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From YouTube: Live Speaker Series with Claire Doody - Being Human
Description
Discussion with Claire about emotional intelligence and being human at work.
A
Is
the
first
of
a
three-part
speaker
series
happening
this
quarter
on
emotional
intelligence
and
I'm
really
excited
to
have
this
conversation
with
Claire
and
learn
from
her
experience
with
emotional
intelligence?
This
session
is
called
being
human,
which
Claire
and
I
were
like
both
kind
of
excited
about,
and
you
know,
excited
to
talk
about
the
humanness
of
emotional
intelligence
and
the
way
that
we
all
experience
it
at
work
and
with
the
people
outside
of
work.
A
So
as
we're
chatting
feel
free
to
add
your
questions
into
the
team
members
section
and
we
will
answer
as
many
as
we
can
and
then
I'm
just
gonna,
throw
it
out
there
if
you're,
not
muted.
If
you
can,
please
meet
yourself
because
I'm
hearing
some
background
advice,
cool
okay.
So
before
we
get
into
the
questions
Claire,
do
you
mind
introducing
yourself,
for
everyone
sure.
B
B
Sure
so
I
think
like
when
I
think
about
being
human
I,
think
about
being
whole
and
I
think
somewhere
along
the
way.
Our
modern
workplaces
have
sort
of
equated
performance
with
perfection,
and
you
know
it
doesn't
really
bring
in
The
Good,
the
Bad
and
the
Ugly.
You
know
that
we
all
you
know
we're
all
born
vulnerable,
we're
all
vulnerable.
We
all
have
talents
and
we
all
have
flaws,
so
I
think
being
human
is
about
in
some
way
bringing
that
wholeness
into
into
you
know
the
workplace
and
I.
Think
you
know.
B
If
we
can
kind
of
collectively
embrace
our
imperfection,
then
you
start
to
have
much
more
real
conversations.
There's
a
less
concern
about
being
right
or
being
you
know,
good
at
your
job
or
showing
you
know
the
world
how
competent
you
are
I'm,
much
more
focused
on
maybe
listening
to
understand
other
people
throwing
out
a
crazy
idea,
because
you
know
who
cares?
You
know
we're
all
just
human,
so
I
think
that
you
know
there's
just
huge
potential
in
in
embracing
the
vulnerabilities
that
we
have
to
really
get
productive
debate.
B
B
If
we
can,
if
we
can
bring
that
Homeless
to
and
I
know,
it
can
be
a
cliche
to
bring
your
whole
self
to
work,
but
really
to
look
at
that
and
I
think
when,
when
you
think
about
emotional
intelligence,
which
is
how
how
we
show
up
and
also
how
we
respond
to
other
people,
I
think
we
can,
we
can
be
more
human
if
we
demonstrate
our
vulnerability.
You
know
if
we're
open
about
not
knowing
like
uncertainty,
you
know,
I
don't
know,
can.
B
Can
somebody
help
me
with
this
or
if
we're
you
know,
if
we're
having
a
bad
day
and
we're
not
trying
to
pretend
that
we're
not
you
know
that
alleviates
so
much
tension
and
makes
your
day
more
productive.
If
you
can
be
frank
about
that
and
and
I
think
you
know,
empathy
is
really
important
when
it
comes
to
emotional
intelligence,
but
I
think
acceptance
even
more
powerful
because
there's
sort
of
a
texture
of
unconditional.
You
know
unconditionality
about
it.
B
Piece
and
I
mean
you
all
are
leading
the
way
on
this
stuff,
but
like
I
I,
do
think
you
need
very
deliberate
and
intentional
permission
to
be
to
think
I
Glide
on
paper
and
I
think
our
education
systems
all
over
the
world
have
conditioned
us
to
want
to
put
out
our
perfect.
You
know
a
graded
assignments,
so
I
think
I.
Think
I
mean
I
I
feel
like
I'm
preaching
to
the
conversion
on
on
this
topic.
B
With
with
you
all,
but
you
know,
I
just
think
it
takes
a
huge
mindset,
shift
to
be
able
to
embrace
that.
You
know
drafty
kind
of
written
format,
I,
think
disclosure,
personal
disclosure
is
really
important
because
you
don't
have
as
many
opportunities
maybe
to
share
about
yourself
and
I
I.
