Episode Transcript

What’s up, everybody? Welcome back to THE a.m.

So today I actually am going to talk just about new and shipping new, and I want to talk about what happens when you ship something new. So we are currently shipping several new processes and just within THE a.m, okay, so an example of that is normally the way I’ve been running stuff is I’m doing everything just myself, running all the sound, running all the infrastructure, running all the production while I’m recording live. So I’m doing multiple things at once while I’m recording right.

I’m talking with Andrew and the team, it’s like, hey, it’d be better if you just recorded without sound, and then we do a post production process. It’s like, cool, awesome. So we ship that. The problem was, is it threw the rhythm off of everything that we are doing, and so as a result, we are behind on production. It’s one of the reasons why we haven’t released a bunch of episodes, and it’s why we haven’t released really on the daily, like we’ve talked about.

And I thought it was interesting to talk and discuss, because this happens anytime you try something new, and so when you are doing new things, or you’re shipping new things, it just requires more forethought to go through and work through all of the different aspects that are required, because the thing is new also means unknown. And so it just requires a little bit more thinking about, okay, cool, this is what we’re going to do, and then what is actually going to take to get the team on board. How are we actually going to ship these things? What is our process? And so for us, it was shipping too quickly without a lot of the pre thinking up front. And as a result, you know, one of the unintended consequences was to get behind on ship schedule.

And I’m sharing this with you one because, okay, cool, it’s not world ending that we’re behind on ship schedule, right? It’s not great, but it’s not world ending. And so there’s failure. And I’m talking about that to where, you know, when we ship things, it’s like, oh yeah, there’s failure, okay? And just also to see that I’m living about what I’m talking about. And the other thing too, is, when you’re doing new everybody is normally in a rhythm, and they normally understand what the normal is. And so anytime you introduce something new, it disrupts. So new is always disrupting the normal rhythm and the normal flow of life.

New is constantly at war with the current status quo. And when you think of it that way, it’s very it’s very easy to overcome a lot of the problems that new will introduce, because you start building out in stages. Okay, cool, here’s how we’re going to transition from current to new. And most times, if you’re going to ship a new process, you’re going to ship a new project, you’re going to ship a new idea, you’re going to innovate. Every time you ship, you’re going to have immediate feedback, because you’re going to find out what you missed. Because when it’s something new, you don’t like I said, you don’t have the experience to know everything.

And this has happened in lots of projects, so we’re currently building out some just different tools and projects that we’re releasing in the company, and our goal is to ship fast. Because if we ship things fast, if we do things in small iterations, problems and issues immediately pop up, and they are things that we didn’t think about or didn’t see right out of the gate, and then, as a result, we are able to actually improve at a rapid rate. And I think it’s interesting, because you want to ship, but at the same time you want to ship in a safe environment. So as we’re building out these projects, and as we’re building out our internal skills, and our internal tool set, which is part of what we’re doing, we are doing it to where it doesn’t affect the company wide current yet.

So there’s a period where we’re going to release, we didn’t do that with the production processes that we’ve been implementing and have talked about implementing for THE a.m and the rants. So we didn’t do that. And as a result, it was like, oh, yeah, of course, this was going to happen. We knew better than this. No pun intended.

And however, the way that you normally overcome new is, okay, cool. Let me ship this in a safe environment. What does that mean? It doesn’t have to be client facing, it doesn’t have to be public facing. It can be internal. And then, because it’s internal, you are actually able to have a controlled environment where your feedback and your failure does not affect anything other than improvement. And that’s really what you want when you’re doing new.

And if you’re ever introducing something new within the business, know, there’s going to be disruption. Even if you get everything perfect up front, there’s going to be disruption. New always disrupts and the goal of dealing with new, and the point of dealing with new is to actually build out the transition period in the system where things are not as. Disrupted, and to where you control that disruption as much as possible.

Anyways, guys, I’m over and I’ll catch you later. Peace.