00:32:44 read.ai meeting notes: Eric added read.ai meeting notes to the meeting. Read provides AI generated meeting summaries to make meetings more effective and efficient. View our Privacy Policy at https://www.read.ai/pp Type "read stop" to disable, or "opt out" to delete meeting data. 00:35:07 Wendii Lord: Some images for your social media if you don’t want to be disturbed! 00:35:39 Robert Burton: Reacted to "Some images for your..." with 👍 00:38:57 William Cuellar: Will the recording be available for follow-up review? 00:39:08 Wendii Lord: Yes. 00:39:13 David Gionet: Reacted to "Yes." with 👍🏻 00:39:27 William Cuellar: Thank you! 00:39:55 Michael Lyubinin: Reacted to "Yes." with 👍 00:40:17 Josiah Helsel: Reacted to "Yes." with 👍 00:43:47 Michael Lyubinin: would “scope creep” outcome fall under breakdown 4? 00:43:57 Jean Nkamdon: How do you manage the tension between expectation and accountability on the front end? 00:44:23 Chris Myers: Replying to "would “scope creep” ..." That’s more of expectations becoming misaligned 00:44:37 Michael Lyubinin: Reacted to "That’s more of expec..." with 👍 00:44:53 Chris Edington: Reacted to "Yes." with 👍 00:44:58 Sarah Horstman - Manager Tools: Frustrated to all heck! 00:45:25 Fred Owens: A key member of my team promised to deliver a policy and didn't understand what deliver "meant" 00:45:30 Ben Thoron/ Old Globe: Managers not reporting quarterly financial updates complete and on time. 00:45:41 Ben Ploeger: Reacted to "Managers not reporti..." with 👍 00:46:00 Fred Owens: frustrating 00:46:01 Brian Wong: It was disappointing, and I lost trust. 00:46:02 Vince Lyons: blindsided and embarrassed. 00:46:05 Scottie Girouard (she/her): Frustrating 00:46:12 Lori Young: Disappointment, failure 00:46:12 svuk: felt like a loss 00:46:13 Ben Thoron/ Old Globe: Left Feeling abandoned 00:46:14 Mike Furst: disappointing....now we need to replan. 00:46:14 BILL KELLEY: Loss trust 00:46:15 Robert G: Annoyed. Customers not getting the info 00:46:19 Jean Nkamdon: Reputation on the line 00:46:19 John Lepore: Frustrating. I stuck my neck out The Customer project went awry and lots of blame 00:46:21 Scottie Girouard (she/her): Disappointed 00:46:21 Matt Becker: Stopped replying to emails, so we had to have endless meetings and reschedules. Waste of time, costly, unprofessional 00:46:22 Judith Rubinstein: Performance decreased 00:46:24 Ryan Densham: frustrated with myself as I questioned whether my ask was clear enough 00:46:26 Dallin Akagi: Frustrating - ultimately, we couldn't ship and the person left the company. 00:46:27 svuk: the impact was that it made me better 00:46:28 Angela Falcini: Felt: betrayal. Impact: trust eroded. 00:46:30 Christian Lobaugh: Discouraging 00:46:31 John Gwin: I felt like I did a bad job teaching 00:46:31 Jeff Stanton: Frustrated and friction between teams 00:46:34 Mats Oberg: Disappointing 00:46:35 Steve Perry - Air Products: Frustrated Had to take more action on my side to close the gaps. 00:46:35 Ernie Costello (he, his): I feel responsible sometimes. Did I communicate the task properly? 00:46:36 Kathleen Prescott: Reacted to "Felt: betrayal. Impa..." with 👍🏼 00:46:38 Stephen Muench: We had to scramble to re-negotiate with the external client, with hardly any prior warning to them. 00:46:38 Tim Lloyd: had to explain not only the failure, but my inability to manage the project 00:46:39 Sarah Horstman - Manager Tools: Replying to "frustrated with myse..." Do that ALL the time! 00:46:40 Ruth Butlin (Humber): Felt disappointing, lost trust, now may not approve going forward on this initiative at all so impact loss of business value being delivered on time 00:46:40 Scottie Girouard (she/her): Impact: loss of sales opps 00:46:40 Michael Lyubinin: most common one - person promises to do X by time Y, doesn’t do it, doesn’t give heads up about being behind … the works, feels frustrating in the extreme, given how common this is 00:46:41 Chris