WEBVTT

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Hey, what's up, Toby? We've made it to podcast

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33. 33. That time machine. We got a slingshot

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last week. Look out folks. I know. We snuck ahead.

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We forgot one, which was bad. Bonus track. Hey

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Chris, I usually make it your job to think big

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ideas. And there's one that's been keeping me

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up at night and it's not because I've been watching

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Walking Dead. That is maybe the last guy to get

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caught onto that. The truth is everybody's like,

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what are you doing the zombie apocalypse? And

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the reality is I think we're living it today.

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Certainly in corporate America, I was, I was

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going through and just looking at some of my

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own subscriptions, right? We pay them every month.

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They're invisible to us. Okay. I'm paying for

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stuff that I haven't used in months. Right. And

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I started thinking about this is on a personal

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basis. Yeah. And some of these little applications,

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but when we start to think about the organizations

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we work in and our clients. Yeah. So organizations

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have all these zombie systems knocking around

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and they're not chewing off your leg or anything,

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but we're not getting the value from them. You

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know, we're paying the full sticker price and

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we might be using like two to 3 % of the functionality.

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So tell me, tell me I'm, this is a unique problem

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to me and we'll move on to some other topic,

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but do you see this in your world? I am shocked

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at how many software tools, just even a small

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company has. Oh my God. Like for your consulting

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company, if you said you had 40 software pieces

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that you used, I'd be like, that sounds about

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right. And now, you know, you just pick Microsoft

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and all of a sudden you've got four. Oh my gosh.

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Right. You've got your Outlook, you've got Word,

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Excel, PowerPoint, and others. And that's without

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unpacking. Outlook, which has calendar and it

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has email and has task management. I came across,

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and I think that may be at the heart of when

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you said that I saw a statistic that said the

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typical small business has something like, I

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want to say 68 pieces of software that it uses.

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I would not be surprised. You take that up to

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large business and this is what surprised me.

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Large businesses were just under 300. And so

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I think about, you know, my small consultancy.

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versus a Nike or a Starbucks. And the reality

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is they have all the same base stack that I do

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plus X systems, but that's custom admission.

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I don't use task management inside of Outlook,

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task management over in Monday, because that's

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where the team lives. But all I need is the calendar

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and the email. And I could probably even break

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those apart, except that my habits are there.

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And I think in the spirit of these zombie systems,

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it's like, God bless. How many of us would benefit

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from having somebody just sit us down, taking

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out of so many times, ask what is it that we're

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getting out of this system? And so they're kind

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of invisible. It's not creating a blister on

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our daily lives, but boy, it sure erodes our

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margins. You know, how many zombie Jira instances

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do you think are out there in the wild? Oh my

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heavens. I had one client that had three discrete

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instances that they were using. And there had

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been like four others that had flipped from trial

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into subscription and they weren't big numbers.

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So that was, that was actually more, there were

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zombies than were in use. Maybe those, they were

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just undead. They didn't even, there was no value

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from them at all, right? Most of us use like

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one primary instance. And then there's these

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other outliers that we can't quite kill because

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there might be some data in it, or we haven't

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figured out how to move the functionality somewhere

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else. I mean, what kind of zombie systems do

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you feel like you've encountered in your years

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and travels? What I see a lot is that people

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don't define what tools are supposed to be used

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for. And so therefore, instead of using a confluence

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when they could, they go and buy something different,

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right? They buy a frontward facing knowledge

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management. And so you end up with a lot of like

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bespoke applications that basically do one thing.

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Even if Jira can get you 80%, there is a large

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attraction to go and buy that extra 20 % and

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then use only a fraction of the fraction. That's

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where I think it's really interesting because

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these tools are so ridiculously powerful if they

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are defined. And then you buy an add -on and

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then you only use a fraction of the add -on and

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then you buy another add -on. It becomes the

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plague. One of the conversations that I've had

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recently with a couple of different clients and

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a few prospects is this idea of HubSpot is this

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fantastic system and it has all these marketing

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features. And then I'm like, well, great. Who

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uses those? Well, nobody yet. Oh. But you have

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a marketing, well, yeah, we have a marketing

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team, but they don't use this. And I think, oh,

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okay. So that means they're using something else.

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And so to your point about getting clear about

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what we use and what we don't, it's a whole host

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of conversations that we've not had. We haven't

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brought people together in a meaningful way.

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And so, you know, a lot of these zombie systems

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are harming us in a couple of ways. It's not

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just that we're paying for this unnecessarily,

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but We're also getting excited in our efforts

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to bring people into our world, even though we

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haven't told them that. We're also doing things

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like building integrations or buying all these

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add -ons and it's like, oh, but if I build it,

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they will come. Not realizing that they're happy,

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healthy and comfortable in their own world and

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have got really fluent at getting work done in

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a different way. You know what? I've got a budget.

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So you know what I'm going to do? I'm going to

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tweak and make the tool that we have better.

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Said no one ever now when there's a shiny new

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thing that you can just ink a quick check or

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Or do a face flash double click and now you just

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bought a new app or bought a new whatever And

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then what happens after you bought the new app

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you realize that it doesn't integrate with the

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old app But you have to hold on to the new app

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Because you have budget for a year and then you

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forget about it and then it just rolls over and

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you get the invoice It's like reporting systems

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If you have a company that's been around more

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than 10 years, it probably has a system per year.

