WEBVTT - How to Make Bureaucracy Work for You

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<v Speaker 1>When you first start working, you think that if you

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<v Speaker 1>have good ideas and you work really hard, then you'll succeed.

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<v Speaker 1>But it's a lot harder than that. You have to

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<v Speaker 1>learn how to play the game. This is game Plan. Hi.

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<v Speaker 1>I'm Rebecca Greenfield and I'm Francesco Levie. This week we're

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<v Speaker 1>talking about how to really get things done at work.

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<v Speaker 1>Oh I know. Um, you have a great idea, tell

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<v Speaker 1>everyone your great idea, and then everyone does it, and

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<v Speaker 1>then it's no, that's that's not gonna work. That's wrong, No, no,

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<v Speaker 1>because of this fun little thing called bureaucracy. Yeah, so

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<v Speaker 1>we work in this world where we have to work

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<v Speaker 1>with other people and they have competing interests in agendas,

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<v Speaker 1>and there's a hierarchy and it's something you need to

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<v Speaker 1>learn to navigate if you want to get your ideas

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<v Speaker 1>through everyone. Everybody has had this root awakening where you

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<v Speaker 1>have some great idea or you have a solution to

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<v Speaker 1>a problem everyone's having, and you think that all you

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<v Speaker 1>have to do is get a few people to understand

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<v Speaker 1>your idea and then it's off to the races. But

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<v Speaker 1>actually what tends to happen is you have half a

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<v Speaker 1>dozen meetings and fourteen different email chains, and six months

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<v Speaker 1>go by and you're still exactly where you started, and

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<v Speaker 1>you have no idea how it happened that way. And

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<v Speaker 1>it's frustrating because it seems like a no brainer, but

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<v Speaker 1>you just didn't get the right person to buy into

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<v Speaker 1>your idea, or it just got lost in this jumble

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<v Speaker 1>of human beings. Right, and so how did we end

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<v Speaker 1>up in this place where we have no idea who's

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<v Speaker 1>owning what aspect of which job? And too many middle

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<v Speaker 1>managers and all of these culprits that we love to

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<v Speaker 1>target when we rail against bureaucracy. I'm so glad you asked.

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<v Speaker 1>The hierarchy is an outdated organizational instructor that goes back

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<v Speaker 1>to the Industrial Revolution. It was a way of organizing

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<v Speaker 1>and dividing labor so it would be the most efficient

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<v Speaker 1>way of doing things when people had very defined tasks.

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<v Speaker 1>But now most of us don't work in those kind

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<v Speaker 1>of economies. Like so, like an assembly, right, an assembly line,

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<v Speaker 1>you put your little part on the widget, and then

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<v Speaker 1>the widget goes to the other guy who glues it

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<v Speaker 1>to a different widget, right, and then there's someone overseeing

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<v Speaker 1>those group of people in etcetera. Etcetera, until you have

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<v Speaker 1>the big boss at top. But now we work in

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<v Speaker 1>these A lot of people work in the knowledge economy

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<v Speaker 1>and the creative economy, and research has found that hierarchies

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<v Speaker 1>when it comes to those kind of types of work,

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<v Speaker 1>can lead to more conflict. And I mean we've experienced this.

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<v Speaker 1>You can see why there's people jockeying for their ideas

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<v Speaker 1>and and it's not exactly clear who's in charge of

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<v Speaker 1>signing off on what ideas or whether they really have

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<v Speaker 1>the leverage to get it through whatever systems they need

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<v Speaker 1>to get it through. Yeah, and there's been such a

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<v Speaker 1>backlash recently towards hierarchies that they're all these experiments and

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<v Speaker 1>altar organizational structures that try to get rid of hierarchy.

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<v Speaker 1>So the most popular one is called holocracy, which is

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<v Speaker 1>a really silly name where your hologram goes to work

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<v Speaker 1>for you instead of you. Yeah, I would love that.

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<v Speaker 1>It's funny because that's even more complicated than hierarchy. But

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<v Speaker 1>it's allegedly a flat structure, so there's no managers. People

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<v Speaker 1>work in these things called circles. I went to medium,

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<v Speaker 1>which used to use lists to see them do it,

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<v Speaker 1>and they have the media medium, the media company medium,

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<v Speaker 1>and they have these special meetings so that the good

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<v Speaker 1>ideas do rise above, so it's not just like personality speaking, etcetera.

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<v Speaker 1>It's an interesting idea, But the funny thing is that

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<v Speaker 1>there's still a system you have to navigate, right, And

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<v Speaker 1>you say, they used to use halocracy, So what happened? Yeah,

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<v Speaker 1>about a year ago they gave up on it because

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<v Speaker 1>it's complicated and confusing. And there's this term called the

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<v Speaker 1>tyranny of structurelessness, which is that when you try to

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<v Speaker 1>remove structures, like new ones pop up, you know, and

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<v Speaker 1>then it's even worse because they're kind of invisible, so

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<v Speaker 1>it's even more opaque. Who really has the authority to

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<v Speaker 1>boss other people around? And people kind of know, but

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<v Speaker 1>they aren't allowed to say it all out. Yeah, And

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<v Speaker 1>again that that sounds like something you have to learn

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<v Speaker 1>to navigate if you want your good idea to rise

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<v Speaker 1>above the rest when it comes right down to it,

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<v Speaker 1>No matter what kind of structure you work, and if

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<v Speaker 1>you work with more than two or three people, there's

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<v Speaker 1>probably a system that you have to learn, and you

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<v Speaker 1>have to kind of have tricks and ways of doing

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<v Speaker 1>things that help you navigate that system. And our guest

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<v Speaker 1>day is going to teach us some of the ways

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<v Speaker 1>that we can get our ideas through and become more

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<v Speaker 1>popular and well liked at work. We have here with us.

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<v Speaker 1>Derek Thompson. He is a writer at The Atlantic and

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<v Speaker 1>full disclosure, a friend of mine who I used to

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<v Speaker 1>work with. He wrote a book called hit Makers, The

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<v Speaker 1>Science of Popularity in an Age of Distraction. Your book

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<v Speaker 1>is about what makes things popular, and the book is

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<v Speaker 1>about pop culture, so like music and art and politicians.

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<v Speaker 1>But in the book you talk about this thing called maya,

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<v Speaker 1>which is the underlying principle of what makes anything and

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<v Speaker 1>maybe even our work idea is popular. Can you explain

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<v Speaker 1>what that is? Yes, Maya m a y a. Uh.

