►
From YouTube: M365 Maturity Model - March 2022
Description
Recorded:
• March 15, 2022
Topic:
People & Communities Competency
Agenda:
• Practitioner & Maturity Model overview
• Artifacts and Updates
• Purpose
• How to get more involved
• Shout-out & Picture Time (Together Mode!)
• Discussion: People & Communities Competency
Hosts:
• ⭐ Guest star ⭐ Tracy van der Schyff | @tracyvds
• Marc Anderson, Sympraxis Consulting | @sympmarc
• Emily Mancini, Sympraxis Consulting | @eemancini
• Simon Doy, iThink 365 | @simondoy
• Simon Hudson, Novia Consulting | @simonjhudson
• Sharon Weaver, Smarter Consulting | @sharoneweaver
Resources:
• Maturity Model for Microsoft 365 - https://docs.microsoft.com/en-us/microsoft-365/community/microsoft365-maturity-model--intro
• Interested on joining on these calls - register at https://forms.office.com/Pages/ResponsePage.aspx?id=KtIy2vgLW0SOgZbwvQuRaXDXyCl9DkBHq4A2OG7uLpdUODY3NVRFQ0E4SFg5WlI1TU83WFJQRklZSy4u
A
We're
here
for
the
people
and
communities
competency:
this
is
the
microsoft,
I'm
sorry
the
maturity
model
for
microsoft,
365
practitioners
call.
Hopefully
you
you're
joining
the
thing
that
you
thought
you
were
and
we
do
have
tracy
vandership
as
our
special
guest
star,
as
she
always
is,
even
when
she's
not
on
our
call.
A
So
so
the
agenda
today
is
very
similar
to
what
we,
what
we
usually
talk
about,
we're
just
going
to
give
you
a
quick
overview
of
the
maturity
model
to
catch
you
up
in
case
you're.
The
this
is
the
first
time
you've
joined
us.
We'll
do
a
little
shout
out
in
picture
time,
because
everybody
loves
together
mode
for
a
picture
and
pretty
much
done.
Anything
else
is
what
I've
found
and
then
we'll
we'll
talk
through
the
people
in
communities.
Competency
tracy's
got
some
great
ideas
about
the
you
know.
Why
do
we
care
about
this?
A
A
So
these
are
the
this.
Is
the
approach
and
the
articles
that
we
have
on
our
microsoft
docs
site?
There
are
links
at
the
end
in
a
resources
page
to
all
of
this,
but
you
know,
the
purpose
here
is
to
you
know:
improve
improve
our
use
of
the
microsoft
365
platform,
but
really
think
more
about.
How
can
we
improve
the
way
we
think
about
our
organization?
A
And-
and
you
know
what
the
possibilities
are-
that
we
can
use
the
platform
for
so
we're?
We
try
to
be
somewhat
technology.
Agnostic
you'll
find
that
the
articles
that
we
that
we
have
don't
say
you
know,
use
exactly
this
for
this
and
use
exactly
that.
For
that,
it's
more
about
you
know
what
are
the
things?
Are
we
trying
the
things
that
we're
trying
to
accomplish
and
therefore
we
we
want
to
move
up
a
set
of
maturity
levels
in
how
we're
using
the
platform?
A
Hopefully
it's
a
way
to
also
help
help
you
sort
of
benchmark.
You
know:
where
are
we
along
the
the
dimensions
of
these
competencies?
The
the
purple
column
in
the
middle
is
the
competencies
that
we've
published
so
far.
We've
highlighted
people
in
communities
because
we're
talking
about
that
today,
we
have
some
competencies
that
are
in
progress.
If
you
have
thoughts
about
those
we'd
love
to
hear
them,
we
have
some
supporting
articles
that
are
in
that
sort
of
brighter
green
on
the
right
side
which
help
you
think
about.
A
Well,
you
know
if,
if
I'm
at
this
level,
how
do
I
get
to
the
next
level
or
or
how
do
I
run
a
workshop,
which
is
a
tool
that's
up
at
the
top
middle
of
this
of
the
right
side
of
the
screen?
So
so
you
know
this.
This
is
a
framework,
but
it's
not
a
restrictive
framework.
Some
people
have
told
us,
you
know
they
think
frameworks
are
dumb
and
you
become
a
slave
to
the
framework
or
things
like
that.
You
know
I'm
paraphrasing.
A
There
are
a
lot
of
things
on
this
slide,
but
hopefully
I've
touched
on
some
of
the
important
ones
next
slide
and
I
always
click
in
the
wrong
place.
So
so
each
of
the
competencies
provides
these
benchmarks
that
that
you
can
use
to
think
about
what
what
level
are
you?
Are
you
current?
What
level
are
you
currently
on
and
where
would
you
like
to
go,
and
you
know
the
the
levels
go
from
100
to
500,
and
it
doesn't
mean
that
everybody
should
be
at
500.
It
doesn't
mean
that
everyone
starts
at
100.
A
You
know
your
organization
might
be
really
organized
around
content
management,
for
example.
So
you
might
just
jump
right
into
the
platform
using
the
platform
at
level
300.
You
may
say:
that's
awesome,
that's
where
we
want
to
be,
and
you
don't
have
to
worry
about
that
particular
competency,
because
you've
already
gotten
that
one
figured
out,
but
there
are
other
competencies
where
you
might
say
to
yourselves.
You
know
we're
just
not
doing
a
very
good
job
on
this.
You
know
we
don't
have.
You
know
we
to
tie
it
to
people
and
communities.
A
Maybe
we
don't
have
enough
information
about
the
people
who
work
in
our
organization.
We
don't
know
what
their
skills
are.
We
don't
know
their
phone
numbers.
Well.
That
means
that
your
collaborative
opportunities
are
going
to
be
very
low,
so
you'll
notice
that
we
have
some
intent
words
on
the
right
side
there
that
just
sort
of
indicate
the
kinds
of
things
the
feelings.
A
If
you
will
that
that
relate
to
each
one
of
these
levels,
the
levels
on
the
left
side
are
taken
from
the
the
capability
maturity
model
that
was
started
by
carnegie
mellon
back
in
the
80s.
I
think
I
never
can
remember,
and
it
was
really
focused
on
on
the
use
of
soft
software
and
organization,
so
initial
managed
to
find
predictable
and
optimizing.
We've
borrowed
those
and
reframed
them
for
the
microsoft
365
thing
I'm
going
to
stop
talking
simon,
I'm
going
to
put
you
on
the
spot
and
ask
you
to
do
the
next
slide.
B
All
right,
I
just
got
back
from
canada,
so
I
have
no
idea
what's
coming
up
next
and
what's
the
next
slide?
Okay,
the
next
slide
is
the
same.
It's
the
same
thing,
but
instead
of
having
these
key
words
as
the
intent
we've
phrased,
the
key
words
in
terms
of
a
statement,
so
the
kind
of
thing
you
might
hear
from
or
say
to
a
colleague
and
so
again
right
down
at
the
bottom
end.
You
know
things
like
you
know
we
should.
B
We
should
ensure
that
everyone
knows
everyone's
telephone
numbers
or
we
should
know
everyone
knows
what
the
structure
in
the
organization
is
that
that's
a
sort
of
a
should
statement,
not
a
we
know
it
statement
and
as
you
move
up
it
might
be.
