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foreign
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Casey thanks for coming good to meet you all
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uh let me tell you who I am a little bit real quick I wrote a book it came out a year ago
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debugging your brain you might like it I have some copies um I'm carrying some of those and
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stickers and Bubbles it's a good Icebreaker if you want to say hi to me I like singing and dancing and blowing
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bubbles that's kind of the person I am I play a lot of instruments I have a full rainbow of instruments and I can play
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Bad Romance on all of them you might know my voice from the greater
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than code podcast I'm one of the co-hosts on that if not you might like that podcast it's pretty good
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you might know me from Ruby for good if you've gone to any of our events like we did the diaper Bank event yesterday
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volunteering it's a lot of fun if not you might like it sign up to the mailing list to hear about our Summer Event there might be one in July
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I co-founded the online community and event series empathy and Tech just
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another thing y'all might like and I've done all these roles I've been an engineer ux designer product manager
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engineering manager now I'm a consultant I work for my own company happy and effective I every team I've worked with has became
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like the Happy team and the most effective team at the company and I do it by doing like organizational
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assessment interviews surveys coaching workshops anyway enough about me I don't want to talk about that so much today
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there's two parts of this talk you might have noticed the plus sign in the title
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um the first half is evaluating cultural fit which is like what makes a company or a position of the company good for me
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in particular and should I stay where I am or switch companies the second half is about culture
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smithing if I do want to stay or if I change a company or new on how do I change that culture to make it better
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more effective and healthier I have a lot of Concepts this is going
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to be a dense talk there's a lot of reading assignments and homework I'm literally assigning
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homework if you're here it won't be graded though the reference stock at the bottom right has every
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reference in this like every image every article that I'm referencing and all the homework so that's at the bottom of
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every slide feel free to take a picture if you want it looks like this it's just a Google doc
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homework slides look like this I'll flash by them because they're all written in the Google Doc but I'm just saying like and you could think about
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this more later in This Promise You could also use the homework as like dinner conversation prompts and you'll
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see examples you'll be like oh I guess I could ask that over dinner all right into the first half evaluating
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cultural fit for this I want to start out what makes you happy at work
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it varies by person it's not the same answer for everyone but there are some themes like here is a concept ikigai a Japanese
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concept for a reason for being and the common diagrams of it have these four bubbles Venn diagrams
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if you can do a job that you love to do and you're good at and the world needs it and you get paid for it that's awesome I hope you all work somewhere
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like that or you can get there soon um but what it goes into happiness for
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you it could be those four but there's probably a lot of other little different nuanced things if you had to explain it
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over dinner what would you say to someone else for me it's something like I need enough money and I want to make a
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good impact and social connection to my teammates like good culture I want to be learning things still I want to have
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support and when I did this like a year or two ago before I started a consultancy I was asking myself these
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questions and that's my list you might have a similar one homework one figure out your list what's
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important to you in a job what has made you happy before what's made you unhappy before and what would the ideal job look
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like all right I'm gonna assume now we're fast forwarding you figured that out
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good job you've talked about it with friends you you've gotten the process now you know what you like in a job
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there's a couple other Concepts I want to point out about what makes a company a good cultural fit for you or not one
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is I want to distinguish between cultural fit and cultural superiority there are literally
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um some cultures at work are literally more effective they get more done people are happier there but I'm not trying to
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be moralistic about like what is good or bad I want to work at somewhere that is more effective so that's the right
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column on this one the performance oriented not a power oriented or or rural oriented culture
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um and these three categories you can read more about the Western organizational culture types it's in the
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notes if you want to read more about that some people might not mind being a rule-oriented work environment if that's