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<v Speaker 1>This principle comes from the father of industrial design. His

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<v Speaker 1>name is Raymond Loewy. He was a French orphan. He

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<v Speaker 1>comes over to the US in the late nineteen teens. Uh.

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<v Speaker 1>He starts off as an artist and he gradually gets

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<v Speaker 1>into engineering and design, and he eventually designs the modern

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<v Speaker 1>greyhound bus, the modern car. His student Baker, was named

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<v Speaker 1>the finest automotive design of the twentieth century. He designed

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<v Speaker 1>the modern tractor. He designed the modern kitchen. He even

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<v Speaker 1>designed the habitability of the first NASA spaceship, the interior

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<v Speaker 1>of the first NASA spaceship, the concept of the portal

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<v Speaker 1>where you can look through the glass and see Earth.

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<v Speaker 1>That was his idea. So literally everything from tooth to

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<v Speaker 1>station windows. But they weren't know that they brought on

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<v Speaker 1>Raymond Lowe because is this was the first time they

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<v Speaker 1>were going to send people up into space, and Raymond

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<v Speaker 1>Loey was the expert at designing things that people liked.

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<v Speaker 1>So they said, how do people want to live in space?

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<v Speaker 1>Help us understand how to design a habitat on a

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<v Speaker 1>spaceship that people would want to live and feel comfortable

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<v Speaker 1>living in. And his theory for why people like what

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<v Speaker 1>they like was called Maya m a y a most

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<v Speaker 1>advanced yet acceptable, And his insight was that people are

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<v Speaker 1>essentially intention between two opposing ideas. They are neo philic

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<v Speaker 1>they like new things, and they are neophobic. They don't

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<v Speaker 1>like things that are too new, They are afraid of

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<v Speaker 1>new things. And so he had this amazing ability of

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<v Speaker 1>marrying familiarity and surprise and understanding and anxiety into all

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<v Speaker 1>of his designs. And one of my theses in the

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<v Speaker 1>book is that this principle helps us understand basically the

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<v Speaker 1>popularity of everything in pop culture. We like new songs

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<v Speaker 1>with old chord structures, we like new movies with old

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<v Speaker 1>characters he Tho's adaptations and reboots, and we even like

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<v Speaker 1>ideas and articles and podcasts that express in new and

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<v Speaker 1>fascinating ways, uh, concepts that we've already somewhat intuited and

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<v Speaker 1>so therefore are a little old. And so it's this

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<v Speaker 1>marriage of newness and oldness that is sort of the

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<v Speaker 1>the god particle of popularity. So I want to imagine

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<v Speaker 1>how this might play out in the workplace. So, like,

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<v Speaker 1>say you're in a meeting and you have this idea

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<v Speaker 1>of yours and it's an idea that you want people

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<v Speaker 1>to buy into. How does this principle work with that? Right,

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<v Speaker 1>So you're starting now with a really new, crazy idea,

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<v Speaker 1>right that people don't like because, as you said, it's

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<v Speaker 1>just it's too new. Um, I want to get rid

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<v Speaker 1>of all the chairs in the office, and I want

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<v Speaker 1>to the office great. Yes, exactly, very new ideas that

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<v Speaker 1>people stand the better circulation, they live longer. So Raymond

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<v Speaker 1>Lowly faced this problem all the time. He thought that

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<v Speaker 1>the mid twentieth century was absolutely disgusting, that the designs

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<v Speaker 1>of this era were totally gross. He hated the way

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<v Speaker 1>that trains looked in the early twentieth century. They look

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<v Speaker 1>sort of like Thomas the Tank Engine. They had these

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<v Speaker 1>really garish protrusions, and that they're even with their chimneys

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<v Speaker 1>and um uh, and they're they're sort of spindley designed.

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<v Speaker 1>I think a lot of children what would disagree with

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<v Speaker 1>you on Thomas the Tank familiar with the tank engine?

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<v Speaker 1>Um And he wanted trains to look like we now

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<v Speaker 1>sort of envisioned them, particularly sort of you know, the

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<v Speaker 1>fastest trains that sort of looked like the shape of

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<v Speaker 1>a bullet fired through water, right, that sort of sleek,

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<v Speaker 1>smooth shell. So he pitches this in the nineteen thirties

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<v Speaker 1>to Pennsylvania Railroad and they say, no, that's a terrible idea,

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<v Speaker 1>that that looks way too weird. We don't want that.

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<v Speaker 1>He pitches it again a year later, and again a

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<v Speaker 1>year later, and again a year later, and he starts

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<v Speaker 1>off making the difference between his ideal design and the

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<v Speaker 1>current design of trains really subtle, and then he just

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<v Speaker 1>pushes them along the curve. He shows ideas, gives them

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<v Speaker 1>designs that look more and more and more like the

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<v Speaker 1>current look of trains. This sort of this bullet fired

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<v Speaker 1>through water, and eventually the executives that Pennsylvania Railroad become

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<v Speaker 1>extremely familiar and they fall in love with his designs

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<v Speaker 1>because they've seen them more and more and more, and

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<v Speaker 1>they sort of walk towards his ideas. So what does

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<v Speaker 1>this have to do with work. Well, if you're trying

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<v Speaker 1>to get all the chairs out of a conference room,

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<v Speaker 1>you don't start by saying we're going to have an

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<v Speaker 1>edict that says no more chairs in the conference room.

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<v Speaker 1>Maybe you start by taking away one or two chairs

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<v Speaker 1>so a few people have to stand up. And then

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<v Speaker 1>you take away a few more chairs, so a few

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<v Speaker 1>more people have to stand up. And then when people

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<v Speaker 1>are used to being in conference rooms where a quarter

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<v Speaker 1>and a half the room is standing up, they begin

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<v Speaker 1>to associate people standing in conference rooms with what is normal,

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<v Speaker 1>with what is familiar, and then you can take away

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<v Speaker 1>a few more chairs, a few more chairs, and then

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<v Speaker 1>eventually you have a conference room table and no chairs,

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<v Speaker 1>and you have conference rooms that are just purely standing affairs.

