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16 results for “office strategy”
I wanna I wanna come back to tactics for introverts to be more successful. One common, I think, challenge introverts have is in big meetings with loud voices, having their ideas heard and even, like, heard and then actually, like, acted on. Is there
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from transcript42:00 – 43:02
...back in office. And two is just generational differences in terms of what people want from in person versus remote or hybrid and how different generations wanna use Workspace. Could you share a little bit about how those two forces, both independentl
24:42 / 25:47
from transcript24:42 – 25:47
...offices in which people actually want to spend time.
12:45 / 13:42
from transcript12:45 – 13:42
...their strategy, their goals, and the way people behave with each other, their values, so that all of these things live in different places, are talked about to a different degree, resonate to employees differently. And if you asked anyone at the comp
1:32:12 / 1:33:18
from transcript1:32:12 – 1:33:18
I'm curious to hear just how you do this. How do you create space in your day for creative work and deep work and thinking outside of the meeting? Yeah. It's funny. I'm glad to hear people think I'm good at this because I'm like, I'm terrible at, lik
1:14:55 / 1:16:04
from transcript1:14:55 – 1:16:04
...of aligning their vision, their strategy, their goals,
1:31:30 / 1:32:30
from transcript1:31:30 – 1:32:30
...strategy, and just think about, for a few seconds, what might be the most obvious objection to what I'm trying to ask them to do? Great. Okay. So let's talk about management. And there's kinda two sides to it. Being a manager and being a person repor
58:25 / 59:31
from transcript58:25 – 59:31
...get to the office, all they do is chat about the weekend. And I'm like, great. That's what they should be doing. Right? Like and you have to actually intentionally design those meetings in those days. If you invest in that time, you intentionally des
20:52 / 22:03
from transcript20:52 – 22:03
oh, I wish I could be there for my kids, or, oh, I wish I could be there for my team or my boss or my company. And then you're just distracted and not focused about whatever decision you made. So try my best to plan and organize the week and break ti
9:56 / 11:39
from transcript9:56 – 11:39
if I start feeling like the walls are closing around me, if I if I, like, feel myself kind of getting sucked into, like, very low mood or negative thinking or whatever it is. And you can you can see how effective that is at just getting you out of th
20:15 / 21:22
from transcript20:15 – 21:22
Let's come back to it another time. Okay. I'm gonna get to a couple more tactics, and then I'm gonna shift directions to talk about managers and being a manager. You have an awesome framework called MOO. What does MOO? What does it stand for, and wha
50:14 / 51:17
from transcript50:14 – 51:17
effort, and you need to be intentional with it. Because if you're not planning ahead and you're not focused, your life or work can definitely tip the scale quite significantly. So it's a practice, and I like to give myself a little leeway. I may not
8:57 / 10:39
from transcript8:57 – 10:39
tools in addition to that on the day to day basis when someone's going about leading a team that you recommend? The day to day basis and meeting once a week, you raise that. And often people roll their eyes a little bit. I'm like, every week? The dat
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from transcript30:40 – 31:51
...days in our office around that period of time and made this incredible recommendation around this document that we now fill out every Friday at noon that talks about what you did last week, what you're doing this week, interesting things you encounte
20:57 / 22:06
from transcript20:57 – 22:06
So if we could create a psychology of complementarity rather than of canceling out and competition, it would make a lot of difference for many, many things. When I go to those companies, the very ones you just mentioned, they've been to a few of them
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from transcript26:10 – 27:18
your clients to figure out how to manage their time so that they both can maximally be investing, working in the business, but then also doing what they have to do around the organization, and working on the business? It becomes part of the goals tha
43:29 / 44:33
from transcript43:29 – 44:33
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