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And you can't get rid of it because this guy

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has their critical reporting system. A brand

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new leader just introduced system B. Forbid,

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we organize things and do it with intention.

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I really do think it's best intentions, but especially

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as we make new people into, we all have our favorite

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thing that we're fluent with. Well, and then

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the other thing is like, If you don't use a tool,

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you forget about it. You forget the tricks and

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the tips and the things that you're trying. Sometimes

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I think businesses go wrong because they don't

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put humans behind the tools. If no one owns the

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tools, then no one's actually going to, like,

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if there's no human that's driving the tool and

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the tool adoption, I can guarantee you, you're

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losing that person's salary in a lack of tool

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efficiency. Not a percent. Also we're designed

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for us only to push data into and never get value

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out of. Yeah, for sure. That's that old accounting

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world of we don't care if you ever use the information,

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but we have to make sure we're reporting it.

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And I think modern tools have shifted and particularly

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how we approach tools when we do it with intention.

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Do I get an hour of value back out? And I think

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that's probably a really good equation. Just

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a simple rule of thumb. If you've got a sales

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team banging information into a CRM all day,

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and all it does is sit there, then you're probably

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missing the point of having it as VRM. And if

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that's the case, reach out. But at the heart

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of it too, it's like, ask yourself of all these

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different systems. And that's, the landscape

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has shifted so much. Oh, for sure. Yeah. Well,

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let's talk for a second. Let's kind of, in light

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of this, I'm glad to hear I'm not the only guy

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that has like four photo editing apps on his

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phone. It's still paying in subscription, you

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know, to AOL and internet subscribers. But I'd

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love to hear your thoughts, you know, talk about

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Fix It Friday. Oh yeah, for sure. I think when

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it comes to the thing that you can do, regardless

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of whether you're a manager or an executive,

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learn something about a tool that either you

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are in or your people are in. Cause I guarantee

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you there is a magical area of space that you

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could go and learn in. to make your life and

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your team's life better. I love that. You're

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that tools guy. You spin up something every time

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I chat, you're like, Hey, I found this new thing

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and I'm going to give it a couple hours. Nope.

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It wasn't better than what I already had. It

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didn't work. But it's that explore mindset. Yeah.

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And I think the other thing is like, don't assume

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that just because you have a technical person

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that they're going to understand the technical

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application. Don't assume that they understand

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how to use Jira. Don't assume that they understand

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how to run a stand -up. Don't assume that they

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know how to do Scrum. Don't assume any of that

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and figure out how it's done and march in that

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direction. And if you can and you have the ability

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and the authority to make multiple people and

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or groups do something, that can be ridiculously

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powerful. Because the thing that I see most often

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is that you have experts on a tool and their

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expertise is determined by their peers. And so

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funny story, my mom was a kindergarten teacher

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forever. She was the Excel guru at school and

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her Excel guru -ness was that she could add two

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numbers in an individual cell. Like that was

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next level stuff, not referencing a cell. So

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you can buy your Excel kung fu. But the bar was

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so low for her. Yeah. You go and work with an

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engineer that's in Excel all day and you're like,

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my mom, yeah, like there's no way that she would

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have, she, she could have done any of the, any

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of the things that I was doing, but her peers.

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Right. And so like, and I guess all that's to

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say that just because you're a technical expert

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in an IDE, that doesn't mean that you were very

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good at processing. And so, you know, fixing

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stuff on Friday is really about just deciding.

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to be curious, deciding to learn, you know, going

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in, just doing some research. Like if, if you're

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in Jira, go learn something about JQual. Right.

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If you're, if you're in, if you're in Monday,

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go check stuff out on YouTube, search something

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on, on Shad GPT to just make yourself better.

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I love that Chris. I think you did a nice job

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of touching on both in that leadership capacity,

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what can you do to fix, but also individually.

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And so to cut it. Um, step it back a bit. What

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it does make me think about is this mess, you

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know, the zombies grow in the dark, just like

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my hands. I was starting to just expose them

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to the light, you know, digging in and pulling

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it out of the back of the closet to look at it.

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See if you still have any of the cartridges for

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your old Atari 2600. Why are you keeping the

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hardware? But also it's this idea of like communicating

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it out. I mean, I'm on more of the business side.

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So it's the, if the tool isn't doing a job, then.

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I don't care how beautiful the interface. Yeah.

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But it's really interesting when you just raise

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your hand and say, what the heck are we using

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this for? Does anybody have a solution? Yeah.

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And it's so lean into that curiosity and have

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that conversation. Yeah. The other thing is like,

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just keep your ears open. Cause you'll hear the

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people complain about the zombie employees will

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complain about the zombie systems. You know,

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it's like, oh yeah, or a KPI, you know? There's

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a brilliant person. They have all of this expertise

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and wisdom, perhaps. But if all we're doing is

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asking them to work in a super narrow way, we're

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only tapping into their five or 10 % of value.

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Oh, for sure. Well, God forbid you have a zombie

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driving in some companies. That does happen.

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As always, Chris, I love our conversations. Absolutely,

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man. Good stuff, buddy. Have an awesome party.

00:12:35.789 --> 00:12:37.509
Yep. Catch you next week. All right. Bye.