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<v Speaker 1>And so what he would say is don't introduce this

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<v Speaker 1>new idea in its purely new form. Give people a

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<v Speaker 1>little bit of the familiar at first, and then a

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<v Speaker 1>little bit less less less less, and gradually expose them

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<v Speaker 1>to your idea. That's kind of happened with standing dusks,

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<v Speaker 1>now that I hear you talking about it, right, there

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<v Speaker 1>were some weirdos who piled boxes their desks. Actually, Derek,

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<v Speaker 1>I believe you did that. Had an Amazon box in

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<v Speaker 1>my desk. Yeah, And then there were some pioneers who

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<v Speaker 1>had requested standing desks. And now workplaces are starting to

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<v Speaker 1>give you the option of sit stand, and it's becoming

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<v Speaker 1>much more normal to have the sit stand desk. It's

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<v Speaker 1>not just some peculiarity of some weirdo person who wants

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<v Speaker 1>to stand up. Now, Yeah, I think standing desk is

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<v Speaker 1>actually a perfect like entry way into the conversation. But

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<v Speaker 1>the principle has much more serious applications. Right. Let's think

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<v Speaker 1>about something like parental leave policies. There's certainly a time

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<v Speaker 1>in the US where the concept of you know, private

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<v Speaker 1>companies having print to leave was extremely rare and crazy.

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<v Speaker 1>And what had to happen is that a few companies

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<v Speaker 1>that could afford the policy had to introduce it, and

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<v Speaker 1>then media reporters had to report on these print to

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<v Speaker 1>leave policies and expose more people to the concept that, hey,

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<v Speaker 1>maybe we should be a little bit nicer to not

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<v Speaker 1>only mothers but also fathers who want to take leave

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<v Speaker 1>when they have children. And then as people become more

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<v Speaker 1>familiar with the concept, they began to quait familiarity with

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<v Speaker 1>normality and fact, and what is familiar becomes normal, and

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<v Speaker 1>what is normal becomes conflated with the good. And so

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<v Speaker 1>once again I think that you know, as the idea

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<v Speaker 1>becomes familiarized, it becomes more powerful in culture. Yeah, and

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<v Speaker 1>then we have candidates on both sides of the aisle

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<v Speaker 1>talking about parental leave, which was unthinkable one political cycleogo

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<v Speaker 1>just study insane. So what about the opposite example, what

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<v Speaker 1>about when you have an idea that everybody else feels

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<v Speaker 1>is too old school? Like what if I want Becca

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<v Speaker 1>to write a story about parental leave and Becca says,

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<v Speaker 1>been done, been done by me and many other people.

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<v Speaker 1>How do we make the familiar idea saying as a story, Yes,

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<v Speaker 1>this is such a this is such an awesome question.

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<v Speaker 1>So this is, first of all a question they faced

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<v Speaker 1>all the time in the book because I'm writing in

0:11:49.240 --> 0:11:52.480
<v Speaker 1>hit Makers about pieces of sort of pop culture icons.

0:11:52.520 --> 0:11:56.679
<v Speaker 1>I'm writing about uh, impressionism and star Wars and Snapchat

0:11:56.720 --> 0:11:59.240
<v Speaker 1>and Facebook and things that people have read a lot about.

0:11:59.480 --> 0:12:02.120
<v Speaker 1>So the he was, how do I bring each story

0:12:02.160 --> 0:12:04.880
<v Speaker 1>to a bit of a surprising place? Right? And in

0:12:04.920 --> 0:12:07.480
<v Speaker 1>many ways, I think that one of the challenges of

0:12:07.920 --> 0:12:11.480
<v Speaker 1>writing things or making things that are interesting is that

0:12:11.640 --> 0:12:16.199
<v Speaker 1>interesting isn't just purely new, and it's not just purely familiar.

0:12:16.320 --> 0:12:19.280
<v Speaker 1>Interesting always takes something that you're a little bit that

0:12:19.360 --> 0:12:21.760
<v Speaker 1>you're a little bit familiar in, and then pushes it

0:12:22.280 --> 0:12:24.200
<v Speaker 1>a little bit further into the future, makes it a

0:12:24.200 --> 0:12:26.680
<v Speaker 1>little bit advanced, and then that's when your brain sort

0:12:26.679 --> 0:12:28.360
<v Speaker 1>of hooks onto it and says, huh, this is a

0:12:28.400 --> 0:12:31.319
<v Speaker 1>really cool idea. So if you're writing a story about

0:12:31.320 --> 0:12:34.040
<v Speaker 1>print to leave policies, that comes after thousands of stories

0:12:34.040 --> 0:12:36.440
<v Speaker 1>about print to leave policies, right, the trick becomes, all right,

0:12:36.440 --> 0:12:37.880
<v Speaker 1>how do I find an angle that no one's written

0:12:37.920 --> 0:12:40.880
<v Speaker 1>about this before? Um, maybe you know we're talking about

0:12:40.920 --> 0:12:43.840
<v Speaker 1>we Becca just brought up the fact that uh Ivanka

0:12:43.920 --> 0:12:47.720
<v Speaker 1>Trump Um, rather surprisingly for the Republican Party, Um made

0:12:47.720 --> 0:12:51.320
<v Speaker 1>print to leave one of her items in the Republican

0:12:51.400 --> 0:12:55.960
<v Speaker 1>National Convention speech. Um, maybe the interesting take isn't all

0:12:56.000 --> 0:12:59.520
<v Speaker 1>of the liberal companies and you know, tech companies that

0:12:59.559 --> 0:13:02.440
<v Speaker 1>have printed leave policies, but is prin to leave policy

0:13:02.720 --> 0:13:07.280
<v Speaker 1>now becoming a Republican issue as well? Is a surprising

0:13:07.400 --> 0:13:10.840
<v Speaker 1>group taking on a familiar cause. And then you begin

0:13:10.920 --> 0:13:13.000
<v Speaker 1>to say, oh, yeah, that is something that someone who's

0:13:13.000 --> 0:13:15.959
<v Speaker 1>interested in these ideas, uh might might like to read about.

0:13:16.200 --> 0:13:19.360
<v Speaker 1>So you've touched on another one of your principles that

0:13:19.400 --> 0:13:21.559
<v Speaker 1>you talked about in the book. That so we have maya,

0:13:21.840 --> 0:13:24.640
<v Speaker 1>which is one thing, but then also repetition and how

0:13:25.120 --> 0:13:27.640
<v Speaker 1>that can be really important in getting people to buy

0:13:27.760 --> 0:13:31.280
<v Speaker 1>into your ideas. Yeah, there's a chapter about the psychology

0:13:31.320 --> 0:13:34.760
<v Speaker 1>of music, and one of the most basic principles of

0:13:34.840 --> 0:13:38.160
<v Speaker 1>music is this idea of repetition. It's true even of

0:13:38.240 --> 0:13:41.720
<v Speaker 1>just speaking. If I have a sentence and I start

0:13:41.720 --> 0:13:45.600
<v Speaker 1>repeating it again, start repeating it again, start repeating it again,

0:13:45.920 --> 0:13:48.520
<v Speaker 1>start repeating it again, the brain starts to hear that

0:13:49.240 --> 0:13:53.160
<v Speaker 1>done done, that dada done, and you can't help it.

