Stating the Obvious
summary
A string of concrete scenes decides whether to watch: a teen appliance salesman choosing reliability over SPIFF forgery and building customer trust; an early sysadmin who leaves after being denied 50-cent raises then returns paid double; a manager who actually runs a distributed team allowed weekly visits so family time and end‑of‑life care happen without vacation days; a repeated exercise—ask “is it? why? so?”—practiced on obvious claims. If surprising numbers, real outcomes, and usable questions matter, this delivers.
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chapters (15)
- 0:00Start
- 6:58I DON'T KNOW.
- 7:50STATING THE OBVIOUS
- 24:56YOU SET YOUR ASKING PRICE
- 25:22YOU NEED TO KNOW
- 28:28COMMUTING IS UNPAID LABOR
- 29:12IF YOU'RE A "THOUGHT WORKER", YOU'RE WORKING WHENEVER YOU'RE THINKING
- 29:50FAILING TO SUPPORT DISTRIBUTED TEAMS DISADVANTAGES YOUR COMPANY
- 30:38STRONG WRITTEN AND VERBAL COMMUNICATION SKILLS MATTER
- 31:19YOUR VALUE TO A FUNCTIONAL DISTRIBUTED TEAM DOES NOT DEPEND ON YOUR LOCATION
- 35:26A COMPANY THAT VALUES PEOPLE WILL CREATE PRODUCTS PEOPLE VALUE
- 40:25AUTHENTICITY
- 41:23WHAT DOES YOUR AUTHENTIC SELF LOOK LIKE?
- 42:53PEOPLE ARE IMPORTANT PART OF THE UNIVERSE
- 44:08YOU ARE LOVED, AND WORTHY OF LOVE.
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