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you that's fine there's nothing wrong with that you don't have to be in the third column that's not where you want
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to be and when I say cultural fit people often
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ask me um like what do you mean fit because a lot of times it's used from the one side the company interviewing
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the employee Financial employee but you are also reverse interviewing the company you want to make sure wherever
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you work is a good call profit for you so if you like the rural oriented environment you might like the working for the government you might not want to
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work for a startup where it's more chaotic or vice versa of course
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all right next concept there are some toxic traits that probably no one likes
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here's the top big five from MIT Sloan the five toxic traits of teams are if you're somewhere that's disrespectful
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yeah no we would all want to work there non-inclusive is uh negative unethical
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Cutthroat abusive you can read more about how they came up with this list of five it's a empirically based in the notes if you'd
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like but if you have if those resonate with you for your current job company physician team
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I hope you can get out of there you deserve better than that you don't you don't deserve to work in a team with these traits
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um toxic culture the 10.4 here the top big red bar is the biggest predictor of people leaving also the great
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resignation there was a big big study which factors affected the most toxic culture is the biggest one
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this is another great paper in the notes take a breath I've thrown a lot at you
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you got a lot of reading to do um next up change over time I like to think about how my work happiness has
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changed at each company and in the company how it's ebbed and flowed here I started somewhere I was like pretty high
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like seven eight and then covet hit and went down of course for a lot of us I got a new manager Maybe
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and it went up it was great oh but it didn't change the entire culture of the whole org so it was like a short-lived glimmer of
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hope you might have a similar story where it's going up and down I like to split these into three zones there's the
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I'm totally staying here I love it the top green area there's if it goes below a threshold You're Gonna Leave You need
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to leave you don't want to stay there anymore but a lot of us when we're thinking about it and if you're here for this talk you might be in the Blue Zone
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I don't know it could be better it could be worse and it's kind of hard been having it
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all right some some tools to help you navigate that in the homework you can put on a scale of one to ten like I did
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how happy you are with your current job boom this scale of ranges of jobs you could ever imagine
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score them and see how it changed over time what things could change it
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next I like to go through this with people and you can brainstorm your options it's more than just leave to another company a b c d like all those
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companies I'm interviewing at you can also stay at your company and try to change the team you're on or do an internal transfer there's more options
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than you might be thinking if you think more widely
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um and then here's a workshop I do with both people and teams where I like come up with all the criteria as columns and
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then all of the options as rows and I put numbers to all of them and then I like compute it it's not a Magic 8 Ball
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it doesn't tell me what to do but this does help me be sure what I like about this job versus that one and how
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important these things are this is a spreadsheet template linked to in the notes too if you want to try to do your own
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all right that was fast okay that was a great crash course how to decide where to work got it
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part two by the way we do have questions at the end if you want to have a question for
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that first part you can bat at the end culture smithing so let's say you're at a company and you are interested in
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changing the culture for the better I'm going to go through some high level principles and then I've got a list of
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30 concrete actions which might have been the thing that caught your attention I know it caught mine when I was giving my description myself I was
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like oh 30 things I want that it's at 20. I ended up with 40 working nearer to 30 now
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you can read the full list in the dark too all right I'm going to give you some
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examples of culture change here and it's also something you might want to do on your own later is to think about it the
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ones I think about is I worked somewhere where no one had lunch together no one ate together it was silent people ate at
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their desk every day and when I was like I'm gonna go in the lunchroom they were like really yeah and you're invited if you get over
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it I don't know it's called cultural change eventually people had lunch more often but not everyone so I like nudged
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the culture that way um correcting microaggressions I like to work in places where it's easy and
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comfortable for if someone makes a microaggression if they say something that hurts someone else even if it seems like a minor thing then they can be
