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From YouTube: Rebooting Transformations Post Election Edition Jabe Bloom Diane Mueller (Red Hat) OpenShift Commons
Description
Rebooting Transformations Post Election Edition
Jabe Bloom and Diane Mueller (Red Hat)
OpenShift Commons Briefing
Nov 6, 2020
#TransformationFriday
A
But
I
think
it's
an
important
conversation
to
have
about
you
know
now
that
we're
here
and
we
see
some
of
the
deep
divides
that
are
in
different
global
spaces,
whether
it's,
the
us
or
myanmar
or
wherever
the
election
is
today
or
whatever
is
happening
in
the
world.
One
of
the
things
that
I
think
that
we
talk
a
lot
about
in
organizational
change
and
transformational
transformation
is
like
how
to
build
teams
and
what
are
some
of
the
best
practices
and
in
this
in
these
times.
A
One
of
the
questions
that
I
was
going
to
put
to
jabe
today
to
talk
about
a
little
bit
was
how
do
these
disparate
social
organizations
and
movements
come
together
to
find
some
sense
of
connectedness
in
order
to
do
the
collaborative
work
that
we
need
to
move
this
our
universe
forward?
That's
why
I
have
the
universe
in
the
background
here.
A
B
B
You
know
work
or
thinking
to
be
done
around
again
the
difference
between
like
building
bridges
between
unique
communities
and
polycentric
communities
where
different,
you
know,
maybe
overlapping
goals,
some
shared
goals,
but
not
all
the
goals
have
to
be
the
same,
so
that
we
kind
of
have
a
fabric
as
opposed
to
a
pyramid.
If
that
makes
any
sense.
A
A
I'm
a
bit
of
a
an
npr
addict
and
they
had
this
really
interesting
thing
and
I
think
it
was.
It
was
focused
on
buildings.
What
some
people
call
emotional
bridges
between.
They
would
bring
two
people,
one
from
either
side
of
the
political
spectrum
together
who
seemingly
had
very
little
in
common.
I
guess
they
did
a
little
bit
of
surveying
before,
and
so
maybe
they
both
would
be
single
parents
and
you
know
or
divorced
or
you
know
you
know,
preacher,
sons
or
something
like
that,
and
they
would
just
have
them.
A
A
Neither
neither
side
was
trying-
and
I
think
that
was
might
have
been
one
of
the
ground
rules
was
don't
be
trying
to
convince
the
other
one
of
the
betterness
of
your
worldview
but
find
some
commonality
find
things
and
because
they
might
have
culled
out
these
things.
But
some
of
the
work,
I
think
of
leadership.
A
Now,
in
these
new
new
things
and
trying
to
find
those
little
neural
networks,
connectionness
things
is
doing
is
creating
some
of
those
spaces
for
people
to
have
those
conversations,
because
it
was
really
interesting
because
you
know
one
of
the
women
was
african-american
and
she
was
definitely
on
the
democratic
leaning
side
of
things
and
the
other
guy
was
on
on
paper.
Was
this
conservative
blah
blah
blah
and
when
they
got
them
in
the
room
it
turned
out?
The
other
guy
was
african-american
and
she
was.
A
She
didn't
know
that
until
the
last
minute,
until
they
were
on
stage
together-
and
I
thought
that
was
really
interesting,
because
we
have
so
many
preconceived
notions
about
who's
in
each
of
these
universes
and
and
and
one
of
my
roles,
I
think,
even
with
doing
things
like
today.
Just
making
people
talk
about
this
is
just
creating
the
spaces
for
people
to
make
those
connections
and
to
figure
out
how.
Because
if
you
don't
have
some
connectedness,
it's
really
really
difficult
to
collaborate.
A
We're
going
to
watch
that
play
out
in
the
senate
and
the
congress,
and
you
know
you
know
everywhere
in
the
united
states
and
I'm
up
above
the
49th
parallel
in
canada,
so
I
may
feel
a
little
bit
like
I'm
above
you
all,
but
no
because
I'm
from
down
there
too
so,
but
it
it's
an
interesting
concept
when
you
have
to
apply
it
at
an
organizational
level.
Right
like
how
you
know.
