do the dissertation version, Tim, but I will tell you one bind I found myself in consistently that I'm sure you have also, is it's a talent bind, which is I can only do so many things at once individually, me alone. And I did feel like a victim, I'm going to be honest, because I had been trying to hire someone. I had hired someone they hadn't worked out, partly my fault, partly not my fault. And I'm in a meeting. This happened so many times, but I'm talking to Patrick and I'm like, look, we know so-and-so didn't work out. Here's what happened with that. We now face a choice, which is you have Claire as a resource, me alone. Am I going to go lead support directly? Like, am I going to go start building this thing with all most of my time? And what is the opportunity cost of that? What is the trade-off of me not leading sales, by the way, at that moment, which I was also leading? And this is where I fell into a trap because I had like a few too many needing to clone myself.”

    2024-08-09 · The Tim Ferriss Show · #762: Coach George Raveling and Claire Hughes Johnson · IDENTIFIED FROM THE TRANSCRIPT

11. “Sort of publicly in front of everyone in the language they like speaking. So the language Stripe likes speaking is learning. I made mistakes. What am I doing differently? What do I see next? How are we going to get there now? You know what I mean? Like it's, I'm confident but humbled by this experience and I've learned a lot. And here's some data that shows we have made some progress because also people want to make sure like are we actually know what we're doing. So that's what you do. And I think depends on your context instead of what language do you speak.”

    2024-08-09 · The Tim Ferriss Show · #762: Coach George Raveling and Claire Hughes Johnson · IDENTIFIED FROM THE TRANSCRIPT

12. “Stage too. Yes. So think about the cultural context you're in. What did we learn? What did we not know and what did we learn trying to get there on this goal? What did I learn? By the way, some of them are mistakes I made. And so try to be humble. Stripe is also a very humble culture. Say, here's some things I thought I knew. By the way, I thought I did know. I was like, we were going to outsource certain things that I thought was going to be easier than it was. And that is true. And here's what I learned. Here's what I thought. Here's what the truth was. Here's what I learned. Here's now what we're going to do differently. And by the way, everyone's nodding in the room because they're like, cool, cool. We had a plan. We tried it. I mean, they're engineers. They know it like did not work the way we thought it was going to work. We're going to try this other thing. So you basically do a retro postmortem, whatever you want to call it.”

    2024-08-09 · The Tim Ferriss Show · #762: Coach George Raveling and Claire Hughes Johnson · IDENTIFIED FROM THE TRANSCRIPT

13. “I was not convinced this was the right goal, but I agreed to it. Here are the milestones that I'm glad we hit. So you kind of don't forget to point out you've made progress. I think sometimes people get defended. They're like, I don't want to be defensive. But you have to be like, look, it's like nothing happened. And then you try to be data-driven. And what I think, because this is where the context matters, Stripe's founders and Stripe's culture is very learning oriented.”

    2024-08-09 · The Tim Ferriss Show · #762: Coach George Raveling and Claire Hughes Johnson · IDENTIFIED FROM THE TRANSCRIPT

14. “We disagree. We agreed to disagree that this is possible. What's also funny though is I was like, I think he really believed it was possible. And he's very smart. And of course, then I'm going home. I'm like driving home at night. I'm like, has he ever built anything like this? No. Why am I even listening? The reality distort you into thinking, yes, it's completely possible. Like, I don't know how I got fooled. But what I did. Sort of commit to myself is like, I have to make meaningful progress. So, what are some of the milestones?”

    2024-08-09 · The Tim Ferriss Show · #762: Coach George Raveling and Claire Hughes Johnson · IDENTIFIED FROM THE TRANSCRIPT

15. “And I was like, okay, under duress, I am going to take this goal and try to put some language in it. I mean, I'm going to get a red, right? Whatever on your, I mean, that doesn't feel good. This is the other thing. It's beneficial to walk into a situation like that after some amount of career success so that you have some amount of self-actualization. So I was like, luckily, my whole identity is not tied up in this goal because I would have been destroyed. I would have really lost confidence. By the way, a lot of leaders you hire into a startup environment end up losing confidence just because you're getting pummeled, totally pummeled. And like you need to sort of be like, no, no, no, I have identity outside of the success of this moment. But I was like, all right, I'm going to publicly get up in front of the company and have failed on this goal.”