Myers: Team members failing to deliver as scheduled, AND not giving advance notice. Left me exposed to client, and caused our team to look bad. 00:46:46 Joseph Beckenbach, US NY Hudson Valley: Architect of successor system cannibalized existing system. Felt betrayed as I was then blamed for revenue loss. 00:46:46 Ben Ploeger: Same experience here. I was frustrated, a bit angry, and the impact was we were unable to properly manage expenditures. Happened multiple times. Final impact was employee no longer works with us. 00:46:47 Annelies Van den Broeck: A new team member did not get support in his onboarding from an experienced team member, sets a bad example, against company value of collaboration 00:46:50 Robert Burton: Frustrated and having to get to alignment with a manager's team almost in spite of the manager. Had to do with a manager working for me that I found was not owning corporate initiatives, not following one-team principles. 00:46:50 William Cuellar: Underachiever 00:46:54 Joe Wood: Associates not providing their accomplishments for the Quarter, frustrated especially with multiple reminders, impacts my ability to advocate for them 00:46:54 Ernie Costello (he, his): Reacted to "frustrated with myse..." with 👍 00:46:56 David Cohen, Wellesley DPW: Frustrated 00:46:58 Shannon Corin: Auditor Finding. 00:46:59 Fred Owens: Did I fail to be clear? 00:47:10 Scottie Girouard (she/her): Loss of trust in the org by the employee trying to improve 00:47:47 Susan Sons: A key manager on my team at the time agreed do outcomes he would produce with his team… and repeatedly did not, despite committing and re-committing. It was frustrating both managing someone who said one thing and did another, and managing the stress his team’s failures put on the organization as a whole. 00:48:45 Sarah Horstman - Manager Tools: Replying to "A key manager on my ..." This one sounds familiar! 00:49:31 Joseph Beckenbach, US NY Hudson Valley: Protocols underpin much of technical progress over the past decades in computer systems work. 00:49:43 Jim Prinzing: Reacted to "Protocols underpin m..." with 👍 00:49:58 Scottie Girouard (she/her): Reacted to "This one sounds fami..." with 💯 00:55:43 William Cuellar: Communication is the weakest link. Not enough comms creates too much friction. 00:55:55 dan west: Reacted to "Communication is the..." with 👍🏾 00:55:57 Shannon Corin: Reacted to "Communication is the..." with 👍 00:56:17 Peter Ingemi: Is "Report that Performance is Accepted" given as a form of Feedback? 00:56:44 Michael Lyubinin: Replying to "Is "Report that Perf..." likely depends on the work - could be formal acceptance 00:56:53 William Cuellar: Thanks for gifting your knowledge and experiences.! 00:57:10 Avi Poje: Reacted to "Thanks for gifting y..." with 👏 00:57:16 Jean Nkamdon: Does your model account for the understanding of the asker style? 00:57:24 Susan Hill: If we go too high or to fast in this loop, are we doomed to repeat the loop again and again till we get the specificity right? 00:57:27 Chris Myers: Once the agreement of performance is reached, it’s necessary to review it constantly during performance because expectations will drift. (In the context of a non-trivial project.) 00:57:28 William Cuellar: You're welcome! 00:58:43 William Cuellar: Reacted to "Once the agreement o..." with 👍 00:58:44 Jim Prinzing: Reacted to "Once the agreement o..." with 👏 00:59:05 Michael Lyubinin: Reacted to "Once the agreement o..." with 👍 01:00:22 Ruth Butlin (Humber): Plan the plan before you work the plan, everyone always in a hurry to execute. We love to skip by the negotiate phase and run off and “do”! 01:00:26 Susan Hill: High D - I like to speed through this loop very very fast. Especially with high Cs. 