How
do
we
do
that
and
then
you
know
when
those
things
are
in
social
clusters.
A
B
He
talks
about
this
idea
of
a
city,
and
he
says
that
you
know
a
city
can
be
in
in
three
different
kinds
of
ways.
It
can
be
a
monolith
or
a
homogenous
city
where
every
there's
no
neighborhoods,
really
it's
just
kind
of
all
the
same,
and
I
tend
to
think
of
that
like
manhattan.
These
days
is
very
homogeneous
to
me.
Like
you
know,
the
starbucks
is
every
five
blocks
when
I
was
there.
I
don't
think
this
is
true
anymore,
but
there
was
a
gap
every
five
blocks.
It
was
like.
B
The
same
thing
happened
over
and
over
again,
and
you
couldn't
really
like.
There
was
a
couple
neighborhoods,
but
really
it
was
pretty
homogeneous
when
I
was
there,
but
if
you
went
if
you
kind
of
rolled
it
back
to
when
I
got
there
in
the
90s,
there
were
distinct
neighborhoods
and
it
wasn't
quite
so
homogeneous
and
at
that
time
I
think
it
was.
B
You
know
what
alexander
would
have
would
have
wanted
the
city
a
city
to
be
because
it's
heterogeneous,
but
you
were
safe
to
move
from
one
neighborhood
to
another,
so
he
basically
it
says.
The
other
extreme,
of
course,
is
radical
neighborhoods
in
the
city
which
he
called
ghettos,
where
the
where
it
wasn't
safe
to
go
from
one
part
of
the
city
to
the
another
part
of
the
city.
It
wasn't
safe
to
travel
among
these
different
neighborhoods
right,
and
so
I
I
think,
one
of
the
things
to
think
about.
B
B
That
is
that
very
few
teams
get
to
make
significant
decisions
in
a
vacuum.
Very
few
teams
truly
are
autonomous,
and
so,
when
we
talk
about
pushing
decisions
down,
one
of
the
things
we
have
to
recognize
is
that,
if
we're
going
to
ask
teams
to
make
important
decisions-
and
those
teams
are-
are-
are
interdependent-
they're
not
autonomous,
they
are,
they
depend
on
other
teams,
other
ways
of
seeing
the
world.
Some
of
them
are
developers.
Some
of
them
are
operators.
Some
of
them
are
platform
owners.
Some
of
them
are
product
owners.
Some
of
them
are
your
customers.
B
These
are
all
different
people.
They
different
goals,
different
needs.
Well,
that
means
that
they
that
what
leaders
need
to
be
doing
is
working
to
help
them
negotiate,
not
make
decisions
but
make
decisions
together
to
negotiate-
and
this
is
the
skill
that
I
think
is
so
important
to
develop
inside
organizations
now
not
not
decision
making
but
negotiating
amongst
multiple
groups,
and
the
thing
is
that
I
think
it's
really
obvious
to
a
lot
of
executives.
B
I
don't
know
if
it's
obvious
to
what
what
the
problem
is
or
what
the
solution
is,
but
I
do
think
it's
obvious
to
a
lot
of
managers
who
try
to
do
agile
and
devops
because
they
try
to
push
the
decisions
down
into
the
teams.
But
it's
almost
like
a
a
reflexive
reaction.
When
they
push
the
decisions
down,
they
get
ddosed
by
all
sorts
of
detailed
decisions
coming
back
up
at
them.
B
So
what
we
need
to
push
to
the
edge
is
how
to
have
good
relationships
with
others,
how
to
negotiate
with
others
how
to
make
decisions
with
others,
because
if
you
don't
learn
those
things,
it
doesn't
matter
how
much
you
want
the
decisions
to
be
made
at
the
edge,
because
the
decisions
are
going
to
be
made
amongst
diverse
viewpoints,
not
by
individuals.
So
anyway,.
A
Well,
I
also
think
there's
this
fear
of
homogenization
right
is
that
if
you
know
there's
this
this
a
couple
of
sides
to
the
coin,
it's
like,
if
we
think
we
all
have
to
have
group
think
and
to
be
really
clear
about
that.
This
is
there's
a
diversity
of
opinions.
We've
always
said
at
red
hat
and
other
places
that
I've
worked.