    2024-08-09 · The Tim Ferriss Show · #762: Coach George Raveling and Claire Hughes Johnson · IDENTIFIED FROM THE TRANSCRIPT

16. “You can fix that thing in five minutes. It's now a joke between Patrick and I because he'll be like, yeah, we could just code that up. And I say, in five minutes, it's not five minutes. So we had a consistent conflict where I would say to him. No, that mountain is not going to be climbed by the end of this year. I never actually said I was going to build that thing by the end of the year. And he refused to hear it. He was like, no, it really needs to be the goal. This actually needs to be the goal.”

    2024-08-09 · The Tim Ferriss Show · #762: Coach George Raveling and Claire Hughes Johnson · IDENTIFIED FROM THE TRANSCRIPT

17. “When you're working with founders, people describe this reality distortion experience, which often is more that they have a version of reality and they're like, no, no, no, we can ship the iPhone in five minutes or whatever, you know, and like everyone's like, yes, Steve, yes, we can. There's another version of reality distortion I find, which is.”

    2024-08-09 · The Tim Ferriss Show · #762: Coach George Raveling and Claire Hughes Johnson · IDENTIFIED FROM THE TRANSCRIPT

18. “And I was thinking in my head, thank goodness, this goes back to expectation setting. I'm like, thank goodness I said out loud that I thought it was going to explode. And then, I mean, by the way, still terrible. I was still sad. I was like, oh my gosh, I had to go then put it at the top of the priority list, basically. But I had at least four months to build some other things. Point is, one is try to set the priorities align on them and set expectations ahead of time. Even if you haven't done that, you're going to reach a moment where you're like, there's no way we're getting to the top of this mountain. And so what you try to do is not come up and make a bunch of excuses. So what I think I did in those moments, we had written public goals in the company, we'd had plans. And I just want to be clear, none of the plans, this is where when you're working with founders, maybe this is a side. What do you call them side quests? This is a little bit of a side quest.”

    2024-08-09 · The Tim Ferriss Show · #762: Coach George Raveling and Claire Hughes Johnson · IDENTIFIED FROM THE TRANSCRIPT

19. “Honestly, oh, and then we couldn't hire people to build the company so we couldn't get back to sales leads. This is normal, by the way. This happens, and especially for people like me coming into that kind of opportunity. But what I loved about that conversation was Patrick was one, first of all, supportive. He was like, great, this is good for us to talk out now. And then he had to admit, he's like, I can't believe I'm doing this. But I agree, you're not going to fix support in the first six months. We made an agreement. And then, by the way, Tim, four months in complete explosion.”

    2024-08-09 · The Tim Ferriss Show · #762: Coach George Raveling and Claire Hughes Johnson · IDENTIFIED FROM THE TRANSCRIPT

20. “I was COO Actually, hired as chief of business operations, and then I became, we just swapped titles with someone else, but it's a long story. But yes, I was basically COO. And remember, we're users first. This was a painful because we were also not getting back to sales leads, though, Tim. I was like, you know, I just want to, I'm also here to build some revenue. I'm here to build go-to-market, and I'm here to deliver some revenue for this company. And I'm like, we have this other thing where we're not getting back to our prospects. And so it was a very Sophie's choice kind of moment.”

    2024-08-09 · The Tim Ferriss Show · #762: Coach George Raveling and Claire Hughes Johnson · IDENTIFIED FROM THE TRANSCRIPT

21. “Progress on four things at once. I can maybe keep, and I actually predicted in that moment I said, because we had to build sales, we had to build recruiting. We had some internal operational stuff that needed to be fixed. And then we had this support smoldering fire. And I said, I think I actually need to build sales and recruiting ahead of fixing support. But I predict support is going to implode within the next six months.”

