This transcript has been edited for clarity and checked against the available source transcript and recording. Filler, false starts, and obvious transcription errors have been corrected without changing the speaker’s meaning.
Adam: It seems to be a glitch in the human mind that it confuses leadership with public speaking ability and overt confidence.
James: Hello, and welcome to Graduate Theory. Today’s guest has over 25 years of experience in the investment management industry.
He’s a CEO and co-founder of EG, a data-driven investment manager and developer with over $4.3 billion of assets under management and a $3.9 billion development pipeline. He’s a thought leader and a philosopher at heart. Please welcome Adam.
Adam: Thank you, James. Very nice to be with you.
James: Thanks, mate.
How Important is Time Management#
James: It’s great to have you on the show today, and I want to start by asking you about time management. It’s obviously a big focus for leaders today, and I’m interested to hear your thoughts. How important do you think time management is for leaders in 2022?
Adam: I think time management is always important.
I think it has been important since Adam was a young boy, and that’s not speaking of me; that’s going back to Genesis. I think that any leader worth their salt in any era—I dare say it was true for kings in medieval times—knows this very basic truth: we all have 24 hours in a day. It doesn’t matter how rich, powerful or experienced we are. We still only have 24 hours in a day. If you’re sensible, a big chunk of that is sleep. So what remains, typically 16 hours, is the lot that we are each given every day to perform all the important tasks of the day. That includes not only your business life, because that’s just one aspect; it also needs to go to personal care and exercise, leisure and relationships, the most important of which is family. So if you are not interested in the question of how to extract maximum impact from those 16 waking hours, in my view you are not thinking straight and, frankly, you’re not even on the field in terms of high performance.
Adam’s Time Management Practices#
James: It’s really interesting to hear how important you consider time management. Certainly, it’s an all-encompassing thing. I’m curious to hear: how do you go about managing your time? Are there any structures or practices that you have in place to help manage your time more efficiently?
Adam: Yes, we all do—or every high-performing person has thought deeply about time management and developed certain routines adapted to their personality and needs. The first law is that nothing is universal. Human beings are unique. We have different idiosyncrasies, temperaments and preferences. Some people are morning people; some people are night people. I’ll give you a smattering of things that work for me, and hopefully it’s a smorgasbord for your readers to trial.
The first thing is: revere routine. Routine is your friend. I used to think of routine as what boring people do. I didn’t want to be routined. I’m a creative person, an inventor and an entrepreneur. Some days I’d stay up late; some days I’d go to sleep early. Some days I’d brush my teeth in the morning; sometimes I’d brush my teeth at night. Some days I’d exercise in the morning; some days I wouldn’t exercise at all.
Sometimes I’d exercise at night. It turns out this type of creativity is actually not creativity at all. It leads to a less productive and less creative life. I’ll come back to how it is less creative shortly, but it’s certainly less productive because you’re using RAM every day to invent a new routine. You’re having to use more brainpower to achieve the tasks of the day, which leaves you with less RAM for the unique problems of the day. If you’ve got tasks that are routine, you should have routines to deal with them so that they don’t use RAM, because you are going to get non-routine problems and tasks for which you need to consume genuine RAM.
I know of highly successful people, for example, who reverse park their car so that it saves them time in the morning when they’re getting out: they don’t need to reverse out. I, for example, standardise what I wear. I have 10 EG shirts and 10 EG jackets, so they’re always washed and ready, and I just put jeans on. I’ve got two pairs of the same shoes, so I’m never having to look for a pair. I literally get ready in three minutes once I’m showered. I always shower at the same time and brush my teeth in the shower. I always shave just before I go into the shower. These are routines designed to save me time.
The same is true of my exercise routine and my gratitude routine. I always recite five or six things that I’m grateful for when I turn the tap on for my morning shower. I’ve anchored my mind: the minute I turn the tap on, I start reciting the things I’m grateful for. My day is full of these anchors and routines designed to free up my time for non-routine tasks.
I’ve found that I’ve become more creative by eliminating RAM being used for routine tasks. If you are a creative, I’m here to tell you that, in my experience, routine is your friend. By performing routine tasks in a routine way, you liberate your mind for the higher functions of creativity.
That’s just one aspect. Another little tip is: don’t default to one-hour meetings. When people approach me, say on LinkedIn, and want to have a coffee with me, I typically default to 30 or 45 minutes, depending on the person’s profile. Because it’s a meet and greet, I don’t want to spend an hour meeting and greeting somebody; that typically takes me half an hour.