We
talked
about
this
I
mean
there's
personal
user
guides.
There's
sort
of
read
me
type
documents,
I
think
they
are
really
a
great
way
of
you
know.
You're
saying
this
is
me.
B
This
is
who
I
am
I
have
needs
I'm
expressing
my
needs.
I
have
preferences
and
that's
a
really
good
first
step
and
then
I'm
a
huge
fan
of
teamworking
agreements
as
well,
so
I
think
they're
a
great
way
of
kind
of
having
conversations
as
a
team
about
how
are
we
going
to
support
each
other
I'm?
Sorry?
Is
there
a
question
or
no.
B
Think
sure
so,
yeah,
sorry
and
then
one
one
last
point
I
wanted
to
make
on
this.
I
have
to
say
this
is
that
we
I
do
think
we
need
to
question
the
assumption
that
workplaces
need
to
be
this
source
of
human
connection,
I.
Think
in
remote,
first
companies,
you've
huge
opportunities
to
kind
of
say
you
could
you
know
a
huge
benefit
here?
Is
you
can
find
human
Connection
in
your
life
outside
of
work
and
for
me,
I
started
sea
swimming
with
a
bunch
of
school
mothers?
B
You
know
it
was
when
I
worked
remote,
I'm
I'm,
it's
just
gorgeous
I,
just
love
it
and
it's
there
in
my
life
and
if
I
was
working
nine
to
five
in
the
office
environment.
I
just
wouldn't
get
to
do
that
so
and
I'm
combining
human
connection,
community
and
wellness
all
in
one,
and
it
only
takes
me
like
I'm
back
at
my
desk
an
hour
later.
You
know
it
doesn't
take
me
very
long.
B
A
That
was
great
I'm,
so
glad
you
brought
that
up
clear
because
I
remember
when
we
were
chatting
and
getting
to
know
each
other
before
this
session.
I
thought
that
that
point
was
so
important
and
that
you
know
there's
there's
strategies
and
attitudes
that
we
can
bring
to
work
to
build
empathy
and
ex
be
accepting
and
put
a
focus
on
emotional
intelligence,
and
it
doesn't
have
to
be
like
that
Focus.
For
you.
A
I
just
think
it's
like
beautiful
the
kind
of
value,
then
that
we
all
bring
to
work
because
we
all
have
such
different
human
connections,
whereas
if
we
were
co-lo
located
in
an
office
and
were
both
part
of
the
same
work
community
and
likely
part
of
the
same
like
outside,
of
work
Community.
Since
we
maybe
all
lived,
you
know,
within
an
hour
of
each
other,
I
think
just
the
opportunity
to
have
such
like
diversity
and
thought
and
experience
in
this
kind
of
format.
Just
like
really
opens
up
so
much
potential
yeah
yeah.
B
A
C
B
Bit
but
so
yeah
this
framework,
the
emotional
regulatory
system
and
feel
free
to
Google
it
because
there's
a
lovely
visual
if
you
Google
it
is
the
framework
that
was
developed
by
psychology,
Professor
Paul
Gilbert,
who
specializes
in
self-compassion,
so
there's
kind
of
three
main
systems
that
regulate
our
emotions,
and
this
is
a
little
Neuroscience.
Some
chemicals
were
actually
a
bag
of
chemicals
as
humans.
So
there's
the
the
drive
system,
the
threat
system
and
the
soothe
system
so
drive
we'll
all
be
familiar
with
this.
B
This
is
you
know
when
we,
this
is
what
drives
us
to
meet
our
needs
and
wants,
and
it's
it's
when
we
accomplish
something.
You
know
we
get
a
hit
of
dopamine.
So
we've
finished
something:
we've
submitted
the
report.
Yes,
we
were
I,
don't
know
we
get
a
promotion,
we're
drowning
and
and
dopamine
we
get
likes
on
our
social
media.
We
eat
something.
We
really
like
it,
it's
all
dopamine
dough.
Can
we
dopamine
and
it's
really
important.
It
gets
us,
you
know.
B
Well,
you
know
what
we
want
and
what
we
need,
but
we
can
get
pushed
into
being
an
Overdrive.
So
then,
the
threat
system
is
really
important.