0:13:53.320 --> 0:13:58.880
<v Speaker 1>Repetition distinguishes the cacophony from music. It transforms sound into music.

0:13:59.160 --> 0:14:02.480
<v Speaker 1>And this is true not only for rhythms and guitar playing,

0:14:02.720 --> 0:14:06.640
<v Speaker 1>but it's also true for speech. Every ancient Greek rhetorical

0:14:06.679 --> 0:14:10.120
<v Speaker 1>device is essentially a form of repetition. You have a napro,

0:14:10.240 --> 0:14:13.520
<v Speaker 1>which is repetition at the beginning of a sentence win St. Churchill,

0:14:13.559 --> 0:14:15.000
<v Speaker 1>we shall fight them in the air, we shall fight

0:14:15.040 --> 0:14:17.240
<v Speaker 1>them on the landing fields. Repetition at the end of

0:14:17.240 --> 0:14:20.840
<v Speaker 1>a sentence Abraham Lincoln. Government of the people, by the people,

0:14:21.000 --> 0:14:24.080
<v Speaker 1>for the people. But the most powerful example, and the

0:14:24.120 --> 0:14:26.760
<v Speaker 1>one that I think shows up a lot in UH,

0:14:26.800 --> 0:14:30.160
<v Speaker 1>in memos, UH, and in really persuasive speech even around

0:14:30.200 --> 0:14:33.240
<v Speaker 1>the office, is called anti metaboli, which is an A

0:14:33.520 --> 0:14:37.600
<v Speaker 1>B B A structure. JFK. Ask not what your country

0:14:37.680 --> 0:14:39.880
<v Speaker 1>can do for you, ask what you can do for

0:14:39.880 --> 0:14:42.840
<v Speaker 1>your country, or in an office setting, the problem with

0:14:42.840 --> 0:14:45.560
<v Speaker 1>your editing isn't too much criticism. The problem with your

0:14:45.640 --> 0:14:48.880
<v Speaker 1>editing is not enough constructive criticism. And I do think that.

0:14:48.960 --> 0:14:51.120
<v Speaker 1>So wait, can you back up and explain, like, break

0:14:51.120 --> 0:14:54.520
<v Speaker 1>down the A, B, B A in one of those examples. Yeah? Sure,

0:14:54.600 --> 0:14:58.480
<v Speaker 1>So h let's take Hillary Clinton. Um, women's rights are

0:14:58.560 --> 0:15:02.560
<v Speaker 1>human rights and human rights are women's rights. A is

0:15:02.640 --> 0:15:06.520
<v Speaker 1>B B is go ask not what your country can

0:15:06.560 --> 0:15:09.920
<v Speaker 1>do for you, A b ask what you be can

0:15:09.960 --> 0:15:12.360
<v Speaker 1>do for your country A. And so this a B

0:15:12.600 --> 0:15:16.320
<v Speaker 1>B A structure is called chiasmus or anti metaboli, and

0:15:16.440 --> 0:15:20.640
<v Speaker 1>it is absolutely rampant in political rhetoric. But the magic

0:15:20.720 --> 0:15:23.680
<v Speaker 1>of this as a matter of persuasion is precisely that

0:15:23.760 --> 0:15:31.000
<v Speaker 1>it turns and otherwise uncatchy idea into musical language, and

0:15:31.080 --> 0:15:34.360
<v Speaker 1>people sometimes fall in love with the music before they

0:15:34.360 --> 0:15:37.000
<v Speaker 1>even process the substance. This can be a dangerous thing

0:15:37.080 --> 0:15:39.800
<v Speaker 1>when it's sort of on a grand political scale. But

0:15:39.880 --> 0:15:42.600
<v Speaker 1>right now we're simply talking about, you know, the office setting.

0:15:42.920 --> 0:15:44.800
<v Speaker 1>And so I do think that there are lots of

0:15:44.800 --> 0:15:48.200
<v Speaker 1>examples where when people have, you know, an issue with

0:15:48.280 --> 0:15:51.880
<v Speaker 1>a boss or an issue with a colleague, um, sometimes

0:15:51.920 --> 0:15:56.120
<v Speaker 1>the most persuasive way to make that case is precisely

0:15:56.160 --> 0:15:58.240
<v Speaker 1>to make it with a little bit of musical language.

0:15:58.400 --> 0:16:01.040
<v Speaker 1>You know, the problem with you editing isn't too much criticism.

0:16:01.240 --> 0:16:04.240
<v Speaker 1>The problem with you editing is not enough constructive criticism.

0:16:04.280 --> 0:16:06.880
<v Speaker 1>The problem, like, the issue isn't that you talk too

0:16:06.960 --> 0:16:08.760
<v Speaker 1>much in the office. The issue is that you talk

0:16:08.800 --> 0:16:11.120
<v Speaker 1>too much when I'm on the phone. Disability to sort

0:16:11.160 --> 0:16:15.080
<v Speaker 1>of establish an idea by initially establishing its counterpoint is

0:16:15.080 --> 0:16:18.520
<v Speaker 1>like a very very uh used and tried in true

0:16:18.520 --> 0:16:21.040
<v Speaker 1>way of making the idea click. Yeah, we often talk

0:16:21.080 --> 0:16:25.880
<v Speaker 1>about compliment sandwiches, but we mean A B, B A

0:16:26.320 --> 0:16:30.840
<v Speaker 1>what would we call that? I'm not sure, but compliment abbas?

0:16:32.240 --> 0:16:35.920
<v Speaker 1>Yeah that Yeah, it's a good management tool. So if

0:16:35.920 --> 0:16:39.440
<v Speaker 1>Becca wants to sell her great parental leave story idea,

0:16:39.480 --> 0:16:42.360
<v Speaker 1>now she has to figure out a way to talk

0:16:42.400 --> 0:16:44.480
<v Speaker 1>about it with an A, B B A pitch. Right,

0:16:44.840 --> 0:16:48.920
<v Speaker 1>parent to leave is in a women's issue, women's issues,

0:16:51.560 --> 0:16:53.880
<v Speaker 1>we might have to work on it, right, but yeah,

0:16:53.920 --> 0:16:56.680
<v Speaker 1>but sure, but something like um, right, uh, what you

0:16:56.680 --> 0:16:58.880
<v Speaker 1>would say, parent to leave isn't a women's issue, print

0:16:58.920 --> 0:17:01.040
<v Speaker 1>to leave as a family issue, or printal leave isn't

0:17:01.200 --> 0:17:03.560
<v Speaker 1>isn't a mother's issue, printal leave is a father's issue.