If the person and I connect, there’s always the prospect of another meeting. I think we’re lazy in the way we set meetings: we default far too often to one-hour meetings. We should think more in terms of half an hour to 45 minutes. You find that very little is lost between an hour and 45 minutes. Between an hour and 30 minutes, the bit that’s lost is the bonhomie, the rapport, the introduction—this soft stuff. I don’t want to lose that, but if I’m meeting with somebody well known to me, I don’t have to have that preamble. I can go straight into the work that needs to be done and apologise for the fact that my busy schedule does not permit more time.
I still try to squeeze in five minutes at the end that is more personal in nature. Those are just a couple of tips. There’s literally a score of these, and we could be talking for an hour just on time management. It’s that important.
Parts of Time Management that Adam thinks are under-appreciated#
James: Certainly. What aspects of time management do you think people undervalue? You have a great example there with routine: you need to set yourself up well so you can focus your time and energy on the things that aren’t routine. Are there other things that people don’t take seriously enough?
Adam: I suppose books aren’t written about it. There are books written about time management, and some of them are indeed excellent. The area I think people probably don’t talk about enough is getting appropriate support through your executive assistant or assistants. I’ve got a full-time, dedicated executive assistant. Often there are pressures on her to be shared. I resist because I need her to be very focused on me to help liberate my time.
I think that’s really good bang for the buck for the business, given that my hourly rate is very high. Using my time wisely is a top priority for the business. I get her to help me with personal stuff because, if I spend time during the business day working on the camp I’m doing with my daughter through her school, I could do that, but delegating it is better for the business. I don’t have any reservations about using an executive assistant to liberate my time during business hours from personal stuff, because I think it’s of direct benefit to the business.
She also reads all my emails before I read them. I don’t read my inbox. She takes about 10 per cent of it and puts it into what’s called the important emails. I tell all my staff: if you’re writing an email and my name does not appear at the front of the email, or you don’t have a specific action item for me, I’m not reading the email. You’re just CCing me for comfort, and I don’t have time to check on your work and whether you’re doing it well. You know your authority and the limits of what you can do without referring back to me. If it’s not urgent, you have a weekly meeting with me, so raise it then. Don’t write me an email.
I’m not interested in background. If I’m being CCed, I’m not reading it. You have to specifically ask for an action item from me. If that happens, it goes into my important emails. If I feel it should not have been an email and should have been raised in a meeting, I’ll politely and gently remind you: don’t write me emails that I don’t have time to read. If it can wait for the weekly meeting, batch your questions and ask them at the meeting. Those are some things I think are important. I think emails are a distraction. I encourage people to communicate with me through WhatsApp because they then become briefer.
WhatsApp, because of the size of the text box, subliminally encourages you to chunk your thoughts into sentences that are short and sharp. Then I can respond to each component of your thoughts by responding to each sentence separately. I tell people: unless you’ve got a really detailed memo, in which case I think you should present it to me at a meeting where I can ask you questions, just send me text messages through WhatsApp.
That’s all I’m interested in. Unfortunately, email encourages people to write two or three pages. I don’t have time to read two pages, so I say: do that with the rest of the people who like reading emails. That’s not my gig.
Boundaries on Your Time#
James: That’s cool. I’m picking up that you have really strong boundaries around your time. Something has to be quite valuable to get through that barrier, through that boundary, and I think that’s really important.
Adam: It’s not rude, by the way, to police your time.
It’s important to let your listeners know that it’s not rude to police the boundaries of your time. It’s actually an act of kindness to them, to you and to the business. Just don’t be gruff or rude about doing it. I try always to be soft in delivery but hard on content. The point I would make about policing your time is that if people don’t get the sense that your time is a super-valuable commodity, then you’re sending the wrong signal to the world.
They should immediately feel that when they’re handling your time, they’re handling something super valuable. When a meeting’s content ends early, I go, “Are we finished? Okay, can I now leave?” Just because it’s a half-hour meeting, if we’ve done it in 15 minutes, fantastic. I can hop out 15 minutes early and make a couple of phone calls. When my wife calls me, I almost always answer.
