Transcript
WEBVTT
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A relationship with the right referral partner
could be a game changer for any BEDB
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company. So what if you could
reverse engineer these relationships at a moment's notice,
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start a podcast, invite potential referral
partners to be guests on your show
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and grow your referral network faster than
ever. Learn more. At sweetfish Mediacom
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you're listening to BB growth, a
daily podcast for B TOB leaders. We've
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interviewed names you've probably heard before,
like Gary Vannerd truck and Simon Senek,
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but you've probably never heard from the
majority of our guests. That's because the
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bulk of our interviews aren't with professional
speakers and authors. Most of our guests
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are in the trenches leading sales and
marketing teams. They're implementing strategy, they're
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experimenting with tactics, they're building the
fastest growing BB companies in the world.
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My name is James Carberry. I'm
the founder of sweet fish media, a
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podcast agency for BB brands, and
I'm also one of the CO hosts of
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this show. When we're not interviewing
sales and marketing leaders, you'll hear stories
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from behind the scenes of our own
business. Will share the ups and downs
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of our journey as we attempt to
take over the world. Just kidding.
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Well, maybe let's get into the
show. Welcome back to to be growth.
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I'm Logan lyles with sweet fish media. Today I'm joined by Tim Campos.
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He is the CEO over at woven
he's also the former CIO at a
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little known company called facebook. Tim, how's it going today? Man,
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I'm great to be here. Thanks
for having me. Absolutely man, your
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time at facebook is going to be
something crucial to the conversation here. You
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were a part of a large push
there that ended up doubling productivity for the
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facebook workplace and as we kind of
unpack that story and talk about some of
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the the myths and and things,
we can think about improving our productivity in
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two thousand and twenty. Is What
we're going to be really talking about today.
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But before we jump straight to that, give us a little bit of
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context. I'd love for you to
introduce yourself to listeners and tell us a
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little bit about what you in the
woven teamer up to these days. Man,
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yeah, thanks for let me do
that. You know, for those
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people who don't know me, I
CEO of woven former CIO of facebook.
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I was a cio of another company
before that and really, you know,
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just an even deeper understanding of who
I am. I my around is technology,
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software engineering, and I love the
fusion of Technology and business as one
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of the things that has really defined
my career, and I have pretty much
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exclusively been in rolls that use technology
to enable the productivity of others pretty much
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from from the beginning of my career. So that's something I'm very passionate about.
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It's something that's spent a lot of
time thinking about. Wolven just says
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a brief introduction to the company.
Is a system that uses the calendar to
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help people spend time on what matters
most, and we do that by making
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your existing calendar more intelligent and providing
a bunch of superpowers, if you will,
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the things that your counter cannot do. It really should add, specifically
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designed to help you spend time on
the things that you really want to spend
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time on. I love it and
I love that mission that you guys are
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going after. You know, I've
been quoted as saying I sometimes just do
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what my calendar tells me to do. So the fact that you guys are
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bringing more intelligence there and we're going
to be having a conversation about, you
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know, some of the things that
we may be doing wrong and some tweaks
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that we can make to make ourselves
more productive and actually maybe like to start
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out there tim talking about, you
know, maybe some of the myths that
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we tell ourselves or that we believe
about productivity. I imagine there's probably going
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to be something here around multitasking,
maybe some other commonly used terms that come
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up when we're talking productivity and getting
more done. What are some of those
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that you think are commonly held and
you guys are dispelling or you're speaking to
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a lot? Yeah, I'man.
So there's their several. I mean one,
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I think maybe a start to start
with, a slightly obvious one.
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Productivity is not about working harder,
and you know a lot of people know
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that, but when they get down
into the breast tacks, they they kind
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of feel like, Oh, you
know, I've got to be productive today,
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so I'm going to work late or
I'm going to spend more time on
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something, but oftentimes that's not the
issue. The issue is just looking at
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the environment that you're in. What
other kinds of tractions do you have another
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thing is that, you know,
there are not all tasks or the same.