🤣 01:00:34 Michael Lyubinin: at some point we humorously measured efficiency of communication as inverse of how many back-and-forth exchanges it took to initiate a project 01:00:39 Peter Ingemi: Reacted to "High D - I like to s..." with 👍 01:00:51 Vince Lyons: Kennedy's quote is one of the best examples of showing what a complete project consideration should be. So many people would have stopped at "getting a man on the moon" And it would have been nearly as inspiring, and we would, of course, "assume" bring them back. But including it really does a great job of defining a complete project scope 01:01:03 Wendii Lord: Reacted to "Kennedy's quote is o..." with ⭐ 01:01:06 Tim Lloyd: Reacted to "Kennedy's quote is o..." with ❤️ 01:01:09 Mike Furst: Reacted to "Kennedy's quote is o..." with 👍 01:01:11 Joseph Beckenbach, US NY Hudson Valley: Reacted to "Kennedy's quote is o..." with 👍 01:01:23 Ernie Costello (he, his): So good so far. I have a work meeting, so will catch the rest on the recording. Fantastic! 01:01:29 Scottie Girouard (she/her): Reacted to "Kennedy's quote is o..." with 👍 01:01:51 William Cuellar: If I knew what you were thinking, then I would be you? 01:01:54 Judith Rubinstein: Reacted to "Kennedy's quote is o..." with ❤️ 01:02:00 Michael Lyubinin: Reacted to "Kennedy's quote is o..." with ❤️ 01:02:05 Shannon Corin: The most common mistake is not to put a deadline on the ask. I think that is the most single disappointment of failure to deliver when you need it. When I get a complaint from my directs about someone not doing something, the first think I ask is did you let them know when you needed it? 01:02:24 Joseph Beckenbach, US NY Hudson Valley: Replying to "High D - I like to s..." Speedy is fine, as long as each pass through the loop makes progress. Been a sore point with me (high-C) with some high-D former colleagues. 01:02:26 dan west: sounds like measurable and time bound tasks/goals 01:02:27 Brian Wong: Replying to "The most common mist..." Who does what by when 01:02:33 Shannon Corin: Reacted to "Who does what by whe..." with 👍 01:02:52 Robert Burton: I've worked with a great boss that was great at reminding me/us that our strategy needed more strategy and that our expectations of execution of that strategy was absolutely dependent upon the quality of communication of that strategy and the expectations of execution. 01:03:13 Jean Nkamdon: Reacted to "I've worked with a g..." with 👍 01:03:16 Joseph Beckenbach, US NY Hudson Valley: Replying to "The most common mist..." “Whenever” is also legitimate ‘when’ ;-) 01:03:24 Robert Burton: Reacted to "sounds like measurab..." with 👍 01:03:26 Joe Wood: Brene Brown has some good content around the topic of setting expections 01:03:36 Susan Hill: Reacted to "Brene Brown has some..." with 👍 01:03:38 Dallin Akagi: Thanks for all of this so far, looking forward to catching the rest on the recording! Have to jump. 01:03:43 Jim Prinzing: Replying to "Brene Brown has some..." Yes!! Love BB on this topic 01:04:00 Susan Hill: High D - FAILURE MODE CENTRAL. 🙂 01:04:01 Geoffrey: throwing it over the fence because you don't "have time" 01:04:03 Ryan Shillington (Note-taking via Krisp.ai): Reacted to "Brene Brown has some..." with 👍 01:04:07 William Cuellar: Do you have samples of templates/checklists for repeat work? 01:04:20 Chris Myers: Reacted to "High D - FAILURE MOD..." with 😃 01:04:20 Wendii Lord: FRED!!!! 01:05:14 c.kaufman: Reacted to "FRED!!!!" with 😂 01:05:32 William Cuellar: Great idea of the teachback! 01:05:43 Brian Wong: I know this is "Manager Tools" not "Family Tools" but I feel like "I know what I said, what did you hear?" would prevent a lot of familial arguments. 