Let's
make
sure
that
we've
tested
that
all
the
telephone
numbers
are
right
and
all
the
contact
details
are
correct.
B
Then
everybody
has
has
got
their
their
profile
picture
in
and
expressed
their
interests
and
hobbies
and
areas
of
expertise,
but
the
the
key
word
there
was,
let's
measure,
let's
test
as
opposed
to,
let's
just
hope,
and
so
this
is
a
different
way
of
being
able
to
express
these
kind
of
levels
to
to
people
in
the
organization.
Some
people
like
to
think
in
hard
fact
terms.
That's
me
some
people
like
communication,
actual
communication,
or
at
least
they
like
their
communication,
packaged
up
in
different
ways,
and
so
that's
what
we've
done
there
next
slide.
B
Okay.
So
this
is
just
some
ways
that
you
can
get
involved
and
also
the
way
that
we
like
to
run
these
these
practitioner
sessions
and
other
meetings.
So
the
first
thing
is
on
the
left.
There's
a
a
get
involved
link.
Please
do
feel
free
to
click
that
the
slides
will
be
available
later.
Should
that
help
there's
a
whole
bunch
of
things
you
can
do
the
one
that
we
ask.
B
The
most
is
read
the
competences,
give
us
feedback
even
make
corrections
or
suggestions
via
the
the
github
feedback
links,
but
get
involved
definitely
try
and
promote
it
to
other
people,
and
this
has
been
going
on
for
about
a
year
and
I'm
starting
to
get
people
contact
me
and
go
oh
you're,
one
of
the
guys.
That's
done
all
that
great
stuff
on
a
maturity
model.
It's
kind
of
nice,
but
actually
it's
nice.
B
If
we're
all
involved
in
this,
so
make
sure
that
you
spread
the
word
if
you
want
to
run
your
own
365
workshop,
some
maturity
model,
365
workshop,
as
mark
said
earlier,
there's
some
tooling
for
that
and
there's
a
link
to
how
you
can
do
that.
We
have
a
bunch
of
recordings
from
the
practitioner
sessions
and
other
things
now
posted
up
on
youtube
and
other
places.
B
A
And
I've
and
I've
screwed
up
and
I've
shared
the
version
that
doesn't
have
some
edits.
I
just
made
this
morning,
so
you
know
there
we
go.
I
should
probably
stop
and
and
start
again,
so
I'm
going
to
do
that,
except
that
I
don't
know
how
oh
no
I
do.
I
do
I'm
kidding,
I'm
kidding,
I'm
just
gonna
gonna
present
the
hopefully
the
right
version
here
it
wasn't
that
different.
I
just
don't
want
to
give
you
some
dates
for
some
things
coming
up
that
are
wrong,
which
is
the
main
difference
and
it
didn't
work.
A
So,
okay,
so
future
topics
we're
not
going
to
do
modern
infrastructure.
Next,
we
actually
don't
know
exactly
what
we're
going
to
do
next
and
if
we,
if
you
have
some
thoughts,
we'd
love
to
to
hear
them
in
the
chat
today,
we'd
love
to
do
modern
infrastructure,
except
that
we
don't
actually
have
that
competency
well
flushed
out
yet
so
that
was
an
aspirational
goal
for
us.
A
When
we
put
this
together
started
putting
the
slides
together
back
in
january,
I
think
so
there
there
are
some
guidance
and
some
open
source
stuff
that
that
you
can
use
to
help.
Get
up
to
speed
to
help
contribute
to
these
ideas.
The
you
know,
all
the
all.
The
articles
that
we
have
for
the
maturity
model
are
stored
on
the
microsoft
365
community
docs
site,
which
is
part
of
the
docs
infrastructure.
That
microsoft
has.
A
There
are
two
kinds
of
sessions
that
can
help
with
that
that
are
both
led
by
the
sharing
is
caring
team,
community
docs
sessions
and
first-time
contributor
sessions,
and
those
are
very
old
dates
because
then
they're,
yellow
because
I
deleted
them
and
they
shouldn't
be
there.
We
don't
know
when
the
next
two
are
but
keep
an
eye
out
for
the
on
the
pnp
site,
which
is
that
link.
The
sharing
is
carrying
a
link
on
the
on
the
right
bottom
or
left,
and.
C
Yeah
and
I
can,
if,
if
you
don't
mind,
I
can
interject
just
a
little
bit
there
we'll
be
scheduling
those
in
the
next
few
days,
just
as
an
fyi
we're
trying
to
be
sensitive,
we
know,
mvp
summit
is
coming
up.
We
know
the
m365
collaboration
conference,
the
power
platform
conference,
there's
a
number
of
conferences
coming
up
and
we
don't
want
to
overwhelm
everyone
so
we're
trying
to
kind
of
schedule
around
that,
but
be
on
the
lookout.
We'll
probably
be
scheduling
them
for
sometime
in
late
april,
right.
B
C
A
All
right
now,
we've
used
together
mode
for
all
it's
worth,
I'm.
I
really
don't
know
why.
I'm
not
seeing
the
current
version
of
these
slides,
that's
sort
of
weird
must
it
must
not
have
synced
up
to
the
cloud,
which
is
my
guess,
but
we'll
we'll
get
over,
that
we're
all
human.
We
make
mistakes,
or
at
least
I
do
I'm.
D
Not
there
yet,
but
it's
okay.
So
thank
you
so
much
for
for
inviting
me
to
be
a
mark
and
being
part
of
this.
It's
always
a
chance
that
people
take
with
me.
But
if
you
know
me
well
enough,
you
should
know
what
you
can
expect,
but
my
name
is
tracy
van
der
scheif.
I
always
laugh
when
people
ask
me
how
to
pronounce
my
surname,
because
I
must
probably
would
get
it
wrong
if
I
didn't
know
better,
but
I
always
say
it's
the
same
sound
that
you
get
in
skateboard.
D
D
So
I'm
I'm
from
south
africa,
I'm
based
in
pretoria,
which
is
next
to
johannesburg,
and
I
don't
know
I've
like
been
part
of
the
best
community.
I
had
my
luck.
10
year
anniversary
last
week,
where's
the
first
time
I
ever
spoke
at
a
conference
which
was
incredible.
I
still
can't
see
that
oh
there
we
go
now.
I
can
see
the
slides,
so
it's
just
reached
jobek
in
case
you
wanted
to
know
so
anyway.
Yeah
I
love
what
I
do.
I
love
working
with
people.
D
My
life
motto
is
to
facilitate
the
evolution
of
human
capabilities
and
and
that's
all
I
strive
to
do
the
products
I
use
is
just
a
by-product
pun
intended,
but
but
it's
actually
about
the
people
and
it's
about
what
we
can
achieve
and
and
helping
people
achieve
their
potential.
So
so,
what's
interesting,
I'm
gonna!
Oh,
wait.
Wait,
wait!
There's
a
button
that
says
I
can
take
control.
D
B
D
I've
got
it,
I've
got
it
so.
The
interesting
thing
when,
when
mark
asked
me
to
join
this,
is
that
I'm
normally
quite
a
rebel
against
specific
frameworks,
or
I'm
just
against
anything
telling
me
to
do
something.
To
be
quite
honest,
anything
that
outlines
a
way
that
I
have
to
behave
by
it
just
doesn't
work
for
me.