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So when we think about our productivity, we have to sort of break
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our lives down into, you know, the what I like to describe as
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maker time versus manager time. There's
certain activities, tasks, there's been a
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ton of books written about this,
that required deep focus. Not Everything is
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like that. You know, approving
some an offer letter for a candidate that
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just got into my email doesn't require
deep focus. I don't need to spend
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a lot of time thinking about it, but I need to do it and
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I have a lot of little things
like that that come around. Those things
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are basically affect my my ability to
manage my life. That's why I call
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manager time. But then the then
there's the things that really make a huge
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difference in either my success or my
organization success or my company success. Those
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often require focus, uninterrupted time where, you know, that really important offer
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that needs to be approved actually gets
in the way of me getting my pitch
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deck done for investors or in putting
together a big marketing campaign we might be
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driving. So the more you can
understand the difference between your tasks, those
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that are maker related modes that are
more manager related and Structure Your Day so
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that you're doing the things that require, you know, a lack of interruption
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at a specific time of day where
you've created that space for yourself, you
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can get a ton more done.
I like that. You know a lot,
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I think has helped me and thinking
about different task and categorizing them between
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urgent and important. You know,
we tend to think of those, you
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know, for traditional boxes of urgent
and important. In the end the various
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stages there. But what you're saying
is basically you know you have that,
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but then layer on this other aspect, not forgetting about those, but then
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thinking about which ones require deep thinking
and deep work is, you know calnewport
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puts it, and which ones are
important but just require, you know,
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kind of hey I can do this
in three minutes or less sort of thing.
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Absolutely, absolutely, and both are
important, right and obviously the the
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unimportant non urge and Tash you just
want to get rid of. But you
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can have important tasks that don't require
thought, you can have important tasks that
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require deep thought, deport keep thinking
and it. But you really need to
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treat those two things as very different
and and it ultimately gets to how you
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schedule your time. The Real,
the reality. Forgot the calendar for a
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second. The thing that defines us
more than anything, it's not our titles,
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it's not our reism is, it's
not the companies that we work at,
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is how we choose to spend our
time, and therefore the most important
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decision that we can make is how
we're going to spend an allocade our time.
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The challenge is that we all have
the same amount of it, right,
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it doesn't matter how like who you
are, what you do. Be
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a project manager, you could be
a product manager, you could be a
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head sales person, marketing person,
you could be the seat Yo of a
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giant company. Will All have twenty
four hours in a day and we're defined
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by how we choose to spend that
time. And you can cheat. You
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can say I'm not going to sleep
as much or I'm not going to work
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out so I get more time to
get more stuff done. Those things tend
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to be piric. Yeah, the
yeah, the better strategy, strategy that
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defines the super successful separate from the
the mediocre, is, you know,
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how people choose to spend an allocator. Yeah, and it goes back to
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what you said. Being productive is
it getting more done in more time.
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It's getting more done in less time
and getting the right things done. It's
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almost like you were listening to our
episode that just dropped yesterday where we're talking
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about health and the end keeping that
as a priority, especially in high growth
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companies. We talked about, you
know, stop wearing busy as a badge
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of honor. So anyway folks can
can go back one episode and check that
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out. You know, tim as, I think about the way that you
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guys are helping folks rethink the calendar, calendar and email, or two things
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that just drive the modern workforce today. And you know, I heard a
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really great quote about email. I
forgive whoever I heard this from and I
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might not be able to quote it
perfectly, but basically the ideas this that
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your email is nothing more than a
highly organized, easy to read to do
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list given to you by other people. and to me that kind of changed
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my thinking about email and always going
to my inbox as the first thing that
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I do. Is there kind of
a themlar shift that you guys are talking
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to folks about when it comes to
their calendar, time blocking, you know,
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and how they approach their time when
it comes to the calendar, another
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key piece of knowledge work these days. Yes, well, let's go back
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and let's look at the this genre
productivity software, because the email and calendar
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both came to light at roughly the
same period of time. They were digitized
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at the same time. Their precursors, however, were very different. So
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email is the electronic version of the
memoranda. Right, a memorand is a
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very structured, forward, formal document. You know, I never worked in
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an environment like this, but anybody
who worked in the s or the s
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right, you know, memoranda's how
people got stuff done. It was these.