This
goes
back
to
our
our
days
in
the
caves.
It
is
what
protects
us
from
harm
and
keeps
us
safe
and
we're
constantly
scanning
for
threats,
whether
real
or
perceived
and
the
the
the
kind
of
chemicals
here
are
adrenaline
and
cortisol,
and
it's
our
flight
or
fresh
response.
It's
you
know
in
in
a
workplace.
Setting
it
might
be
like
is
my
job
under
threat.
B
B
So
soothe
is
our
you
know
it's
about
comfort
and
love
and
ease
and
oxytocin
is,
is
the
chemical
here
which
anyone
who
has,
as
a
parent
may
be
aware,
that's
the
actually,
the
chemical
that
helps
us
give
birth.
It's
it's
it's!
You
know,
ways
that
we
can
support.
Each
other
show
care
to
each
other,
all
of
those
things,
soothe
us
and
so
essentially,
I
suppose,
when
you
think
about
your
emotional
regulation,
this
is
a
really
good.
You
know
way
of
kind
of
scanning
where
you're
at
are
you
in
overdrive?
B
B
So
there's
there's
sort
of
the
self
perspective
on
this,
but
then
there's
also
the
other
perspective.
So
looking
around
your
team
or
your
colleagues
like
what
you
know,
if
there's
somebody
who's
an
overdrive
and
are
you
pushing
them
into
overdrive
by
being
an
overdrive
yourself,
you
know:
are
you
role
modeling,
that
or
is
there
somebody
who's
clearly
feeling
threatened?
And
you
know
how
might
you
show
some
understanding
or
apathy
to
them
to
try
to
soothe
them
so
drive
and
threat
activators
and
soothe,
deactivates
us
and
then
yeah?
B
A
And
it
looks
like
someone
Linked
In
the
image
in
there
too.
So
if
you
all
want
to
take
a
look
at
that
and
thanks
to
whoever
added
the
dog,
okay,
so
I
have
one
question
for
you:
Claire
and
then
we'll
move
on
to
team
member
questions.
So
we're
team
members
on
the
call,
if
you
have
questions,
feel
free
to
add
them
to
the
agenda,
we'll
go
through
those
next.
A
So
this
question
three:
it
actually
really
connects
with
what
you
were
saying
before
when
we
were
chatting
about
like
low
level
of
shame
in
the
workplace,
and
you
know
feeling
okay
to
bring
up
crazy
ideas
and
submit
things
that
aren't
complete.
So
one
of
our
sub
values
at
gitlab
is
that
everything
is
in
draft
and
I'm
wondering.
Can
you
speak
a
bit
about
the
importance
of
taking
a
similar
approach
to
our
emotional
intelligence
and
the
emotional
intelligence
of
others?.
B
Yeah
I
mean
so
we
had
a
real
fun
brainstorming
about
this
one
for
the
session
and
I.
Think
like
I,
just
think.
It's
amazing
that
gitlab
has
actually
enshrined
some
into
its
processes
like
ways
of
being
very
human
and
I.
Think
it's
essential
actually
for
Effective
remote
working,
but
you
know
you're
so
far
ahead.
You
know
and
oftentimes
you're
working
only
with
behavior.
You
know
it's
all
like
on
the
employee.
B
B
B
I
know
for
me:
you
know
when
I'm
in
Massey
first
draft,
you
know
I
like
I,
don't
feel
like
I
need
to
kind
of
go
with
the
flow
like
with
the
with
the
group.
Think
you
know
we
I,
don't
we're
very
quick
to
get
to
consensus
and
get
you
agreeing
and
you
don't
want
to
upset
the
apple
card,
sometimes
but
I
feel
like
I
I
feel
like
I'd,
be
okay
with
kind
of
sharing
a
different
Viewpoint
in
Massey.
First
draft
I
think
I
could
ask
questions.
B
You
know,
I
could
ask
the
stupid
questions
or
I
could
ask
a
question.
Sometimes
you
don't
ask
a
question
because
you
don't
know
if
it's
your
job
to
ask
the
question,
because
you
might
you
know
maybe
be
ruffling
furthers
so
I
think
I'd
feel
okay,
asking
questions
and
I
think
I'd
be
okay
to
not
always
be
on
my
a
game,
without
maybe
shame
and
without
having
the
inner
critic
kind
of
beating
me
up
and
poking
at
me.