D
I
thought
everyone
knows
what
moka
is
and
everyone
doesn't
know
what
mokai
is,
and
I
use
it
on
my
slides.
So
we
did
actually
in
the
in
the
chat.
I
don't
know
if
that's
always
shared
with
everyone,
but
in
the
chat
I
did
share
it.
So
the
first
thing
I
wanted
to
share
with
you
is:
what
does
microsoft
actually
say
about
communities?
I'm
not
talking
about
this
specific
practice,
or
this
thing
that
we
achieved.
D
But
what
does
microsoft
say
about
communities
specifically
now,
if
I
look
at-
and
this
is
only
a
subset
of
the
marker,
slides,
okay,
the
whole
thing's,
pretty
impressive?
Okay,
if
you
ever
get
bored
on
a
weekend
and
you
have
a
glass
of
wine
in
your
hand,
that's
what
I
would
watch.
Okay
is
these
slides,
so
they
do
focus
on
who
the
individual
is,
who
the
team
is
who's,
the
community,
who's,
the
etc
etc.
D
But
so
there
you
can
see
is
the
individual.
You
know
who
am
I?
What
apps
do
I
work
with?
What
do
I
achieve
with
those
apps
and
if
you
now
go
one
step
further?
They
talk
about
the
70
2010,
which
I
think
is
important
with
communities.
So
it's
kind
of
proven
and,
of
course,
there's
a
couple
of
clever
oaks
that
came
up
with
it,
but
that
70
percent
of
our
learning
comes
from.
D
While
we
work
okay,
like
in
work
learning,
so
the
job
that
you
do
because
believe
me
most
of
us
aren't
employed
with
a
skill
we
need
to
do
it.
We
actually
learn
the
skill
to
do
that.
Job,
we're
employed
for
while
we're
doing
the
job
so
70
percent
is,
while
you
work
is
what
you're
going
to
learn.
20
percent
is
through
the
engagement
with
others
and
the
innovation
and
the
learning
from
and
like
alistair,
always
says,
learning
through
sharing.
D
So
if
I
look
at
and
of
course,
we're
talking
in
a
company
level
as
well,
but
not
so
not
just
that,
what
we're
doing
right
now
is
community,
it's
just
outside
of
company
borders,
but
of
course
a
community
is
specific
individuals
with
a
common
interest.
Okay-
and
that's
the
the
first
thing-
and
I
mean
I
know
that
all
of
us
we
just
here
for
mark-
so
that's
our
common
interest,
but
but
of
course
we
all
have
common
interest
for
communities.
D
D
Okay,
so
there's
a
group
of
people
that
belongs
to
it
and
if
you
look
at
the
type
of
things
that
happens
in
a
community
so
like
knowledge
management
and
like
sharing
innovative
ideas,
engagement,
okay,
collective
knowledge,
even
having
external
participants,
those
are
the
type
of
things
that
we
achieve
through
communities
and,
if
we
say
external,
that
could
be
external
to
your
department
as
well
also
external
to
your
business
unit.
That's
something
to
take
notes
of.
D
So
if
I
look
at
this
community
and
you
look
at
the
different
apps,
that's
allocated
to
support
these
things.
Of
course,
yammer
is
quite
big
when
it
comes
to
communities.
I
use
products
across
the
stack
depending
on
what
type
of
company
it
is,
what
the
size
is,
etc.
It's
not
always
defined
that
it's
only
yammer,
okay.
D
I
definitely
use
a
mix
of
tools
when
it
comes
to
communities
as
to
what
best
works
for
and
suits
that
company,
but
most
of
the
time
in
bigger
companies
we
are
talking
yammer,
but
you'll
even
see
github
in
there.
You're
gonna
see
stream
in
there
as
well,
because
because
we
learn
through
sharing
as
well
so
learning
through
sharing
videos
and,
of
course,
sharepoint
sitting
behind
most
of
everything
that
we
do
is
an
important
thing.
D
Okay,
it
doesn't
have
to
be
a
badge,
it's
a
feeling
that
you
get
with
where
others
got
value
from
what
it
is
that
you
do
and
then
you
want
to
do
it
again
and
that's
how
we
get
sucked
into
community
by
the
way.
In
case
you
didn't
know
how
you
belong
to
the
microsoft
community.
It's
that
feeling
that
buzz.
That
starts,
that
kind
of
makes
us
want
to
be
part
of
that.
So
then,
just
also
important,
as
I
think
many
people
get
confused
between
the
team
and
the
community
type
of
thing.
D
Enough
teams,
of
course,
should
be
mandatory.
That's
more
departmental
or
specific
outcome
delivery,
where
the
community
side
is
more
optional
and
based
on
interest
and
passion
and
the
larger
the
community
the
better
and
then
also
that
the
focus
is
on
learning
and
innovating.
It's
not
specific
outcomes.
You
know
it's
a
different
type
of
molded
experience
of
what
it
is
that
we
get
from
it,
and
engagement
is
a
big
word
for
me
in
the
communities.
So
that's
actually
what
this
whole
competency
is
about.
D
It's
about
communities,
it's
about
making
sure
that
we
can
measure
that
and
how
do
we
work
with
people
and
and
how
can
we
engage?
So
if
I
now
look
at
the,
why
we're
doing
this?
Okay
and,
of
course,
I've
poached
slides
off
the
web,
but
I
did
reference
them
so
apparently,
that's
a
disclaimer
I
can
get
away
with,
but
josh
person
is
actually
quite
brilliant
when
he
talks
about
the
irresistible
organization.
Okay.
So
it's
about
doing
the
right
thing
for
the
right
reasons.
D
If
we
just
look
at
this
incredible
graphic
that
he's
got
in
his
articles
and
his
white
papers,
these
things
that
makes
an
organization
incredible,
then
we
can
say
that
most
of
these
things,
just
when
we
look
at
what
communities
delivers
to
our
companies
is
a
lot
of
this
is
being
addressed.
That's
actually
more
than
that.
I
just
touched
on
some
of
these,
but
a
lot
of
those
things
that
helps
a
company
become
a
irresistible
organization
to
work
for
and
to
be
part
of
is
delivered
through
communities.
D
I
mean
we're
not
doing
this
because
someone
said
it's
a
cool
thing
or
someone
played
golf
with
someone
who
has
communities
in
their
companies
because
remember
that's
how
we
adopted
software.
Before
that
someone
played
golf
with
someone
I
mean
I
think
99
of
the
company
started
sharepoint
because
of
that
okay,
it
came
off
a
golf
course.
So
that's
not
the
reason
why
we
have
communities.
We
have
the
reason
the
community
is
there's
a
real
reason,
there's
a
real
purpose.
It
actually
drives
the
sense
of
belonging
and
a
happier
employees
etc.
D
So
that
was
important
for
me
to
share
with
you
with
why
and
the
communities
is
important,
of
course,
and
then,
as
part
of
that,
I
think
something
important
to
take.
Note
of
you
can't
start
measuring
this
in
your
company,
so
this
competency
is
going
to
do
nothing
for
you
if
there
isn't
a
place
for
it.
Many
times
when
I
start
working
with
companies,
I
look
at
their
strategic
objectives.
D
I
look
at
their
vision
and
their
mission
statement
and
if
I
don't
see
place
in
there
for
people
to
learn
and
evolve
and
be
part
of
something
bigger,
then
then
it's
not
going
to
go
somewhere,
but
a
lot
of
times.
