For example, you have a system where people can take whatever vacation they want to take. There's no limit.

People can take any time off they want, no limit.

Where did you get that idea from?

Well, in the industrial economy like factories, we measured people by how many hours they did on the job: nine to five, eight to six, whatever that is.

And we really want people to focus on ideas on generating important work, and so, you know, we don't measure them during the day. We don't clock our people in.

And if we're not gonna tell whether someone is working five to nine or nine to five, which is a two-to-one difference in hours, why are we tracking whether they do 50 weeks or 48 weeks a year, you know, at work. That's in the noise.

And so unlimited vacation, you know, is sort of like saying, "dress how you want." You know, and people still don't come to work naked.

There are some cultural assumptions about appropriate clothing for work, and we don't need to specify that.

And in the same way with vacation, people understand getting work done and they get to live more flexibly.

Okay, well, you also say in your book, you don't have to please at your company, your boss. What you can go ahead and do what you think is best and your boss doesn't agree, that's okay. Is that easy to run a company that way?

You know, again, we're really focused on inspiration over supervision.

So the traditional paradigm is that good management is close management. It sets objectives, manages tightly and all of that's appropriate and safety-critical environments, airlines, producing vaccines et cetera.

But in a creative business, you don't care so much about what goes wrong; you care about (whether) enough of the right things get done.

And so we really focus on inspiring... inspiring our people and having it be very open and collaborative, and from that, you get amazing technical innovation and you get amazing content innovation.