B
I
don't
know
if
anyone
else
wants
to
throw
anything
into
chat,
but
yeah
I
just
think
it's
it's
an
interesting
idea.
Like
of
you
know.
How
can
we
be
in
in
a
draft
format
as
humans
that
work
and
how
do
we
move
away
from
this
performance
equals
Perfection
Paradigm
so
that
we
got
to
kind
of
real
innovation.
B
I
do
think
it's
also
I
also
think
it's
important
not
to
put
the
burden
entirely
onto
onto
people's
behaviors.
So
I
we
talked
about
your
your
everything
is
draft.
You
know,
there's
also
how
you,
how
your
performance
management
system
works
and
how
your
I
don't
know
the
different
ways,
but
you
know
behaviors
can
be
rewarded
or
incentivized.
You
know
sometimes,
like
you
know,
you
might
have
a
manager
who
subscribes
to
sort
of
the
drafty,
the
draft
Human,
Experience
and
but
secretly
they're.
Like
you
know
this,
isn't
this
isn't
the
a
grade
that
I?
B
D
Yeah
I
was
just
thinking
that
I
love
the
idea
of
being
able
to
let
go
of
perfectionism
when
you
accept
that
your
first
draft
you're
not
attempting
to
be
done,
and
so
you
don't
have
that
feeling
constantly
of
not
meeting
your
expectations
of
what
you
should
be
putting
out
there
right
like
losing
that
constant
feeling
of
am
I
meeting
the
expectations
you
don't
have
to
have
that
if,
if
you're
you've
accepted
this
is
the
first
draft,
we
have
iterations
to
go,
no
worries,
so
it
kind
of
release
it
reduces
that
emotional
load.
I.
E
Amanda,
thank
you
for
bringing
that
up.
I
was
actually
what
I
liked
about
how
this
session
started
is
when
we
think
about
emotional
intelligence,
we
always
think
of
the
way
we
act
with
others
and
not
the
way
that
we
are
with
ourselves
too,
or
some
people
tend
to
do
that
and
I
think
that
personally
I
I
struggle
more
in
my
emotional
intelligence
towards
me
being
empathetic
with
me.
So
yeah
I,
guess
that
yeah
asking
for
that
Perfection
and
understanding
that
we're
gonna
keep
failing
and
and
that's
okay.
B
That's
a
really
great
Point
Eugenia,
because
actually
sometimes
when
we
role
model
like
what
we
do
for
ourselves,
like
so
I,
have
this
really
high
bar
for
myself.
I
know:
I'm
I
I
know
I'm
pretty
I'm
tough
task
master
for
myself,
but
there's
a
ripple
effect
right.
We
all
accept
the
people
around
us.
So
if
we're
going
like
oh
I,
have
to
you
know,
I
have
to
work
late
or
I
have
to
you
know,
and
other
people
observe
that
or
hear
you
say
that
then
you
know
it,
it
can
snowball.
B
So
actually
being
you
know,
you
know
behaving
the
way
you
would
want
others
to
behave
like
there
was
a
really
interesting
conversation
we
had
when
I
was
at
Twitter,
where
it's
like.
You
know,
if
you
receive
an
email
and
I
mean
who
who
does
email
anymore,
but
you
know
bear
with
me
if
you
do
email,
you
know
how.
How
quickly
do
you
expect
a
response
and
people
are
like?
Oh
I
mean
the
next
day
is
okay.
You
know
most
people
say
that.
B
But
then,
if
you
receive
an
email,
how
quickly
do
you
want
to
respond?
I'm,
just
like?
Oh
within
the
next
hour,
you
know
so
it's
it's,
but
you
wouldn't
hold
other
people
to
that
standard
and
if
you're
the
person
who
starts
the
response
chain,
you
know
maybe
out
of
outer
virus,
then
other
people
feel
more
pressure
to
respond.
So
it's
a
really
great
Point
Eugenia.
Not
only
does
it
help
your
kind
of
sense
of
well-being,
but
actually
you're
really
helping
other
people
by
by
being
the
role
model
for
the
kinds
of
behaviors.
So.
A
F
B
B
E
E
It's
definitely
tough.
