►
Description
The L&D team launched the Learner Speaker Series and the first topic was on Building Trust with Remote Teams with Dr. Jeb Hurley.
A
A
Awesome
well,
thank
you.
Everyone
for
joining
our
first
ever
learning
speaker
series,
and
this
is
really
an
off
an
opportunity
for
us,
the
lnd
team
and
the
rest
of
get
lab
to
feature.
You
know
external
and
internal
speakers
on
topics
that
are
really
important
to
us
as
an
organization,
and
I'm
really
excited
today
to
to
launch
this
new
initiative
today,
we're
going
to
be
joined
by
dr
jeb
hurley
on
the
topic
of
building
trust
with
remote
teams.
A
Now
trust
is,
you
know
the
foundation
of
kind
of
everything
we
do
here
at
gitlab,
and
you
know
for
those
of
us
that
it
might
be
the
first
time
we've
operated
in
a
remote
environment.
Building
trust
is,
can
be.
You
know
a
little
bit
more
difficult,
so
you
know
today
what
we're
going
to
do.
I'm
going
to
do
about
a
25
minute
sort
of
fireside
chat
with
jeb
and
ask
him
a
few
targeted
questions
and
then
I'm
going
to
open
it
up
to
the
rest
of
the
audience
to
ask
whatever
questions
you
may
have.
A
You
can
put
those
in
the
google
doc
so,
like
I
said
earlier,
I
wanted
to
introduce
dr
jeb
hurley.
Dr
hurley
is
the
ceo
and
co-founder
of
a
company
called
x
metrics,
which
is
a
platform
that
uses
behavioral
science
to
build
trust
across
remote
remote
teams
to
reduce
friction,
lower
stress
and
really
improve
performance.
A
B
Well
great,
thank
you
josh
a
good
morning
to
or
afternoon
or
evening,
depending
on
where
you
are
in
the
gitlab
world.
I
guess
I
guess
first
order
vision,
josh
we'll
switch
from
the
doctor's
stuff
to
jeb.
As
as
we
go
on.
That's
you
know,
that's.
That
is
something
I
suppose
that
you
know
when
you
get
done
with
an
an
insane
exercise
like
a
doctorate
on
one
side,
you
earned
it
on
the
other.
B
It's
it's
now
in
the
past,
which
the
only
thing
I
I
think
I
would
add
that
I
think
is
sometimes
relevant
to
bios
because
they
tend
to
be
you
know,
kind
of
backwards.
Looking
here's
all
the
things
that
I've
done,
what
they
never
tell.
You
is
sort
of
the
why
you
know
why.
Why
do
you
do
or
why
have
you
done
what
you've
done?
Why
have
you?
Why
are
you
doing
what
you're
doing
and
in
my
case
it's
sort
of
two
dimensions
to
it?
B
One
is,
and
interestingly
this
is
you
know
over
my
I'm
primarily
have
an
operating
background,
not
an
academic
background.
So
for
me
it
was
relevancy.
Now,
how
do
you
take
and
not
get
caught
up
in
the?
I
was
vp
of
this
and
ceo
of
that,
but
take
those
decades
of
experience
and
actually
do
something
with
them
that
matters
looking
forward
and
then
that's
the
second
part
feeds
into
that
which,
for
me,
was
really.
B
How
do
you
make
a
difference
and-
and
I
think
because
of
that
operating
experience,
both
good
and
a
lot
of
good,
some,
not
so
good
and
an
interest
in
leadership
and
the
human
dynamics
it
really
became
about.
How
do
you
improve
people's
lives
at
work
by
helping
in
sort
of
two
ways,
one
team
leaders,
and
especially
first
first
level,
leaders
to
be
their
best
and
do
their
best
and
through
that
I'm
helping
make
everyone's
life
work
and
as
it
extends
beyond
better.
B
So
that's
a
been
a
big
part
of
my
motivation
and
driver
for
why
I
do
what
I
do
and
as
josh
said,
you
know
my
my
work
in
organizational
leadership
was
actually
specifically
in
behavioral
science,
so
I
focused
my
research
focus
was
on
the
intersection
of
human
motivation,
team
effectiveness
and
employee
engagement.
So
how
do
those
three
dynamics
come
together
in
a
way
that
can
ultimately
impact
the
way
we
all
experience
work
and
have
that
hopefully,
ideally
also
improve
other
other
dimensions
of
our
our
lives
beyond
it.