Is
that
you
know
it's
the
diversity
of
opinion
that
drives
innovation
right.
B
A
A
This
is
what's
going
to
happen
and
as
long
as
we
help
people
through
that
bridge
over
that
fear,
so
that
they
feel
safe
to
be
in
these
negotiating
relationships
with
others
in
the
non-not
and
and
do
it
in
a
non-threatening
way.
We
can
move
these
conversations
forward
and
you
know
we
look
out
at
the
big
world
out
there,
but
it's
it.
It's
a
very
organizational
thing
too.
A
For
doing
that
and
doing
it
successfully.
I
think
in
a
lot
of
ways
are
things
that
we
can
reflect
out
on
into
the
bigger
world
of
like
allowing
people
to
have
their
space
to
continue
to
have
their
teams
there's
still
a
core
os
slack
channel.
Inside
of
all
of
the
other
slap
channels
that
red
hat
you
know
they.
A
For
that
we're
not
always
perfect
trust
me.
I
remember
you
know
early
days
of
open
shift
and
the
there
were
some
interesting
conversations
there,
but
I
think
we
successfully
managed
to
learn
from
all
of
that
and
give
allow
people
to
have
their
own
spaces
and
tell
their
stories
and
bring
their
expertise
there
and
be
recognized
for
it.
So
I
think
that's
one
of
the
key
things
that
I
see
coming
from
an
open
source
perspective
that
that
have
that
have
helped
us
be
successful.
C
B
I
think
you
know,
I
think,
that's
right,
and
I
think
you
know
there's
a
couple
things
that
when
I
was
listening,
I
you
know.
I
think
one
of
the
things
is
that
when
you
think
about
this
kind
of
problem
of
negotiation
versus
autonomous
decision
making,
right,
like
you
think
about
the
relationship
there,
one
of
the
things
that
will
tend
to
happen
in
organizations
that
lean
on
the
autonomy
is
that
they
will
in
order
to
enable
independent
decisions.
The
decisions
will
become
very
tactical,
short-term
decisions,
because
those
are
things
that
people
can
make
by
themselves.
B
B
I
think
often
should
be
represented
by
you
know:
people
who
do
architecture
and
product
management,
people
who
make
kind
of
commitments
to
build
things
and
try
to
develop
the
architectural
components
that
enable
more
strategic
options
in
the
future
that
let
layer
in
the
organization
is
the
layer
that
needs
to
be
helped
by
the
executives
and
needs
to
really
be
the
layer.
That's
kind
of
working
as
closely
with
with
developers
and
operators
as
possible
to
allow
them
to
understand
how
their
tactics
are,
enabling
or
or
disabling.
B
You
use
draft
horses
in
in
doublets
and
and
quads
to
pull
things
like
logs
and
stuff
out
of
the
woods,
and
in
order
to
do
that,
these
very
large
animals
need
to
learn
to
work
together
with
themselves
and
with
the
the
person
who
is
asking
them
to
do
the
work,
and
that
to
me
is
a
much
more
interesting
challenge
and
a
much
more
convincing
challenge,
because
the
fact
of
the
matter
is
that
enterprises
that
actually
figure
out
how
to
get
their
teams
to
align
can
pull
a
lot
of
weight.
They
can.
B
A
That
makes
total
sense
and
that
the
two
points
that
I
was
going
to
make
as
common
goals
and
common
language
that
having
a
strategy
that
people
are
bought
into
a
common
goal.
You
know
that
that
and
and
articulating
it
and
getting
people
to
gravitate
around
it
and
pull
in
the
same
direction
as
those
clydesdales
and
the
other
piece
of
it
is
always
for
me,
is
having
a
common
language,
and
you
know
an
example
of
that.
I
know
organizationally
right
now.
A
Like
years
ago,
I
went
to
something
called
pragmatic
marketing,
which
was
like
every
product
manager
on
the
planet
had
to
go
to
that,
and
I
think
I
probably
went
eight
years
ago.
It's
still
there
and
now
we're
inside
of
the
openshift
team
all
because
we've
grown
so
much
we're
getting
taking
everybody
through
it
again
right.