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corrected and there's no hurt feelings you're like oh I won't say that anymore recently I think I said um driving the
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snakes from Ireland and someone said oh that's it's not great for reasons that I've had a good discussion about it I
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might not use that anymore you might want to read about why if you're curious about that particular one
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but in the culture of being comfortable correcting microaggressions I want that culture and I want to steer us toward that
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another hot topic for developers is you should never Deploy on Friday unless it's actually safe to do it and we
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should get over that because that was an old rule when it was a morbital deployment scheme
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um and having a backup person if you go on vacation for a month is going to do your job we should have backups for everyone that's a cultural norm at some
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companies I've worked we had that and some we didn't I want to encourage that Norm to happen
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all right as we um we're working on these things it does take a lot of energy so to cover Energy
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Management a little bit I'm assuming for all of these 30 examples and all of these ideas that you
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have time and energy but at times you will not have the time or the energy to work on this and that's okay
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you have to moderate your own energy spending how much you're investing in this and set boundaries for yourself that's totally okay I'm not going to
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harp on this too much more I hope but everything I say of course there's an asterisk like if you have time and
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energy another big idea is to focus on what's
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possible you don't have a lot of control but you have some control and you can use that control if all of you everyone
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at your company uses your control that's a huge Force kind of like unions but you don't have to like unionize to have the
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social kind of effect to make this cultural change happen
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another thing energy related is power dynamics so if you're in a lower level position like an individual contributor
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or engineer then making changes like widespread for the team are probably harder because you don't have that kind of positional authority to do this but
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you have more context you know what the pain points of that team are and you know what your teammates are saying more
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than the VP of engineering might know if they're not like on the ground talking to everyone all the time vice versa if you're in
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higher position higher power position you have more ability to make change but less context so how do you get that
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context make sure you're making good decisions um the thing that excites me most about
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this talk is inspiring a lot of people to realize you do have power to change the culture where you're working you do
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as an IC and you do as a leader too a lot of my examples here anyone can do and I'm like focused on the IC cases
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individual contributor cases another big concept give yourself
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permission have you done this yet do you have permission to change the culture of your company have you given it to yourself
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all right take a breath foreign I have permission I've granted it to myself and you know I don't know you
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might get yelled at if you're in a toxic company but you have permission to try to change it and it's a good Valiant
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kind of thing to do I like this Mantra a lot ask for forgiveness but not permission because if you ask up front oh what do you what
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do you think everyone in charge and if you all don't say yes I won't do it it's really hard to make change if
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you're in that kind of mindset you really want explicit buy-in
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um here's a big old diagram that I think about a lot there's two different spectrums that I go to when it comes to
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permission is the vertical one the explicit implicit like how is it a written rule or is it like what we
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happen to do and no one talks about it and then on the x-axis um it could be something explicitly
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forbidden or implicitly forbidden it could be permitted like you're allowed to but I don't care if you do it or not
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or it could be encouraged like we actively want you to do it you can go further and say it's required but for a lot of a lot of the context this is the
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range that I'm thinking so here's an example a for no deploys on Fridays that's the example it might have
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used to been explicitly forbidden to deploy on Fridays and over time maybe it became less explicit it wasn't written
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in all the docs for all the new apps and stuff like that and it's gradually changing then it's permitted and some teams do it and some teams don't and
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then maybe it's a courage eventually and that's a huge cultural shift if you gotten to that point
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that's just one path it could go through lots of different paths I can imagine this is a pretty common one to make it
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less explicit and then you change it and then it's explicit the other the new way but you can like teleport across like if
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there's a top-down rule change mandate maybe you just flip to the other side all of a sudden that does happen too
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more homework for you or dinner conversation think about a change you've tried to make it work like I gave you