So
awesome.
A
Yeah
thanks
chad,
so
yeah,
that's
great
and
I
think
it's
super
relevant
to
to
get
lab.
You
know
we're
an
all
remote
company,
everyone
that
is
on
this
call
and
and
beyond.
You
know,
works
from
home
or
a
co-working
space,
probably
right,
not
right
now
during
during
covid,
but
you
know
I'm
curious,
you
know
how
would
you
define
you
know
what
is
trust
and
why
is
it
important
to
help
promote
teams,
build
trust
to
live
their
values
as
a
company.
B
And
what
builds
trust
is
when
the
you
have
positive
expectations
of
another
person
and
consistent
positive
experiences
with
them.
You'll
build
trust.
Conversely,
trust
is
diminished
or
destroyed
when
you
have
high
positive
expectations
of
someone
and
they
consistently
disappoint
so
where
you're
constantly
not
knowing
where
someone
is
coming
from.
So
if
we
take
that
and
that's
that
of
course,
actually
what's
important
about
that
is
the
delta
between
those
two
creates
something
called
trust
gaps.
B
So
you
know
it
again,
something
we've
all
I
think
experienced
on
both
the
highs
and
lows,
and
that
now
trust
as
it
connects
to
values,
is
it's
crucial
because
trust
is
actually
the
catalyst
that
enables
people
to
work
safely
to
be
fully
engaged,
and
it's
also
the
antidote
to
toxic
people
and
and
teams.
So
it
plays
this
very
fundamental
role
and
I'll
give
you
a
quick
example,
and-
and
this
could
be
a
good
lab
anywhere-
you
have
teammate
and
team
b
team.
B
B
Values
and
trust
connect
in
a
very
strong
way
and
for
particularly
in
an
environment
in
all
remote
environment
like
git
lab.
What's
really
important
to
recognize
is
that
trust
can
be
tricky
because
it's
fluid
it
takes
a
while.
It
can
take
a
long
time
to
to
really
build
trust
and
to
be
intentional
about
it
and
it
can
erode
or
be
diminished
very
very
quickly,
and
that
happens
because
reading
trust
reading
those
small,
the
subtle
actions
that
determine
it
over
video
calls
over
a
zoom
call
through
slack
messages
is.
B
Is
it's
easy
to
underestimate
how
challenging
that
is
so
and
just
one
other?
You
know
by
the
way,
if
you're,
if
you
have
a,
if
you
want
a
classic
leadership,
read
that
highlights
it's
interesting
this
early
on
and
it's
not
behavioral
science,
but
it
it
picks
up
on
it.
The
expectation
value
connection,
andy
grove's,
high
output
management,
so
this
is
this
goes
back
a
lot
of
years,
but
it's
it
really.
B
A
D
A
Output
management,
yet
it's
it's
a
really
easy
great
read:
yeah
awesome
thanks!
Chad
and
you
know
I'm
I'm
curious.
You
know
I
think
you
know
this
is
my
first
remote
job
100
remote.
So
I
thought
you
know
building
trust,
we're
not
seeing
people
in
the
office
as
much
and
yeah
it's
a
little
a
little
different.
So
what
do
you
see
is
the
build
the
biggest
obstacle
in
building
trust
in
a
remote
environment.
C
B
And
there's
there
could
be
a
lot
of
challenges
and
we've.
Of
course,
you
know
the
entire
world
to
some
extent,
has
seen
this
in
the
last
nine
months.
It's
interesting.
What
I've
seen
is
for
companies
that
have
had
limited
remote
experience,
work
experience.
You
tend
to
get
dynamics
like
micromanagement
where
particularly
managers
team
leaders.
You
know
that
they
really
have
checked
they've.
They
have
challenges
to
that
with
more
experienced
remote
leaders,
it's
different
because
you
get
a
lot
of
those
foundational
elements
and
the
biggest
obstacle
I've
seen
is
the
way
unconscious.
B
Biases
create
blind
spots
that
can
lead
to
trust
gaps.
So
there's
this
dynamic
that
in
this
course
it's
much
harder,
because
these
are
unconscious,
and
you
know
our
unconscious
brain
we're
wired
to
be
able
to
sort
through
data
very
quickly,
and
that's
that's
actually
really
that's
important
because
the
you
know
we
have
this
amazing
huge
amount
of
information
that
we
have
to
process.
