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And so to have a perspective from someone else who understands those kinds of organizations, who can share with me their ways of operating or their opinions or their frameworks, has been invaluable. I don’t know when a vaccine is going to hit, I don’t understand what the next few months are going to look like, so I need to take every opportunity I can to create more predictability. So that includes studying both cross-border migration but also what happens to productivity when people move within the same country. Usually from that I will start to then reflect back what I’m hearing, like, okay, so it sounds like if you had had more choice here or if you could have made this decision yourself, that would have felt better. I think to the managers of my past and how each of them always had some things I could learn from but not all the things that I needed. ” and waiting for them to respond is so powerful. Fairness, it’s unfair that I have to do this, it’s unfair that in order for everybody… Or, cool, I just want to at a high level start to think about what’s the number one most important thing on your list?
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If my amygdala is hijacked there is no amount of intention I can put into it to be a good active listener. And I started with this really cool corner office and then a VP saw it and I got moved into an interior office. I’ve heard from many friends who are working in knowledge-worker roles and they’re saying “I never want to go back into a full time office,” particularly with the restrictions that these physical offices are probably going to have. And others treat it more like it’s a role change, which is actually my preferred way of thinking about it just because these skills don’t come naturally to most folks, just like any discipline. Just all of these things can totally threaten our amygdala. And then I stumbled upon that U.S. But first, a quick sidebar since again a lot of the people listening to this work at distributed companies. Any time there is https://www.tarataylorhealth.com/62234959 a perception of a lack of fairness, organization psychologists see teams ripped apart, companies destroyed, usership decline. Like the more and more I see people not wearing masks I’m like, oh, if everybody else is not doing it, what am I doing? MATT: I feel like I can do the more often than not if I’m in real time with the person having a conversation.
And so any perception of fairness from where I’m sitting is going to be very different from where you’re sitting. Choudhury earned his doctorate from Harvard, has a bachelor’s degree in computer science from the Indian Institute of Technology, and an MBA from the Indian Institute of Management. It’s a beautiful practice in getting your prefrontal cortex back online. It’s nice to be able to be vegetable-mode after my amygdala and prefrontal cortex have had a long day, to just check out. There’s these five common forms of resistance in humans that - again it’s not a perfect system but it’s a nice framework to think about. So yes, BICEPS. If I think about this over time, significance used to be the one that would come up most often for me. It’s just about what is the impact that you want to have. You refer to some of these questions for asking others. Like I said, it’s usually significance for me and then after about a month of not figuring out what I needed, like, really having a hard time, I started to think about okay, what’s mine?
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So I said “Hmm, this is fascinating, I keep hearing time and time again that people are having terrible experiences finding top talent, yet I’m having a very consistent experience finding top talent. If you’re a team that works together, you can get to the wide-wide meetings, generally speaking, unless some people in Australia watch those the next day or a week later. Where we are beginning to think about this is making sure that the time that we have together as an executive team, even the online time - two hours every two weeks we have something called the Strategic Alignment Team Meeting - so that group of people meets online, just putting more ceremony on that. MATT: The number I heard for you all, and this is the other day, is around 20 or 25 countries that you’re in? So 1:00, whole company, three or four questions. I’m imagining a world where there are about five or six questions that we ask each executive one-on-one before getting into that meeting and that those questions ultimately end up tilling the soil and driving the agenda of the meeting. I’m just making up examples of kinds https://www.tarataylorhealth.com/21925288 of questions we would ask. And that’s something that I’m hoping we can begin to change. And I had this thought - I’m still not sure how valid it is - but that the percentage of intellectual focus - deep work - that happens in your business is a significant driver or limiter of the success of that business, to some degree.And if the room is closed off and there’s no windows or there’s very few of them, and it’s only artificial lighting, that can make it incredibly difficult to function, let alone to get work done. You can use the nice teleporter system to transfer the mithril, or you can just pick it up with both hands and lug it to the grinding room yourself. ” My answer is, how about we not talk about superpowers but we talk about why each and every single one of us deserves to be able to do work in a way that’s meaningful, that makes sense, that makes us feel good, that is not doing something horribly unethical, hopefully, and that at the end of the day enables us to be able to live in a system that unfortunately isn’t really set up for most of us to thrive? You have to build a system that makes that reliably happen at least at some point for each person on the team. If you want to work for a company that has a distributed workforce, you need to be able to self-manage your time, you need to be able to self-manage your workflow prioritization, you need to be able to self-manage how you initiate tasks and follow through on tasks and insure completion. LYDIA: For me it starts with recognizing firstly our shared humanity and secondly believing deeply in and being passionate about a commitment to valuing all people and all configurations of people’s lives and experiences, and how their bodies and minds work, whether they are like mine or unlike mine.
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