Or I’ll tell her that I’ll call her back shortly, but I’ll let her know I’m in a meeting and ask, “Is it important?” My wife never has a relaxed conversation with me during business hours because I’m sending her the signal that I’m on the field. I’m in the World Cup. I’m playing. I don’t have time for distractions. If it’s important, tell me what it is. If it’s not, let’s wait until after the game, when I’ve got the headspace. That’s with my wife. But I’ll always take a call from my mum because she calls me very irregularly, and I worry that she needs my help or she’s in a bad spot.
You do need to take certain calls, but you need to be very clear with everyone who treats with your time that they’re dealing with a valuable commodity.
James: I think that’s a great piece of advice. I like how you were saying that it reflects how you value your time and how you let other people respect your time. The way those things intertwine is really powerful.
Your Life as a Fractal#
James: I was recently going through your LinkedIn and looking at all the wonderful posts you have. One of them was about how the universe is a fractal, and how looking at one day is almost like looking at your whole year or your whole life.
I thought that was really profound, and I can link it in the show notes so people can go and read it. What was your inspiration? Do you remember this post? What’s the inspiration behind that?
Adam: Of course I can.
I’m mystically inclined, so I’m very interested in transcendental meditation: the union one gets in the deeper realisation that we are part of something far greater. I very much feel that my life is part of a broader tapestry of human evolution as a species towards a higher consciousness.
I see myself as part of a great adventure of raising human consciousness to a level where it feels centredness, inner peace, compassion and non-judgement. In that context, I’m very fascinated with Eastern mysticism, which has lots of repetitive patterns. For example, the thousand-petalled lotus is fractal.
It’s a vision you get in deep meditation, and it signifies a feeling of union with the greater stream of consciousness, which is manifested creation. I’m an admirer of trees and clouds, and I take lots of photos of trees and clouds. They are epiphanies for me.
Especially when I’m cycling for exercise in the morning, I’ll pause if I see a beautiful pattern of clouds or a beautiful tree, and I’ll take detailed photos. Both clouds and trees are fractal. They are a symbol of how the universe is constructed. From the little comes the big; it is the pattern of the universe.
It is absolutely the case that if you live your day disciplined in thought and action, so too will be your year, and so too will be your life. Be always faithful with the little, because from the little comes the big.
James: That’s really profound. Great advice there.
Adam’s Thoughts on Time Management Changing over Time#
James: I want to ask again about your time management. You’ve been talking about the executive assistant, and that’s perhaps something that’s only come into your life in a more recent period. I’m curious about how your time management has changed over time, because some people might not have that support. How has it changed for you?
Adam: It changes very much as you get older and more senior, with greater responsibilities.
To give you an idea, I’m managing eight companies in some capacity. I’ve got two investments on personal account that are companies, and I’m involved in three charitable foundations. So there are 13 organisations to which I make a meaningful contribution at a strategic level.
There are a couple to which I make a meaningful contribution at an operational level. I’m always busy now. I don’t have the luxury of not thinking about one of those 13 things when I’ve got a spare moment, because I know I can add value. It’s a really interesting life, but I obviously need to learn how to put boundaries on it so my wife and children also get access to me, and vice versa.
Your attitude towards time definitely changes: you revere time more as you get more senior. I would love to say to your young listeners: treat time as though it is super precious while you’re 23, because you will most certainly treat it as super precious when you’re my age and you’re 50.
Why not commence that practice, knowing that it will become a reality of your life? Bring it in early, make it part of your life today, and you will get so much more. I just wish I had the disciplines I have now when I was 23. By the way, I’ve had an EA fully dedicated to me for about 10 years.
She’s in Manila, so it costs me a fraction of what it would cost to hire an Australian executive assistant. I can actually afford to have two or three in Manila. Indeed, I might well go down the path of getting a second executive assistant once I feel that the workload for the first is maxed out. It’s every bit worth the investment.
As soon as you can afford an executive assistant, whether it’s paid for by your business or not, you should invest in one because that person is going to enable you to perform. I’m able to produce literally two or three times the output of my 35-year-old self. What’s that worth? Millions of dollars.
James: That’s incredible. It’s a great point too, because I hadn’t even thought of having someone international take care of that side of things.
Adam: Fortunately for Australians, we can hire at a fraction of the cost overseas. The Philippines works well because of its time zone, cultural fit and English-speaking skills.
Faith is amazing. She’s my EA. Her English-speaking skills are better than some of the Australian staff we’ve got. She’s absolutely fluent, and she’s got a beautiful speaking voice. When she calls our clients to set up meetings, I always know she represents the brand in a very professional way. She has a very beautiful nature and demeanour.