We
often
have
to
act
very
quickly
so
that
that
biology,
it
has
developed
over
tens
of
thousands
of
years,
and
you
know
it's
the
fight
or
flight.
B
For
example,
you
know
if
somebody's
running
at
you,
our
ability
to
quickly
distinguish
between
this
could
be
an
attacker
versus
a
jogger
is
very
important
relative
to
how
we
react,
but
it
can
be
problematic
when
it
causes
us
to
automatically
discount
someone,
because
of
or
and
how
we
value
them,
because
of
maybe
the
way
they
present
themselves
their
point
of
view
and
that
can
be
amplified
when
remotely
working
remotely.
Because,
again,
when
you're
on
this
type
of
this
type
of
situation,
it's
pretty
easy
first
to
silently
create
trust
gaps.
B
So
give
you
an
example.
If,
let's
say
you've
got
six
videos,
six
seven
video
calls
in
a
day
you're
rushed
it's
really
easy
and
easy
to
not
recognize
when
you're
paying.
When
someone
is
paying
more
attention,
the
people
are
a
little
more
like
us
and
we're
more
comfortable
with,
and
that's
that's
called
an
affinity
bias
and
often.
B
Expert
or
or
a
team
leader
you
can,
that
gets
that
gets
compounded
by
something
called
a
superiority
bias,
which
is
basically
it
causes
selective
listening.
So
what
you
end
up
doing
is
listening
more
to
someone
you're
comfortable
with
and
as
a
lead
as
a
leader,
or
as
that
expert
you
mean
that
you
often
don't
even
recognize
it,
which
is
why
it's
called
an
unconscious
bias.
A
No,
that's,
that's,
that's
really
important,
you
know,
and
I
and
I
also
think
too,
you
know
since
gitlab
we
are,
you
know
worldwide.
We
operate
in
65
different
countries
across
the
globe,
different
languages,
different
time
zones.
You
know
I'm
curious,
you
know
how
do
you
build
trust
across
cultural,
geographic
and
ethnic
kind
of
norms
in
a
remote
setting.
B
Just
as
a
little
background,
my
my
doctoral
research
was
specifically
it
was
across.
It
was
with
go
to
mark
remote,
go
to
market
teams
across
asia,
pacific
and
japan,
so
I
was
actually
working
with
simultaneously
with
teams
from
india,
japan,
australia,
china,
parts
of
southeast
asia,
and
you
know,
I
think
that
the
first
you
know
thing
you
realize
is
that
cultural
differences
absolutely
matter
to
leader
effectiveness.
B
But
second,
and-
and
this
is
the
powerful
part-
is
that
people's
core
psychological
needs.
What
gets
us
up
out
of
bed
energized
and
motivated
every
day
sits
below
culture,
and
it
sits
below
roles,
because
it's
it's
very,
very
human,
and
it
revolves
around
those
fundamental
needs
at
work
revolve
around
three
things,
one!
B
For
yourself
and-
and
there
are,
there
are
individuals
who
are
sort
of
their
sociopathic
narcissists,
who
they
truly
are
doing
it
for
themselves,
but
the
vast
majority
of
us,
particularly
in
the
business
world,
we're
actually
here
because
we're
looking
for
something
that
matters
second,
is
we're
motivated
by
building
the
our
skills
or
our
competencies
that
enable
us
to
realize
that
purpose.
So,
if
we
actually
want
to,
we
have
believe
strongly
in
something
we
want
to
get
good.
B
We
want
to
get
good
at
doing
it,
and
the
third
dimension
is
feeling
that
we
have
the
level
of
freedom
or
autonomy
to
be
able
to
graph
to
go
after
and
do
that
that
purpose,
and
so
the
the
the
level
of
autonomy
that
balances
those
three
and
that's.
Incredibly,
that's
incredibly
important,
because
that's
a
mode,
that's
a
motivational
dynamic
that
it
simultaneously
drives
energy,
but
it
also
builds
trust,
and
you
know-
and
of
course,
the
culture
we
come
from.
You
know
it.
It's
in
our
development
experiences
influence
how
we
express
those
core
needs.
B
So
if
you're
working
with
a
team
in
japan,
for
instance,
the
way
in
which
those
three
needs
get
expressed,
that's
where
the
nuance
comes
in
from
a
leadership
standpoint
and
you
know
versus
again
say
in
india
or
u.s
somewhere
in
western
europe,
and
what
good
leaders
do
is
they
help?
