WEBVTT

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Hey, what's up, Toby? We made it another week.

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Hey. Yeah, very good. Here we are again. It's

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The Processed at Aunt Rust. And today we're going

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to talk about meetings, because it's one of my

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favorite topics. And the myth that is that this

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meeting could be solved with an email. But before

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we get to that, I want to pitch my new sitcom

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idea. called The Meeting. Here's how it works.

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I think it resonates with a lot of people. The

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sitcom is all of us in an office, and it's all

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about the meeting. And so it's the pre -meetings

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that lead up to the meetings. It's the polishing

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of the PowerPoint decks. It's the spreadsheets.

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It's all the things. And then at the very end

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of the show, you go into the meeting. But you

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never pierce the fourth wall and actually go

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into the meeting and so the next day You just

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pick up like the next episode picks up where

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the last meeting left off leading to the next

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meeting I Think it would work That either either

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would resonate or people would like hunt you

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down because it's too close to real life Two

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on the nose, two on the nose. Even as you're

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saying that, Chris, it reminded me of some of

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the work I did early on in my career where you're

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part of the team hustling together a management

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reporting packet or a board packet, and you're

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expected to kill yourself, come in early, stay

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late for days or weeks on end, but you're never

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part of the meeting. And so all of a sudden your

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sitcom would be like PTSD for some of us. Oh,

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that's so sure. And then the other one's like,

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you go to the meeting, the meeting gets canceled,

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whatever. It could be any number of things. Anyway,

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back to process debt. One of the things that

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I've heard over and over and over again, and

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I think it's such a lie, is that that meeting

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can be solved with an email. And I just don't

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think it's true. Is there a common context around

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which you hear that? What they really should

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say is that person doesn't know how to run a

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meeting. That's really what it should come down

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to. That would be fair. I think a couple of episodes

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we talked about how everybody wants communication,

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but they need alignment. I think what can be

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frustrating about those meetings is you go in,

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they're poorly managed or they are... or there's

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no purpose. It's a meeting for meeting sake.

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It doesn't work. And so I think from a human

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standpoint, we're communal animals. And so we

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have to get together to meet. There's this funny

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thing about when we're all together, we assume

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that whatever's being said is being received.

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And so the reality is you ran a poor meeting,

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it wasn't aligned, you didn't necessarily get

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what you want. But ultimately, I think the missing

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component is at least when it's in person or

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virtual, there's this perception of acknowledgement

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of whatever the topic is. which is also a lie

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when you're on a remote call. Cause if you're

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like, have you ever put up everybody's screens?

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I had Teams for a while and you could do like

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40 people and it's, you know, it's a lot of people

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are eyes down or eyes over to the other screen

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and they might actually be totally all in. I

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mean, most likely not if they're looking down,

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but if they're looking to the side, they might

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actually be looking at the, at the camera or

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picture. But anyway, this is, these are, these

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are, these are my observations. And I think it

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really comes down to, we don't have a good acknowledgement

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cycle. Like I don't know if people are engaged

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in tracking. Correct. Like I'm sharing some knowledge.

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Is that knowledge received? Is it the knowledge

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even beneficial? Like. Yeah, there's no but the

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end there's there's a hundred ways to do it.

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You can send an email You could meet at the water

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cooler. You could Send a pigeon if you wanted

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like there's all sorts of ways that you could

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would that be funny to send people at work Yeah

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pigeon. No. Well, even I didn't I was I just

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went to like snail mail I love it. That'd be

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really funny. Print out your, write an email,

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print it, and just mail it to them. There's a

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lot of authorization processes inside of organizations

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where you need to get something approved. And

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I feel like if you printed it and put it in a

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box and put a bow on it, it might get addressed

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faster than having all the alerts in the world

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going off. to get it approved and move it up

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the chain. For sure. I was saying about your

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comment about acknowledgement and having done

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a fair amount of training, I have a lot of appreciation

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for skills where somebody can re -perform to

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show you that they now understand what you're

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talking about. When we're discussing account

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management or when we're discussing an approach

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to the work, and we're seeking some kind of philosophical

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alignment, it's really hard to know if people

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are tracking what we're saying. And if they're

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understanding the words, do they understand the

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words in the context we've given them? And so

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we also have this increasingly complex landscape

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of multiculturalism where different cultures

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might say, things with their body language or

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verbally make acknowledgements that are different

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than what we expect. Yeah. And so my favorite

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is the, is the, you know, we've all heard this

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story where it's like, yes, and somebody is simply

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saying, I hear you, I agree with you. And I remember

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the first time that came up for me and I thought,

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well, that was easy. And it's like, no, no, you're

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just being acknowledged. So my my negotiations

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had not even begun, right? That's why But but

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to your point about what is that acknowledgement

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cycle and how do you get comfortable? You know

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is yes enough Yeah, is it then you know, do they

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need to restate? Yeah, the action you're asking

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them to take or what if it's just Informational

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then how do you know they left the room with

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what you were hoping to impart? So I think one

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of one of things that we're trying Because we

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shoot a lot of Loom videos, which are just instructional.

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And so one of the things that I'm doing is we're

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trying to educate people on kind of our product.

