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Great concept. Also, sound bar doesn't add any value to me. It's only distracting and I prefer seeing the subtleties of the way you two interact while on video.

Loved this topic so much. A) I have been hearing, ever since the origins of Humanizing Work, about how smart and impressive Richard is. OK. Now I have proof. B) Haven't you wondered, all your life, what makes the super-achievers you admire so much, different from the rest of us? Aha! A step by step roadmap showing how they got that way. and C) My overall thought was, now that I am beginning to lose altitude mentally, might it be possible for me to prepare in advance for a useful set of typical conversations, to offset the natural decline a little? Thanks for giving me so much to think about this morning.

What's your favorite tactic for making the Daily Scrum better?

Which "tribe" did you get you start in? Do you gravitate to one of the three now?

From my perspective, nice presentation. I’d prefer holistic way of understanding and working with the original researches and what teal is or might be representing. It still is emerging … I’d prefer going beyond personal understanding (personal set of biases) of how the “world” works, and what the “world” is, its’ current state of the system/ set of systems, including predominant economy system based on scarcity and profit. I’d prefer more understanding of what is the role and impact of speed/ velocity, our biology, constant evolution of everything ….

Feedback: Subtitles are a little distracting. At least on RUclips, if I want subtitles, I can freely choose to enable them myself. I know this video may be going up elsewhere where subtitles may make more sense, but consider this feedback from a RUclips viewer :)

At first I thought, "Hey, didn't we already have this lesson?" But no. We learned that we need team goals if the work requires input from more than one sub-group. and/or there's accountability at the team level. Today's podcast is a deeper dive into how to think about and execute setting these goals.

Can't tell if people don't care about feedback or youtube shadows videos.

Have you used the Fishbowl, or participated in one? What did you like about it? Are there other Liberating Structures you've used? How about the second question... what psychological costs have you seen from adopting Agile, and what have you seen help mitigate those costs?

Which of these five❓ do you overlook the most when you communicate about a decision?

What's your favorite tool for cascading communication well?

We just bought that same pool for our toddler haha

My initial reaction was fond memories of peak experiences as an amateur musician; times that define what it is to sense the divine. It occurs to me, as I think about it, that it's always possible to consider what we might do to elevate every day's work in some small way, to bring even a tiny glimmer of that potential into the workplace. Why not try? I like the five ways. I can imagine significant outcomes just from giving these ideas some deliberate consideration. I think this video would be a terrific starting place for a team discussion on how to "run a business."

After listening to this a few times, this is starting to become one of my favorite episodes. I've certainly been one of the ducks when something completely unexpected has occurred. If I cant avoid being a duck in the first place (which is the ideal case), its better to be the first calmest duck in the pond.

The Veda story sounded like another example of a phenomenon Martin Gutmann talks about in his TedX presentation called "Why Do We Celebrate Incompetent Leaders?" I don't think Humanizing Work was calling anybody incompetent, but Gutmann says one of our challenges is that we are naturally drawn to drama and heroism. This sometimes means that the people who quietly, reliably, do such a good job day after day that there's not much drama on their watch, often don't attract attention. Peter made the point that Veda might very well have messed up the customer support call center by jumping in as a senior executive to help tamp down the chaos of the new launch. She might have erected a canopy on poles that couldn't handle a brisk wind. Peter noted that Veda's compensation- to- sacrifice ratio might have made her launch week effort seem a little less heroic to some of the other contributors who worked just as hard for a considerably more modest paycheck. Thanks for offering your five levels of resistance as one framework for thinking this through with an eye to unintended consequences.

These videos have been very helpful--thank you

I am often sort of amused at how closely the Humanizing Work business advice matches counsel for personal applications. This episode works for marriages or salesmanship and probably lots of other situations not directly related to business success.

Your topic made me nervous at first. I just listened to two or three episodes of Paul Green Comedy's Paulcast, wherein he chronicles about three days and nights of agony trying to fix JP Comedy Club's site, which had a bunch of inactive plugins and was getting a little glitchy. He backed it up in its entirety, then easily removed the old plugins that were no longer operational, which crashed the site. Trying to restore it from the copy made it worse. He hired at least two devs, restored it to Go Daddy instead of the original off-brand host, then had a gazillion issues with Go Daddy, including loading so slowly that customers were concluding that the site was down. A new dev explained that Go Daddy is "the worst," and they switched again. Now everything's great and the site is better than the original. If Richard was thinking, "Great. Three sleepless nights. Sounds reasonable," I see why he had issues initially.

I need this for my team!