I
did
it
in
a
startup
called
active
state
with
some
crazy
ass
wonderful
people
years
ago
and
and
getting
a
refresher
on
it,
but
bringing
us
all
back
to
a
common
language.
C
A
That's
just
you
know
one
to
make
sure
everyone's
on
the
same
page.
You
know
and
doing
that,
and
including
other
silos
or
other
groups
of
people,
the
engineers
and
the
operations
people
so
that
they
know
when
we
speak
these
languages
that
what
we're
talking
about
you
know
it's
not
just
throwing
another.
You
know
taxonomy
of
of
terms
at
them
again
that
they
have
to
learn.
C
C
B
Have
to
you
have
to
the
the
only
way
that
people
invest
is
they
need
to
know
how
how
they
will
if
this
system
exists
in
the
future?
How
will
I
be
in
that
future
and
how
will
I
help
establish
that
new
system
that
new
way
of
kind
of
working,
that
new
way
of
being
and
so
that
the
transition
or
the
transformation
from
where
the
system
is
to
where
it's
going
needs
to
help
people
understand?
B
B
How
do
they
include
me,
and
so
many
of
the
kind
of
arguments
that
happen
when
we
get
these
kind
of
hyper,
fragmented
systems
that
we
see
again
like
a
national
level?
These
days
is
that
they
they
don't
allow
people
to
see
how
they
will
be
part
of
the
system
in
the
future
and
that
terrifies
people,
and
they
will
resist
those
types
of
changes
as
much
as
possible.
They
the
end
they'll
be
regressive
and
they'll
try
to
move
the
system
backwards,
because
in
the
past
they
they
had
a
place.
B
B
B
We're
not
devaluing
the
current
state
in
order
to
create
more
a
more
valuable
impression
of
the
future
state
we're
just
some
people
are
trying
new
things.
Current
people
need
to
keep
on
doing
the
amazingly
good
work
that
they're
doing
in
the
current
system
and
that's
a
different
way
of
doing
it.
And,
frankly,
you
know.
One
of
the
things
that
I
see
a
lot
during
big
transformations
is
that
one
of
the
easiest
ways
to
to
kind
of
get
buy-in
for
the
future
state
is
to
devalue.
B
The
current
state
is
to
to
make
the
the
current
state
less
valuable
to
sh.
I
I
won't
do
the
to
to
talk
down
to
talk
poorly
about
the
the
current
state
and
that
that's
that's
d.
It's
the
dangerous
game
and-
and
I
think
people
need
to
be
really
conscious
that
that's
not
yeah,
that
will
make
people
resistant
to
change
it,
won't
it.
B
A
C
A
A
How
do
you
team?
How
do
you
do
team
alignment
effectively
when
everything
is
remote?
Like
everything
is
remote?
I
think
that's
actually
an
interesting
good
question,
because
yeah,
especially
during
covid
right
now-
and
I
think
I
just
saw
an
edict
saying
that
I
wasn't
going
to
be
traveling
anywhere-
everything
was
going
to
be
virtual
until
july.
1St
2021
was
something
came
down,
the
pike
the
other
day
and
I'm
like
yeah,
I'm
not
surprised,
but
I
still
need
my
supplies
from
the
boot
store
in
heathrow.
A
But
luckily
somebody
shout
out
to
peter
robertson
sent
me
some,
the
medicine
that
that
I
take,
which
is
a
headache
medicine.
What
is
a
panadol
or
something
like
that?
It's
called
it's
like
alka
seltzer
with
headache
medicine.
He
sent
me
a
box
full
of
those
so
kudos
to
peter
for
that.
So,
but
I
think
everything
is
going
to
be
virtual
for
a
lot
long
longer
and
being
remote
is
is
a
difficult
thing.
A
B
A
B
A
You
know
planning
meetings
and
that-
and
I
think,
a
lot
of
what
I've
learned
from
being
in
an
open
source
is
because
open
source,
pretty
much
has
always
been
remote
team
alignment,
and
I
think
we
can
learn
a
lot
from
things
like
what
the
cncf
is
doing
with
having
clear
contribution.