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the four of mine what's a change that you've tried to make happen and how did it go did it work or not and then where did it start on the
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permission Spectrum these two scales where did it end up so for my Deploy on Fridays I told you
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what started here and it didn't stop the other one kind of to be usually fun for me
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all right next big concept what are some levers of change if you know you want to make a change you want deploys to happen
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on Fridays maybe um how how do you even start what are the types of things you can do
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I love this model I don't expect you to read this whole thing it's in the notes if you want to read the original science paper from
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like agriculture science is where I pulled this from but there's five categories at the
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bottom those circles are what I'm going to go into this is the reset model of setting incentives and getting people's behavior
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to change if you see five categories and generally anything that motivates people can fit into these five categories I
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think that it's a really like neat structured framework for this kind of thing so the five art rules education social
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pressure economics and tools and processes when I'm trying to change culture I often end up naturally
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thinking about one of these like rules oh we need to change the rules they're playing on Friday oh it's a rule change
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we have to change it but if I remember to think more broadly I can come up with a whole bunch of things like education
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oh people need to know it's okay sometimes if um if the CI is solid you're doing blue
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green you can do a great rollback like education showing YouTube videos sharing articles of the team like socializing
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idea um social pressure we can have people talk about it and some people are
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advocates for it and then you can help them share it more it doesn't just have to be the rule flipping the rule on
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there's a lot of a lot of these tools
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all right next concept is gradual change so a lot of changes are really gradual but it's not often just a light switch
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I think about this curve a lot I had an iPod Touch which did you know
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is discontinued but I'm making it anymore so sad I had that before the iPhone was popular so I was like an in
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on the innovator the Leading Edge I could check my calendar on that little things I was so cool I loved it but my mom's
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best friend an older woman still has a flip phone and she loves it and she's not planning to get a smartphone so she's on the laggard end
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and then there's a big block of people like a lot of people got the iPhone like smartphones in general across the span of a few years
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uh let me go back in but anyway like this is another option life cycle curve
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I want to show you this one first actually here is same-sex marriage and how it happened over time
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you'll notice it's kind of flat for a lot of this that's kind of the like the inflection point of the curve the other one looked
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a lot rounder than happens in real life a lot if you're trying to change something at
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your company you might be a Vermont or Massachusetts you're one of the first people to make the change
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and you might not see feel like much change is happening and even if you get one more person on your side it might not feel like that much progress and
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it's true and it might not be that much part it might revert it might go flat fly down if possible but a lot of
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changes gradual like this and if you keep pushing for it and you're persistent they can get through eventually
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right so um here's a recipe for making change happen you do something once and then you do it again and then do it a
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whole bunch more and then eventually after maybe several decades in the case of same-sex marriage it becomes like The
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New Normal it's the way we do things and that's a powerful powerful change like it's huge
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kind of like um refactoring oh what was it the Keynote
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the auto load yeah refactoring Auto load like that was a long Saga and he kept persisting toward it
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um and like now we just have the new model of course we have we've never had to think about Auto load that's what we'll say in five years it's never been
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a thing all right so that's um how gradual it is
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and when you're in the like Vermont Massachusetts part of a cultural change it can feel like you're not making
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progress and I don't know I encourage you to get support get people to talk to about it who understand what you're
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going for and you can consider whether to keep going or not like that is a hard spot to be in
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when you don't see the progress happening but if it's valuable and you really believe in it and you are persistent you
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can often get it through all right uh next big concept I've
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worked with some Consultants who are really good at making the change happen while they're there and then they leave and it just reverts
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right back because it wasn't a cultural change it was like a they just did things that way and it was great it was really powerful and it showed it could
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be done that's actually a nudge toward changing the cultural norm but it wasn't like permanently changed