It's
only
present
there,
so
the
evolving,
the
digitally,
transforming
they're
becoming
better,
always
exists
on
this
side
in
a
company
it
doesn't
exist
on
the
kpis
and
in
the
person's
job
description.
D
So,
even
though
the
company
lives
this
dream
and
promotes
this,
it's
all
about
community,
it's
very
seldom
reflected
in
job
descriptions
and
kpis,
because
if
you
don't
make
space
for
it
in
someone's
kpi
in
their
job
descriptions,
they
won't
be
able
to
allow
time
for
it.
It's
a
fact.
It's
the
same
as
with
learning:
if
that's
not
a
bullet
on
a
kpi
on
a
job
description
on
a
task
or
an
outcome,
they
will
not
be
able
to
make
time
for
it.
D
So
before
you
start
measuring
that
engagement
in
your
company,
you
better
go
back
and
make
sure
that
there's
time
for
that,
so
that's
very
important
for
me
is
I'll,
be
allowing
time
for
employees
to
participate
in
communities.
Are
we
actually
allowing
for
it
same
as
with
with
learning
I'll
be
really
allowing
for
it?
D
When
people
say
that
trace
I've
just
got
so
much
work
to
do
I'd,
love
to
be
part
of
a
community
and
chat
and
have
time
I
don't
I'm
in
meetings
back
to
back
all
day
and
at
night
I'll
sit
and
I'm
actually
deliver
the
tasks
that
I'm
supposed
to
do
for
my
salary.
Okay,
you
as
a
company
need
to
first
understand
what
the
value
of
community
is.
You
can't
force
your
employees
to
understand
the
value
and
then
to
live
it
up.
It
doesn't
work
like
that.
D
So
if
you're,
a
manager
or
a
team
lead
or
c
level
in
a
company,
this
drive
has
got
to
come
from
you.
If
you
cannot
buy
into
this,
you
will
not
get
this
right
and
you
can
do
as
many
of
these
competencies
and
workshops
as
you
want.
You
cannot
force
a
good
habit
in
a
company
if
there
isn't
space
for
it.
D
D
Oh
and
it
doesn't
work
in
powerpoint
live.
Oh,
it
didn't
work.
Well,
there's
a
note
for
us.
It
was
actually
supposed
to
like
morph
the
word
for
you,
but
it
is
you
so,
at
the
end
of
the
day,
the
most
important
part
of
communities
is
you
it's
not
the
community,
it's
not
the
company.
It
starts
with
you,
you're
the
one
that
kind
of
brings
everything
together.
You
should
be
a
catalyst
in
many
forms.
I'm
gonna
have
to
like
sorry
contact
microsoft
about
this.
I'm
heartbroken
about
morph,
not
working
in
powerpoint,
live.
I'm
really
disappointed.
D
I
might
have
to
have
a
glass
of
wine
soon.
So
here's
another
thing
that
I'd
like
to
share
with
you
is
that
from
myself
and
I've
got
to
check
my
time
is
that
I
started
working
when
I
was
15.
Okay,
not
went
to
university.
I
started
working
when
I
was
15.,
so
I
mean
you
have
to
immediately
be
able
to
buy
cigarettes.
Okay,
I'm
a
gen
xer!
That's
how
we
did
we
rolled
okay,
so
immediately
to
be
able
to
afford
a
place
where
I
can
sleep
at
night
and
cigarettes.
D
Okay,
that's
your
first
focus
and
so
you
kind
of
work
yourself
into
a
skill
set
and
I
ended
up
doing
so
many
jobs
in
my
life,
which
now
is
extremely
valuable,
but
I
did
spend
25
years
where
I
didn't
think
I
was
good
enough.
I
never
measured
up
to
anyone
next
to
me,
so
anyone
that
had
had
formal
education
used-
big
words.
I
didn't
understand
big
words.
I
didn't
understand
methodologies.
D
D
How
can
I
make
those
big
words
small
for
me
so
that
I
could
understand
it
and
break
it
down
into
something
that
works
for
me.
So
that's
a
very
important
thing
that
I
want
to
leave
you
with
before
we
look
at
the
competencies,
some
advice
on
it.
What
the
levels
are?
I
don't
want
you
to
get
stuck
in
the
fact
that
you're
already
afraid
of
this,
because
maybe
some
of
it
is
new
to
you
and
then
also
remember
as
soon
as
someone
gives
me
a
list
of
things
to
do,
I'm
already
afraid.
D
So
we
tend
to
already
feel
that
we
don't
measure
up
and
I
think
that's
that's
a
tricky
thing,
because
we
all
suffer
from
imposter
syndrome
right
and
and
just
out
there
I
mean,
I
don't
even
know
that
tennis
is
right.
Now
you
think
it
gets
less.
It
actually
doesn't
the
more
you
know
the
bigger
your
imposter
syndrome
grows
because
the
more
you
know
you
don't
know,
and
and
so
don't
ever
think
it's
going
to
go
away.
It
actually
gets
worse,
imposter
syndrome.
D
So
so
at
some
point
you
just
have
to
make
peace
with
the
fact
that
you're
always
going
to
question
yourself
and
always
think
that
you're
not
good
enough
and
that's
where
community
is
also
important,
that
affirmation
that
we
get
from
people
around
you
saying:
hey
trace.
That
was
a
good
job
man,
oh
man.
I
really
appreciated
that.
That's
the
type
of
thing
that
helps
you
kind
of
step
out
of
that
little
bubbles
of
imposter
syndrome.
D
So
first
things
first
is
whatever
you
see,
don't
be
afraid
of
it,
break
it
down
and
make
it
into
something
that
makes
sense
to
you.
I
think
that's
super
important
and
bite
sizes.
Okay,
so
that's
that's
purely
bite
sizes.
I
think,
from
day
one.
I
still
have
other
couple
of
life
lessons
to
share
with
you
as
well,
but
first
we
are
going
to
go
into
the
different
levels
and
how
these
things
actually
impact
and
how
you
can
measure
yourself
on
these
different
things
so
with,
though,
with
anything
that
you
want
to
measure.
D
Oh,
I
was
joking
when
I
said
no
more
life.
Lessons
I'm
still
going
to
like
come
up
with
them.
Is
that
if
you're
going
to
wait
until
you
have
all
your
ducks
in
a
row-
and
I
actually
have
it
as
a
slide
later,
but
I
just
fast-tracked
it
right
up
front
okay,
if
you're
going
to
wait
until
you
have
all
your
ducks
in
a
row,
you're
never
gonna
do
this.
D
D
If
you
can't
start
measuring
from
day
one,
you
can't
grow,
it's
not
possible.
Okay,
you
cannot
wait
until
you
know
everything.
It's
it's
completely
impossible.
It's
like
building
a
house.
They
don't
arrive
at
the
open
piece
of
land
and
dump
all
the
materials
needed
to
build
the
house
to
end
on
the
first
day.
It's
not
how
it
works.
They
start
with
certain
things
and
then
they
organize
the
rest
and
then
they
order
the
rest.
D
So
if
I
look
at
the
different
levels,
we're
talking
about
community
rights,
so
if
I
look
at
the
things
that's
important
in
community,
I
think
me
as
a
person
my
profile.