01:06:00 Deb Kelly: Reacted to "I know this is "Mana..." with 😂 01:06:01 Joseph Beckenbach, US NY Hudson Valley: Reacted to "I know this is "Mana..." with 👍 01:06:02 Michael Lyubinin: Reacted to "I know this is "Mana..." with 😂 01:06:32 Ruth Butlin (Humber): Learned from a great boss to ask “can you play that back for me on what the ask is?” 01:06:37 Angela Falcini: “Help me make sure I covered everything — what did you hear?” 01:06:42 c.kaufman: Replying to "I know this is "Mana..." My parents were my first managers and did a great job. 01:06:47 Joseph Beckenbach, US NY Hudson Valley: Reacted to "“Help me make sure I..." with ❤️ 01:06:50 Michael Lyubinin: Replying to "I know this is "Mana..." Caveat: I do not recommend giving feedback to your spouse. Ask me how I know … 01:07:04 William Cuellar: Reacted to "I know this is "Mana..." with ❤️ 01:07:10 Josiah Helsel: Reacted to "I know this is "Mana..." with 😂 01:07:15 William Cuellar: Reacted to "My parents were my f..." with 👍 01:07:23 Vince Lyons: Reacted to "Caveat: I do not rec..." with 😂 01:07:29 Brian Wong: Reacted to "Caveat: I do not rec..." with 😂 01:07:38 Joseph Beckenbach, US NY Hudson Valley: Reacted to "Caveat: I do not rec..." with 😂 01:07:44 Brian Wong: Replying to "I know this is "Mana..." 0/10 do not recommend. 01:07:56 Shannon Corin: Replying to "I know this is "Mana..." It works with family. When I started asking my son "Would you please" for anything I wanted him to do in his teenage years, he was way more receptive to emptying the dishwasher or taking out the trash. And yes, I put a deadline on it. 😉 01:08:06 Ryan Shillington (Note-taking via Krisp.ai): Reacted to "Caveat: I do not rec..." with 😂 01:08:06 Jim Prinzing: Reacted to "It works with family..." with ❤️ 01:08:06 William Cuellar: Reacted to "Caveat: I do not rec..." with 😱 01:08:12 Jim Prinzing: Reacted to "I know this is "Mana..." with ❤️ 01:08:23 William Cuellar: Reacted to "It works with family..." with ❤️ 01:08:35 William Cuellar: Reacted to "My parents were my f..." with ❤️ 01:09:01 Brian Wong: Loved "Never Split the Difference"! 01:09:32 Shannon Corin: Reacted to "Caveat: I do not rec..." with 😆 01:09:56 Michael Lyubinin: in one of past companies, we had a lot of mis-alignments. Solution was to have separate requirements and design - the former being the ask and the latter - doer’s commitment to what will be done. Worked reasonably well 01:11:05 Joseph Beckenbach, US NY Hudson Valley: Tracking in log useful for hot-washes. 01:11:22 Jim Prinzing: Replying to "Tracking in log usef..." ❤️ 01:12:24 Tim Lloyd: ask for the doer's project plan as a follow-up right away 01:12:28 Stephen Muench: “Brief email back tomorrow to check that we are aligned” 01:12:29 Susan Hill: Slow down and get real specific on the Ask - use interim products, consider templates. 01:12:34 Mike Furst: been asking for the quick "teachback" and then the follow-up email... :-) works ! 01:12:36 c.kaufman: Better job describing the reporting requirements and frequency. 01:12:38 Yuriy Yavorovskiy: Think more carefully about formulating the ask 01:12:42 BILL KELLEY: Feeling "vindicated" that I really have my team own the issues log for our lessons learned 01:12:42 Vince Lyons: To better set / get expectations in the negotiation phase. Whether I am the delegator or delegate. 01:12:44 Angela Falcini: I love the idea of asking the Doer to email what they heard is the plan via email the next day. 01:12:45 Annelies Van den Broeck: Get the iniate much more specific 01:12:46 Shannon Corin: The teachback. 01:12:48 Joe Wood: Documenting the Mutual Agreements to hold folks more accountable 01:12:57 Ruth Butlin (Humber): Favourite thing - the negotiate and comms landing there before any “doing” takes place. We do well with the teams following a new process, gives me impetus to get the wider rollout going 01:13:00 Matt Becker: More time thinking through Initiate (High D). 01:13:00 Chris Edington: "I know what I intended to say, but what did you hear? This will help me identify things I forgot." 01:13:36 Mats Oberg: Sometimes I have asked them to send a short email back, and it usually works well. Going forward I will do this more often 01:13:37 Susan Hill: Question as an asker - how do I suss out a weak Yes.... 01:13:38 Hendra Wong: Learning - “clarify what I need to ask the doer” 01:13:42 Brian Wong: As both the doer and the asker, I'm going to spend more time in the negotiate phase. As the doer, asking more questions, providing other options. Not saying yes, immediately. As the asker, giving space for the doer to ask such questions. 