Ladders
like
really
documenting
what
it's
going
to
take
to
get
to
the
next
level
in
your
organization,
the
cncf
contributor
sig
has
done
some
an
amazing
work
around
helping
all
of
the
projects
actually
document.
What
is
the
path
to
being
a
maintainer?
A
You
know
what
are
contributors?
Where
are
the
participation
points,
and
I
think,
having
that
clear
inside
of
an
enterprise
is,
is
new
and
different.
You
know
it's
because
a
lot
of
that
is-
and
I
think
we
could
probably
take
some
of
those
open
source
practices
and
to
inner
source
them.
You
know,
and
I
think
we
see
that
there's
a
a
group
called
the
intersource
commons.
You
know
that
that
are
just
preaching
how
to
take
these
open
source
practices
and
apply
them
to
that.
A
So
I
think,
from
my
point
of
view,
that's
how
I
would
try
and
move
this
new
remote
world
to
be
more
transparent,
to
have
more
clear
documentation.
Not
just
you
know,
hr
hierarchies,
but
you
know
teams
explaining
you
know
what
it's
going
to
take
to
get
through.
You
know
to
to
to
climb
the
ladder
or
whatever
it
is,
or
to
stay
plateau
where
you
are
and
be
effective
and
stuff.
So.
B
B
However,
I
have
been
in
a
lot
of
businesses
where
a
vast
majority
of
the
work
is
being
done
on-site
and
then
there's
limited
off-site
or
limited
remote
work,
and
one
of
the
observations
I
had
about
that
is
that
that
seems
to
breed
significant
distrust
in
the
off-site
workers.
You
know
people
on
site
are
like.
I
can
see
sally
and
joe
working,
so
I
know
they're
working,
but
I.
A
Can't
that's
more
for
for
leadership
right.
That's
right!
Leadership,
like
leadership,
has
to
trust
that
we're
actually
working
right
that
we're
actually
producing
and
meeting
the
deadlines
and
everything
else.
I
see
that
more
from,
like
I've
been
a
bunch
of
startups
prior
to
red
hat
and
where
everybody
had
to
be
in
the
office.
There
was
no
clue
you
know,
except
for,
like
the
super
guru
expert
on
you
know,
some
minor
networking
thing
that
we
hired
to
do.
A
You
know
something
that
they
were
allowed
because
of
their
expertise
to
remain
remote
because
they
might
have
been
in
the
uk
and
not
downtown
vancouver,
but
we
really
like
it's.
I
from
my
experience
with
startups
is
at
least
in
the
past,
and
that
I
have
been
there
in
eight
years.
So
things
have
changed.
A
A
B
B
I
have
to
be
able
to
see
them
and
communicate
directly
with
them,
and
I
need
to
be
making
sure
that
they're
they're,
efficient
and
effective
at
all
times,
and
that
can't
happen
remotely,
because
I
don't
trust
them
or
I
don't
believe.
Well,
I
think
one
of
the
lessons
that
we
are
going
to
learn
out
of
this
is
that
a
huge
amount
of
the
force
is
as
effective
remotely,
if
not.
B
Felt
more
and-
and
so
part
of
that
is
frankly
because
there's
no
control
group
anymore,
there
is
no
one
at
the
office
to
compare
to
the
remote
workers
everyone's
remote
yeah,
and
I
think
that
there
will
be
a
significant
amount
of
weird
tension
when
the
main
offices
start
opening
back
up
again
who's
going
to
be
asked
to
come
back.
How
are
they
going
to
be
evaluated
different
than
the
remote
the
people
who
choose
to
stay
remote?
All
of
those
transitional
transformational
questions
like
the.
B
In
the
same
way
we
transformed
into
all
remote
organizations
we
are
about
to
undergo
a
process
by
which
some
amount
of
the
organizations
transform
back
into
on-site
organizations,
and
how
do
we
keep
sight
of
the
lessons
that
we
learned
the
positive
lessons
that
we
learned
through
this?
This
kind
of
crisis,
where
we've
learned
how
responsible
employees
are
to
their
companies
and
how
they
do
go
to
work
and
they
do
good
work
and
they
don't
need
to
be
micromanaged
and
sat
on
all
day.
B
Long
and
and
the
fact
the
matter
is
that
I
bet
that
most
remote
workers
don't
work
eight
hours
straight.