What
it
is
that
I
do
my
skill
set
the
projects
that
I'm
working
on
and
the
things
that
I'm
interested
in
those
type
of
things.
The
way
that
I
communicate
with
people,
that's
the
things
that
comes
to
mind
for
me
when
it
comes
to
community,
so
don't
get
stuck
in
too
much
of
the
detail.
Put
those
main
bullets
out
for
you.
D
What
is
it
that's
important
for
me
to
get
community
to
work?
Who
am
I
as
a
person
who
am
I
to
the
people
around
me?
Okay,
how
can
I
communicate
and
work
together
with
them?
How
can
I
share
content
with
them
for
them
to
learn
from
okay?
That's
the
main
things
that's
most
important
for
me.
So
if
I
look
at
the
different
levels,
if
we're
saying
100
is
a,
is
the
lowest
and
we're
going
up
to
500?
D
Okay,
so
if
we
say
lowest
and
that's
a
terrible
place
to
say,
because
I
believe
me
there's
rock
bottom,
that's
lower
than
that?
Okay,
so
I
I
think
100
is
already
a
good
step
up.
Okay,
I
meet
people,
that's
been
on
office
365
already
for
a
year
and
then
we
hit
100
okay.
So
so
don't
feel
sad
if
you
don't
have
all
those
things
in
a
row
or
all
those
things
in
place
many
times.
D
The
first
thing
that
I
see
that
needs
a
lot
of
attention
in
companies
is
that
80
profiles
that
fights
between
hr
and
it
about
who
takes
ownership
of
it
and
then
the
poor
user
uses
the
who
but
and
he's
like.
But
mark
you
haven't
been
the
ceo
for
three
years.
I
mean.
What's
this
thing,
you
know
it's
now
this
person,
but
but
that
needs
to
be
cleared
up
and
that's
not
front
end.
That's
not
you!
D
That
needs
to
be
sorted
out
on
a
strategic
level
in
the
company
and
a
lot
of
times
that's
lacking
in
companies.
I
must
admit:
I've
only
been
at
one
company
in
all
my
projects,
where
I
had
that
their
profiles
was
working
beautifully
and
it
was
up
to
date.
I
just
don't
experience
it
because
it's
always
a
struggle
and
the
focus
area
and
the
purpose
is,
is
pulled
incorrectly
in
the
different
areas.
D
So
I
think
that's
very
important
is
making
sure
that
the
basic
information
is
correct
and
you
might
not
be
able
to
do
that,
but
maybe
influence
it
and
also
show,
because
you
know
many
people
doesn't
even
know
about
the
who
bought
in
teams.
Go
show
the
ceo
the
who
bytes
and
profiles
that
are
incorrectly
because
then
they'll
understand
why
it's
important
for
those
profiles
to
be
up
to
date
and
get
them
to
sort
that
out
these
tools.
D
That
does
it
as
well
all
these
uploads
above
my
grade
but
there's
ways
to
get
that
to
work
and
to
stay
up
to
date,
because
who
I
am
in
an
organization,
my
job
title,
where
I'm
based
my
location
is
important
because
it
forms
my
identity.
It's
how
people
determine
who
I
am
as
a
person.
So
first
thing
is
normally,
is
a
normally
at
100
level,
maybe
just
the
basics
of
folding.
Okay
and
that's.
A
Related,
I'm
sorry
to
interrupt
you
tracy,
but
you
know,
based
on
my
consulting
experience.
Most
organizations
are
at
level
100
with
this
active
directory.
Data
is
just
plain
wrong,
so
you
know
I
look
up
tracy
and
she's.
She
works
in
the
mail
room,
but
she
didn't
actually
work
there.
You
know
she
hasn't
worked
there
since
2008
or
her
title
is
wrong
or
her
phone
number
is
wrong.
I
can't
collaborate
with
tracy
if
I
don't
know
who
she
is
or
what
she's
all
about
collaboration
is
not
just
the
platform.
It's.
A
D
A
D
Yeah,
I
don't
think
if,
if
I
look
at
this
and
you're
right,
I
mean
a
lot
of
companies
have
moved
up
on
some
of
the
other
levels,
but
this
is
one
thing
where
they're
still
stuck
on
a
certain
level
right.
Is
that
so
again,
life
lessons
coming?
Is
that
I
always
say
so:
let's
go
you
go
into
a
project
meeting
and
the
project
manager
is
a
real
miserable
person.
Okay,
like
really
miserable,
like
really
steals
your
joy
for
that
day,
is
always
make
a
note
to
think
that
perhaps
that
comes
from
a
dark,
sad
place.
D
Okay,
all
of
us
react
due
to
places
that
we've
been
the
ways
that
we've
been
hurt
on
projects
or
something
you
become
a
bit
more
ocd
about
certain
things.
You
become
stricter
about
things.
If
I
think
of
those
organization
charge,
I
want
you
to
also
realize
that
if
you
look
at
more
modern
technology,
where
we
now
have
a
who
bought
that
you
can
ask
questions
about
the
people
that
you
can
look
at
org
structures
where
it's
built
automatically.
D
If
the
data
is
clean
and
accurate,
remember
that
there's
a
lady
somewhere
in
hr
called
sarah
or
a
guy
called
peter
or
something
whose
job
it
is
to
create
org
profiles
in
powerpoint,
okay,
so
touching
that
touches
their
existence,
who
they
are
what
they
get
paid
to
do.
So
we
have
to
have
empathy
for
that
as
well
a
lot
of
times
these
systems
don't
work
well
because
of
how
jobs
are
structured
around
creating
that
content.
D
So
a
lot
of
people
doesn't
want
to
let
that
go
they're
going
to
keep
on
creating
those
profiles
they're
going
to
keep
on
building
those
those
power
points,
because
that's
what
they've
always
done
so
have
empathy
for
that
as
well.
Okay,
rather
teach
that
person
another
skill.
Maybe
they
can
become
part
of
the
hr
process
that
does
the
like
sync
up
back
to
80
or
something
and
then
replace
that
creating
power.
Look,
I'm
a
powerpoint
fan.
We
know
this,
but
all
profiles
shouldn't
be
in
there
anymore
and
also
the
duplication
on
that.
D
So
definitely
still
seeing
a
lot
of
companies
where
they're
all
profiles
on
that
level.
That's
still
something
that's
is
going
to
be
done.
We
know
that
emails
are
still
running.
We
know
that
they're
still
communicating.
I
still
have
companies
with
intranets,
where
the
communications
are
still
copied,
as
is
into
an
email
and
sent
out
globally
I'll
go
to
that
internet,
and
I
can
see
that
that
page
wasn't
even
accessed,
even
though
the
email
links
to
the
page
doesn't
matter
because
all
the
contents
in
the
email.
D
So
again,
that's
a
culture
that
we
have
to
change
and
people
don't
trust
the
technology.
I
think
if
we
don't
send
it
by
email,
people
won't
see
it,
but
remember
people
are
actually
not
even
reading
emails
anymore,
which
is,
is
really
like
a
painful
process
and
then,
of
course,
as
well
on
that
level.
D
If
I
just
think
of
the
the
active
directory
information
about
the
people,
okay,
if
we
say
your
email
address
must
be
correct,
thank
goodness
because
otherwise
you
can't
receive
emails,
but
maybe
your
telephone
number
is
wrong
or
your
job
title
is
wrong
or
the
location
where
you're
wrong,
but
we're
not
even
talking
yet
about
the
additional
information
that
can
be
added,
which
actually
adds
I'm
benefiting
the
company.