01:13:42 Fred Owens: I'm a "deliverables guy". I am a firm believer in making sure that "deliverables" are always tasks that occur within 10 days or less. 01:13:43 Stephen Price (he/him) MRU: I am going to use this as an explicit reason we have a protocol — my communication system is stronger when we are consistent and have a structure - so sharing this as a structure (and I like the term protocol) for accountability with my direct. 01:13:51 Amber Decker: Getting confirmation of mutual agreement more explicitly 01:14:06 Susan Sons: Vindicated: asking for a teach-back, giving the why Liked & learning… for the sake of Still want know… better ways to get interim progress feedback from a disconnected or uncommunicative stakeholder 01:14:12 Ryan Shillington (Note-taking via Krisp.ai): How does this process differ for executives vs managers? 01:14:14 kurtwestphal: Ask additional questions when I’m ‘in negotiation’ and clarify the ‘outcome wanted including reported’, I liked surfacing ‘frustration’ points during intimated include timing. 01:14:22 Shannon Corin: I have a High D, who will just start doing after an ask, instead of planning. Half the time it is the wrong thing. 01:14:28 Graham Cochrane: no weak 'yes's 01:14:29 Antony Cannell: Some of my mistakes are jumping in to provide direction on ask, instead of giving more context and why 01:14:36 Ryan Shillington (Note-taking via Krisp.ai): Reacted to "no weak 'yes's" with 👍 01:14:37 c.kaufman: Replying to "Question as an asker..." Ask what are they saying Yes to? 01:14:43 Jean Nkamdon: Would you suggest this framework for delegations as well? 01:14:52 Geoffrey: feedback during the initiate phase of the loop. "When you don't ask questions, it makes me wonder if you understand what we're talking about." 01:15:05 Michael Lyubinin: Reacted to "feedback during the ..." with ❤️ 01:15:07 William Cuellar: How do you get a colleague that holds the cards close to her chest? You ask her a question and body language reflects why are you asking that question? 01:15:10 Susan Hill: Reacted to "Ask what are they sa..." with 👍 01:15:11 Amber Decker: Reacted to "feedback during th..." with 👍 01:15:25 Avi Poje: This seems pretty similar to the MT delegation method combined with the emphasis of creating deliverables. 01:15:33 c.kaufman: Reacted to "This seems pretty si..." with 👍 01:15:42 Joseph Beckenbach, US NY Hudson Valley: (Of course there’s a Drucker quote. ;-) 01:15:47 Susan Hill: Reacted to "(Of course there’s a..." with 🤣 01:15:49 Sarah Horstman - Manager Tools: Reacted to "(Of course there’s a..." with ♥️ 01:15:52 Angela Falcini: Replying to "How does this proces..." I’m curious what you see might be a difference in executives vs managers? 01:15:53 Mary Shaw: I’ll be more clear about when asking people to do things they aren’t as familiar with as I am. Tuesday, I asked a new employee to add some AI bot names to code, but forgot to include which code base, so yesterday he found ALL the places in everyone’s code and fixed it in MORE places than I meant to ask. It was nice, but I felt bad because I realized I hadn’t been complete enough in my request! 01:16:01 Stephen Muench: Wow, what a quote! 