0:17:03.920 --> 0:17:06.520
<v Speaker 1>Um that. There there are ways of of establishing the idea,

0:17:06.600 --> 0:17:09.920
<v Speaker 1>even in surprising ways, to use precisely this kind of antithetical,

0:17:10.040 --> 0:17:12.399
<v Speaker 1>slightly musical language. That's actually a great tip that that

0:17:12.520 --> 0:17:14.800
<v Speaker 1>goes well beyond just journalists the news room trying to

0:17:14.840 --> 0:17:16.680
<v Speaker 1>pitch stories, because I feel like there's lots of meetings

0:17:16.720 --> 0:17:18.439
<v Speaker 1>where you want to get something out of it, and

0:17:18.480 --> 0:17:20.760
<v Speaker 1>you'd have to prepare ahead of time with what you say.

0:17:21.119 --> 0:17:22.720
<v Speaker 1>Like so, if you want to go ask your boss

0:17:22.720 --> 0:17:25.200
<v Speaker 1>for a raise, you tend to think, Okay, I'm gonna

0:17:25.240 --> 0:17:26.760
<v Speaker 1>go in and I'm going to talk about all the

0:17:26.800 --> 0:17:28.360
<v Speaker 1>work I did, and I'm gonna say this, I'm gonna

0:17:28.359 --> 0:17:29.800
<v Speaker 1>say this, when maybe all you really need to do

0:17:29.880 --> 0:17:34.080
<v Speaker 1>is come up with a really catchy forward phrase about

0:17:34.119 --> 0:17:35.919
<v Speaker 1>how hard you've been working and why you deserve I mean,

0:17:35.960 --> 0:17:37.920
<v Speaker 1>one thing that I actually find from meetings and these

0:17:37.920 --> 0:17:40.000
<v Speaker 1>sort of conversations with people about you know, whether it's

0:17:40.000 --> 0:17:44.320
<v Speaker 1>salary or responsibilities, Like the meetings only come away with you.

0:17:44.320 --> 0:17:46.600
<v Speaker 1>You only come away with a one sentence summary anyway,

0:17:46.920 --> 0:17:49.840
<v Speaker 1>right like you're getting the raise or you're not. Either

0:17:49.960 --> 0:17:52.199
<v Speaker 1>you are getting this new responsibility or you're not, or

0:17:52.640 --> 0:17:55.200
<v Speaker 1>the you're it's seventy percent chance you're gonna get it

0:17:55.280 --> 0:17:57.360
<v Speaker 1>or thirty percent. You know that all these meetings are

0:17:57.400 --> 0:18:02.120
<v Speaker 1>always incredibly easily summarizeable, and so I'm constantly thinking, like, well,

0:18:02.240 --> 0:18:04.920
<v Speaker 1>the outcome of the meeting was one sentence. Maybe I

0:18:04.920 --> 0:18:07.320
<v Speaker 1>should have gone into the meeting with one sentence like that.

0:18:07.400 --> 0:18:09.760
<v Speaker 1>It's it's I should have focused it by saying it's

0:18:09.840 --> 0:18:12.840
<v Speaker 1>just about this, right, Um, the problem with my job

0:18:12.920 --> 0:18:15.040
<v Speaker 1>aren't the responsibilities that I have, the problem with my

0:18:15.119 --> 0:18:17.440
<v Speaker 1>job are the responsibilities that I don't have? In want

0:18:17.640 --> 0:18:19.479
<v Speaker 1>and so, right and so do you just very clearly

0:18:19.520 --> 0:18:21.480
<v Speaker 1>say I want to keep what I'm doing and add

0:18:21.520 --> 0:18:23.119
<v Speaker 1>a little bit more? Did you just did an A

0:18:23.160 --> 0:18:30.440
<v Speaker 1>B B A B YEA your responsibility? You write the book? Yeah,

0:18:30.560 --> 0:18:32.200
<v Speaker 1>all you can do is talk this way. My friends

0:18:32.200 --> 0:18:35.080
<v Speaker 1>are absolutely horrified by my language because now I only

0:18:35.320 --> 0:18:39.920
<v Speaker 1>exclusively talk through a completely bend to your will into

0:18:39.960 --> 0:18:45.760
<v Speaker 1>everything as I'm constantly giving from all my friends and

0:18:45.760 --> 0:18:49.280
<v Speaker 1>like Pa gave me an enormous amount of money. So

0:18:49.320 --> 0:18:52.720
<v Speaker 1>we've been talking about how to make your ideas more popular.

0:18:52.920 --> 0:18:55.520
<v Speaker 1>But are there things in the book to make you

0:18:55.640 --> 0:18:59.560
<v Speaker 1>a more popular or well liked or respected person at work? Yeah?

0:18:59.680 --> 0:19:01.680
<v Speaker 1>I think there are. I think there are two ways

0:19:01.720 --> 0:19:04.840
<v Speaker 1>at this question. Um. The first is that the very

0:19:04.880 --> 0:19:07.679
<v Speaker 1>first chapter of my book is called the Power of Exposure.

0:19:07.720 --> 0:19:11.080
<v Speaker 1>And it's this idea that, as we discussed, UH, we

0:19:11.119 --> 0:19:13.560
<v Speaker 1>tend to like things more the more we see them.

0:19:13.760 --> 0:19:17.440
<v Speaker 1>A very old classic example is when Impressionist art came

0:19:17.440 --> 0:19:20.600
<v Speaker 1>out in the eighteen sixties, seventies and eighties, people were

0:19:20.640 --> 0:19:23.040
<v Speaker 1>absolutely horrified by it and they thought it was disgusting.

0:19:23.359 --> 0:19:26.000
<v Speaker 1>But now you show any six year old a picture

0:19:26.040 --> 0:19:28.760
<v Speaker 1>of Monai's water lilies, and they run to it and say,

0:19:28.760 --> 0:19:31.760
<v Speaker 1>oh wow, how great. Uh. They're they're used to seeing

0:19:31.800 --> 0:19:34.240
<v Speaker 1>this kind of art. They're they're used to associating it

0:19:34.280 --> 0:19:37.200
<v Speaker 1>with fame and beauty down Stravinsky's Right of Spring like

0:19:37.280 --> 0:19:40.359
<v Speaker 1>cause riots, right, exactly, yeah, Or you could say the

0:19:40.359 --> 0:19:43.320
<v Speaker 1>same about rock and roll. It was this was horrifying

0:19:43.440 --> 0:19:45.719
<v Speaker 1>race music in the late nineteen forties or the nine

0:19:45.800 --> 0:19:48.400
<v Speaker 1>and fifties, and that we think, and then it became mainstream,

0:19:48.400 --> 0:19:49.919
<v Speaker 1>and now we think of it as old fashioned. So

0:19:49.960 --> 0:19:52.760
<v Speaker 1>you have these these hype cycles. Things are too radical,

0:19:52.920 --> 0:19:55.840
<v Speaker 1>then perfectly radical, and then overly familiar. All right, So

0:19:55.880 --> 0:19:57.520
<v Speaker 1>what does this have to do with popular in the office?