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So they memoranda. In today's Day
and age, however, those,
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the memoranda, is kind of Diet. Is a mechanism, because it's as
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email became electronic. You know,
we were able to know not only use
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this formal communication mechanism, but we
could also use the exact same thing.
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So easy to create an email to
do something, you know, silly,
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small tasks like, you know,
hey, yes, thank you, right,
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thank you. Will is of one
of the most common emails that is
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out there or acknowledge, right,
and that's not what memoranda was for.
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So email kind of is distorted just
in its roots. It's wasn't built for
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how people are using things today and
it's been there for very easy for it
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to get corrupted in the way that
you described. Now the calendar, unfortunately,
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is not that much better. The
one thing that the calendar has that's
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that's unique, is that it is
it. It contains time that you plan
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to spend right you know, email
doesn't have the emails you are going to
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write. It has the emails that
you are writing and all the emails that
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you wrote or other people sent to
you, but it doesn't have your future
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in it. Your calendar does have
a bit of the future in it,
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but people don't take advantage of that. You know, we we have a
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lot of events in willing. We've
got over eighty million events in the system
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and one of the really interesting characteristics
of these events is that over fifty percent
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of them were created within three days
of the event actually happening. Over seventy
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percent we're created within seven days of
the event happening. So that means that,
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you know, for the most part
people don't use their calendar to think
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ahead, but you can, and
this is one of the things that we're
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trying to change, is if you
think about the ten counters are planning to
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a how are you planning to spend
your time? It can help identify the
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conflicts or the issues that you that
create tradeoffs that require choice before you even
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get started on the task. I
do. I even have the time to
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volunteer at my kids school. Like
what would I have to trade off to
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do that? When I put that
into my calendar I can see what that
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tradeoff is and then I can make
that choice. Maybe I do want to
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do that, maybe I don't want
to do that. Just don't like good
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or bad to that, but the
fact that I made the choice means that
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I'm being delivered about it. Here's
another fact to it about the calendar,
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which gets back to your point on
we know over sixty percent of all events
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are are that are on our calendars
were created by other people. So that
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means that we are allocating huge swaths
of time to the request of others,
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and so one of the things that
we're trying to change at woven. The
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mission of the company is we want
to help people spend time on what matters
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most of them. That starts with
them taking control of their time, being
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in more in command of their time
being able to, you know, being
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the ones that are making the choice
of whether or not they're going to spend
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time on one task or the other. Man that stat is is really enlightening
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and it goes back to that that
point about, you know, one of
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the most important decisions that we make
is how we spend our time, because
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we all have an even playing field
there. So one of the things I
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want to get into you, it's
tip, is, you know, how
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you were able to lead a charge
that ended up doubling employee productivity at facebook
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and get into some of the strategies
and tactics that that you uncovered and helped
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execute their give us a little bit
of backstory. How did that come to
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be? How did you end up, you know, being charged with improving
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employee productivity at facebook? Well,
this is my first question. When I
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was being interviewed by Mark Zuckerberg,
my first question to him was what do
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you expect that of this role?
What's My job? It's one of the
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things I learned, having been a
cio at other companies and knowing a lot
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of other cios at one of the
problems that people that companies have with their
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technology departments, if they don't really
know what they want them to do.
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They know what they don't want them
to do. They don't want them to
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screw up, they don't want the
like data to get laws, they don't
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want security breaches, but they generally
don't know what they want them to do
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and the best company to do.
Zuck was very clear about this, you
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know, he didn't spend a bunch
of time thinking about it, he didn't
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model around, he immediately got to
the answer, which is I care about
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the productivity of the company, about
particularly engineers, but really every single role
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in the company. I want people
to, you know, be able to
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get as much done as they can
with the least amount of effort, and
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that's what I'm expecting out at this
so that's what basically gave me the charter.