    2024-08-09 · The Tim Ferriss Show · #762: Coach George Raveling and Claire Hughes Johnson · IDENTIFIED FROM THE TRANSCRIPT

22. “Think you made the connection and then you didn't finish making a connection, but it is so easy to sound like a victim when you are facing this kind of a situation. And if you're someone who prides themselves on being a player, on taking ownership and you've made this commitment and you're like, oh my gosh, there's no way I'm either coming to that meeting or delivering 24-7 global support in six months. And so what does it look like? I think what it looks like The first thing I did that was probably the smartest thing I did when I joined Stripe was I listened and I didn't my first 90 days and I talked to everybody and I heard sort of here's priorities here's what people need here's what need my attention and then I sat down with Patrick and I said I'm hearing these four things one of them was the support thing by the way that really need my attention and I am going to rank them and then I want you to see my ranking and I want to agree on my level of priority I said because I can't make mean”

    2024-08-09 · The Tim Ferriss Show · #762: Coach George Raveling and Claire Hughes Johnson · IDENTIFIED FROM THE TRANSCRIPT

23. “I disappointed, but I did figure out a way to do it. And I think people followed me. They kept following me. They kept believing we were going to do it, which is some combination of me being authentic, I think, me being honest about where we were, me having a plan eventually, me demonstrating that it mattered, whatever. So I think that's what it means is like you will not live up to everything you said, all the expectations of you, with your time, with your ideas. We're all humans. We're not. Perfect. And we're not fortune tellers”

    2024-08-09 · The Tim Ferriss Show · #762: Coach George Raveling and Claire Hughes Johnson · IDENTIFIED FROM THE TRANSCRIPT

24. “But I still look back on that and I say, I can't believe I declared that I would get it done and I didn't have a plan because I'm more of a manager. I'm more of like I need to have a clear plan on how I'm going to get this done. Instead, I was like, yep, we're going to have it. Public announcement. And I mean, Patrick kind of pushed me there, but I was like, this is uncomfortable. And I'll tell you, I did disappoint. Did I deliver it by the end of that year? Oh, no, Tim. I did not deliver it by the end of that first year. Like, let's not kid ourselves.”

    2024-08-09 · The Tim Ferriss Show · #762: Coach George Raveling and Claire Hughes Johnson · IDENTIFIED FROM THE TRANSCRIPT

25. “And so Patrick is like, look, we need to have this 24 7. And I had to get up as a leader and say, I will build this. And I had built similar things for Google. So I wasn't like completely describing a mountain I'd never seen. But I certainly didn't join Google when it was only like 160 people with 21 support people. And I was like, we are now going to do a set of things to solve this.”

    2024-08-09 · The Tim Ferriss Show · #762: Coach George Raveling and Claire Hughes Johnson · IDENTIFIED FROM THE TRANSCRIPT

26. “Answering support tickets. By the way, you hit product market fit, you get traction. This is a super normal problem. But it is not great because the product is people's money. It's a quality problem.”

    2024-08-09 · The Tim Ferriss Show · #762: Coach George Raveling and Claire Hughes Johnson · IDENTIFIED FROM THE TRANSCRIPT

27. “Money, I'm moving money. There's a high expectation. And Patrick is like, we need to build 24-7 global support. We had really good ambitions. And by the way, I want to be clear. One of the things that Stripe has as a value is to be users first. It is always our most important operating principle. It is actually deeply in the culture of the company, so much so, Tim, that when the support team would get behind, the entire company would stop and answer support emails. And so this was becoming an existential problem because we had to do engineering work and other work to build the company, but we were like ending up on Fridays before the weekend because you want to get back to people quickly.”