0:19:57.680 --> 0:20:00.720
<v Speaker 1>Abraham Lincoln has this great quote, I don't like that man.

0:20:01.200 --> 0:20:03.760
<v Speaker 1>I should get to know him better. And it's this

0:20:03.840 --> 0:20:06.480
<v Speaker 1>lovely idea that I think we've all had. We've all

0:20:06.480 --> 0:20:09.600
<v Speaker 1>had this experience where there's someone in the office that

0:20:09.760 --> 0:20:11.320
<v Speaker 1>we think it's a little bit weird, we think might

0:20:11.359 --> 0:20:14.080
<v Speaker 1>even be mean, we think might dislike us, and then

0:20:14.119 --> 0:20:16.600
<v Speaker 1>we have like one beer with them, you know, like

0:20:17.000 --> 0:20:19.880
<v Speaker 1>one long meeting with them. We tell our story, they

0:20:19.920 --> 0:20:23.520
<v Speaker 1>tell theirs, and we stop thinking of them as this

0:20:23.680 --> 0:20:26.520
<v Speaker 1>radical beast. We're like, oh, they're just a human being

0:20:26.600 --> 0:20:28.720
<v Speaker 1>like us. They're going through their own war, they have

0:20:28.800 --> 0:20:31.080
<v Speaker 1>their own problems, and of course we can get along.

0:20:31.440 --> 0:20:33.480
<v Speaker 1>And becoming just a little bit more familiar with some

0:20:33.560 --> 0:20:36.520
<v Speaker 1>of these people at work makes us like them more. So.

0:20:36.560 --> 0:20:38.480
<v Speaker 1>The first idea would be, if you are a little

0:20:38.480 --> 0:20:39.840
<v Speaker 1>bit of a weirdo, and I'm sure there are some

0:20:39.880 --> 0:20:44.040
<v Speaker 1>weirdos listening in the podcast, UM, understand that a little

0:20:44.040 --> 0:20:47.399
<v Speaker 1>bit of availability simply makes people like you more. The

0:20:47.440 --> 0:20:49.840
<v Speaker 1>second thing that I that I thought about particularly relation

0:20:49.840 --> 0:20:52.520
<v Speaker 1>in the book is that you know, popularity in the

0:20:52.560 --> 0:20:55.080
<v Speaker 1>office or in any setting really can have sort of

0:20:55.119 --> 0:21:00.159
<v Speaker 1>two definitions. There's likability and their status. Like Ability is

0:21:00.520 --> 0:21:03.440
<v Speaker 1>sort of is just a sheer volume play, and then

0:21:03.640 --> 0:21:05.600
<v Speaker 1>you know, status is is a little bit more intensity.

0:21:05.720 --> 0:21:08.640
<v Speaker 1>So in the book I talked about how like if

0:21:08.680 --> 0:21:11.280
<v Speaker 1>you have a culture with millions of people reading US weekly,

0:21:11.440 --> 0:21:14.639
<v Speaker 1>but none of them talk about US weekly at parties, UM,

0:21:14.680 --> 0:21:16.320
<v Speaker 1>But then in some elite parties who have a lot

0:21:16.320 --> 0:21:20.760
<v Speaker 1>of people talking about things like Thomas Picketti's Capital but

0:21:20.840 --> 0:21:23.639
<v Speaker 1>never reading past page five. Then what is the bigger

0:21:23.680 --> 0:21:27.280
<v Speaker 1>effect on culture US weekly? Which is the likability play?

0:21:27.440 --> 0:21:30.560
<v Speaker 1>Or capital which is the status play? And I think

0:21:30.560 --> 0:21:32.679
<v Speaker 1>in the office, you know, people want different things. Some

0:21:32.760 --> 0:21:35.800
<v Speaker 1>people want to be likable, that's their goal. Other people

0:21:36.280 --> 0:21:39.520
<v Speaker 1>are like the reality TV star who says I'm not

0:21:39.560 --> 0:21:41.479
<v Speaker 1>here to make friends, I'm here to win, and they

0:21:41.520 --> 0:21:45.520
<v Speaker 1>care more about status. So when thinking about office place popularity,

0:21:45.520 --> 0:21:48.919
<v Speaker 1>I think it's important to distinguish between between status and likability.

0:21:49.240 --> 0:21:50.919
<v Speaker 1>And also I think that's worth pointing out that we

0:21:50.920 --> 0:21:53.480
<v Speaker 1>haven't brought this up, but being popular and while liked

0:21:53.480 --> 0:21:57.679
<v Speaker 1>and having status can be extremely gendered, and a woman

0:21:58.040 --> 0:22:00.760
<v Speaker 1>doing these things might come off different than a man.

0:22:01.359 --> 0:22:03.840
<v Speaker 1>My god, yeah, my guests would be without having the

0:22:03.880 --> 0:22:08.040
<v Speaker 1>research right in front of me that for purely cultural reasons,

0:22:08.240 --> 0:22:10.760
<v Speaker 1>women in the office might feel like they have to

0:22:10.840 --> 0:22:15.080
<v Speaker 1>be likable more than they have to nakedly pursue status,

0:22:15.400 --> 0:22:19.320
<v Speaker 1>whereas for men it's sort of culturally acceptable to baldly

0:22:19.359 --> 0:22:25.040
<v Speaker 1>pursue status at issue popularity in movies, for example, Hollywood

0:22:25.080 --> 0:22:30.800
<v Speaker 1>screenwriters face this challenge a lot very strong Uh, female

0:22:30.880 --> 0:22:35.159
<v Speaker 1>characters are sometimes seen very negatively by audiences, whereas this,

0:22:35.359 --> 0:22:37.199
<v Speaker 1>you take the same line and you put it in

0:22:37.200 --> 0:22:39.600
<v Speaker 1>the in a male executive's mouth, and he seems like