She’s highly intelligent and a very capable support for me.
James: That’s great. It’s great to see how much value someone like that can provide, and how working together enables you to achieve so much more. It’s really exciting.
Adam: She’s actually one of the most important people in my life.
James: I want to talk now about the leadership side of things, because I know leadership and young leaders are things you’re really passionate about. I know you’ve said you’ve mentored people who are up-and-coming leaders.
What kind of advice and tips do you often give to people starting on that leadership journey? Are there similar things you often share with them?
Adam: I think you’re right in saying that. If you look at LinkedIn—I think they only store six months’ worth of my posts—I started more or less a year ago doing two or three posts a week.
I now do three posts every week: Monday, Wednesday and Friday. If you were to look at the content, about 70 to 80 per cent is on leadership. I’ve got hundreds of messages about what I believe leadership is about. If you asked me what is near and dear to my heart to broadcast to an audience, I would say this.
The thing nearest and dearest to my heart is that corporate Australia—and I think this is true of Western economies generally—promotes people into leadership based on public speaking, their ego and their level of outward confidence.
It seems to be a glitch in the human mind that it confuses leadership with public speaking ability and overt confidence. This is a great lament for me because, over and over again, I hear about leaders who are very confident and great public speakers, but are self-centred. Self-centredness is a disqualifier for leadership.
Leadership is not management. Management is about how to extract efficiencies from resources. I think it applies well to inanimate objects. It applies well to inventory and resources dug out of the ground. But it does not apply to people. One shouldn’t manage people; one should lead people.
The reason you lead people is because they are living and functioning at a level of consciousness that should not be confused with an object. Human beings have feelings, dreams and aspirations, and they need to be handled with wisdom and care. Sadly, if you’re self-centred, you treat them as a resource.
You treat them as a cog in your machine. No human being is a cog in your machine. Immanuel Kant, a German idealist philosopher in the 19th century, had a categorical imperative that said people are not a means to an end; they are an end in themselves. That’s one of his ethical principles.
When you treat human beings as a means to an end, you are treating them as a cog in a wheel, an object, subservient to your dream. You commit a category error and therefore act unethically. You are not a leader. You can only be a leader if you treat human beings as an end in themselves.
They’ve got their own dreams and aspirations, and you need to lead them by aligning the problem you want to solve with the dream they want to attain. That’s leadership: how to align the dreams of the people working with you with the problem you’re trying to solve.
It’s a spiritual vocation. You cannot turn it into a mathematical equation designed to maximise efficiency. That’s a tool, but leadership in the end is spiritual.
James: I think that’s really profound. I like that a lot. What is some advice, then?
Adam thoughts on Bad Leadership advice#
James: I don’t know if you’re across leadership advice generally. Is there any leadership advice you see and think, “That’s not good leadership advice. I can’t understand why people are being told this; they should be told something else”? Is there any bad advice you’ve heard?
Adam: I don’t tend to focus on advice I disagree with. I live my life by promulgating what I believe in. I don’t think it’s helpful to criticise other people’s work because it simply draws out a defensive posture. Quite often, people will say, “You’ve misunderstood me.”
“What I really meant was this,” and so on. My attitude is not to focus on bad advice. The one thing I would say is: steer away from anyone who confuses ego and public speaking ability with leadership. It’s a category error. You’re confusing a skill—public speaking—and a temperament—confidence—with leadership.
Good leaders are confident, but they don’t have to be overtly confident. They certainly don’t need to have a loud ego; they can have a very quiet confidence. But leaders do need to be confident because, if they’re insecure, they’ll project their insecurities onto their team.
Adam on Culture Building#
James: I think that’s fascinating. You’re a leader yourself, running all these companies and helping out in so many different ways. How do you go about leading and creating a culture where people are high-performing and striving for things that, as you said, match their own interests with the interests of the business?
I know it’s quite broad, but are there any principles or things you use in that process?
Adam: Of course. Culture-building is an essential function of leadership. Culture is real and very impactful, and it can be defined not only by what we do around here and how we do it, but also by why we do it this way.
Once the what, how and why are absorbed at a subconscious level, culture is an extremely powerful guide to behaviour. Over time, people actually change in the direction of the culture in which they live day to day. Never underestimate the power of culture. It’s a hugely important behavioural guide, and it is very much the supreme function and responsibility of a leader to lead the culture.