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I took that to heart. This
is something that I champion all throughout
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my tenure at facebook, almost seven
years now. The second thing that in
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terms of like well, how do
you measure this? Right, let because
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you can't improve things you don't measure
and there's a ton of different ways to
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measure productivity. We when we talk
about doubling productivity, a sense of what
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we're talking about. There is revenue
per employee. Now there's other measures where
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we did probably far better profit for
employee, but the things that are actually
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most actionable as when you start breaking
down the job function. You know,
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let's say I am a recruiter,
right, so how many hires can I
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recruit in a given year? Right? Or sourcers? You know, how
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many candidates can I identify in given
week? These are more actionable productivity measures
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because they break down to what.
You know, what, what's the actual
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job? And so for most people
in they're starting to think about their own
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productivity, if they can break their
job down into the major task. What
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is it that defines who I am
and what I do, and what is
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what's the measure there, then you
can start thinking about, okay, well,
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where the long poles of your where
is where the parts that take the
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most time? And you want to
look for those things that have a lot
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of repetitive activity. That's the automation
opportunity. And this is basically what we
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did over and over and over again, and facebook. Initially we did this
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by, you know, hey,
let's just use traditional software, but we
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got to the point where we were
so good that the only way to make
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the company even more productive, which
to start building us up for ourselves.
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And so that's basically what my organization
became. Full on engineering product organization,
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but we were building next generation workforce
products to help the company become works productive
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on everything from how do we talk
to customers to how do we book meetings,
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to how do we repair the equipment
in the data centers, like we
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just built tons and tons of ournation. Hey, everybody, logan with sweet
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fish here. If you've been listening
to the show for a while, you
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know we're big proponents of putting out
original, organic content on Linke did.
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But one thing that's always been a
struggle for a team like ours is to
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easily track the reach of that linkedin
content. That's why I was really excited
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when I heard about shield the other
day from a connection on you guessed it
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linked in. Since our team started
using shield, I've loved how it's let
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us easily track and analyze is the
performance of our linkedin content without having to
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manually log it ourselves. It automatically
creates reports and generates some dashboards that are
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00:16:25.590 --> 00:16:30.070
incredibly useful to see things like what
content has been performing the best and what
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days of the week are we getting
the most engagement and our average views proposed.
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00:16:33.860 --> 00:16:37.340
I'd highly suggest you guys check out
this tool if you're putting out content
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00:16:37.539 --> 00:16:41.460
on Linkedin, and if you're not, you should be. It's been a
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game changer for us. If you
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00:16:59.649 --> 00:17:06.839
All one word. All right,
let's get back to the show. Yeah,
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I love those first two that you
mentioned, because I think that's appable
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whether you know, as you said, you're a recruiter and engineer, a
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salesperson, a marketer. Also really
great advice for not only see Ios,
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but I think that applies to marketing
and sales leaders, is, you know,
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they come in and asking the CEO
or whoever they're reporting to what a
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success look like here right, because
if there aren't level expectations, than how
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are you going to meet those?
And that translates into what you're talking about
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in productivity, because what I heard
you say there, tim is you know
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whether you have how many employees were
at facebook at this time. When I
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started it was pretty small, about
fourteen hundred people. Okay. Well,
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I mean in case some point there, whether you have fourteen people, one
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one, fourteen hundred or your fourteen
thousand, you know, these two actional
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pieces that you just mentioned, figure
out how you want to measure productivity and
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that might change a little bit over
time and, as you mentioned, there
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might be a couple different ways to
to slice it. But start with something
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and then to start to look for
areas of slack, start to look for
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areas of potential automation. Once you've
kind of started down that road, or
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there's some other tactical things that you
employed at facebook that other leaders could look
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at within their organization, either know
how to look at the slack or how
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to determine when to automate when not
to those sorts of things. Yeah,
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I mean the I think they when
to automate and where to automate is probably
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one of the trickiest part of technology
leader's job kind of starts with like figuring
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out what you can actually automate.