They
probably
work
three
or
four
hours
a
day
and
get
their
work
done,
and
then
they
take
the
appropriate
breaks
and
time
to
eat
lunch
and
be
with
their
family
and
take
care
of
their
children.
And
you
know
what
they're
from
every
impression
you
can
look
at
from
the
market
and
from
the
profitability
of
the
companies
that
these
people
are
working
for
they're
doing
their
job.
A
It's
working
yeah,
it
is
working
the
other
aspect
of
it
too,
that
I
mean
I've
been
remote
at
red
hat
for
eight
years.
Eight
years,
almost
yeah
at
least
eight
years
time
flies
when
you're
having
a
really
good
time,
and
I
have
been
having
a
really
good
time,
but
there's
also,
I
think,
one
of
the
lessons
that
we're
learning
and
I've
seen
what
I
what
I
love
seeing
in
this
past
seven
months.
Eight
months
now
is
the
leveling
of
of
the
the
hierarchy.
Even
more.
A
We've
always
had
very
level
organization
and
stuff,
but
when
someone
was
on
site
they
might
have
access
to
the
management
team
and
the
management
team
would
have
more
visibility
of
them.
So
there
you
know
there
was
an
impression
that
they
would.
You
know
they
would
rise
up
the
organization
and
that
by
being
remote,
you
got
all
the
benefits
of
being
remote.
Let
you
just
describe
you
know,
work
three
hours,
you
know,
take
the
dog
for
a
walk
and
come
back.
A
You
know
who's
across
the
globe
in
the
czech
republic
or
you
know,
uk
or
wherever
they
are.
You
don't
see
that.
So
I
think
it's
on
management
and
leadership-
and
you
know
team
leads
across
the
board
to
to
retain
this
spirit
that
we've
we've
had
of
you
know
no
more
water
coolers.
You
know
that's
what
that's
that,
but
but
we've
also
done
some
really
cool
stuff
like
zoom
meetings
that
are
team
meetings.
A
Yes,
we
found
some
new
things
to
do
together
or
how
much
I
love
seeing
people's
dogs
in
their
background
because
I
lost
my
dog
last
fall
and
I
haven't
replaced
it
monty
yet
so
it's
like
you
know
there
are
little
things
that
make
me
see:
people's
lives
like
the
flickering
lights.
In
your
background
that
make
me
love
you
even
more,
you
know
these
kinds
of
things:
we've
brought
people
into
our
homes.
That's.
A
You
know,
and-
and
I
don't
want
to
lose-
that
I
really
like
that
about
team,
whether
it's
team
alignment
or
just
building
connections
that
we
didn't.
You
know,
we've
misplaced
and
I
I
don't
get
me
wrong.
I
miss
going
to
conferences,
I
miss
those
hallway
conversations,
but
I
think
we
found
things
that
have
allowed
us
to
have
them
and
in
another,
in
a
in
a
way
it's
democratized
access
to
it
to
me,
like
so
people.
Anyone
can
dial
me
up
now
on.
You
know
everybody
on
internet.
A
C
B
It'd
be
nice
if
we
can
keep
most
of
those
things
around,
I
think
you
know.
I
spent
a
lot
of
time
as
a
consultant
influencing
executives
and
it's
that
is
frankly
it's
harder
to
do
remotely.
People
want
to
hang
out
and
they
want
to
talk
with
you.
They
want
to
see
your
face
when
they're
making
big
decisions.
They
want
to
have
a
better
sense
of
you
and
that's
hard
to
do
so.
B
I
look
forward
to
being
able
to
travel
a
bit
and
have
those
types
of
conversations
yep
again,
but
I
also
agree
the
you
know
the
flattening
or
the
democratization
of
a
lot
of
organizations
by
basically
leveling
the
playing
field
and
saying
everybody
everybody
works
remote
now
it
has
been.
I
think
again
has
been
a
significant
learning
lesson
for
a
lot
of
executives.
C
B
A
And
that's
where
those
ladders
and
organizational
stuff
and
onboarding
and
introducing
people
you
know
to
the
conversations
that
is
something
I
think
we
still
need
to
be
hyper
aware
of
whether
the
remote
or
coming
out
the
onboarding
practices
into
this
new
universe.