When
you're
working
on
a
team
that
everyone
is
spread
out,
you
cannot,
you
know,
get
off
work
and
say:
hey,
let's
meet
up
for
a
beer,
everyone
is
in
different
states.
So
thank
you
for
this
session
and
my
question
was:
how
can
emotional
intelligence
help
you
separate
your
personal
concerns
with
your
work
concerns
and
vice
versa.
E
I
think
that
sometimes
you
can
bring
a
lot
of
what's
happening
at
home
or
or
troubles
that
you
have,
and
and
also
sometimes
you're,
just
frustrated
with
work,
and
you
bring
it
to
your
loving
one.
So
I
don't
know
if
they're
specific
ways
that
you
have
experienced
and
how
to
grow
without
emotional
intelligence.
B
Yeah,
so
I
I
think
it's
really
hard
to
separate
personal
and
work
life
and
I.
In
fact,
you
know
when
you
talk
about
work-life
balance.
It
feels
like
it's
either
or
you
know
it's
like
kind
of
it's
going
to
be.
The
scale
is
going
to
go
work
or
it's
going
to
go,
live
and
I.
Think
I
think
it's
nearly
impossible
to
separate
them,
so
I
think
the
way
to
to
do
it
is
look
at
like
how
can
I
how
can
I
build
ease
into
both?
B
You
know
how
can
I
bring
bring
ease
into
both
sometimes
work
life
stuff
is
going
to
get
in
the
way
of
work,
stuff
and
I.
Think
it.
You
know,
I
I
do
think
team
working
Agreements
are
great
for
this
kind
of
like
when
that
happens,
or
how
do
we
you
know?
How
do
we
agree
that
we're
not
going
to
kind
of
encroach
you
know
into
the
home
life
hours
but
or
the
personal
time?
You
know
I
think
there's
very
tactical
ways
that
you
can
look
about
protecting
that
space
and
I.
B
Think
that's
really
important
to
do
but
kind
of
emotionally
I
think
it's
quite
hard
to
if
you're
having
a
shitty
time,
you
know
at
home,
it's
gonna,
it's
just
it's
gonna
and
I.
Think
almost
accepting
that
and
being
compassionate
with
yourself
and
saying
it's
there
and
that's.
Okay
might
be
a
better
way
to
play
it
than
to
try
to
leave
it
at
the
door
and
put
on
your
workout
and
vice
versa.
B
I
mean
I,
don't
know
if
that
really
answers,
but
it's
my
it's.
My
initial
reaction
to
that
and
to
your
second
part
like
to
in
terms
of
growing
your
emotional
intelligence,
I,
think
like
all
of
those
self-awareness
tools
but
Darren
mentioned
I.
Think
reflection
is
the
most
simple
way.
Apart
from
you
know,
there's
there's
great
stuff:
you
can
do
there's
loads,
you
can
read,
but
actually
reflecting
and
just
having
a
couple
of
questions
that
you
ask
yourself
every
day
or
journaling.
You
know
how
did
I
feel
in
that
moment.
B
E
No,
that
definitely
makes
sense
and
I
did
highlight
in
the
in
the
document
that
they're
typing,
as
acceptance
is
more
important
than
empathy.
It's
like
we
got
accept.
This
is
what
we're
going
through.
We
cannot
change
it.
So
I
I
really
like
that.
I
also
asked
another
question.
So
I'm
gonna
ask
it
right
away
it's
a
short
one.
E
A
Yeah,
thanks
for
the
question,
so
I
tried
to
host
one
of
these
speaker
series
once
a
month
and
so
keep
an
eye
out
for
that
and
I
had
said
at
the
beginning
of
the
call.
We
have
two
more
speakers
coming
specifically
about
emotional
intelligence.
This
quarter
so
the
best
place
to
follow
along
for
announcements
on
those
is
the
what's
happening:
Channel
or
the
Learning
and
Development
channel
in
Slack,
and
then
in
terms
of
courses
and
things.
A
We
have
a
new
Learning
System
called
level
up,
which
you
can
access
via
OCTA
and
there
you
can
find
a
lot
of
self-paced
courses.
I'd
also
suggest
checking
out
LinkedIn
learning,
because
LinkedIn
learning
has
some
really
cool
courses
about
emotional
intelligence
and
just
like
all
the
different
like
facets
of
it.