And you know, so a lot of
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business functions, when you talking about
like marketing, our sales involve human interaction
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with people. These are not very
good things to automate, right because,
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unless you don't care about the relationship
that you know, business practices where your
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success is your is defined by your
ability to influence somebody else, you know,
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requires you to build up and maintain
relationship with them, and that stuff
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takes time, and time with people
is actually a good thing. So I'll
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give you a practical example, which
a lot of companies have been screwing up
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on, is support, customer service. You know, it sucks when your
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customers have problems with your product,
but every time you have an opportunity to
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touch them and talk to them,
it's an opportunity to build a better relationship
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with them, and at will.
Then, you know, I can guarantee
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our products has not been perfect,
but the opportunities to talk to our users
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has been invaluable, not just for
us but also for them. You know,
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they start to feel more ownership on
the success of the product that they're
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helping us, and so that's not
a good place to like introduce a bod
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or some kind of AI thing to
streamline the support process. On the other
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hand, we can't be answering supporting
emails twenty four hours a day. So
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if you can at least tell people
right away that hey, we're not here,
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but you know, we'll get back
to you right away, or if
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you want, to press this button
and will escalate the issue to us and
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we will try to deal with your
issue immediately. That's a good area of
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automation because the alternative is, you
know, a frustrated user. So these
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are tricky things that take time to
to sort of understand. Another thing is
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that, you know, technology is
evolving quite a bit. There's a lot
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of different ways that you can use
technology now to automated process. That wasn't
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possible before. In the past you'd
have to write software, you'd have to
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code in order to do and so
that basically cut out a lot of different
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business functions. You know, if
I'm a salesperson, I'm not a selfware
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engineer. If I was a selfware
engineer, I would have gone into supfare
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engineering and our sales. So I
don't want to spend a bunch of time,
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you know, learning all this cryptic
language or automate my job. But
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in today's they you've got things like
Zapier, you you know, the rules
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that you can ride or tools like
woven which make it really easy to start
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customizing an automating different parts of your
job, and so there's just a lot
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more opportunity to use technology. I
think the third thing that's an interesting,
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you know, Opportunity here is not
to forget the automation when it comes to
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decision making. Right and the most
valuable thing here is like, what information
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do you need to make a decision
and how do you get that data to
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you when you need it? A
great examples for sales people. Which customers
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should I call first, because most
people have a book of business. They
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got like ten or fifteen customers,
sometimes hundreds of them. But if you
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have good data to say you know
what this customer wants to hear from you
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right now, certainly more important than
this other one that you that you know
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maybe if you call them is not
going to lead too much, that can
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help save huge amounts of time,
and so this was one of the areas
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that we spend a lot of time
on within facebook is what data do we
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have that will help people within the
company make better decisions, whether that's for
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sales, which customers should they talk
to, or for recruiters, which candidate
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should they talk to? You which
candidates are most likely to be successful when
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we put them through something like a
phone screen or a test, and we
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could use dated to help them with
some of those decisions. Yeah, I
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love that point about decision making,
because not only does it save time,
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but there's also a psychological benefit.
Right. I've I've heard people talk about
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decision fatigue and actually, you know, quote or not quote, but point
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to mark Zuckerberg as an example of
this. The reason that he always wears,
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you know, the same color shirt, because that's not a decision that
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should need to take up mental space
when you're running such a large company.
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Right, that's right, that's right. Now. I mean, he's very
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deliberate about the decisions that he wants
to make. The clothing example is a
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great one, but I'm even more
scalable example of this is how he chooses
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what his job will be versus the
job of others. And you know,
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he's not the kind of leader to
say, okay, I know everything about
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everything, so when the marketing person
comes in, I'm going to spend half
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my time telling them how to run
their job. Quite the opposite. He's
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like, look, I'm an engineer
in a product eye. Those are the
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things that I'm going to spend all
my time on. I'm not a salesperson,
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I am not a marketing person.