So
on
a
basic
100
level,
it's
like
they
say
it's
business
as
usual,
but
it's
actually
poor
business
as
usual.
Okay,
it's
not
business
as
usual.
D
It's
just
getting
by
and
that's
a
typical
intent
is.
I
just
do
what
it
takes
to
get
it
done,
and
it's
also
what
happens
at
this
level
is
we're
doing
it
this
way,
because
we've
always
done
it.
That
way.
That's
a
big
thing
that
I
see
at
100
level
is
we're
doing
it
this
way,
because
we've
all
at
that,
we
can't
take
all
profiles
out
of
powerpoint
tracy.
The
whole
company
will
fall
flat
because
we've
always
done
it
this
way.
D
If
we
go
a
level
up
now,
if
we
go
to
200
level,
we're
obviously
starting
to
look
at,
is
it
possible
to
start
maybe
cleaning
up
active
directory?
Is
there
a
way
to
at
least
keep
the
basics
up
to
spa?
You
know
up
to
scratch
and
say
that
the
profiles
are
like
kept
up
to
date,
but
also
what
I
start
seeing
and
I
always
look
at
pilots.
Okay,
you
can't
do
this
for
the
whole
company
at
once.
You
first
have
to
convince
a
small
group
that
then
leads
by
example.
D
If
you
can
convince
a
small
group
and
pilot
group,
if
you
can
convince
a
small
group
that
it
actually
works
and
that
they
like
and
they
see
and
they
happy
with
what
they
experience
that
sells
on
its
own,
so
can
definitely
start
at
at
the
200
level.
We
have
small
groups
that
are
starting
to
adopt
this
small
groups
that
are
starting
to
look
at
maybe
filling
in
my
profile,
but
it's
not
something.
That's
a
company-wide
thing.
It's
not
the
same
thing
that's
being
adopted
on
a
strategic
level.
D
If
that
makes
sense,
it's
much
more
smaller,
it's
a
smaller
audience,
that's
starting
to
look
at
it.
Now,
of
course,
we
still
getting
emails
going
all
over
the
show,
but
maybe
now
you
already
have
some
people
that
is
on
a
team
some
way,
or
maybe
a
yammer
group
or
two
has
started
up.
So
you
definitely
have
the
smaller
areas
where
people
are
starting
to
adopt
the
technology
and
you're
starting
to
have
some
of
that
buy-in.
D
A
Yeah,
I
think
you
know
at
least
you're
starting
to
think
about
solving
these
problems
right
just
saying
their
problems
is
the
100
level.
It's
like
yeah
yep,
it's
screwed
up,
you
know,
but
when
you're
starting
to
to
have
the
conversations
you're
starting
to
figure
out
well,
who
in
hr
actually
knows
how
to
do
this?
Who
in
I.t
is,
is
responsible
for
active
directory
and
you're,
starting
to
get
those
conversations
going
and
you're
starting
to
improve
the
the
general
accuracy
of
the
information
about
people?
A
A
B
B
Yeah,
but
it's
not
consistent
everywhere
and
that
undermines
people's
confidence
in
in
the
way
it
works.
It's
not
consistent
and
it's
not
comprehensive.
Then
then
people's
confidence
is
incomplete
and
I
think
also
speaks
to
the
culture
of
the
organization.
They
haven't
really
adopted
that
as
a
cultural
norm.
It's
just
something
that
people
have
asked
been
asked
to
do.
D
D
If
you
don't
from
here
when
you
start
having
these
little
fires
that
are
burning
if
it
doesn't
start
forming
habitual
usage
and
it
doesn't
become
part
of
a
culture,
you'll
easily
slide
back
so
think
of
it
think
of
level
one
as
I've
realized
that
I
want
to
be
more
fit
and
I've
bought
a
treadmill
and
that's
where
it
stopped
level.
Two
I've
now
realized
that
okay,
so
I
actually
need
to
exercise-
and
I
might
have
to
exercise
a
couple
of
weeks,
but
then
it
stops.
D
It's
the
same
process
that
we
go
through,
so
your
intent
is
there
already
that
you
want
to
change,
but
it's
a
small
group,
that's
changing
and
if
they
don't
get
the
support
and
the
guidance
and
the
structure
underneath
it
that
will
slide
it'll
slide
back.
This
is
not
a
level
that
you
can
stay
on
forever.
I
don't
see
this
being
a
level
that
people
stay
on.
If
you
can't
push
to
have
this
move
to
level
300,
it's
a
difficult
level
that
you
stay
on.
D
You
always
slide
from
here,
because
you
don't
have
the
bigger
buy-in.
If
I,
if
I
think
of
it
that
way,
so
of
course
it's
not
a
bad
level
to
be
on.
I
just
want
to
put
it
out
there:
okay,
it's
not
a
bad
level
to
be
on,
but
there
is
additional
things
that
we
can
do.
It's
like.
First,
just
having
outlook,
if
you
think
apps
I
just
have
outlook
and
then
I
go.
Okay,
I've
got
outlook
now
and
the
people
and
the
who
bought.
That
tells
me
a
bit
about
people.
D
Then
you
start
adding
teams
and
yammer.
Then
you
start
adding
policies
and
guidelines
and
governance,
and
things
like
that,
so
each
of
these
has
little
stepping
stones
that
we
can
go
into
to
actually
add
more
to
help.
You
push
yourself
up,
because
there
is
supporting
pillars
that
you
can
put
in
underneath
this,
because
on
its
own
it
runs
this
thing.
Yeah.
A
You
know
you
know
it
on
on
some
other
level.
You
know
we
on
level
one
some
other
level
on
level
100.
We're
really
talking
about
sort
of
you
know
if
you
think
about
maslow's
hierarchy
of
needs.
That's
like
the
food
and
shelter
level
right
and
and
now
we're
now
we're
sort
of
at
the
level
where
you
know
we
can.
We
can
operate
as
a
society,
and
it
you
know,
level
300
is
is
where
we
we
actually
can
accomplish
some
things.
A
So
by
the
time
you
get
to
level
300
you're
starting
to
see
some
of
those
sparks
right,
you're
starting
to
see
some
some
serendipitous
events
you're
starting
to
see
some
some
good
outcomes
that
people
can
say.
Well,
you
know,
I
can't
I
can't
necessarily
say
it's
worth
this
amount
of
money,
but
I
can
tell
you:
it
was
a
good
thing.
Anecdotes
do
matter
and
you
know
you're
going
to
start
hearing
some
really
good
anecdotes
at
this
level.
Sorry
to
interrupt,
go
ahead,
tracy,
no.
D
A
D
It's
just
not
in
a
nice
shelf
and
it's
not
refrigerated
for
one
of
the
some
of
the
ones
that
needs
to
be
okay.
So
so,
if
we
then
look
at
300,
okay,
it's
like
it's
like
we
all
are
adding.
To
this
I
mean
we
kind
of
had
the
we
can
work.
Then
we
started
looking
at
listen,
we're
starting
to
identify
we're
starting
to
be
aware
so
level
200
is
nearly
awareness
for
me.
Is
that
you're
starting
to
become
aware
that
things
can
be
done
better
you're,
starting
to
implement
small
little
changes?