How
it
plays
into
leadership
I
can
do
some
work
after
this
call
and
kind
of
collect
some
courses.
I'll
add
them
to
the
agenda.
So
thanks
for
that
question,
foreign.
G
B
You
yeah
and
I
mean
I
I,
think,
there's
I
I
think
that's
probably
a
bigger
conversation
that
you
want
to
have
with
your
ta
team,
but
I
I
do
think
that
there's
ways
that
you
can
build
it
into
your
interview,
format
or
you
know
you
know,
if
we
kind
of
go
well,
there's
vulnerability
and
there's
acceptance.
You
can
ask
questions
like
tell
me
by
the
time
where
you,
you
really
needed,
help
at
work,
and
what
did
you
do
or
you
know
these
questions
you
can
frame
that
demonstrate?
B
You
know
how
people
respond
to
other
people.
We
used
to
I
used
to
have
it
on
my
team.
I
used
to
have
a
a
junior
member
of
the
team.
Do
a
coffee
chat
when
hiring
to
see
how
they
would
respond
to
a
very
Junior
member
of
the
team
and
and
when
they
feel
like
they're.
You
know
the
the
thresh
system
isn't
activated.
You
know,
they're
very
relaxed,
because
it's
just
a
coffee
chat
and
a
couple
of
choice.
Questions
from
that
person.
F
C
So
gitlab
and
I
think
most
I.T
jobs
in
general
attract
the
new
reverse
crowds
or
the
neuro
atypical.
If
you
want
to
use
that
phrase
and
so
people
like
me,
we
have
like
a
little
different
approach
to
emotions.
They
are
not
that
accessible
to
us
and
I
wonder
if
you
have
any
advice
for
the
neurodiverse
people.
B
Picking
up
I
know
on
the
neurodiversity
side
we
in
in
previous
Trails.
We
try
to
just
incorporate
that
into
some
of
our
working
practices.
So
things
like
you
know,
we
always
have
the
silent
meeting
practice
where
everybody
would
like.
You
know,
read
a
document
collaboratively
I,
don't
know
if
you
do
anything
like
that
and
add
comments
and
she's
like
well.
Some
people
need
to
process
that
information
differently
and
don't
want
to.
You
know,
act
in
that
moment.
B
B
H
Yeah,
thank
you
so
much
hi
Claire,
thank
you
for
the
session.
I
just
took
the
color
test
on
the
handbook
page
and
it
turned
out
as
a
white
and
a
core
value
of
a
white.
Just
we
need
alone
time,
which
is
what
I
tell
my
girlfriends
every
time.
I
just
need
a
minute,
and
if
that's
a
coordinate
of
me-
and
you
know
now,
it
makes
it
more
easier
to
communicate
that.
So.
Thank
you,
I
learned
something
today.
H
A
Well,
I
have
to
say
when
you
said
you
took
the
color
code.
I
am
not
familiar
with
that
one
on
the
handbook,
so
I'm
gonna
have
to
go
and
check
that
out.
Penis
that
sounds
really
cool,
but
I
do
think
that
I
have
to
try
to
find
it.
I
do
think
we
have
a
handbook
page
of
like
kind
of
like
team
building
sessions,
that
you
know,
ideas
for
like
team
building
sessions.
A
That's
going
to
be
like
a
pretty
large
group
of
people
working
together
who
maybe
have
never
met
in
person
before
and
so
maybe
having
some
sort
of
like
discussion
cards
out
on
the
tables
that
you're
working
at
to
to
just
like
prompt
discussion
between
each
other
on.
You
know
you
could
write
them
or
you
could
like
order.
B
And
I
I'll
just
jump
in
and
say
you
could
also
like
take
some
of
the
stuff
that
I've
talked
about
today
like
just
to
have
Team
discussions
around
like
you
know,
you
know
how
how
do
when
we're
vulnerable?
How
does
that
show
up
you
know,
or
what
do
we
need
from
each
other
to
have
a
great
team
environment?
B
You
know
just
getting
people
talking
about
their
needs
and
their
preferences
and
disclosing
more
of
themselves
bills,
understanding.