I'm going to find the best candidate
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I can to go run that,
hire somebody like a Sheryl Sandberg, and
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I'm going to let them do their
job and the conversation with them isn't going
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to be about me telling them what
to do. It's going to be about
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them telling me what I know what
they need from me, and if they
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don't need anything from me, awesome. Let's just, you know, touch
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base every once in a while on
how things are going, but I'll stay
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focused on the things that I need
to and that is a much more scalable
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leadership practice than, you know,
the typical sort of leadership style that a
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lot of people employ, where they
feel, like, you know, leadership
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is this position of respect and they
have to, like, you know,
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protect that and therefore they got to
be the smartest person in the room and
349
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they got to tell everybody else what
to do and really not what it's about.
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People see through that all the time. One of the things that I
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love that Craig groshell always says on
his leadership podcast is people would rather follow
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a leader who's always real than one
who's always right. And I've been in
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different sorts of working environments with different
sorts of leaders, the ones that felt
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like they had to protect that,
either from an ego perspective or our self
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preservation perspective, because they thought that
I'm going to lose respect if I utter
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the words I don't know or if
I look like someone you know underneath me
357
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in the pecking order bring something to
the table. But I've respected and seen
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the most productive leaders ask good questions
of the subject matter experts on their team
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for what they think and what their
experience has been and what they think they
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should do it going forward, whether
that's a product leader, a marketing leader,
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you know, whatever the case might
be. Tim As we kind of
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round out the conversation here today,
anything else on kind of tactical things from
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your time at facebook or just everything
as you've delved into the world of productivity?
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Know, I think about you.
Know I hear recommendations from folks about,
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you know, blocking your time.
You make some good points about you
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know, if you say you're going
to do it, put it on your
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calendar ahead of time. And those
stats about how often stuff is on our
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calendar from other people and the last
minute. I think speak to some pretty
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big areas of opportunit to today some
lowhanging fruit. Any other lowhanging fruit for
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folks is they look to? How
can I, you know, double my
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productivity or even just make it five
percent better? Let's talk about the Gundar,
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because I actually think this is one
of the most powerful areas of opportunity
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for people is, as I said
before, taking more deliberate control over how
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you plan and allocate your time.
And so time blocking, as we discussed
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before, is a great mechanism to
ensure things get done, whether that's time
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blocking for an activity you're doing with
others, that's a meeting, or time
377
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walking for yourself, that you know
when you reserve time to work on that
378
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presentation, you're going to be in
a much better position to get it done
379
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then if you just say, okay, I'll do it when I'm free,
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especially if you are in a leadership
position or a role where there's a lot
381
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of other people who have demands of
your time. The second thing, that
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another thing is really interesting to understand. You know the we all have kind
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of a normative meeting load and a
meeting schedule. So you know, you
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know, for me at facebook it
was probably about thirty hours a week of
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meetings. Is I tip that I
typically had in my current roles a little
386
00:26:21.170 --> 00:26:23.490
bit less, but it's about twenty
five hours of meetings now when I look
387
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out into the future, because I
don't always know what those things are going
388
00:26:27.609 --> 00:26:32.009
to be right. So, you
know, three weeks from now I don't
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00:26:32.009 --> 00:26:34.880
have three hours of meeting scheduled on
my calendar, but I'm going to.