So
when
you
bring
a
new
team
member
in
how
do
you
effectively
inoculate
them
with
the
culture
of
that
team?
How
do
you
bring
them
in
to
the
fold
and
and
have
them
aware
of
who's
in
their
network?
A
You
know
who
people
are
what
roles
that
has
been
like
for
I've
been
at
red
hat
eight
years
and
I'm
still
meeting
constantly
new
people
on
new
topics
or
people,
change
topics
and
stuff,
so
the
the
structural,
the
structures
that
we
create
to
support
remote
people
kind
of
also
always
remember
the
new
folks.
You
know
how
how
we
get
them
into
the
network
of
who's.
Who
knows
what
and
that
and
and
tools
we
use.
A
A
You
know
how
do
we
keep
them
engaged
too,
but
I
you
know,
I
I
think
that
a
lot
of
I
worry
about
that
on
boarding
of
new
folks,
but
as
we're
taking
people
right
out
of
college
and
the
younger
folks.
They
they
know
this
that
they're,
like
tick-tock
in
a
way-
and
you
know
they
have
no
problem
with
this
remote
stuff-
they've-
been
playing
video
games
and
know
how
to
use
all
the
tools.
A
I
think
sometimes
the
mature
members
of
our
audiences
and
our
communities
might
find
the
some
of
these
things
daunting,
and
so
I
think,
there's
like
there's
lots
of
structural
things.
We
can
do
that,
whether
it's
hr
or
agile,
coaches
or
whomever
it
is
to
make
sure
that
people
are
have
the
the
tools
that
they
need
and.
B
C
B
I'll
describe
how
I've
seen
this
done
in
several
different
companies
and
how
I've
helped
other
companies
do
this
if
you're
doing
a
strategy
cycle,
so
you're
gonna
do
like
what
are
we
gonna
do
for
the
next
six
months
to
a
year.
The
strategy
cycles
first
starts
by
saying
to
the
the
leaf
nodes,
in
other
words
the
kind
of
people
who
are
doing
the
work.
B
B
That
sounds
like
maybe
a
strategic
thing
that
we
could
do,
because
if
we
do
it
once
for
10
teams,
we
get
10
times
the
output
right
so
stuff
like
that,
so
you
kind
of
see.
This
is
what
I
call
this:
the
rain
cycle
version
of
strategy.
So
this
is
the
evaporation
process
right
and
then
you
roll
the
the
narrative
that
is
created
down
again,
so
you
say:
okay,
so
as
an
executive,
a
in
theory.
I
have
some
experience
with
things
be.
B
I
have
access
to
some
information
that
maybe
not
everybody
has,
because
I
spend
most
of
my
time
thinking
about
the
market
and
what
customers
want
what
our
competitors
are
doing.
So
I
have
some
subtly
different
insights
because
I'm
not
spending
all
my
time
doing
these
really
quick
cycles
that
you
guys
do.
I
have
sometimes
to
think
about
so
I've
listened
to
everything
you
guys
said,
and
I
think
we
should
do
these
three
or
four
things
this
year.
These
and
that's
not
like.
B
We
also
have
to
do
kind
of
business
as
usual,
keep
the
lights
on
work,
but
here
that,
if
we
could
do
these
three
or
four
things
this
year,
it
would
make
a
massive
impact
on
our
company's
ability
to
whatever
and
you
roll
that
back
down
and
one
of
the
things
that
happens
is
as
you
rolling
it
down.
You
don't
you're,
not
just
going.
You
know.
I
often
think
that
people
don't
see
this
the
right
way
when
they
think
about
organizations.
B
It's
not
just
a
pyramid
right.
It's
not
just
you're
rolling
down
it's
you're
rolling
into
smaller
parts
of
the
organization,
so
the
strategic
implication
of
choosing
to
do
x
in
development
has
a
different
meaning
than
doing
that
strategy
and
operations
yeah.
It
means
different
things
to
like
if
we
want
to
do
that,
we'll
have
to
do
different
things
in
operations
and
development.