They
understand
that
a
big
part
of
their
role
is
to
help
people
understand
and
meet
those
needs,
because
that's
that
catalyst
for
both
motivation
and
the
key
to
building
trust.
B
D
B
Yeah,
so
that's
why
I
developed
the
motivational
triangle,
taking
sort
of
decades
of
of
research
into
human
motivation
at
work
and
boil
it
into
a
very
simple
construct
that
any
manager
can
use
in
one-on-one
conversations
and
actually
such
as
any
manager.
Anyone
can
use
to
both
reflect
themselves
and
to
have
a
conversation
with
someone
else,
their
manager
or
or
team
members
around.
Where
are,
are
you
finding
purpose?
A
B
Yeah,
it's
it's
amazing.
It's
not
yeah!
It's
there's,
no
magic
wands
out
there
or
you
know,
sort
of
the
seven
magical
motivational
moments.
But
if
you,
if
you
drop
down
into
the
core
of
why
we
do
what
we
do
and
then
build
on
top
of
it,
the
motivational
techniques
that
are
most
often
seen
so
it's
it's
recognition
and-
and
you
know
making
sure
that
you
know
people
get
visibility
in
the
way
and
those
things
roll
the
way
they
want.
Those
are
all
important
but
you're.
B
If
you
don't
come
down
to
what's
what's
closer
to
the
heart,
you
won't
tap
into
those
more
intrinsic
things
that
really
get
people.
You
know
energized
having
a
fulfilling
day
at
work
and
clicking
off
of
zoom
at
night,
saying
wow.
You
know
they
turn
around
to
their
significant
other.
You
know,
spouse
or
friend
and
say
wow.
This
is
really
a
great
day
and
that's
the
key
to
it.
A
No
that's
great
awesome.
Well,
I
see
some
questions
showing
up
in
the
team
member
q
a
so
I
just
want
to
be
conscientious
of
time.
So
I
think
we've
got
two
more
questions
for
you
from
me
and
then
we'll
hand
it
over
to
the
team
members.
So
you
know,
I
think,
you've
kind
of
already
answered
this
this
question,
but
you
know
what
what
can
team
members
do
to
really
promote
psychological
safety
in
a
virtual
setting.
B
Yeah,
I
know
I
can
be
quick
with
this
one,
because
it's
it's
interesting,
it's
kind
of
got
two
pieces
one.
You
want
to
make
sure
that
you
actually
understand
what
psychological
safety
is,
and
if
you,
if
you
look
at
the
get
lab
credit
values
in
the
dni
and
belonging,
it
actually
does
a
good
job
of
describing
the
the
core
of
it
around.
You
know
it's
psychological
safety
is
being
able
to
defend,
simply
be
yourself
without
fear,
a
fear
of
negative
consequences.
B
But
the
second
thing
this
is
actually
the
subtlety
with
in-
and
this
is
true
of
a
lot
of
core
values-
is
that
they
to
recognize
that
the
emphasis
and
intensity
of
what
psychological
safety
is
will
will
vary.
So,
for
instance,
you
know
if
and
I'll
use
a
couple
of
quick
examples.
If
you
know
a
navy
seal
team,
what
they
consider
to
be
psychologically
safe
is
probably
going
to
be
different
than
what
a
git
lab.
You
know
the
marketing
or
or
customer
success
team
feels
because
they
operate
in
a
very
different
context.
B
Context-
and
you
also
need
to
be
think
about
always
think
about
it's,
not
just
one
value.
So,
yes,
you
want
psychological
safety
absolutely,
but
that
can
conflict.
If
you
have
a
value
and
I've
seen
this
happen
and
it
tends
to
go
sideways
quickly,
a
company,
a
company
will
say
one
of
our
values
is
it
is
you
know
absolute
candor
this
this
this
notion
of
this
level
of
radical
transparency?
B
Well,
the
problem
is
that
on
one
hand,
you
want
to
make
it
a
psychologically
safe
environment.
On
the
other
hand,
radical
transparency
or
candor
means
that,
if
you've
got
50
of
your
people,
who
are
more
introverted,
who
aren't
comfortable
having
every
aspect
of
their
lives
exposed
at
work,
you've
just
now
created
a
significant
conflict
in
terms
of
your
core
values
and
so
being
very
conscious
that
values
aren't
something
you
stick
on
the
wall,
that
what's
fundamental
for
every
team
in
every
organization.