390
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I just don't know what they are
yet. And and when you understand this,
391
00:26:40.200 --> 00:26:44.720
then it helps you to think differently
about giving away that time, because
392
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often you know what ends up happening
when people are trying to schedule time with
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each other something. You know,
if you just push it far and off
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in the future, the answer is
always yes, sure, I'm totally free
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two months from now, but that
doesn't mean that you should take the event
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00:26:57.789 --> 00:27:03.099
right. You know, if you're
doing what I like to call portfolio management
397
00:27:03.180 --> 00:27:06.180
of your times, you're saying,
I want to spend ten percent of my
398
00:27:06.339 --> 00:27:08.819
time on one on one's of my
team. I want to spend thirty percent
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00:27:08.819 --> 00:27:12.220
of my time with customers. So
I want to spend have forty percent of
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my time in deep work. You
got to kind of build your calendar that
401
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way so that it looks like that
even ahead of time, to remind you
402
00:27:21.410 --> 00:27:25.250
when you're making these decisions. Do
I really want to take this meeting during
403
00:27:25.329 --> 00:27:26.849
this this period, even though it's
far out in the future, and I
404
00:27:26.970 --> 00:27:30.440
look for you. That's probably one
of the hardest things and one of the
405
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things we're trying to really enable with
woven through analytics and templates and the ability
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for people to mark up and describe
their time more effectively so they can do
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a better job of allocating in the
future well. And then one last thing,
408
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which I'll add, is the calendar. This is one of the biggest
409
00:27:48.069 --> 00:27:52.710
differentiators for woven is were making the
counter more of an active tool. Today
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00:27:52.710 --> 00:27:56.230
it is a passive tool, like
you decide to schedule by doing work over
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00:27:56.309 --> 00:28:00.259
email or text messaging and then you
put the counter event on the calendar and
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00:28:00.420 --> 00:28:04.740
then later on, you know somebody
will send the document out that's relevant for
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00:28:04.819 --> 00:28:07.940
that meeting via email. Right.
So here's the agenda for the meeting or
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here's the interview, the resume for
the candidate. The problem with all that
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00:28:11.779 --> 00:28:15.369
is it your information just gets dispersed
all over the place. You end up
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00:28:15.410 --> 00:28:19.849
spending a huge amount of time,
particular if you're busy just on the context,
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00:28:19.970 --> 00:28:23.049
which I'm going into this event.
What are we doing here? What's
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00:28:23.049 --> 00:28:27.240
our purpose? Was Our reason to
be? And so we're making the counter
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more of an active thing. Not
only is it easier for woven events to
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00:28:32.960 --> 00:28:36.519
get scheduled because they understand the difference
between, like a dinner time meeting and
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00:28:36.559 --> 00:28:41.990
a lunch meeting, but they can
be they can include information like here's the
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00:28:42.029 --> 00:28:48.150
agenda for our event, or here
is the the action items from the that
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we want to discuss, and that
type of using the calendar that way,
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00:28:53.789 --> 00:29:00.740
we find is provides an enormous productivity
benefit people. For people because the actions
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00:29:00.779 --> 00:29:06.019
are tied to the allocation of time, the things that they need to do,
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00:29:06.259 --> 00:29:08.059
the things that they need to discuss, the decisions that they need to
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00:29:08.099 --> 00:29:12.049
make are nowt tied to that allocation
of time. And if they reallocate the
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00:29:12.130 --> 00:29:15.690
time, they move this meet or
they move the time that they're going to
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00:29:15.730 --> 00:29:21.049
do that presentation, all that information
moves along with it so that it's there
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00:29:21.170 --> 00:29:23.880
at the time that is necessary.
Man, that is so good for anybody
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00:29:23.960 --> 00:29:27.640
listening to this, you might have
to hit the sixty two back a couple
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00:29:27.720 --> 00:29:30.920
times to start from, you know, the top of those three recommendations that
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00:29:32.079 --> 00:29:34.839
Tim just drop, but man,
I identified with all of those really well.
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00:29:34.920 --> 00:29:38.470
Time wocking for yourself. I've started
to do that. I've got some
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00:29:38.589 --> 00:29:42.349
stuff after this interview that I have
blocked because I knew that if it kept
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00:29:42.349 --> 00:29:45.630
getting pushed right in my coworker kept
asking me, Hey, when you're going
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00:29:45.630 --> 00:29:48.150
to get that done? I'm like, okay, I give him a deadline
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00:29:48.430 --> 00:29:52.670
of when I'm going to get it
done and I put it on the calendar.
439
00:29:52.710 --> 00:29:55.779
So now I have that forcing function, just like I've got to show
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00:29:55.779 --> 00:29:57.660
up to do this interview with you, right, and we need to do
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00:29:57.740 --> 00:30:00.539
more of that. The second one, I really love this idea of portfolio
442
00:30:00.619 --> 00:30:07.769
management and looking at percentage of time
for different buckets that you want to allocate
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00:30:07.849 --> 00:30:10.650
your time right, like if you're
in sales, how much time has been
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00:30:10.730 --> 00:30:15.009
actively talking to customers and how much
time is spent doing administrative work? How
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00:30:15.049 --> 00:30:18.769
much time is spent with current customers
though, those sorts of different things,
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00:30:18.289 --> 00:30:22.160
because you're exactly right. If someone
I have a hard time saying no anyway.