    2024-08-09 · The Tim Ferriss Show · #762: Coach George Raveling and Claire Hughes Johnson · IDENTIFIED FROM THE TRANSCRIPT

28. “It's like we're going to climb this mountain that no one has ever climbed before, by the way. And you have to be really convincing to build followership. You're painting a picture of the top of that mountain, man, and it is awesome. And the climb is going to be like really challenging, but really rewarding. And you are going to get on that journey with those people and you are going to be wrong about a lot of what you just said, right? No, actually it wasn't as easy up the south face as we thought it was. Yes, we did actually need special equipment. I mean, come on. You don't even know how you're going to get up there. The analogy that's more concrete that I use is I came into Stripe and look, it's a product that has people's money. And you need to have good support experiences when something is wrong with any kind of payment. I'm expecting money. I'm trying to take.”

    2024-08-09 · The Tim Ferriss Show · #762: Coach George Raveling and Claire Hughes Johnson · IDENTIFIED FROM THE TRANSCRIPT

29. “Disappointing people. Well, I think one of the ways that leaders disappoint people is their time. You don't have unlimited time. You're the CEO of a company. There's no way you're going to be at all the things or do all the things. But the key is how do you create enough leadership buy-in that people understand? And also you get a little bit of forgiveness when you're the CEO, I think. Leadership is disappointing people at a rate they can absorb to me is about management is very knowable. It's like how do I get from point A to point B? What people do I need? What's the scope? How are we going to measure it? Here's the project plan. Here's the milestones. Here's the talents I need. And now I'm going to deploy and delegate. And I think leadership is very unknowable because it is essentially having a vision, an idea, a goal that you haven't even fully understood yourself, right? Often?”

    2024-08-09 · The Tim Ferriss Show · #762: Coach George Raveling and Claire Hughes Johnson · IDENTIFIED FROM THE TRANSCRIPT

30. “Yeah, I know Don't attribute it to Exactly, exactly. The line is from Ron Hyphitz or Marty Linsky. These are the adaptive leadership guys who do the balcony and the dance floor analogy. And it is leadership is disappointing people at a rate that they can absorb.”

    2024-08-09 · The Tim Ferriss Show · #762: Coach George Raveling and Claire Hughes Johnson · IDENTIFIED FROM THE TRANSCRIPT

31. “I'm pretty sure I won't, but you can invite me. And I went to a couple. I did pretty well. And then I started to look at my calendar. And I was like, I can't do this. I can't even take three, four hours. And so I needed to renegotiate it. There's a quote that I have in my book that people find, I think, the most compelling line in the book. And I keep having to remind them, it is not my line.”

    2024-08-09 · The Tim Ferriss Show · #762: Coach George Raveling and Claire Hughes Johnson · IDENTIFIED FROM THE TRANSCRIPT

32. “Come to the board meeting and then she told me why she really needed help in this particular moment. And there was a situation where having someone who was sort of a friendly, who was neutral in the room was going to be valuable. So I said, okay, I will come, but I will not, like, I really want to set your expectations right back. I was like, I am not, this is not going to reel me in. I'm not going to join the board. And I did go, and she actually convinced someone else. And the two of us went, and we actually, I think, helped her through a particular moment by being sort of board participants. But then she said, I'd like you to come to every, you know, of course, every board meeting. And I said, I don't think I can commit to that, but I can try when it's virtual. And if it's in person.”

    2024-08-09 · The Tim Ferriss Show · #762: Coach George Raveling and Claire Hughes Johnson · IDENTIFIED FROM THE TRANSCRIPT

33. “I have a subset of criteria of like, but I often will say, could this thing, maybe it's a conference, can I do this next year and get back to you later so I can actually think for a minute? A lot of it is buying time. But I have these rules about things because it stops me. So I said to her, I said, I have made a commitment to myself that I will not join another board. And she, because she's a talented founder, she's persistent. And she said, why don't you just come and be an observer? Why don't you just come to, I know, I know.”