B
Is
that
how
you'll,
operationalize
those
values?
And
what
I
mean
by
that
is
that
values
are
at
their
best
when
they're
used
to
help,
assess
and
guide
people
their
everyday
behavior
in
an
organization.
So
you
make
them
come
alive
as
opposed
to
here's
the
poster
and
here's
what
we
do
because
that'll
get
you
in
trouble
really
fast
and
people
know
it
immediately.
B
You
know,
if
you
I
mean
tr,
you
can
try
it.
You
know
the
the
radical
transparency
one's
a
powerful
one,
because
you
you
quickly
get
into
this
conflict
where
people
get
really
uncomfortable
and
don't
feel
safe
because
you're
saying
well,
no,
you
know
you've
got
to
be
radical
with
us.
No,
and
I'm
going
to
do
that
with
you.
It
doesn't
work,
maybe,
and
maybe,
if
you're
in
a
some
sort
of
elite
unit
or
if
you're
at
you
know
a
company
like
a
goldman
sachs
or
a
boston,
consulting
group
where
that
is
their
culture.
A
A
Yeah
yeah
awesome
well
just
real,
quick
last
question
that
I
want
to
hand
it
over
to
the
team
members
make
sure
they
have
enough.
We
have
enough
time
to
ask
any
questions
from
them,
so
you
know
at
a
practical
level.
You
know
how
can
teams
and
team
leaders
here
at
get
lab,
who
are
already
very
busy?
You
know,
learn
to
measure,
trust
and
use
that
data
to
live
our
values
and
and
improve.
B
Yeah,
that's
a
good
question
because
I
yeah,
I
know
that
and
I've
been
there
when
your
days
feel
like
you're
changing
tires
on
a
moving
car
seriously.
Anything
that
comes
in
and
says.
Well,
here's.
You
know
here's
seven
new
things
to
do
tomorrow
with
your
team
yeah,
it
ain't
happening.
The
cool
thing
is
that
and
the
answer
really
lies.
B
What
behavioral
science
does
is
enable
you
to
do
that
very
quickly.
We
in
with
trust
metrics
there's
only
three
questions
takes
about
three
minutes
and
then
the
the
secret
sauce
is
that
teams
use
those.
You
use
those
insights
to
create
what
are
called
nudges,
that
which
are
small
behavioral
changes
and
that
a
team
together
says:
hey
we're
going
to
do
these
two
things
differently
this
month
and
then
by
tracking
those
and
continuously
learning.
You
set
up
this
this
ongoing
process
that
you
build
trust
and
you
ensure
that
your
values
remain
just
at
rock
solid.
B
So
it's
a
lot
like
a
think
in
terms
of
trust,
metrics
kind
of
like
a
fitness
program
for
teams
where
a
small
investment
and
consistent
use
you
get,
which
is
typically
no
more
than
say
an
hour
so
a
month
you
get
a
big
return
on
that
investment.
So
it's
all
the
key
to
behavioral
science.
Is
that
it's
all
about
leverage
and
and
the
way
in
which
you're
able
to
take
again
small
actions
and
turn
them
into
something
big,
which
is
exactly
what
you
know.
B
What
any
organization
looks
like
in
terms
of
of
their
investments
and
when
leaders
begin
to
do
that
as
a
habit,
you
you
fundamentally
change,
not
only
the
way
in
which
you
work
with
your
people
or
with
your.
If
it's
in
a
team-based
organization
with
your
teammates,
it
fundamentally
changes
the
way
in
which
you
experience,
work,
which
is
really
cool,
because
that
just
simply
improves
your
life
at
work
and
beyond.
A
C
B
David
great
question
because
honest
to
goodness,
my
first
and
I'd
be
really
quick
with
it,
but
my
first
team
leader
when
I
first
got
promoted
from
a
product
manager
to
a
senior
product
manager.
I
had
a
team
of
like
five
people.
If
there
was
a
checklist
of
like
the
10
things
you
shouldn't,
do
I
mean
I
nailed
them.
I
got
I
mean
I
had
people
crying
people
going
to
hr.