447
00:30:22.240 --> 00:30:25.519
But if someone asked, Hey,
can we get fifteen minutes on the
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00:30:25.559 --> 00:30:27.200
counter two months from now, most
of us are going to say yes.
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00:30:27.279 --> 00:30:30.720
But that contributes to it. And
when you change the thinking of I have
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00:30:30.960 --> 00:30:34.750
ten percent of my time to dedicate
to this type of thing and this is
451
00:30:34.950 --> 00:30:37.589
going to eat into it. Even
though it's two months from now, do
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00:30:37.710 --> 00:30:41.269
I still want to do that?
You know, and what you talked about
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00:30:41.269 --> 00:30:45.230
there and context switching as part of
a remote team to where my calendar is
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00:30:45.349 --> 00:30:48.509
now much more back to back to
back to back then when I was in
455
00:30:48.630 --> 00:30:52.140
a regional sales roll and it was
okay. There's drive time and things that
456
00:30:52.339 --> 00:30:56.220
context switching is is a huge thing. So this has been a really fun
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00:30:56.299 --> 00:31:00.339
conversation Tim it's given me some ideas
and think about how I manage my own
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00:31:00.380 --> 00:31:03.700
time going into the new year.
I imagine there are going to be a
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00:31:03.740 --> 00:31:07.569
lot of people listening to this who
want to ask you some follow up questions
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00:31:07.609 --> 00:31:11.410
or go deeper on this topic,
maybe follow some content you're putting out on
461
00:31:11.690 --> 00:31:14.170
on this topic as well. What's
the best way for them to reach out
462
00:31:14.450 --> 00:31:18.490
or stay connected with you or learn
more about woven if they're looking at something
463
00:31:18.569 --> 00:31:21.559
like that for their team right now. Yeah, so to learn more about
464
00:31:21.559 --> 00:31:23.440
the company, as more easy to
find, you just search for a woven,
465
00:31:23.480 --> 00:31:29.279
whether that's on Google, the apple, Mac windows APP stores, or
466
00:31:29.319 --> 00:31:33.069
you can just go to womncom.
But I love the discussion, so I'm
467
00:31:33.390 --> 00:31:37.190
easy to find on twitter. My
twitter handle is tea campos and send me
468
00:31:37.230 --> 00:31:40.029
a note, drop me a message, shop in line time. What you
469
00:31:40.109 --> 00:31:42.190
think? Awesome. Thanks so much
to him. I really appreciate you being
470
00:31:42.230 --> 00:31:45.750
a guest on the show. I
think this was really timely as folks are
471
00:31:45.829 --> 00:31:49.220
looking out how to improve in a
very key area. As you put it,
472
00:31:49.380 --> 00:31:53.420
the big differentiator that we have is
the decisions we make about our time,
473
00:31:53.539 --> 00:31:57.019
and you made some some really compelling
cases on how we can take more
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00:31:57.180 --> 00:32:00.900
control of that right. So thank
you so much for being a guest on
475
00:32:00.940 --> 00:32:02.450
the show today. Yeah, thanks
for having US something really fun. I
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00:32:02.529 --> 00:32:07.849
really enjoyed your questions. We totally
get it. We publish a ton of
477
00:32:08.130 --> 00:32:12.170
content on this podcast and it can
be a lot to keep up with.
478
00:32:12.730 --> 00:32:16.160
That's why we've started the BOB growth
big three, a no fluff email that
479
00:32:16.279 --> 00:32:22.200
boils down our three biggest takeaways from
an entire week of episodes. Sign up
480
00:32:22.279 --> 00:32:29.400
today at Sweet Phish Mediacom Big Three. That sweet PHISH MEDIACOM Big Three