01:16:09 Ryan Shillington (Note-taking via Krisp.ai): Reacted to "(Of course there’s a..." with 🤣 01:16:11 Ryan Shillington (Note-taking via Krisp.ai): Reacted to "(Of course there’s a..." with ♥️ 01:16:27 Michael Lyubinin: Reacted to "(Of course there’s a..." with ❤️ 01:16:29 William Cuellar: Thank y'all! 01:16:44 Thomas Cox: Reacted to "(Of course there’s a..." with ♥️ 01:16:51 Josiah Helsel: Reacted to "(Of course there’s a..." with ❤️ 01:16:56 Ruth Butlin (Humber): More than 1/2, easily 01:16:58 Geoffrey: 90% 01:17:01 Shannon Corin: 80% 01:17:01 Brian Wong: 90% 01:17:01 Matt Becker: 90-95% 01:17:05 Tim Lloyd: 75% 01:17:06 BILL KELLEY: 75+ 01:17:06 kurtwestphal: 45% 01:17:06 Scottie Girouard (she/her): 90 01:17:07 Susan Hill: At my company? probably 25% 01:17:07 dan west: I would guess 80-90 01:17:07 Ben Thoron/ Old Globe: 2/3 01:17:08 Josiah Helsel: 80% 01:17:08 Vin D'Agostino: 80-90 01:17:09 John Lepore: 80 01:17:11 Joe Wood: 90%ish 01:17:11 Antony Cannell: 80% 01:17:12 Jeff Stanton: 75 01:17:18 c.kaufman: 85% with the other being unexpected items coming up in the task. 01:17:24 William Cuellar: 69 01:17:25 Geoffrey: 92.45% 01:17:33 Joseph Beckenbach, US NY Hudson Valley: 65-75% 01:17:39 Susan Hill: We have a problem in our culture about wht happens when success is not achieved. 01:17:41 Steve Perry - Air Products: 66% 01:17:44 Vince Lyons: almost 100%. 01:18:02 Susan Hill: ITs less about the negotiation and more about the "oh well" 01:18:03 Wendii Lord: https://txl-lab.com/manager-tools 01:18:14 Sarah Horstman - Manager Tools: Replying to "almost 100%." Agreed! Said 90% and thought It was low 01:18:22 Brian Wong: Reacted to "https://txl-lab.com/..." with 👍 01:18:23 Lori Young: In my org, 90% because it requires a deadline. Many people here think a deadline is micro managing, which is absolutely ridiculous. 01:18:27 Michael Lyubinin: Reacted to "https://txl-lab.com/..." with 👍 01:18:37 Thomas Cox: Reacted to "In my org, 90% becau..." with ❤️ 01:18:43 Wendii Lord: Reacted to "In my org, 90% becau..." with ❗ 01:18:44 Thomas Cox: Reacted to "almost 100%." with ❤️ 01:18:50 Ryan Shillington (Note-taking via Krisp.ai): Replying to "How does this proces..." As an exec, I’m often delegating far more nebulous tasks. “Get this dept back on track.” “This customer is upset, please help.” I’m working with people who are much higher caliber (VP of Engineering vs ICs). I think these are still the same categories but the implementation is very different. 01:19:25 Ryan Shillington (Note-taking via Krisp.ai): Replying to "How does this proces..." The problems are also much harder. There’s less data. That’s why the problem made it to my desk. 01:20:04 Michael Lyubinin: Reacted to "As an exec, I’m ofte..." with 👍 01:20:19 Thomas Cox: Reacted to "The problems are als..." with 👍 01:20:20 Thomas Cox: Reacted to "As an exec, I’m ofte..." with 👍 01:20:23 Thomas Cox: Reacted to "How does this proces..." with 👍 01:20:27 Geoffrey: Replying to "How does this proces..." I agree, but my tendency in this vein is to just say go do. Asking in the initial conversation for an executive to define what good looks like as a first step, would help both me and the execs that work for me. 01:20:29 Susan Hill: Ah - that explains it. We have a trust gap, which makes this a harder loop to follow. 01:20:31 Susan Sons: Replying to "How does this proces..." @Ryan Shillington (Note-taking via Krisp.ai) This is so much the world I’m living in as a new exec. 01:21:05 Ryan Shillington (Note-taking via Krisp.ai): Reacted to "I agree, but my tend..." with 👍 01:21:23 Stephen Muench: The idea of this being fractal really speaks to me. Because you can see how each step of the protocol loop will have certain loops and error modes within it. Probably that’s in your book - looking forward to hear more about how you have made it more explicit. 01:21:47 Susan Sons: “Look for problems in concentric circles around your own desk.” Is my new favorite Wendii quote. 01:21:54 Matt Becker: Reacted to "“Look for problems i..." with ❤️ 01:21:55 Josiah Helsel: Reacted to "“Look for problems i..." with 😂 01:21:55 Ruth Butlin (Humber): Reacted to "“Look for problems i..." with 👍 01:21:58 Susan Hill: Reacted to "“Look for problems i..." with 👏 01:22:08 Stephen Muench: Reacted to "As an exec, I’m ofte..." with 👍 01:22:13 Thomas Cox: Reacted to "“Look for problems i..." with ❤️ 01:22:17 Christian Lobaugh: Reacted to "“Look for problems i..." with ❤️ 01:22:30 Amber Decker: Reacted to "“Look for problem..." with ❤️ 01:22:40 Wendii Lord: Definitely not mine.. Stephen Covey I think.. almost certainly via Mark Horstman! 