B
I
mean
I
really
got
it
wrong,
and
but
through
that
I
had
the
good
fortune
of
having
a
director
who
was
who's,
both
a
tough
coach
and
a
good
mentor,
and
I
came
so
if
I
now
flash
forward
30
years.
I
think
there's
three
key
things
that
that
really
building
strong
trusting
relationships
in
a
values-based
team
and
organization.
You
know
it
starts
with
a
foundation
of
values
and
really
understanding
again
how
you
use
those
to
guide
and
assess.
B
Second,
is
that
motivational
dimension
that
I
talked
about,
not
forgetting
that
you
know
at
its
core,
your
your
organization
is
made
of
people
of
human
beings
and,
if
you,
if
you
as
a
leader
or
just
as
an
individual,
stay
connected
with
your
values,
with
what
motivates
you
with
the
organization's
values,
you
know
you've
now.
You've
got
two
of
the
three
key
components
and
then
the
third,
the
one
that's
missing.
The
most
often
is
understanding
that
on
in
a
team-based
environment,
it's
the
strength
of
those
relationships
is
absolutely
what's
going
to
determine
both
performance
and
well-being.
B
And
it's
so
it's
amazing.
In
fact,
I
recently
wrote
an
article
called
the
missing
metric,
because
it's
so
amazing
to
me
that
we
measure
a
zillion
things
around
performance
and
almost
no
organization
measures,
relationship,
strength
or
trust,
and
yet
that
is
what
determines
how
well
we
do.
The
other
so
kind
of
an
interesting
sort
of
you
know
you.
You
look
at
that
and
say
why.
C
D
C
B
B
What's
powerful.
Is
that
you
can
you
make
it
so
much
simpler?
If
you
you
come
back
to
the
foundations
of
the
values?
If
someone
is-
and
this
is
why
you-
you
know
what
I
call
operationalizing
making
values
real
is
when
you
use
them
to
guide
and
assess
your
teammates
and
everyone
that
joins
your
team.
You
know
that
comes
in
new
or,
and
it's
very
easy.
B
You
know
that
to
have
a
conversation
with
someone
the
first
time,
there's
a
you
know,
a
values,
violation,
and
you
say:
hey
man,
you
know
that
you
know
that's
kind
of
not
cool.
You
know
here
at
get
lab
this
value.
We
really
do
take
this
value
seriously
and
whatever
that
was
a
psychological
safety
say
someone
you
know
is
talking
over
or
showing
some
a
non-conscious
gender
bias.
Maybe
they
don't
even
know
they're
doing
it,
and
I've
seen
this
when
we
use
trust
metrics
with
teams.
B
We
see
this
pop
up
more
often
than
you
would
think,
and
you
know,
by
bringing
it
up,
you're
leaning,
you're,
having
you're
pulling
someone
back
to
hey.
These
are
the
core
values
by
which
we
operate,
where
it
goes
wrong
and
why
you
know
you
read
up
where
you
read
about
what
people
have
to
learn
to
have.
You
know
crucial
or
difficult
conversations?
B
Well,
you
should
always
ask
well
why,
in
almost
always,
it's
because
teens
individuals
leaders
have
allowed
behaviors
to
go
on
too
long
and
suddenly
they
become
toxic
address
it
right
up
front
as
as
leadership
as
a
leader
in
the
organization,
and
you
will
make
your
life
better
and
everybody's
life
better
around
you
now.
I
know-
and
I
know
by
the
way
for
everyone-
that's
easier
said
than
done.
It
does
take
a
little
bit
of
courage,
but
if
you
get
in
the
habit
of
doing
it,
you
use
your
core
values
as
the
basis.
B
A
C
B
D
I
can
I
can
verbalize
a
mentor
a
long
time
ago,
told
me
the
importance
of
congruency
in
leadership
right,
and
I
think
you
you
touched
jab
on
that,
like
you
have
the
written
values
but
congruency
in
behaviors,
right
in
speech
right
and
in
the
behaviors
leaving
the
values.
Can
you
speak
to
the
importance
of
that?
If
you
you
agree
with
that,
that.
D
B
Yeah,
I
do
very
much
and
actually,
if
you
go
back
sort
of
that
notion
of
the
motivational
triangle,
it's
all
about
it's
about.
It's
equilateral,
it's
about
congruency,
so
you
know
again
at
a
human
level.