    2024-08-09 · The Tim Ferriss Show · #762: Coach George Raveling and Claire Hughes Johnson · IDENTIFIED FROM THE TRANSCRIPT

34. “Really important to stripe. I still actually work part time for Stripe and they get bids on my time. And if Stripe said the most important thing you can do for Stripe is go to, this happened to me recently, go to Helsinki to slush to this conference. I was like, fine, I will do it. I will go to Helsinki for Stripe. And by the way, I had a great time and I met a great number of founders and it was actually a blast. So is it important to Stripe? Is it a personal connection that is meaningful to me that is asking of my time treasure talents? My criteria is not to say yes to default, but it is to number one, is there a way I could do it that is less friction as in am I flying to California anyway? Therefore, I can do that commitment if I bundle it. So can I control when it is? And if I can control what it is and it's a personal connection that's meaningful to me, I will make it happen, but it will not happen quickly. But if it's not something I can control where and when it is, then”

    2024-08-09 · The Tim Ferriss Show · #762: Coach George Raveling and Claire Hughes Johnson · IDENTIFIED FROM THE TRANSCRIPT

35. “Peter Thiel, who says, people don't value their time highly enough. They just don't get every hour is costing you something. And I've taken me so long to come to this point where I'm like, oh my gosh, I just threw away and said, sure, I'll meet with you to give you advice about that thing. And I'm like, oh, so I've become less responsive on email because I am trying to stop myself from mortgaging my time. You may or may not have had the same experience. But all right, here's an example. You're looking for concrete. I have a woman who I highly value personally in my life. She's a founder and she asked me to be on her board. By the way, to stop myself from saying yes to stuff, I make rules. I made a rule. I was like, no more boards. I also have a rule about travel right now. I'm like, my daughter's going to college soon. No more travel unless it meets these criteria because I want to be home. Of course, she doesn't want to hang out with me.”

    2024-08-09 · The Tim Ferriss Show · #762: Coach George Raveling and Claire Hughes Johnson · IDENTIFIED FROM THE TRANSCRIPT

36. “So I decided to become, she became an academic, she got her PhD, she became a professor. And why? Because professors have more control over their time and they have the summers off. And they have time to think and write. And that's what she knew she wanted, which, by the way, is pretty aware for like a 19 or 20-year-old to realize you're going to trade money and time. I think”

    2024-08-09 · The Tim Ferriss Show · #762: Coach George Raveling and Claire Hughes Johnson · IDENTIFIED FROM THE TRANSCRIPT

37. “And she decided to go get her PhD in history and to major in history. And I said, why did you switch? Why did you make the switch? And she said, I realized that there is a trade-off that most people find themselves making between money and time. And she said, I knew that if I prioritized math, it would likely lead to a more lucrative career. By the way, my mom was like out there. She was going to work and she did and she was going to have kids and work. But she was like.”

    2024-08-09 · The Tim Ferriss Show · #762: Coach George Raveling and Claire Hughes Johnson · IDENTIFIED FROM THE TRANSCRIPT

38. “Was thinking, well, I am going to get home, but I'm going to get home at like now two in the morning. And then I looked at it and I was like, I should not even be doing that stuff. I was like, why did I even agree to go into Boston and have lunch with this person and then talk to this other person? And so I was like, I am going to renegotiate those commitments. I don't even have to say that I was delayed. So it's a good skill. But what I look for is a pattern, a pattern of why am I renegotiating this stuff? It means I'm not making the right decision in the first place. So I listen for the quiet no. But if I find myself renegotiating, it is often about, yeah, commitments I've made. Commitments, especially of time, my mom was very talented, apparently mathematician in college, and my mom went to Harvard, well, Radcliffe then. But, you know, I think it was pretty rare for a woman to be like a star in the maths of Harvard.”

