『What Do You Know, What Don't You Know, And What Do You Think?』のカバーアート

What Do You Know, What Don't You Know, And What Do You Think?

What Do You Know, What Don't You Know, And What Do You Think?

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 Steve opens with a morbid but revealing question about eulogies, leading to Hunter S. Thompson’s brutal assessment of Richard Nixon and what our own legacies might reveal about how we’ve chosen to live. David shares an intelligence officer’s deceptively simple framework for clearer thinking: separate what you know from what you don’t know from what you think, a discipline that could transform everything from hiring decisions to strategic planning. Meanwhile, AI tools continue their siren song of effortless automation, prompting Steve to cancel his subscription to yet another overpromising platform that couldn’t deliver on its grandiose claims. A 1991 Kraft peanut butter commercial featuring a claymation Texan oil baron reminds us that lazy creative thinking has been around far longer than artificial intelligence, though both share a fondness for impressive technology over meaningful communication. Get ready to take notes. Talking About Marketing podcast episode notes with timecodes 01:30 Person This segment focusses on you, the person, because we believe business is personal.What Would Hunter S. Thompson Say About You? Steve confronts listeners with an uncomfortable thought experiment: what would people actually say at your funeral? Drawing inspiration from a school principal who asks children not what they want to be but what they want to be like, the discussion moves beyond career ambitions to character formation. Hunter S. Thompson’s savage obituary of Richard Nixon serves as a cautionary tale of how legacy emerges from daily choices. Thompson’s assessment that Nixon “was so crooked that he needed servants to help him screw his pants on every morning” offers a stark reminder that reputation accumulates through countless small interactions rather than grand gestures. The hosts explore how this mortality-focused reflection might reset our compass for everyday interactions, whether with colleagues, customers, or family members. David notes the particular sadness of anyone living a life where such harsh words seem justified, emphasising that we get to choose how we want to be remembered through our daily conduct. 08:15 Principles This segment focusses principles you can apply in your business today.The Intelligence Officer’s Guide to Clearer Thinking David recounts a pivotal moment at a 2006 counter-terrorism conference where an Australian intelligence officer challenged academics to separate three distinct categories: what you know, what you don’t know, and what you think. This framework, born from the necessity of making decisions with incomplete information, offers profound applications for business leaders facing similar uncertainty. The methodology serves multiple purposes: it slows down emotional decision-making, acknowledges knowledge gaps before they become costly surprises, and prevents opinions from masquerading as facts. David illustrates this with a restaurant scenario where hiring a new chef requires careful consideration of known factors (current menu popularity), unknown variables (new chef’s ability to replicate existing dishes), and strategic opinions (whether to introduce changes immediately or gradually). Steve and David examine how this framework might defuse the emotional ownership that often accompanies business discussions. By explicitly labelling thoughts as opinions rather than presenting them as established truth, teams can engage in more productive dialogue whilst managing risk more effectively. The approach doesn’t eliminate emotion from decision-making but prevents it from overwhelming rational analysis. 19:15 Problems This segment answers questions we've received from clients or listeners.Escaping AI’s Siren Song Steve channels Homer’s Odyssey to describe his relationship with AI marketing promises, positioning himself as Ulysses tied to the mast whilst listening to increasingly seductive claims about effortless automation. His recent experience with Opus Clip exemplifies the gap between marketing promises and actual delivery. The tool promised to automatically identify compelling moments from podcast videos and create engaging short clips. Instead, Steve found himself constantly editing the AI’s selections, extending beginnings, trimming endings, and ultimately questioning whether the tool saved any time at all. After requesting a refund, he reflected on how many business owners might be similarly caught between impressive demonstrations and disappointing daily reality. David emphasises the importance of maintaining course regardless of technological novelty, suggesting that AI should be evaluated against specific tasks rather than adopted for its own sake. This echoes the intelligence framework from the Principles segment: know what problem you’re trying to solve, acknowledge what you don’t know about the tool’s capabilities, and form opinions based on actual testing rather than marketing materials. 23:30 Perspicacity This segment ...
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