01:23:01 Michael Lyubinin: Replying to "How does this proces..." I think the trick is with matching the level of ambiguity in the ask with the level of amiguity the doer is able to handle - that’s where I’ve seen the most breakdowns - with the doer not being ready to handle the ambiguity the exec asked for 01:23:20 Mike Furst: Reacted to "“Look for problems i..." with 👍 01:23:37 Ryan Shillington (Note-taking via Krisp.ai): Replying to "How does this proces..." Yeah, @Geoffrey that’s the insight I was looking for. Thank you. 01:23:43 Mats Oberg: Replying to "How does this proces..." Agree. 01:23:48 Geoffrey: Reacted to "Yeah, @Geoffrey that..." with 👍 01:24:15 Ryan Shillington (Note-taking via Krisp.ai): Reacted to "I think the trick is..." with 👍 01:25:09 Etta Henderson: How would you implement this process throughout your entire organization to strengthen a culture of accountability overall? Would you start by sharing this process with the C-suite first? 01:25:09 Scottie Girouard (she/her): Thank you so much. Extremely valuable content. i need to hop off now. 01:25:17 Thomas Cox: Reacted to "Thank you so much. E..." with ❤️ 01:25:19 Jim Prinzing: Replying to "Thank you so much. E..." Thank you! 01:25:27 Thomas Cox: Replying to "How would you implem..." absolutely 01:25:28 Shannon Corin: Need to sign off. This is helpful. Looking forward to reading the book. Thank you for your generosity. 01:25:52 Jim Prinzing: Replying to "How would you implem..." Happy to do a coaching session to help you outline this too! 01:26:04 Fred Owens: I think that is the difference between executives and managers. 01:26:34 Jason Husk: Thanks all! Great as always! 01:26:58 dan west: I give out weird ambiguous tasks all of the time. The team loves it 🙂. We have a deal where they can take the task, stew on it a bit, then come back with what they think I want. I think that’s the exec version. And in this model, I think this is the negotiate phase. 01:27:12 Joseph Beckenbach, US NY Hudson Valley: Reacted to "I give out weird amb..." with 😂 01:27:17 Josiah Helsel: Excellent book! 01:27:19 Geoffrey: Replying to "How does this proces..." yup 01:27:23 Jean Nkamdon: Reacted to "I give out weird amb..." with 👍 01:27:25 Mark Bentsen: Make it your ship 01:27:33 Ryan Shillington (Note-taking via Krisp.ai): Reacted to "I give out weird amb..." with 👍 01:27:39 Michael Lyubinin: Reacted to "I give out weird amb..." with 👍 01:27:47 Mark Bentsen: Reacted to "I give out weird amb..." with 🌋 01:28:09 Ryan Shillington (Note-taking via Krisp.ai): Replying to "How does this proces..." Yeah. The negotiate phase is a lot longer for execs @dan west. You pretty much have to do this entire process just to do the negotiate phase. 01:28:20 Geoffrey: Reacted to "Yeah. The negotiate ..." with 👍 01:28:26 dan west: Reacted to "Yeah. The negotiate ..." with 👍 01:28:33 Jean Nkamdon: Is there a way to adapt this model in an environment where priorities are always changing? 01:28:47 Etta Henderson: Thank you. That is very helpful 01:29:01 Geoffrey: NTD. Thank you Thomas and Jim! 01:29:15 Michael Lyubinin: Replying to "Is there a way to ad..." reduce the size of tasks and the turnaround cycle 01:29:28 Josiah Helsel: I have to drop - thank you for sharing your insights! Looking forward to putting this into practice. 01:29:38 Jim Prinzing: Replying to "I have to drop - tha..." Cheers! 01:29:49 Angela Falcini: Replying to "How does this proces..." It definitely allows for creativity and fresh ideas — 01:29:54 Joseph Beckenbach, US NY Hudson Valley: Replying to "Is there a way to ad..." Yes. Common phrase in IT groups I’ve been in: “ship it before they can stop you”. :-) 01:30:02 Michael Lyubinin: Reacted to "Yes. Common phrase ..." with 😂 01:30:03 Wendii Lord: Replying to "How does this proces..." @dan west Not accusing you of this at all .. but I agree in that knowing that I suck at describing what I want and being willing to admit it, tell people that I need them to HELP me by coming back to questions helps a lot.. 01:30:14 Neil Kaapuni - Iterive: Accountability Protocol speaks very effectively to my C/D--Seems like the Relating might be a missing people-side part to this package. 