0:22:39.640 --> 0:22:41.920
<v Speaker 1>a badass. He seems really cool, and you put posters

0:22:41.920 --> 0:22:45.160
<v Speaker 1>of him on your on your dorm room wall, like uh,

0:22:45.200 --> 0:22:47.520
<v Speaker 1>you know Gordon gekkowin Wall Street. But you think about

0:22:47.560 --> 0:22:51.439
<v Speaker 1>something like you know, Devilwares product an incredibly strong female character,

0:22:51.840 --> 0:22:54.560
<v Speaker 1>Miranda Priestley. She says a lot of things, she does

0:22:54.600 --> 0:22:56.399
<v Speaker 1>a lot of things that if a man did it,

0:22:56.440 --> 0:22:59.280
<v Speaker 1>we wouldn't consider it weird at all. But she's portrayed

0:22:59.320 --> 0:23:02.119
<v Speaker 1>as a little bit of a B word. And I

0:23:02.160 --> 0:23:04.719
<v Speaker 1>think there's a reason why there's a scene in that

0:23:04.800 --> 0:23:08.280
<v Speaker 1>movie where Ann Hathaway opens the door and sees Meryl

0:23:08.320 --> 0:23:12.040
<v Speaker 1>Streep crying over the dissolution of her marriage. The screenwriters

0:23:12.080 --> 0:23:14.639
<v Speaker 1>needed that because audiences want to think, oh, the strong

0:23:14.680 --> 0:23:17.000
<v Speaker 1>woman isn't the real woman. There's a crack in the

0:23:17.040 --> 0:23:20.240
<v Speaker 1>exoskeleton and you can see the vulnerability belief, and that's

0:23:20.280 --> 0:23:23.679
<v Speaker 1>the real Miranda Priestly. She's actually vulnerable. Audiences need to

0:23:23.680 --> 0:23:26.480
<v Speaker 1>see vulnerability in women in a way they don't need to,

0:23:26.600 --> 0:23:30.119
<v Speaker 1>and men, and of course that has all sorts of

0:23:30.160 --> 0:23:32.760
<v Speaker 1>implications in the office place when men and women are

0:23:32.800 --> 0:23:35.600
<v Speaker 1>competing for the exact same jobs. So it sounds like

0:23:36.000 --> 0:23:38.200
<v Speaker 1>before you try to go out and get what you

0:23:38.280 --> 0:23:39.800
<v Speaker 1>on in the office, you really have to think about

0:23:40.040 --> 0:23:42.320
<v Speaker 1>exactly what it is you want, whether you're trying to

0:23:42.320 --> 0:23:44.720
<v Speaker 1>get a project done, or whether you need status or

0:23:44.760 --> 0:23:46.920
<v Speaker 1>how much status you actually need to get that thing.

0:23:47.160 --> 0:23:49.520
<v Speaker 1>And your book has given us so much to think

0:23:49.560 --> 0:23:51.159
<v Speaker 1>about in that respect. So thank you so much for

0:23:51.160 --> 0:23:58.280
<v Speaker 1>coming on and talking to us. Thank you, it's my pleasure. Well,

0:23:58.280 --> 0:24:01.000
<v Speaker 1>that was really interesting, and one thing that surprised me

0:24:01.160 --> 0:24:03.600
<v Speaker 1>was how much we ended up talking about popularity and

0:24:03.880 --> 0:24:08.920
<v Speaker 1>likability and being liked. But as Derek's research shows, there's

0:24:09.000 --> 0:24:14.080
<v Speaker 1>an intimate relationship between being liked and actually getting things

0:24:14.119 --> 0:24:16.760
<v Speaker 1>done around the office. Yeah, and that reminds me of

0:24:16.800 --> 0:24:19.080
<v Speaker 1>a kind of unfortunate thing that happened to me in

0:24:19.160 --> 0:24:23.000
<v Speaker 1>my first job. And I've mentioned this before, but I

0:24:23.000 --> 0:24:24.880
<v Speaker 1>had this idea of, you know, if I'm just good,

0:24:24.880 --> 0:24:27.600
<v Speaker 1>I'll succeed. And I'm at my first job and a

0:24:27.640 --> 0:24:30.639
<v Speaker 1>few weeks in this man pulled me aside who I

0:24:30.680 --> 0:24:32.600
<v Speaker 1>had been working with, and he said, you know, if

0:24:32.720 --> 0:24:36.080
<v Speaker 1>you are less salty, you'll do much better at work,

0:24:36.119 --> 0:24:39.359
<v Speaker 1>Like you need to change your attitude, which was unfortunate

0:24:39.400 --> 0:24:42.160
<v Speaker 1>that he said that to me and obviously stung my ego.

0:24:42.320 --> 0:24:44.640
<v Speaker 1>But I did change my attitude and he was right.

0:24:44.760 --> 0:24:48.560
<v Speaker 1>I started having more pitches get through, and my stories

0:24:48.600 --> 0:24:50.800
<v Speaker 1>did better, and editors liked working with me better. And

0:24:50.840 --> 0:24:53.760
<v Speaker 1>I did have to learn that you play a politics

0:24:53.760 --> 0:24:55.760
<v Speaker 1>game with the people you work if you want to

0:24:55.800 --> 0:24:58.679
<v Speaker 1>get ahead. Right. So at that job, the way for

0:24:58.720 --> 0:25:01.640
<v Speaker 1>you to play the game was to be nicer, right,

0:25:01.640 --> 0:25:05.320
<v Speaker 1>which obviously we've talked about this is very gendered, and

0:25:05.480 --> 0:25:07.520
<v Speaker 1>the way that women play the game is different than

0:25:07.560 --> 0:25:09.399
<v Speaker 1>the way men play the game, and often when women

0:25:09.440 --> 0:25:12.879
<v Speaker 1>play the game, they can't get as far as they

0:25:12.960 --> 0:25:16.640
<v Speaker 1>want to write. The game changes depending on who you are, right,

0:25:16.800 --> 0:25:18.520
<v Speaker 1>But you have to at least acknowledge that there is

0:25:18.520 --> 0:25:20.560
<v Speaker 1>a game, Like, if you don't acknowledge the game, you're

0:25:20.600 --> 0:25:22.760
<v Speaker 1>not going to succeed, at least within the structure of

0:25:22.840 --> 0:25:25.399
<v Speaker 1>most workplaces, right. And that's the real value of some

0:25:25.480 --> 0:25:28.120
<v Speaker 1>of these tools is keep having the good ideas but

0:25:28.600 --> 0:25:30.560
<v Speaker 1>also know there's extra stuff that you need to do