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so how can you make it stick one metrics for this is you can do the thing once so you can do it a couple
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times and then share those results so if you're not just doing it and getting the results and you're like we
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know it works you're also telling everybody look at this story here is a story we did this thing and it worked
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and it was great you have to repeat it a lot for people to really understand it and remember it and start Deli into each
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other it's amazing how repetitive it can be when you're trying to change a cultural issue of a company I end up saying the
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same thing over and over and over and over and I feel like a broken record for the people people don't mind that often like they're like oh that's true and
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like maybe they start saying it eventually and a huge victory for me is when somebody ends up saying to me the
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idea I've been trying to incept for six months and they said it as if it's their idea that's great good job I'm so glad
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they're thinking that way they did get to that conclusion too eventually they didn't just take my word for it that is awesome
00:19:39.000
another trick is if you have a track record if you can get a change to go through that popular that people like a
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lot that can end up giving you a lot more freedom to try different things
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celebrating things along the way how do you celebrate your achievements right now when you do a cool change at work
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who do you tell and when and how often it's a lot of ways you could
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yeah my big question is always I want long-term change how can I get it to stick what do I need to do to get it
00:20:08.400
this day often it's getting other people to do the things or to understand the things or believe them or advocate for them it's not just me if I just did it
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alone the change wouldn't last when I left all right so many concrete actions I'm
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going to try to go really quickly through these and then still leave time for questions I'm not going to get
00:20:27.720
through all of them but they're in the dock and I'll try to get to like the high level Concepts behind each one at least I'll probably end up reading just
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one example from each slide and if that's interesting you'll probably like the others in that slide check them out later
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when I was practicing I tried to count the song to go with these it's like improving to myself but not
00:20:47.460
confidently enough to do it right now maybe later ask me at karaoke
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um you can be actively friendly to new people on the team that's just been huge when there's one person welcoming you to the new team actively just because they
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wanted to it changed how the whole team felt and I did it too and then cultural change happens
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you can increase how much people talk to each other like the water cooler effect if you want to read the psychology of it
00:21:10.679
propinquity is a good term that's Linked In the notes you can make social chat rooms like hashtag High where you can
00:21:16.320
only say hi only h i enter nothing else it's also I feel really close to the
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people who say hi before and after me and like it's really cool how it really works I've got a cool Twitter thread in
00:21:29.400
the notes that links describes 20 different fun like slack Discord team channels
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I dare you to make one that's like the easiest one on this list go ahead and make a chat room and invite your five friends and like maybe you'll get more
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people eventually all right spreading awareness of what your team's doing
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if you aren't participating in a demo day at your work or even if you are did you know you could just make your own
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even as an engineer as an individual contributor you can just put it on the calendar invite people and say I'm going to talk about this thing that you might
00:21:58.620
want to know about people will probably show up I dare you to try it you can even do it the opposite and get another team to give a
00:22:05.039
demo of their stuff for your team you have the power it's true
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unless you're in a toxic work environment and they like hoard power and stuff like that caveats I hope that's not where you're at if you do
00:22:16.919
maybe leave like the first half of the talk we'll say um you all of the individual
00:22:22.559
contributors can ask for one-on-ones with anyone with your manager that's a pretty common one with your boss's boss
00:22:28.020
and if you say it's a skip level they'll say oh that's that's a concept that I'm now familiar with and I guess I'll do
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thank you yes yes like the name gives it a lot of power
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um you can have one-on-ones with your teammates even if you work with them you might not get to talk to them you can have one-on-ones people in the same role
00:22:45.720
on another team and that's pretty valuable too for cross-team communication um you can do random ones with an app
00:22:51.600
like donut that just pairs people and this is all really good for like information flow you could model inflammation flow in your company and
00:22:58.200
all these connections like connect the nodes and it's just more resilient it's more effective it's proven very helpful
00:23:04.440
one-on-ones are proven effective and you all should do them you can ask for support maybe in the
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one-on-ones maybe otherwise from all those different people that we're talking about you can offer support to them if you're
00:23:17.700
uncomfortable asking for support maybe you're starting the support exchange by offering it's a good place to start
00:23:24.179
hey what's on your mind what's hard lately oh tell me about that that's an example introduction to giving support
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to someone where do you celebrate things
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um I like sharing release notes in English that other teams can understand and people say that's cool you did that