46:57 love the dissonance

I like how this feedback model uses sections to separate opinions to later in the process. I think its easy for us to generally skip to opinions before discussing some of the most valuable parts of feedback.

Oh, "The Dude" makes an appearance in the HW Show! Nice reference. 🙂

Mark busi supporting wife’s spice business, what a spiritual transformation. ❤

In this episode: how I learned to say no to every gig that came my way as a trumpeter.

I can vouch for the psychological benefit of small slices. I have commented before, because I loved Richard's assertion (quoted in the biker episode) that anything can be sliced thinly enough to get a win. I can verify that picking a vertical slice of an artwork is a great way to collect data about the process as you go; and "getting to done" on even the tiniest element of the job is terrifically gratifying.

♥: "This approach uses our intuition to go straight to the core complexity of whatever it is we're working on. And I love how it approaches complex work with more humility than the typical make a big plan and assume it's all green approach."

Awesome interview. Thanks iZotope for your products.

At 4:53 there is a repeat edit in the video

I think we can extrapolate from lived experience; we influence each other mostly without meaning to and without realizing that it's happening. We chose the phrases "machine learning" and "artificial intelligence" to express this idea, usually with the intention of being deliberate about the influence, and aware that it is mechanical or artificial, like Peter was in this experiment. The main providers are scraping data somewhat indiscriminately-- sort of like real life. So far, AI absorbs and models human-like abilities via imitation and analysis. Is it a surrogate? A fake? A clever imitation of learning or intelligence? A powerful extension? I hope Humanizing Work will take an active "humanizing" role as leaders adapt to this emerging phenomenon.

So happy that me opening newsletters contributed to Richard's objectives!

I have liked this show, and RUclips says I liked it. But the count doesn't reflect it. Hmmm.

I'm wearing an example of empowerment gone tragically awry. It's my tee shirt from the Washington Mutual era. The shirts were made as part of an initiative toward management empowerment. The shirt says "All about M.E." Those who remember the banking crisis of 2008 can empathize with WaMu branch managers who were significantly less empowered than they might have liked.

I've watched all 100 episodes. Actually, I've watched a set amount of episodes around 100 times. I found that going back to an episode after I have applied the takeaways helps think of delivery improvements or ways to make the lessons more practical for others. Kudos to this awesome milestone!

So many thoughts! In fact, in general, every episode explores at least one idea that is broadly applicable to something that seems unrelated to business, but proves significant to "humanizing." 1) From the episode about Richard's coach, Lee McCormack, I borrowed Richard's mantra that you can slice anything thinly enough to ensure a win. I use it all the time. "Just slice it a little thinner, and get a win," I coach myself. Thanks, Richard. 2) I liked the long episodes about specific business leaders; iZotope, Pharmavite, and TheraSpecs. To me, they were a little bit like "How I Built This," with an emphasis on agile principles. 3) As a coincidence related to Peter's comment that the work of producing the show has benefited from forming the habits that make it seem less onerous and more gratifying-- I am reading Wendy Wood's "Good Habits, Bad Habits," which delivers excruciating neurological detail about the brain science behind persistence-- to me it was sort of a companion piece to Angela Duckworth's "Grit." Thanks for another real-life example, Peter.

My team needs this!

Great topic

My Team Needs this

Crazy discount, indeed. Out. Of. Control.😆

Big thanks to Bob Anderson and Bill Adams for this model!

Super-helpful, but also pretty theoretical. Can you give us an example (and your analysis) of an actual experiment that illustrates at least some of these design elements?

This is so informative! Thank you!

As do many of the short messages from Humanizing Work, this one strikes me as wildly radical and hugely useful to people who want to contribute to a more agile, more fulfilling, and more innovative work environment.

Awesome content! Concise and impactful.

Thanks for singing the theme to us, Peter.

The "dance among skills" you mention, in the middle ground of the seven roles, reminded me of a concept from the ancient (70's) Parent Effectiveness Training model, which emphasizes active listening. At some point, don't you have to resolve questions or agree upon next steps? In PET, the idea is "Only after you have been 'hired'." You are "hired" when (and only when) the mentee asks for your opinion. If you're engaged as a coach, aren't you, by definition, "hired"? Clearly, many of the roles mentioned indicate that there's a LOT of trust, context, and discovery involved, even after you're technically hired.

Which of the heuristics is your favorite?

An alternative to telling a leader to "get lost"? That made me chuckle.

Thanks for the graphics, Peter and Richard. They make a lot of valuable info easy to follow and remember. These "key concepts" messages are ideal as training tools for the team as well as the leaders.

I loved the Scrum heresy warning about the PO involvement in the daily scrum. It’s a great idea!