On October 13, 2020, David Lynch rose and did what he had typically been doing each morning when he awoke during a long-term Covid isolation in his house and work studio just off Mulholland Drive in the Hollywood Hills. First, while filming himself for his YouTube channel, he swirled ten numbered balls in a large glass jar, his eyes averted, then picked one. “Today’s number is ten,” he declared.

Usually, my irrational bargaining goes something like this: I start working at around 10 if I’m feeling motivated, 11 if I’m not. I reread the work from the day before and/or passages that I think I got right in order to try to set the tone. I write a sentence. I read it aloud. I delete the sentence. I look at the clock and wonder if it’s too early to think about lunch. I tell myself that, if I can make it to 300 words, I can break for lunch.

I have two kids, so once we get them off to school, I tool around on email and Facebook longer than I should. Then I shut those things down and get to work.

You know, down the hall and up the stairs from this office is the part of the White House where the President and his family live. There are a few favorite windows I have up there that I like to stand and look out of early in the morning. The view is over the grounds here to the Washington Monument, and then the Mall and the Jefferson Memorial. But on mornings when the humidity is low, you can see past the Jefferson to the river, the Potomac, and the Virginia shore. Someone said that's the view Lincoln had when he saw the smoke rising from the Battle of Bull Run. I see more prosaic things: the grass on the banks, the morning traffic as people make their way to work, now and then a sailboat on the river.

Everything man does creates more harm than good. We have to accept that fact and not delude ourselves into thinking something is sustainable.

I never wanted to be a businessman. I started as a craftsman, making climbing gear for my friends and myself, then got into apparel. As we began to witness the extent of global warming and ecological destruction, and our own contribution to it, Patagonia committed to using our company to change the way business was done. If we could do the right thing while making enough to pay the bills, we could influence customers and other businesses, and maybe change the system along the way.

My assistant, Mike Dunn, helps me with that.

That was certainly the single darkest day of the company's history.

One option was to sell Patagonia and donate all the money. But we couldn't be sure a new owner would maintain our values or keep our team of people around the world employed. Another path was to take the company public. What a disaster that would have been. Even public companies with good intentions are under too much pressure to create short-term gain at the expense of long-term vitality and responsibility. Truth be told, there were no good options available. So, we created our own.

Invent your own game and that way you can always be a winner.