00:23:42.299
thing and I know what it means an engineer could write that too you can
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um when someone's sharing something and maybe hesitating you can encourage them to share more by like providing them a
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little being curious oh tell me more about that that's a really good phrase here say it after me tell me more about
00:24:00.539
that it's amazing how well it works it sounds awkward maybe it's like I would never
00:24:06.720
say that and then I did and people loved it and they told me more and now I can't stop saying it's good Icebreaker in the hallway too
00:24:13.740
all right um your manager probably doesn't get as much feedback as they'd like and if you ask them they'll probably say
00:24:20.039
you know that's true because all the studies are like 70 80 people don't get enough
00:24:25.080
um it's true most people don't and then if you can talk to them about that you can like upward coach your manager to
00:24:30.299
get more feedback from the team including you if you just help prod there and fan their curiosity
00:24:37.860
if the company is too focused on rules you can frame things as experiments oh we're just going to try it just this once we'll just see how it goes don't
00:24:44.220
worry about it and enough Persistence of that I've gotten clients to change to try some
00:24:49.919
things it's very gradual it feels like I'm Massachusetts sometimes but getting it to go
00:24:56.520
uh for inclusion ideas like avoiding microaggressions having one-on-one discussions are really powerful because
00:25:02.100
people can really talk about it freely with one person that they can't do on a larger team having a discussion as a
00:25:07.620
team is really powerful that sets the norms for the team about the behavior you can also request training from people who do this
00:25:15.659
there are a lot of social rules on your team that might not be well defined if you can get them to be defined that's a step forward toward changing them like
00:25:22.500
tell me about this why do we do this this way and like just keep asking maybe you can get it written down even
00:25:28.200
another drink communication modeling curiosity is very powerful if we don't cover that a little
00:25:34.620
bit have you ever been on a project where you get called in too late and all the decisions are made and you're like
00:25:40.559
this doesn't make sense and now it's too late to change and they won't let me you can you can figure out how to get in
00:25:46.620
earlier on the next project it's work it is time and energy but you can figure out how to do it like ask are there any
00:25:52.380
projects coming up I should know about oh is that project happening yet oh can you invite me to that meeting and I'm like sure yes because that's weird we
00:25:59.820
don't do that here but okay and then you can start that Norm you can be the Massachusetts and get it going
00:26:06.480
Empower yourself and you can Empower others that helps make longer lasting or widespread change
00:26:12.179
encourage your teammates to do all of these things too all right outro you can hire me to work
00:26:18.900
with company to do things like this I'm also offering a free workshop for your company just because you're here not too
00:26:25.679
many I don't have that much bandwidth to do all this free stuff but some I have uh I also do community groups like local
00:26:32.039
meetups if you're in one I'd be happy to talk there I do two a month for that some of my popular workshops are feeling
00:26:37.380
understood getting people to really communicate like oh I know how that feels and they say oh I feel so
00:26:42.539
understood people love that it's a really powerful skill
00:26:50.220
yeah enough on that time for questions do you want to clap go ahead thank you
00:27:07.020
by the way I'll start a thread in open chat if you want to discuss the content of this asynchronously and I'll put the
00:27:12.840
link in that after I'm off stage all right any questions it could be about evaluating cultural
00:27:19.679
fit that first half or culture smithing yeah there's a whole slide I buzzed by
00:27:29.059
oh thank you I need that the question was in a hybrid work environment where you don't have a water
00:27:34.559
cooler to have the water cooler effect then what can you do to make people have these conductions um
00:27:40.980
here's a few ideas the social chat room like hi is one you can have online social events I really like gather.com
00:27:46.860
you're like a little Pokemon character running around and you talk to people who are near you it feels so much different than a zoom call you've got to
00:27:52.799
try it if you haven't jackbox games people like that a lot like online games
00:27:57.900
um anything to get people talking and sharing about themselves Affinity groups is another trick you can have like smaller segments so like all the people
00:28:04.860
who are into video games if they just meet and talk that's another way to get people connected and information following Beyond video games too of
00:28:11.400
course um yeah a whole lot of things remote teams I've felt more socially connected on
00:28:17.700
many remote teams than I did in the office where we didn't have lunch together like being in person helps but
00:28:23.460
being deliberate helps in either situation way more than just naturally having some great question
00:28:30.299
the question was you've shared a lot of ideas about what to do and but what about things not to do
00:28:37.200
good question if you're pushing too hard for cultural change too fast you're going to get resistance that's the
00:28:43.020
biggest pitfall um so you might want to be more of a Massachusetts Vermont like slow or just
00:28:48.840
get a little bit get some people on your side you can start with the supporters start people you know who will support your idea which is counterintuitive
00:28:54.659
because I often think if I want to change something change the most extreme people first it doesn't work though starting with the people who are your
00:29:00.720
supporters and like activating them and encouraging them to also share that like spreads and network effects
00:29:06.000
gets changed happening that's like two ideas yeah don't start with your opposition maybe
00:29:12.419
not the most effective place to start often that's great the question was I'm in a
00:29:18.419
position where I need more feedback from people how do I encourage that um one-on-ones is maybe the easiest way
00:29:24.179
and there's a certain structure you can make your one-on-ones there's a lot written about it I give workshops on how to do that well too
00:29:30.600
um like a certain structure can help people open up but if the environment isn't safe anyway if it's like a toxic
00:29:36.380
non-sychologically safe is another term you might want to look up and work environment it's hard to get people that don't know it's really hard and how do
00:29:42.419
you help them be safe is a big it's a gnarly question but even just making the space is often
00:29:48.960
like I don't know more than half the time making Space is really effective and then the more complex topics I don't think I
00:29:55.799
have a short answer for him it's hard if you want to talk to me later you can ask me for bubbles