D
If
I
then
get
to
300?
This
is
definitely
where
I
then
see
that
maybe
some
of
those
things
that's
been
identified
like
again
the
properties
about
the
people,
the
how
they
can
connect
to
each
other
their
profiles,
I
mean
we're
putting
a
lot
of
focus
on
profiles,
but
it
isn't
just
about
the
profiles.
Okay,
but
the
profiles
is
a
very
big
supporting
framework
for
who
we
are
our
identity
and
our
connection
to
other
people,
because,
if
I
think
of
those
profiles
as
well
now,
let's
say
level
1
200,
I
was
tracy,
I'm
this
person.
D
D
We
see
so
much
duplication
happening
because
you
think
you're
just
this
one
person
in
the
basement
doing
this
job
and
not
even
realizing
that
across
all
the
hierarchies
there's
similar
people
like
you
and
together
we
can
work
smarter,
not
harder
right.
So
it's
also
supporting
to
our
jobs
to
actually
learn
more
about
people
and
what
it
is.
It
makes
them
tick.
What
their
skill
sets
are
because
we
can
achieve
more
and
we
can
duplicate
less.
D
I
think
that's
important
so
definitely
for
at
this
level,
I
think
the
identity
of
the
people
are
are
supported
better,
who
we
are
and
how
visible
that
is
in
the
company
and
how
that's
used
in
the
company
as
well
to
find
people
to
see
the
value
of
that
your
things
are
updated,
but
then
also,
if
we
look
at
the
community
spaces
now
again,
there's
multiple
options.
Okay,
so
so
you
could
have
started
using
teams
straight
from
day,
one:
okay,
you
could
be
level
100
and
using
teams.
D
Okay,
there's
you
can
use
things
and
you
can
use
things
efficiently
and
you
can
use
things
for
the
right
purpose,
but
at
this
level
I
definitely
see
the
products
being
used
efficiently
and
effectively,
so
that
that
there's
a
specific
audience
there's
a
specific
product
and
it
works
well
for
that
specific
audience.
So
again,
I'm
talking
teams
and
yammer
because
it
could
be
one
of
both.
For
me,
it's
definitely
not
a
specific
choice
between
them.
A
A
look
from
from
a
community
perspective
at
this
level.
You're
likely
to
be
you
know
who
do
I
know
who
has
this
expertise,
I'm
going
to
go
and
talk
to
them,
I'm,
but
it's
more!
You
know
it.
You
know,
I'm
I'm
asking
people
to
join
that
community.
The
community
is
is
self-forming,
it's
not
something
where
the
technology
is
starting
to
say.
Oh
did
you
know
that
tracy's
also
interested
in,
which
is
what
I
think
we
start
to
see
more
at
the
next
level
level
400.
A
You
know
where,
where
maybe
we
have
v
topics
running
so
oh
geez,
I
didn't
know,
tracy
knew
something
about
this
topic
or
or
simon
seems
to
have
a
lot
of
documents
that
are
that
are
relevant
for
this
concept.
Maybe
I
should
talk
to
him
so
so
you
know
we're
we're
not
necessarily
letting
the
the
technology
do
things
for
us,
we're
using
the
technology
to
accomplish
things.
D
Yeah,
I
think
what
what
you
just
said
about
the
technology
is
not
pushing
it
yet
we're
giving
the
input
into
the
technology,
but
we
have
to
give
that
input
for
the
technology
to
be
able
to
give
us
that
input
again.
That's
that
cycle
that
you
have
to
run
through
it's
like
for
years.
People
have
said
and
that's
why
a
lot
of
people
kicked
against
yammer.
You
know,
because
yammer
was
sold
into
companies
as
a
tool
that
fixes
communication
problems,
and
that's
not
true.
It's
definitely
not
true
so
so.
D
This
is
us
investing
in
investing
intellectual
property
and
who
we
are
and
the
information
that
we
work
with
and
the
knowledge
that
we
share
with
the
product
into
the
product
into
our
communities.
But
then
that
is
where
we
start
getting
the
benefit.
So
definitely
at
level
400,
we
start
seeing
the
benefits.
Now,
I'm
definitely
not
an
expert
on
the
topics
level.
People
can
more
people
can
add
on
that.
D
But
if
I
just
think
with
how
technology
starts
giving
back
to
us,
I
mean
if
I
think,
our
scared
people
are
of
dolph,
because
now
everyone
can
see
my
documents
and
that's
just
not
having
the
knowledge
about
it,
but
how
you
now
start
seeing
like
hey
trace.
You
know:
here's
a
document,
your
team's
working
on
or
when
I
book
a
specific
meeting,
just
as
an
example-
and
it
now
gives
me
supporting
documents
to
that
or
something
so
that's
exactly
the
same
with
the
communities.
D
Is
that
the
more
we
put
into
it,
the
more
we
put
into
who
we
are
and
the
way
that
we
actually
collaborate
with
each
other.
The
more
the
system
can
support
us
and
give
back
to
us.
So
I
think
the
discoverable
and
the
search
is
an
important
thing
because-
and
you
will
see
it
in
my
next
couple
of
slides-
I'm
not
gonna
share
too
much
about
that.
But
again
we
have
to
put
the
effort
in
many
times
with
these
systems.
D
It's
nearly
mechanical
in
the
beginning,
there's
a
there's,
a
small
subset
of
people
that
has
to
mechanically
do
certain
things
so
that
that
smooth
habitual
usage
can
start
happening.
It's
not
something
that
just
starts
happening
when
you
put
the
switch
the
product
on
it
definitely
doesn't
there's
a
lot
of
hard
work
that
goes
into
it
a
lot
of
scheduled
kind
of
ways
even
with
communities.
D
It's
a
lot
more
mechanical
in
the
beginning,
because
we
know
that
there's
value
in
it,
so
a
small
group
of
people
is
going
to
understand
the
value,
that's
in
it,
but
we
need
to
get
to
a
point
where
a
larger
audience
buys
into
the
value
for
it
and
eventually
also
your
management
and
the
company
buys
into
it.
But
there's
effort
that
you
have
to
put
into
on
a
scheduled
mechanical
way
to
make
sure
that
that
engine
starts
running
because
on
its
own,
it's
not
going
to
start
running
on
its
own.
D
It's
not
going
to
do
those
things
so
flourish,
big!
Wonderful
word
for
me:
communities
flourish!
Okay,
because
it's
like
I'm
not
great
with
plants,
though
okay,
I
buy
them
to
kill
them.
It's
a
thing
that
I
do
it's
a
hobby
of
mine,
so
if
I
think
of
plants,
they
always
say
that
some
plants
flourishes
in
a
small
pot,
some
plants
as
roots
likes
to
be
in
a
specific
pot
size
and
that's
where
they
grow
really
well.
D
Okay
and
that's
how
governance
works
for
me,
people
think
so
negatively
about
governance
and
remember
now
from
level
300.
We
definitely
started
putting
some
procedures
and
guidelines
and
things
in
place.
I'm
not
saying
the
whole
world
follows
it
yet,
but
we've
got
something
in
place.
You
know
we're
trying
to
make
it
more
natural
and
part
of
the
process
and
part
of
the
community
and
part
of
the
knowledge
sharing.
But
it's
still
a
physical
document.