0:25:30.680 --> 0:25:33.000
<v Speaker 1>for people to really hear and implement your good ideas

0:25:33.600 --> 0:25:40.400
<v Speaker 1>fun and now it's time for half big takes, happy

0:25:40.480 --> 0:25:43.679
<v Speaker 1>fake takes. All right, Francesca, what is you are not

0:25:43.760 --> 0:25:45.720
<v Speaker 1>fully formed idea that you want to share with the

0:25:45.720 --> 0:25:49.680
<v Speaker 1>world this week? Yeah, everybody needs to know this one. Um,

0:25:49.760 --> 0:25:51.800
<v Speaker 1>when you are at a restaurant, So you're at a

0:25:51.800 --> 0:25:56.680
<v Speaker 1>business lunch and the waiter asks you whether you would

0:25:56.680 --> 0:25:59.919
<v Speaker 1>like sparkling or still water. In some regions they call

0:26:00.119 --> 0:26:03.000
<v Speaker 1>tap water. It's also known as just those the free

0:26:03.040 --> 0:26:05.760
<v Speaker 1>water that comes out of the faucet. Um, get the

0:26:05.760 --> 0:26:08.800
<v Speaker 1>sparkling water. You're an adult, Come on, like, it's not

0:26:09.040 --> 0:26:12.639
<v Speaker 1>it's it's better. It's a more special experience than drinking water.

0:26:12.760 --> 0:26:15.560
<v Speaker 1>And just getting the still water just makes you seem cheap.

0:26:16.400 --> 0:26:18.800
<v Speaker 1>It's probably not that much more expensive to just get

0:26:18.800 --> 0:26:20.639
<v Speaker 1>the fuzzy stuff. This is how I know I'm not

0:26:20.680 --> 0:26:25.080
<v Speaker 1>an adult. I always get the tap water, right, But

0:26:25.280 --> 0:26:28.359
<v Speaker 1>that wouldn't it feel like just special and kind of

0:26:28.560 --> 0:26:31.800
<v Speaker 1>naughty and just like just really cool if one day

0:26:31.800 --> 0:26:34.359
<v Speaker 1>you were like, go ahead, bring me the fizzy stuff.

0:26:34.480 --> 0:26:38.720
<v Speaker 1>Your life is so exciting. No, I'm pretty wild, but

0:26:38.880 --> 0:26:41.640
<v Speaker 1>all right, yeah, get the sparkling water. Becca, what's your

0:26:41.800 --> 0:26:46.000
<v Speaker 1>happ big take. I want to stand up for airplane food.

0:26:46.119 --> 0:26:48.800
<v Speaker 1>Oh boy, if you are traveling and you're flying on

0:26:48.840 --> 0:26:51.440
<v Speaker 1>an airplane, First of all, I always pay for a drink,

0:26:51.600 --> 0:26:54.359
<v Speaker 1>an alcoholic beverage, depending on the time of day you

0:26:54.440 --> 0:26:55.920
<v Speaker 1>have to. It's the only way to get through the flight.

0:26:56.119 --> 0:27:00.199
<v Speaker 1>And it's just not that expensive. It's okay, that have

0:27:00.280 --> 0:27:03.600
<v Speaker 1>to back up. It's seven dollars for a drink in

0:27:03.800 --> 0:27:06.399
<v Speaker 1>New York City. That's about par for New York City prices.

0:27:06.440 --> 0:27:08.560
<v Speaker 1>I understand that everybody lives in New York City. It's

0:27:08.560 --> 0:27:12.000
<v Speaker 1>more expensive than a drink safe from my hometown. But okay,

0:27:12.000 --> 0:27:14.879
<v Speaker 1>but you're defending the food prices too. I'm also defending

0:27:14.880 --> 0:27:17.760
<v Speaker 1>the food prices and the food quality. If you buy

0:27:17.760 --> 0:27:21.120
<v Speaker 1>something in the airport, it's probably going to be similar quality,

0:27:21.320 --> 0:27:24.159
<v Speaker 1>similar prices then on the plane. So why don't you

0:27:24.200 --> 0:27:26.359
<v Speaker 1>just buy something on the plane and it makes it special,

0:27:26.560 --> 0:27:30.359
<v Speaker 1>just like yourselfs are half big take. Okay, okay, I

0:27:30.359 --> 0:27:32.680
<v Speaker 1>can buy that. And this has been half big takes,

0:27:35.119 --> 0:27:39.679
<v Speaker 1>half bake takes. So before we go, we have some

0:27:39.800 --> 0:27:44.800
<v Speaker 1>exciting news out of game Plan HQ. We now have

0:27:44.960 --> 0:27:51.400
<v Speaker 1>a voicemail line. Yeah, and we want you to call

0:27:51.480 --> 0:27:53.639
<v Speaker 1>us with your half baked takes, so leave us a

0:27:53.720 --> 0:27:55.639
<v Speaker 1>message and we might use it on the air. And

0:27:55.680 --> 0:27:58.560
<v Speaker 1>the number for that is two and two six one

0:27:58.680 --> 0:28:02.919
<v Speaker 1>seven zero one six six And thanks for listening to

0:28:02.960 --> 0:28:06.159
<v Speaker 1>another episode of game Plan. You can find me on Twitter.

0:28:06.280 --> 0:28:09.439
<v Speaker 1>I'm at rs Greenfield and I'm at Francesco Today. You

0:28:09.440 --> 0:28:12.119
<v Speaker 1>can tweet your happy takes too at game Plan. And

0:28:12.119 --> 0:28:14.200
<v Speaker 1>if you like the show, please head on over to

0:28:14.320 --> 0:28:16.919
<v Speaker 1>iTunes wherever you listen to podcasts and rate us and

0:28:17.000 --> 0:28:19.480
<v Speaker 1>review and subscribe. It really means a lot to us.

0:28:19.920 --> 0:28:22.800
<v Speaker 1>The show was produced by Liz Smith and Magnus Hendrickson

0:28:22.880 --> 0:28:24.960
<v Speaker 1>head a podcast. It's Alfa Keith and we'll see you

0:28:24.960 --> 0:28:41.240
<v Speaker 1>next week. Hi. Also, once I was in the Puerto

0:28:41.320 --> 0:28:43.600
<v Speaker 1>Rico airport and it was thirty five dollars for a

0:28:43.680 --> 0:28:45.960
<v Speaker 1>chicken sandwich. So was it a good chicken snow? It

0:28:46.040 --> 0:28:46.560
<v Speaker 1>was horrible.