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And so what I'm doing is I'm literally taking

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videos and saying, hey, look, do you know about

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this thing? And they're crappy videos. They're

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not polished. They're Loom. They're super easy

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to put together. But then what I did is I created

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I create a little board that basically forces

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people. I pick the people that need to watch

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the video, and they have to basically say, hey,

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look, I watched it. And if it falls off, then

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I know that that's been acknowledged. And some

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of this stuff is really interesting because there's

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stuff that I know that I'm like, oh, this is

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obvious, but it's just not obvious to everybody

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because they just wouldn't know. Because most

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of the systems that we're in are just so complex.

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And basically once you figure out the minimum

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viable process to use that system, that's basically

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the extent, that's basically your top bar. Even

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if the capabilities of the software are so, so

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far ahead, even if the software could save you

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two hours, two more hours a day, people just

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wouldn't know because they've got a job to do.

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And so we've got tools that kind of act like

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these really, really nice sports cars that people

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keep in their garage. Or we use it just to go

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to the grocery store 25 miles an hour there,

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25 miles home. Yeah. Yeah. I feel like a lot

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of, um, last week we were talking about Sigmas,

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you know, how many, how sophisticated and error

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free should a process actually be? or a professional

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experience B. And it is a use case thing. And

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so to your point about the acknowledgement, sometimes

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it's just striking agreement that we don't have

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to build a sports car if all it is is a grocery

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getter. Yeah. You know, sometimes a wheelbarrow

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gets us from A to B and we go dump truck. So,

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yeah. Do you have to that point of acknowledgement?

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So you're talking about a digital version of

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that. How are you gaining comfort that their

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acknowledgement reflected what you hoped that

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they would pick up? These are really bite -sized.

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So it's literally one topic at a time. Got it.

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The reality is, it's just something that I know

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that my gut is like, I'm not sure that they understand

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this technical level of the software that we're

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working on. But the other thing is, I also plan

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to use it for process improvement. So if we go

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and make a change in the system, I want them

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to go and acknowledge that they've seen the change.

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And so literally what I was doing is I changed

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two columns in one of our Monday boards. And

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I said, hey, look, we're going to be using this

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one instead of this one. And when everybody's

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done acknowledging it, then I'll basically remove

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the old one and the new one will replace it.

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Easy peasy, but also like, I could shout out

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into the abyss, I could send an email, I could

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put it into Slack, I could do all these things,

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but it's somewhat disrespectful because it's

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two hours of time. They need to go to a place

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where they're prepared to learn, even if it's

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just two minutes, and go through it, right? That's

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that's the approach and the key does is like

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this little approach won't work unless we have

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rituals that make the people go to the board

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and So unless you can have a hey, look, did you

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clean your room? dashboard Like did you do the

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thing? Dashboard then you're not going you're

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you there's it doesn't work Otherwise, it's just

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one more thing that Chris is out going to do

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is his thing differently than everybody else

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But if we can build this culture of like, this

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is where I go to consume small bits of information

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and it's only one to two to three a week, we

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can handle that. I love that thought from a change

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control because that does feel so much more consumable,

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so much easier to stay on top of. Yeah. And that's

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really the heart of it, right? Is we don't want

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messaging or change to happen so fast that people

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get lost. Yeah. Yeah, what's interesting is like

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we either live in these like We either live in

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these Kind of these ultra rigid systems that

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we we don't have the admin control to change

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Or we live in these super flexible systems like

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just email and word docs Yeah, and like there's

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like the two are are greatly greatly different

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But but also but also it has to transfer right

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and so Anyway, like this is this is you know,

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the little approach that I'm taking which is

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like look We're gonna build a ritual and then

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the plan will be is like Once one day a week

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will be like look. These are the videos Did you

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watch them? It's two minutes of your life. You'll

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be fine because these are little things that

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everybody needs to know and If they're impactful,

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they can vote on them and then we can create

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basically more content around that topic. I love

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the bite -sized approach to acknowledgement.

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I think that's probably in today's world, it

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can be more than just a simple nod. We can chunk

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up information and distribute it very directly.

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I despise notifications. I just absolutely hate

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them. I hate them with a passion because they

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don't work. It's just no, it's like, it's like

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literally someone's got a bullhorn where it's

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like, Sally said something about the thing and

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you're like, shut up, Sally, shut up, you know,

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or whatever. Like this is like, then you stop

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listening is the real rub. Yeah. And, but, but

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then it gets, it's this false sense of security

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that like, Oh, you know, let's have a meeting

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and then we'll solve all our problems. You're

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like, it doesn't work that way. more complicated.

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Well, let's come back. I want to hear how the

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acknowledgement experiment plays out a little

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bit. Yeah. Again, I have to put a ritual around

00:14:26.519 --> 00:14:29.700
it. The one thing I'm learning about just getting

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people to change and getting people under customs

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is systems will do a lot, but the people have

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to change. And to get the people to change, you

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have to have rituals, which is kind of what we've

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done as human societies forever. Is there some

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sort of ritual that has to do with some sort

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of change, whether it's becoming a woman or becoming

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a man or whatever, or going out to war or whatever,

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there's always been rituals around doing a thing.

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Now we're just scattershot, dopamine hit. Distracted.

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Truly. Yeah. Notification. I love it. More rituals.

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I like it. All right. We'll do it again. We'll

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catch you next week. It's a deal. All right.

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Thank you. Bye.
