You've had a genius throughout your career for seeing opportunities, seeing wide space and moving into it. And then in moving to establish Thrive Global, you clearly saw an opportunity in almost medical terms about healing corporate culture. Can you talk a little bit about that That transition and how you thought about that? What I saw, and it's interesting because I also saw it at Uber, is that we are suffering from this delusion, both at the individual and at the corporate level. That in order to succeed, we need to burn out. And all the data, all the modern science shows that this is completely untrue. That, in fact, in order to be most productive and most creative, we need to prioritize our own ability to recharge through sleep, through meditation, through pauses, through fly fishing, through golfing, whatever anybody does. That is not A bag of the human operating system, it's a feature. But in my work at Thrive Global, we've traced that delusion to the first Industrial Revolution, when we become to kind of worship machinery and the efficiency of machinery. And we thought that the way to make human beings more efficient was to down To minimize downtime. But that's not how human beings become more efficient. Now we're seeing the cost, the casualties. 75 % of healthcare costs and healthcare problems are stress related and preventable. So more and more companies are beginning to address that. And I created Thrive Global both to work with companies like Essential, like JP Morgan, like Airbnb to help produce thriving cultures where employees are not burned out in the course of working. Which leads to higher attrition Which leads to more mistakes and show the ROI, show the impact on the bottom line. And then, a media platform that addresses consumers directly by bringing together the latest science on the subject and new role models. Because as you know, Nancy, human beings learn through a combination of Date and storytelling. So one piece that we had on Thrive Global that Jeff Bezos wrote for us, went crazy viral because you had Jeff Bezos, an acknowledged leader in his field and many fields who wrote a piece. And the headline was Why My Getting 8 Hours Sleep is Good For Amazon Shareholders. And his analysis was that he knows that when he's not fully recharged, his decisions are 5 to 20 % here out less good, than when he's fully recharged. And of course the best thing she can give Amazon is his decision making. Then Eric Schmitt wrote a piece last Monday, saying a similar thing. And Then cultural icons, like Selena Gomez, wrote about why she does a digital detox, so then the hope that it's both available to consumers but also to corporations, which makes it more interesting for the employees to feel they're part of a cultural change, rather that just having HR telling them to eat their broccoli. And yet that, it feels as though that understanding, that insight and the data that supports it is self evidently true because all of us are experiencing what you're talking about in real time of our own attention spans being constricted and our own ability to focus Amidst so much distraction. And yet as with any number of things that we're talking about today where the cost of short termism, the price that a company pays for not paying attention to this evidence, not paying attention to this data is so significant. And yet it feels as though there is still Profound cultural barriers, economic barriers, political barriers that prevent companies from embracing the kind of road map that you are laying out. How do you explain that? Absolutely, and that's why role models are so important. I mean And we want Uber to see such a role model, because at Uber you can really see the connection between burnt out people acting out. We all have a continuum of behavior, right? I know that when I'm exhausted, I am more reactive, I'm less empathetic, I'm not as creative. I mean I think we can all remember how we operate when we are running on empty. Now when you're a 26- year- old And [ UNKNOWN ], our manager, you may do worse than being reactive and not empathetic. And that acting out is at a very high cost to the business. Also, our culture and values include the things which we changed on the day we announced the adoption of the [ UNKNOWN ] accommodations. We also announced changes in our culture values Which I've seen ongoing, but the ones we announced on that day were believe it or not, who had a cultural value which was being always on. Like being always on is not the way human beings can operate at their best. So we lost that. And then there was a line that said working harder, smarter, longer will last longer because, smarter and longer contradict each other. And then we did a kind of a symbolic renaming of the main conference room in the headquarters in San Francisco. It was called the War Room and we renamed it the Peace Room. [ LAUGH ] [ BLANK_AUDIO ]

This Is Why Arianna Huffington Created Thrive Global

It had a lot to do with corporate culture.