D
If,
if
I
think
of
how-
and
even
if
I
think
of
the
teams
that
I
work
with
people,
work
better
or
happier
learn
better
share
more
when
they're,
in
an
environment
where
there's
clear
guidelines
and
and
governance,
okay-
and
that
sounds
crazy,
but
we
actually
flourish
under
that.
We
flourish
under
certain
rules
that
are
put
in
place
because
it
also
gives
us
knowledge.
D
So
if
we
don't
have
governance,
then
I
don't
know
when
I'm
allowed
to
do
something
or
not
to
allow
to
do
something,
I'm
going
to
live
in
the
sphere
of
the
whole
time,
whether
I'm
doing
something
wrong.
Should
I
do
it
this
way,
I'm
going
to
waste
a
lot
of
time,
I'm
going
to
duplicate
a
lot
of
things.
So
the
fact
that
we
say
flourishing
under
governance
means
that
things
now
become
more
consistent,
where
people
are
just
following
it
because
it
works.
It's
not
that
enforced
anymore.
D
It
just
works
and
that's
where
the
flourishing
comes
into
so
again
being
able
to
find
the
people.
I
think
that's
very
important,
but
not
just
on
the
job
title
that
they
do
it's
about
who
they
are
the
skill.
They
add
the
experience
they
have
the
projects
they
work
on,
because
for
many
many
many
years
the
only
thing
we
focused
on
was
job
description.
Okay,
that
was
the
thing
we
focused
on
was
job
description
and
now
from
level
300
into
400.
D
It's
where
we
are
as
a
person
that
starts
driving
the
conversations,
because
I'm
much
more
than
just
my
job,
I'm
much
more
than
just
my
job.
A
lot
of
people
think
I'm
just
a
trainer
and
that's
the
worst
mistake
I
could
ever
make.
Training
is
one
of
the
services
that
I
deliver
and
maybe
my
job
title
in
a
company
could
be
training,
but
that's
wrong.
D
If
you
had
to
judge
me
or
use
me
in
a
project
or
engage
with
me
because
of
a
trainer-
and
this
is
where
I
see
that
value
starting
to
come
out.
Staff
photos
is
always
interesting
and
a
lot
of
companies
do
them
a
lot
of
companies.
Don't
they
allow
people
to
do
them
or
they
don't
allow
them
to
do
them.
I
think
it's
very
important
to
have
those,
but,
but
I
kind
of
like
the
animated
style
photos
more
than
the
actual
photos,
but
that's
just
me
anything
else.
B
D
A
A
Know
so
the
systems
start
to
to
heal
themselves
right.
It
does
think.
Maybe
you
set
up
something.
That's
you
know
that
prompts
somebody
hey.
Have
you
got
a
new
mobile
phone
in
the
last
six
months?
You
you
suggest
things
to
people.
You
know
hey,
there's
a
community
out
here
that
you
really
might
like.
A
A
So
you
know
that
continuous
improvement
idea.
You
know
that
it
applies
just
as
importantly
to
the
data.
That's
in
active
directory
as
it
does
to
are
the
right
people
in
this
community
is
the
community
topics
have
had
as
the
focus
of
this
community
shifted
over
time.
Should
we
be
inviting
new
people
in?
Are
there
new
topics
coming
up
in
that
community
that
that
might
be
served
better
by
having
more
management
oversight?
You
know
that
kind
of
stuff
that
happens
as
as
as
the
community
interactions
involved
evolve,
not
involved.
D
Absolutely
so,
I'm
going
to
very
quickly
just
slide
through
my
last
ones.
My
last
life,
lessons
that
I
wanted
to
to
tell
people,
and
that
is
that,
very
importantly,
as
products
don't
fix
problems,
people
fix
problems
with
products,
so
don't
make
that
mistake.
I
mentioned
that
during
the
slides
as
well,
it's
just
putting
the
product
down.
It's
not
gonna
make
communities
flourish.
Okay,
so
definitely
don't
make
that
mistake,
and
then
this
is
a
book
that
I'm
actually
busy
reading.
D
I'm
not
good
at
reading
books,
I'm
better
at
buying
books
and
giving
them
to
people.
But
one
of
the
things
that
got
very
stuck
with
me
is:
if
you
want
better
results,
forget
about
setting
goals,
focus
on
the
system
instead,
and
that
kind
of
made
me
rethink
a
lot
of
things
that
I
do
in
my
life
we
tend
to
focus
on.
Well,
I
want
run
five
case
a
day.
I
want
to
be
a
x
amount
weight.
I
want
to
only
eat
1
200
calories
a
day.
D
That's
goals
rather
focus
on
the
systems
which
is
exercise
for
happiness,
eat,
healthy
sleep,
enough
practice,
self
love,
and
if
you
focus
on
that
as
well
on
the
systems
or
not
the
goals
in
in
building
better
communities,
then
you'll
achieve
whatever
goal.
It
is
that
you
set
out
to,
but
don't
focus
on
the
goal
focus
on
what
it
is
that
you
want
to
achieve,
focus
on
the
system
and
the
goal
will
follow.
D
So
that's
quite
important
for
me,
then,
when
it
comes
to
a
done,
wait
until
you
have
all
your
ducks
in
a
row,
but
imagine
I
went
to
google
and
I
had
to
search
for
the
maturity
model
and
I
found
no
results
now
that
would
have
happened
if
no
one
ever
documented.
Anything.
So
don't
be
that
person.
If
you
don't
document
something
you
can't
measure
something
I
I.
A
D
So
yeah,
if
you
don't
document
things
people,
you
can
never
measure
it,
but
then
you
also
don't
leave
a
legacy
for
others
behind
so
document.
Your
process
document
your
findings
document
the
process
that
you
go
through
and
then
also
baby
steps,
there's
a
reason
why
lighters
have
a
certain
length
of
steps
or
the
the
heights
between
them?
Okay.
So
if
you
look
at
these
products
that
you
can
use
to
help
you
in
this
journey,
I'm
not
saying
that's
the
order.
Then
baby
steps
are
much
easier.
D
A
Yeah
perfect,
and
so
that's
a
that
that
slide
has
a
link
to
the
maturity
model
article
for
people
in
communities,
which
is
where
the
excerpts
that
we
were
talking
through
came
from
today
and
here's
some
more
links.
That
will
be
helpful
for
you
if
you
want
to
continue
on
your
journey
with
the
maturity
model.
A
If
you
would
like
to
join
us
next
time,
it'll
be
april,
19th
same
bat
channel
same
bet
time.
Of
course
we
have
daylight
savings
time
things
going
on
around
the
world,
so
sometimes
that
shifts
things
in
odd
ways,
but
we'll
be
here,
we're
not
quite
sure
what
the
topic
will
be,
but
trust
us
it'll
be
something
that
is
just
fantastic
and
if
you
don't
show
up,
you're
gonna
miss
it.
So
thanks
very
much
tracy
for
for
joining
us
today.
A
Awesome
stuff,
I
mean,
I
think
you
really
brought
a
lot
of
of
depth
and
color
to
talking
about
this,
that
that
you
know
that
that's
exactly
what
we
knew
you
would
do
when
we,
when
we
invited
you
on
so
hopefully
this
is
helpful
for
everybody
yeah.
We
see
some
very
positive
comments
in
the
in
the
chat.
So
you,
you
know
great
great
work.
Tracy.