You
know
where
trust
comes
from
is
has
its
roots
in
that
congruency
of
what
what's
going
to
motivate
me?
You
know
if,
if
each
one
of
you
take
the
time
to
build
your
own
motivational
triangle,
it's
incredibly
enlightening
and
by
the
way
it's
a
great
art
when
you
have,
when
you
have
reviews,
you
know,
sitting
down
career
conversations.
B
You
know,
with
with
your
manager
in
the
organization,
is
there's
nothing
more
powerful
than
being
able
to
describe
where
you
want
to
find
that
congruency
so
that
if
number
one
you
go,
it
starts
at
that
core
and
then
it
builds
out.
Because
again,
as
I
mentioned,
with
values
congruency,
there
is
incredibly
important
if
you,
if
you
create
conflict
with
your
values,
by
as
I
use
that
example
of
sort
of
the
extreme
candor
on
one
side,
psychological
safety
on
the
other,
you've
created
imbalance
and
you've
got
to
bring
it
back
into
balance.
B
A
B
Well,
for
sure,
connect
with
me
on
linkedin,
it's
just
it's
jeb
hurley,
so
in
connecting
there,
you
know
that
gives
you
sort
of
you
can
message
me
yeah
if
I'm
always
open
for
and
love
actually,
as
you
can
probably
tell
if
you've
got
questions
about
about
leadership,
about
organizational
effectiveness,
things
that
are
going
on
in
your
own
teams,
then
you
know
truly
feel
free
to
so
drop.
A
message.
Ask
a
question.
B
As
josh
had
mentioned,
I
sort
of
I
write
fairly
regularly
about
it
and
and
sort
of
constantly
engaging
with
with
teams
and
helping
them
put
in
place.
You
know
whether
it's
through
trust,
metrics
or
just
workshops,
things
like
that
to
help
help
organizations
really
get
better
with
behavioral
science.
So
it's
my
pleasure
to
you
know
to
connect
and
and
help
it's
where
I
find
my
purpose
so
you're
helping
motivate
me
by
by
helping
me
realize
my
purpose
and-
and
I
always
get
better
for
it-.
A
Awesome
awesome:
well,
I'm
gonna
throw
your
linkedin
in
the
in
the
chat
here.
Just
yeah
can
confront
you
or
connect.
I
don't
think
it's
friend
on
unknown.
Sorry,
it's
a
connection
anyways,
but
you
know
I
just
really
appreciate
you
taking
the
time
out
of
your
day
to
come
and
speak
with
us.
It's
really
awesome
just
being
able
to
hear
from
somebody
outside
of
the
organization
just
provide
a
perspective
on
something
we
do
every
day
within
gitlab
is
you
know
we
build
trust
with
each
other
and
we
operate
remotely.
So
thank
you.
B
Yeah,
you
know
my
pleasure
and
I
think
it's
just
a
closing
note
josh.
If
no
one
has
other
questions,
I
think
one
of
the
the
key
key
elements
of
when
we
think
about
trust.
It's
not
the
big
t.
It's
not
the
you
know
it's
the
people
just
because
that
can
be
scary.
Wow.
Does
this
person?
You
know
not
trust
me.
It's
easy
to
have
a
conversation
with
someone
to
say.
You
know
that
in
that
meeting
your
communications
could
have
been
a
little
clearer,
whatever
people
usually
respond,
very
favorably
to
that
great.
B
Thank
you
for
the
feedback.
If
you
say
to
someone,
I
don't
think
your
team
trusts
you.
You
know
that
that
is
that's
more
cataclysmic,
and
so,
when
we
talk
about
trust,
it's
really
important
to
remember
that
it's
the
small
actions
that
happen
sort
of
every
day
they
some
sometimes
are
called
micro
actions.
They
can
also
be
called
microaggressions.
B
These
are
subtle:
acts
of
exclusion
that
diminish
or
destroy
trust.
That's
what
you
watch
for
is
that
it's
not
because
if
it
gets
to
the
big
t,
then
it
may
be
fantastic,
but
too
often
it's
it's.
It's
already
a
bit
of
a
mess,
whereas
it's
those
little
day
those
little
daily
behaviors.
You
know
what
assumptions
are
we
making
do
we
assume
good
intent
or
not
that
really
make
the
difference.
So
you
know,
if
you
guys,
have
such
a
fantastic
set
of
core
values
living
those
values
making
them
real.