There are many things we do on a cultural level. It’s worthy of a separate interview. We’ve got about 25 different policies and have experimented with about 50. We’re constantly innovating on culture. How do we send the message to people that we want them to be ambitious, and we also want them to be kind? That means we need them to have a growth mindset, give a damn, honour their word, take risks, give back and value relationships. How we instil those values is a very creative endeavour. I’m forever coming up with new ideas.
We’re constantly innovating in that regard, whether it be paid sabbaticals or milestone celebrations where we take the whole team overseas with us for 10 days. We’ve got a hobby program connected to additional annual leave. We make the hobby program alternate between sporting and cultural activities.
We pay for 70 per cent of the hobby. We encourage you to do it with a work colleague; if you do, we’ll pay for 100 per cent of it. We also encourage you to do your hobby with your family, and we’d pay 70 per cent of that. We’re forever looking for ways to engage our staff in life and in living an inspired life, not just in being a high performer at work.
We also invest in training sessions. We’ve got one coming up on The Art of Extraordinary Confidence. It’s a book I recommend to people I mentor, and we’re doing a workshop around it. Culture is the stuff of leadership.
Adam’s Recommendations#
James: That’s amazing. You mentioned a book that you recommend to people. What kinds of things do you recommend to the people you mentor?
Adam: There’s a whole battery of them, and it depends on the main task.
If you want to be good at mentoring, you have to listen deeply to what that person needs at that particular time. It’s a bit like a chess game: the next move depends on where all the pieces are. The first task is to find out where all the pieces are, then find out where that person has a bottleneck. That’s where their focus, reading and podcast listening should be: on liberating the bottleneck they’re currently experiencing.
All you’ve got to do is get the next move right. To give you an example, for people who are interested in spiritual thought, I often recommend Way of the Peaceful Warrior and The Celestine Prophecy, which help you understand the world energetically.
For people wanting to pluck up the courage to start, The War of Art. For people looking to develop self-esteem, self-worth and confidence, The Art of Extraordinary Confidence is a great book. There are many others, but for those interested in leading teams, The Five Dysfunctions of a Team is an excellent book.
It’s actually the cultural bible of EG.
James: That’s a lot to go on. I think some of those resources will be really helpful for me and for the audience.
What Adam was like in his 20’s#
James: I want to take a step back now to what you were like when you were a bit younger, perhaps in your twenties. Did you have any transformational experiences during that period? Or perhaps there were some failures that worked out well and turned out to be really valuable for you. Does anything come to mind?
Adam: Of course, a lot. I would say that in my twenties, I already knew I wanted to be a successful entrepreneur, so that always helps. I often ask, “What made Madonna and Tom Cruise successful?” Even when I was 20, I used to say that the reason they’re successful is because they knew at an early age who they wanted to be and what they wanted to achieve.
When you get that clarity of vision about your life, the world bends in the direction of your vision. The clearer and more certain it is, the more the world bends in your direction. That’s the first thing. In terms of early experiences, there are two that spring to mind.
The first is that I had a mystical experience when I was in my twenties. When I met my wife, I literally felt there was a hand pushing me towards her and insisting that I introduce myself. For the first time in my life, I walked up to her without knowing her and introduced myself cold. She was just exiting law school, and I accosted her. I’d never done that before.
I’ve never done it since. It was a totally new experience for me. I felt I was being commanded to do it. As a result, I’ve been extremely open to the idea that there is much in the unseen world that is real, and that it should inform a wise and inspirational life. I’ve always made sure to feed my spiritual self as well as my business mind, physical body and emotional self.
I feel there’s a spiritual dimension that needs to be nurtured separately and should be given command of all other aspects of your life, because it is actually the wisest part of you. I would say that’s a seminal experience. Separately, I suffered from chronic fatigue at the age of about 21.
I was doing my honours year in economics, and that basically told me two things. One is that I felt like my spirit was deliberately wanting me to take time out to reflect on the meaning of the life I wanted to live, so it was giving me the time to reflect. Secondly, it was emphasising the importance of physical routine and friendship, because I had become a bit disconnected from my friends, who had moved on to the next academic year.
I stayed behind with a small group of people doing honours, so I became a little disconnected from my social network, and I felt out of rhythm with my exercise. As a result, my body sent me the signal, “All is not well.” But I also felt it had spiritual import.