    2024-08-09 · The Tim Ferriss Show · #762: Coach George Raveling and Claire Hughes Johnson · IDENTIFIED FROM THE TRANSCRIPT

39. “I think they are. Do not respond immediately because we often feel, I mean, if you're someone who's prides yourself on being decisive and responsive and empathetic as I do, I feel like, well, they asked me to be on this panel at this important conference or whatever. And I'm like, I've learned that my response, in fact, should be, when do you need to know whether or not I can be on this panel? Or I'll even say, I need to weeks to get back to you about whether I can be on this panel. If I don't give myself some space, I will do yes instead of the quiet no. Because I didn't give myself time to really think about, is this my priority? Should I spend my time? Oh my gosh, I have to fly to this city. Like you have to really think. So I think when you are renegotiating, so I'm proud of you that you found this as a skill. And by the way, I have the same problem. I had a delayed travel earlier this week and I was looking at my next day.”

    2024-08-09 · The Tim Ferriss Show · #762: Coach George Raveling and Claire Hughes Johnson · IDENTIFIED FROM THE TRANSCRIPT

40. “So she said, when something's requested of you, a person, I mean, she's like sort of like sometimes your reaction is, wow, yes, right? You've had this. I mean, hey, Tim Ferris asked me to be on his podcast. I was like, yes, emphatically. That is something I want to do. That is easy. My future self is very happy to be. My past and future selves are very happy to be here. But often we get a request. You have this experience and you're looking at it. And she says, listen for the quiet no because we are often feel like we have to say yes. And her trick is, and I know this wasn't the question you asked me, which I will answer, but her trick.”

    2024-08-09 · The Tim Ferriss Show · #762: Coach George Raveling and Claire Hughes Johnson · IDENTIFIED FROM THE TRANSCRIPT

41. “Yeah. So one thing is trying to be better about projecting. And I also had a friend who's like a very kind of spiritually in touch person. And she said something is requested of you. She said you need to sometimes listen for the quiet no.”

    2024-08-09 · The Tim Ferriss Show · #762: Coach George Raveling and Claire Hughes Johnson · IDENTIFIED FROM THE TRANSCRIPT

42. “Having like almost a physical reaction to relating to you about this calendar, it's like your past self. I used to say, Oh my gosh, I just mailed myself a letter bomb. So one is, of course, we also strive to improve, which is do not make a decision in the moment about a timer, a commitment of resources or time without trying to project your future self. But of course we all do because you're right. We're rushed. We're trying to be responsive. We're trying to move through our inbox, by the way, because we've only got 30 minutes or we might fail the corporate training test.”

    2024-08-09 · The Tim Ferriss Show · #762: Coach George Raveling and Claire Hughes Johnson · IDENTIFIED FROM THE TRANSCRIPT

43. “This is actually a management lesson, which is why not. This goes back to the user manual or the working with Claire Guide, like why not tell people I have this habit of ignoring this kind of thing. And if you need my attention, please, you have my permission. Please use it. Please text me even. I mean, for these founders, they have my phone number. I'm like, if you need me, you can call me. But it's sort of a human lesson we learn over and over again, which is where like dying inside that we're disappointing someone. And I'm like, no, just renegotiate. the terms of what expectations they should have of you.”

    2024-08-09 · The Tim Ferriss Show · #762: Coach George Raveling and Claire Hughes Johnson · IDENTIFIED FROM THE TRANSCRIPT

44. “Not as like at the end of an investor email that says, please help us hire some data scientists. And cognitive load wise, I'm like, I have been feeling so much guilt about not reading their. By the way, they spend so much time on them and it's terrible sometimes. I no longer feel guilt. I've told them you must contact me directly.”