So,
as
you
roll
it
down
you're
kind
of
like
basically
asking
each
layer
as
you
roll
down,
can
you
restate
this
strategy
for
your
or
part
of
the
organization?
B
In
other
words,
what
would
operators
need
to
do
in
order
to
achieve
this?
Can
you
rewrite
this
strategy
specific
to
your
er,
your
areas
of
concern,
compare
them
with
the
other
peer
level
stories
that
are
being
written
to
say
if
we
did
all
of
these
littler
stories
about
that
strategy,
if
we
did
all
of
them
together,
would
it
add
up
to
make
that
bigger
strategy?
B
True,
that's
a
peer-wise
comparison
and
then
there's
the
back
brief
version
of
it
which
says:
hey
boss,
you
you
didn't
notice
this
or
you
didn't
think
about
this,
so
your
strategy
will
have
to
be
modified
or
changed
in
some
way.
If
you
want
to
be
successful,
so
the
back
briefing
is
basically
the
executive,
not
saying
hey.
What
should
we
do
saying?
I
think
we
should
do
this,
but
also
leaving
it
kind
of
open
to.
Could
you
tell?
B
Could
you
please
tell
me
if
I'm
being
an
idiot,
that
would
be
good
before
we
commit
to
doing
this?
Anybody
want
to
tell
me
why
we
shouldn't
do
this,
and
if
you
do
that
at
every
level,
what
you
do
is
you
get
buy-in
as
you
were
describing
it?
You
basically
are
using
a
process
by
which,
if
you
do
it
authentically
you,
do
it
honestly
with
yours
with
your
teams,
you
are
asking
them.
B
B
A
C
A
You
hear
in
its
it
goes
back
to
storytelling
and
it
goes
back
to
having
a
common
language
because
across
peers
at
all
these
different
layers
of
the
structure.
If
you
don't
have
a
common
language
and
someone
doesn't
understand
the
acronyms
or
the
the
way
that
you're
describing
personas
or
epochs
or
whatever
it
is,
if
they
don't
have
that,
then
then
that
kind
of
flow
up
and
down
it
can
be
misinterpreted
too.
So
it's
like
there's
so
many.
This
is
where
I
go
to
that
three-dimensional
chess
board
or
the
five-dimensional.
A
There
are
so
many
dimensions
to
what
you
have
to
kind
of
you
know
if
you're,
in
a
leadership
role
or
in
a
management
role
or
you're,
leading
teams
that
you
have
to
start
thinking
about.
Do
we
have
this
common
language?
Do
we
do?
We
have?
Is
this
document
in
what
I'm
doing
here?
You
know
it's
there's,
there's
a
lot
to
think
about
here
and
I
and
I
really
think
that
we've
well
we've
almost
come
to
the
end
of
our
hour,
which
I
actually
today.
A
There
are
a
lot
of
people
who
are
already
collaborating
effectively,
have
common
goals
and
they
might
not
share
the
same
political
points
of
view
with
each
other,
but
they
because
they're
effective
as
a
team
and
the
goals
are
common,
then
the
language
has
come:
they've
managed
to
keep
governments
working
the
federal
agencies,
working
our
tax
returns
being
filed
and
processed
all
those
things,
and
and
it's
the
same
in
tech.
It's
you
know,
we
see
this.
A
You
know
people
don't
agree
with
all
their
points
of
views,
but
there's
there's
a
dog
in
the
back
room
or
there's
flashy
christmas
lights
or
there's.
You
know,
there's
a
red
hat
there.
We
have
something
in
common
that
helps
us
stay
together
and
to
continue
to
collaborate
and
to
connect.
So
thank
you
jabe
for
today,
again
an
amazing
book
list
that,
every
time
you
talk
you
throw
out
like
three
or
four
books
that
I
have
to
add
to
this
pile
that
at
least
it's
a
kindle
pile.
A
A
A
Yelling,
have
you
seen
those
sorting
machines
they're,
throwing
things
through?
It's
crazy
ass.
I
mean
they're,
just
amazing,
so
shout
out
to
the
poll
workers
everywhere
at
the
counties
and
the
levels
all
the
levels
of
government
for
all
the
efforts
they're
going
to
well
done
good
example
of
collaborating
across
lines.
So
thank.