It
builds
trust
and
yeah
I
mean
I
I
I
do
teamworking
agreements,
often
in
an
offside
format
where
you're
talking
about
what's
our
team's
purpose,
roles
and
responsibilities
and
then
Norms
around
all
our
working
practices,
but
that's
probably
too
heavy
for
I
think
what
you
have
planned,
but.
A
Yeah,
but
even
that
clear
I
was
just
thinking
kind
of
maybe
like
an
activity
that
you
all
could
do
that.
Would
that
might
work
for
a
group
of
30,
because
it's
like
a
little
bit
more
solo
work,
but
you
would
all
be
doing.
The
same
thing
is
like
to
set
aside
20
30
minutes
for
you
all
to
create
a
readme
on
your
gitlab
profile.
H
A
I
I
It's
very
obvious
to
me
what
the
temperature
in
the
room
is,
but
in
a
large
Zoom
meeting
you're
not
able
to
see
everyone's
video
half
of
them
have
video
off
and
I'm
just
trying
to
get
better
at
this,
because
sometimes
I've
come
to
realize
that
I'm
not
being
perceived
in
the
way
that,
like
I've,
been
trying
to
project
so
like.
How
would
you
advise
reading
the
room
in
an
emotionally
intelligent
way
when
you're
in,
like
a
big
Zoom
meeting,.
G
I
I
engage
them
whenever
I
I
do
customer
calls
all
the
times
where
you
have
like
multiple
folks,
and
if
someone
has
a
video
of
I
mean
I'm,
not
gonna,
force
them
to
turn
it
on,
but
just
to
understand
where
we're
at
in
the
call
or
the
meeting
I
I
engage
them
just
to
get
like
something
back
and
see.
If
I
can
understand
like
if
I
can
read
the
room,
even
if
that's
possible.
F
One
other
tip
I'll,
give
you
Christopher,
forgive
me
for
forgetting
where
to
credit
this
to,
but
this
concept
of
connection
before
content
I
heard
in
a
session
a
few
months
ago,
and
it
has
really
stuck
with
me
and
that
that's
something
that
I
just
try
to
remember.
If
I'm,
if
I
find
myself
diving
into
the
content
of
the
meeting
before
I've
sensed,
any
connection
I'll
think
wait
connection
before
content
and
depending
on
the
call
you
could
engage
Connection
in
different
ways.
F
I
F
One
of
the
ways
I've
done
it
we're
fortunate
at
get
lab
that
every
meeting
starts
with
an
agenda.
So
you
have
this
shared
single
source
of
truth
that
you
can
assume
everyone
is
looking
at,
is
I'll,
add
the
the
first
bit
and
it's
just
a
note
on
here's-
something
interesting
that
I
learned
either
today
or
this
week,
and
so
to
start
it
off.
I'll,
say:
hey
I
dropped
that
in
there
you
don't
have
to
look
at
it
now,
but
maybe
look
at
it
later.
F
G
F
B
And
I
I
would
be
a
big
proponent
of
the
check-in
question
now.
40
people
is
a
challenge
to
do
a
check-in
question,
but
in
a
smaller
meeting,
just
kind
of
some
quite
privilege
you
know
doesn't
have
to
be
that
serious.
It
can
be
quite
frivolous
or
fun.
Just
to
warm
everybody
up,
you
can
use
the
chalkboard
I
guess
in
a
larger
group
setting.
A
Yeah,
a
few
other
great
suggestions
that
came
through
the
chat
too,
like
asking
what
people
are
looking
to
get
out
of
the
call
and
their
expectations
and
then
yeah,
using
the
chat
or
using
the
agenda
for
people
to
share.
That
is
a
really
great
tool,
especially
for
big
meetings.
Thanks
for
that
question,
Christopher.
A
Cool
well.
Thank
you
all.
This
has
been
such
a
great
session
and
I'm,
so
appreciative
of
Claire
for
being
here
to
come
and
speak
to
the
gitlab
team
and
also
for
everyone
on
this
call
for
asking
really
great
questions
and
contributing
to
the
discussion,
because
I
think
we
all
like
learned
so
much
more
when
people
are
interviewing.
So
thanks
for
being
here,
Claire
I
hope
you
enjoyed
your
time
with
the
GitHub
team
and
yeah
really
appreciate.