01:30:15 Wendii Lord: Reacted to "Yes. Common phrase ..." with 😂 01:30:23 Jean Nkamdon: Reacted to "Yes. Common phrase ..." with 😂 01:30:29 Ryan Shillington (Note-taking via Krisp.ai): Reacted to "@dan west Not accusi..." with ❤️ 01:31:13 Peter Ingemi: Excellent Presentation! Thank you Thomas. Looking forward to reading your e-Book. Ciao. 01:31:25 Chris Myers: Thank you for the ebook, Thomas! 01:31:36 Zoom user: Thank you so much for the great presentation and the pdf. 01:31:46 dan west: Replying to "How does this proces..." 😅That shoe fits me. It’s ok. 🙂 They know when I drop something on them, it’s somewhere from 50-70% formed. The upside is the team gets a lot of opportunity to influence. But the downside is there is a lot of ambiguity. 01:31:57 Christian Lobaugh: Thank you Thomas! 01:32:14 Ruth Butlin (Humber): Thanks very much! 01:32:36 Ryan Shillington (Note-taking via Krisp.ai): Thank you! 01:32:37 David Cohen, Wellesley DPW: Good stuff! Thanks for sharing this powerful information (and the book). 01:32:37 Mike Furst: Replying to "Accountability Proto..." I think you capture it in the asking for the "teach back" and quick feedback... you are having more conversation, listening, checking where they are... 01:32:47 Jim Prinzing: Replying to "Is there a way to ad..." Also--ask the question "why are priorities changing"? and assess if the method for setting priorities is effective. 01:32:48 Wendii Lord: Replying to "How does this proces..." I think your success shows it’s working for you :-) 01:33:09 Mark Bentsen: nice 01:33:30 kurtwestphal: ausgezeitnet 01:33:40 Mark Bentsen: da liegt da Hund begraben 01:34:16 Christian Lobaugh: ☕!!! 01:34:38 Angela Falcini: Thank you for a great presentation and conversation! 01:34:44 Thomas Cox: Reacted to "reduce the size of t..." with 👍 01:34:46 Michael Lyubinin: Great session, thank you so much! Looking forward to reading the eBook 01:34:52 Joe Wood: Gotta run, thank you for this excellent presentation. Looking forward to reading the book! 01:35:40 Hendra Wong: Tom and Jim - thank you for the great presentation. This gives me a new and great insight on accountability. Looking forward to reading the book. 01:35:42 Thomas Cox: Reacted to "Yes. Common phrase ..." with 😂 01:36:05 Jim Prinzing: Replying to "Tom and Jim - thank ..." ❤️ 01:36:59 Annelies Van den Broeck: I loved this presentation, I am currently doing mid year reviews and I will definitely take this into the conversations I am having 01:37:11 Annelies Van den Broeck: Thanks Tom and Jim! 01:37:19 Jim Prinzing: Replying to "I loved this present..." Fantastic way to introduce this! 01:38:31 Robert Burton: Great information and conversations! Have to leave! 01:38:34 Mats Oberg: Thanks. This was great! 01:39:46 Matt Becker: Thank you for sharing your time and talents with the MT community. 01:40:26 dan west: Replying to "How does this proces..." you’re too kind! Ironically, I used to throttle my requests until I had it better formed in my head. I’ve found that getting it out in the open when it’s a little be more formed lets people wrestle with the idea and it actually morphs into something better. It has the added bonus of letting the team move to action faster (which makes my high-D soul sing). 01:41:11 Yuriy Yavorovskiy: Hei, you can use it 😀 01:43:14 Etta Henderson: Thank you for the presentation and the book. It is very helpful. I need to jump off. 01:43:20 Brian Wong: Thank you! 01:43:23 Mike Furst: Thanks everyone! 01:43:37 Yuriy Yavorovskiy: Very good! 01:43:43 Chris Edington: Thanks everyone 01:43:44 Chris Myers: Thanks. Great meeting!