For me, I’m a student of patterns. Whenever I see a pattern, I look for its cause and ask, “What do I learn from the cause? How can I now use this knowledge to create a more positive path?” It’s fractal.
James: That’s really cool. I’m loving that thread that seems to carry through a lot of what you do: the philosophy, fractals and these kinds of things. It’s quite unique, and it’s fascinating to hear how that impacts and affects many of your decisions. I’ve got two more questions for you.
What has been Adam’s more worthwhile investment?#
James: What would you say has been your most worthwhile investment of time or money? Perhaps it’s a course you did, a job you had, a book you read or an experience you had.
Adam: In my late teens, I became deeply interested in mysticism. I read the Bible for the first time—the four Gospels—from scratch. If you do that with a sincere heart, you encounter a real person called Jesus Christ. Whatever you may think of him, Jesus Christ was an extraordinary human being and a great leader.
He was bold. He was a great communicator—an amazing communicator. He was decisive. He was purpose-driven. Because I got acquainted with and was inspired by him, I would say that is probably the most significant investment of time I’ve made in any particular task or book, because it’s foundational.
To this day, I draw inspiration from his life, behaviour, mission and principles. I think it’s really important, whether it’s Christ or someone else. I’m also very deeply inspired by Mahatma Gandhi. He’s my hero of the 20th century, followed closely by Nelson Mandela and Einstein.
They’re three amazing people. I read biographies, autobiographies and quotations from their journals. I’m constantly looking to learn from them because I think they’re amazing human beings.
James: That’s really cool. I think people like that, who have done amazing things, are really worth investigating further.
Adam: I’d also recommend to your listeners, if they haven’t watched it, the 1981 movie Gandhi, which won an Oscar for Best Film. Sir Ben Kingsley plays Gandhi, and he’s so good in that role that you literally forget he’s an actor and start feeling it’s Gandhi himself.
Whenever I feel in need of inspiration, I watch that movie: the power of one person, one individual with principles, desire and the capacity to sacrifice for the principle.
James: That’s great. I’ll have to give it a watch.
Adam: You should watch it. It’s an amazing movie.
You need a couple of hours.
Adam’s Advice for Graduates#
James: I’ve got one last question for you, Adam, just to finish off. A lot of the listeners here are younger. They’re perhaps starting their careers or in the first few years of their careers. Thinking back to your own experience at that time, is there any advice or any lessons you would give yourself if you were in that position again?
Adam: Dream big. Be bold. It takes just as much effort to achieve big goals as it does small ones, so you might as well dream big. Make sure you believe in yourself. I’m going to write a series of microblogs on self-belief because it’s becoming apparent to me that a number of people beginning the entrepreneurial journey just need to increase their self-belief.
Self-belief means that, no matter what happens or what the task is, you’re equal to and up to the task. This type of self-worth and self-belief is absolutely indispensable to success. Then I would say: go out and find a mentor or two. I have two or three at any given time, and I mentor about six or seven because I believe the world is a big circle.
When you’re receiving, you need to give. Then the universe keeps giving you more and more mentors if you’re mentoring others. I would definitely say: believe in yourself, dream big and surround yourself with one or two wise mentors. Go for walks in the park with them, put the problems of the week in front of them and ask what they think you should do.
If you do that often enough, you’ll gain a lot of wisdom.
James: I think that’s great advice. It’s been fascinating chatting to you today, Adam, and there’s some value in here for people around productivity, leadership and all the things we’ve discussed. If someone is listening and wants to find out more about you and what you do, where would you like them to go?
Adam: My LinkedIn profile is the only place where I blog about business. In time, I’ll also set up a separate blog on spirituality and philosophy because I think they are hugely valuable in guiding a human life. But I haven’t begun that yet; it’s a separate website that I’ll set up. So, my LinkedIn profile, Adam Geha at EG.
You can also find out a bit about EG by visiting the EG website, eg.com.au. You’ll find out a little about our big thinking, which is building good thinking: how to integrate philosophical principles into the very fabric of your business.
James: Great. Thanks so much for sharing that with us, and thanks so much for your time.
Adam: It’s been a pleasure meeting you.
Outro#
James: Thanks so much for listening to this episode. I hope you got something out of it; I certainly did. If you haven’t already, please consider subscribing to the Graduate Theory newsletter. You’ll get the episode and my takeaways straight to your inbox every single week.
Thanks so much for listening again today. And I look forward to seeing you in the next episode.