    2024-08-09 · The Tim Ferriss Show · #762: Coach George Raveling and Claire Hughes Johnson · IDENTIFIED FROM THE TRANSCRIPT

45. “On Friday, like two days. I'm going to read those investor updates, okay? You know what? That is not correct. Sometimes when I'm on an airplane and I'm trapped, I like open and start reading them, but like I am not reading them in a timely fashion. And I'm sorry, all the founders I've invested in. I'm sorry. I'm not reading your investor updates in a timely fashion. But what I've learned to do, and this goes back to making the implicit, explicit, and also to another rule I have, which is strive to set expectations with people. So now when I invest in a company, I say to them, I say, look, you may email me, I'll give you my email. I said, I'll give you my cell phone. I'm quite good on text, but please don't abuse it. And if you want a WhatsApp me and not whatever, either of those is going to work. And then I say to them, I want you to know, I really appreciate getting the investor updates. I will not read them in a timely fashion. I may not read them at all. If you need something from me directly, like you need help me interview this person or I have a you should get in touch with me directly.”

    2024-08-09 · The Tim Ferriss Show · #762: Coach George Raveling and Claire Hughes Johnson · IDENTIFIED FROM THE TRANSCRIPT

46. “And of course, because I do have some Gmail skills, I label them, I know there's a folder full of them, and I have every intention, Tim.”

    2024-08-09 · The Tim Ferriss Show · #762: Coach George Raveling and Claire Hughes Johnson · IDENTIFIED FROM THE TRANSCRIPT

47. “I'm going to open the email pretty freaking quickly just to make sure, like, you know, so it's sort of like your boss. But I do think that some people have a methodology, which is either LIFO or FIFO lasted first out, whatever you think that that's tempting my husband does this a little bit. It bothers me. I'm like, you have cues, which is who is it from? And is a group or is it direct to you? And use those cues to prioritize. I'm not Navy responsive to everyone as consistently. The other is I have, this is like more of a cheat, but you're an investor, I think, right? So I've invested in some companies. And a lot of them send these investor newsletters or investor updates.”

    2024-08-09 · The Tim Ferriss Show · #762: Coach George Raveling and Claire Hughes Johnson · IDENTIFIED FROM THE TRANSCRIPT

48. “A bunch of bombs in these messages, and you have to like open them, skim them, decide you have to come back to it, right? And I kind of was like feeling like Japanese game show. I'm like, would this Show that people might want to watch. And I think there is a sector of people who might find that really interesting to watch. So sometimes I look at my inbox and I'm like, oh my gosh, I have 30 minutes and I need to find all of the legal time bombs. But one of the things that I think I'm very good at on email is it's a set of people in my both professional and personal life. Like they get opened immediately. And I'll open it. And if it's, by the way, read FYI, I'll read it later. I really want to make sure, I mean, it's easy. Some of these people, it's like easy. It's like your kids. By the way, my kids are teenagers. They never email me. So that's like easy. But, you know, certainly if you're the CO of a company, even if you're not the COO anymore, if the founders of Stripe email me directly”

    2024-08-09 · The Tim Ferriss Show · #762: Coach George Raveling and Claire Hughes Johnson · IDENTIFIED FROM THE TRANSCRIPT

49. “I actually worked on Gmail right after it launched at Google and like you should think I would be like a power email organizer and I'm okay but I'm not great but one thing that just stuck out of my mind as you brought this up is I had a good friend who was an executive at Genentech and she rose up with Genentech as it got big and she got more and more responsibility and she told me about this leadership training they've put them in Tim. Honestly whenever I look at my inbox I think of this training where they gave them some 30 minutes some window They gave them an inbox and they were like, you need to process all this and kind of do the right things right okay and so in this inbox of like hundred emails whatever they have 30 minutes you have to find there's like a massive legal issue there's an HR violation but it's like not in the headline of the subject of the emails like anxiety”

    2024-08-09 · The Tim Ferriss Show · #762: Coach George Raveling and Claire Hughes Johnson · IDENTIFIED FROM THE TRANSCRIPT

50. “And I'll say, also, I'd love a good Irish goodbye. I used to find it a little offensive, but now I'm like, gosh, there's some real beauty and just disappearing.”

    2024-08-09 · The Tim Ferriss Show · #762: Coach George Raveling and Claire Hughes Johnson · IDENTIFIED FROM THE TRANSCRIPT