Diet Book Report: Let My People Go Surfing
“To know and to not do is to not know.” — Wang Yang Ming
Originally written in 2005 with the intent of being a philosophical manual for the employees of Patagonia. Let My People Go Surfing covers the history and philosophies of Patagonia and by extension, its founder, Yvon Chouinard.
The unwavering allegiance to Patagonia’s company values drives all of their business decisions and partnerships. This approach embodies much of the theoretical advice in the other books I have consumed the last few months, 4 Hour Workweek, Definitive Drucker, and Peak Performance.
Chouinard paints a bleak picture of the environment and future of the planet but remains optimistic in their company’s ability to be an instrument of change.
While I enjoyed this book, I didn’t have much to add to it. This might have to do with the feeling of guilt from my contribution to the destruction of the planet. No one is innocent, including Patagonia.
That didn’t stop me from mining my notebook for a few of my favorite parts along with one dissenting opinion FROM A SUBARU OWNER!
On Patagonia’s proclivity for making multifunctional gear and clothing.
“I’ve always thought of myself as an 80 percenter. I like to passionately throw myself into a sport or activity until I reach about 80 percent proficiency level. To go beyond that requires an obsession and degree of specialization that doesn’t appeal to me.” — Chouinard on all of his hobbies including surfing, climbing, skiing, kayaking, and probably 30 other things.
Chouinard’s diverse taste in recreational activities is reflected in Patagonia’s equally diverse line of products and gear.
Chouinard walks you through their history and the adjustments Patagonia made as they realized their impact on the environment. Often times they would replace an old product with a new, more environmentally conscious method or materials essentially destroying the market for an older product of theirs that had a negative environmental impact.
“Our approach to public relations is aggressive: If we have a news angle, we play it. We work hard to bring stories to reporters, whether about new products, our stands on environmental issues, or our child-care program. But we don’t produce glossy PR kits or throw elaborate press parties at trade shows. We believe the best way to get press is to have something to say.”
I love how they discredit traditional advertising and have a strong whiff of arrogance about them. And honestly, I probably would, too. It has worked out well for the first forty years.
Chouinard talks about how they are often faced with difficult decisions, like going to completely to organic cotton or eliminating toxic dyes due environmental impact.
While there is always a financial cost to those decisions, they have always ended up making more money when they make the decision that is in line with their values and mission.
You may dismiss ad as “cause marketing” but when the company embodies their philosophies consistently, I think their customers respect it.
I mean, I thought it was cool.
On their design philosophy:
“Perfection is finally attained not when there is no longer anything to add, but when there is no longer anything to take-away. When a body has been stripped down to its nakedness.” — From French Aviator, Antoine de Saint-Exupéry, on Patagonia’s guiding principle of design.
Chouinard preaches, “To simplify yields richer results.”
Dating back to when they were a company that built tools and equipment for climbing, the employees were always the heaviest users of the products. They wanted everything extremely functional but with nothing extra.
The products weren’t driven by marketing, they were driven by necessity.
“I’d much rather design and sell products so good and unique that they have no competition.” — YC
On their desire to lead corporate America on the environmental charge:
“If we wish to lead corporate America by example, we have to be profitable. No company will respect us, no matter how much money we give away or how much publicity we receive for being ‘One of the 100 best companies,’ if we’re not profitable
It’s okay to be eccentric, as long as you’re rich; otherwise you’re just crazy.”
He also shared an interesting revelation about what makes a good CEO.
“A study done on the most successful CEOs in America found one factor they all had in common: They enjoyed working with their hands. The older ones had cars they worked on in high school or had wood shops in their garages where they made furniture.
When there’s a problem of any kind, these people have the confidence to think through it and solve it themselves instead of hiring a repair man or consultant.
The longevity of a CEOs career is directly proportional to his or her problem-solving skills and ability to adapt and grow with the job.”
Differing Opinions
In discussing this book with many Subaru owning, Patagonia wearing pals [who had all read it long ago. Stacy and I were late to the game], this book had an almost unanimous approval rating.
Almost.
One of the criticisms were that some of their environmental solutions weren’t practical. And that the book shifts from a history and memoir to more of a advertisement for Patagonia [which definitely worked on me. I am ready to make it rain on all their super expensive clothing. Which I don’t need. I might have missed the point of the book] 😐
While some of those criticisms are valid and no book is perfect, they don’t detract from some of the passages and philosophies I loved.
And for the big finale of my favorite quote from the whole book, by L.P. Jacks:
“A master in the art of living draws no sharp distinction between his work and his play; his labor and his leisure; his mind and his body; his education and his recreation. He hardly knows which is which. He simply pursues his vision of excellence through whatever he is doing, and leaves others to determine whether he is working or playing. To himself, he always appears to be doing both.”
