Speaker 1: How I Work is having a little break over the
Speaker 1: festive season, so I've picked a handful of my absolute
Speaker 1: favorite episodes from the last eighteen months to play for
Speaker 1: you in this best of series. I hope you enjoy,
Speaker 1: and I'll be back with new episodes twice weekly from
Speaker 1: January twenty eight. What if the simple chat by the
Speaker 1: water cooler could be the key to unlocking your team's
Speaker 1: full potential. What if those regular catch ups you grudgingly
Speaker 1: schedule with your direct reports were actually gold mines waiting
Speaker 1: to be explored. For some of us, one on one
Speaker 1: meetings are just another box to tick in the endless
Speaker 1: checklist of managerial duties. But what if I told you
Speaker 1: that revolutionizing that one hour could change everything. In today's
Speaker 1: episode of How I Work, we're diving deep with Professor
Speaker 1: Steven Rogelberg, a global expert, on how to have better
Speaker 1: mind and how we can turn routine check ins into
Speaker 1: opportunities for real growth, connection, and insightful leadership. Stephen's not
Speaker 1: just an academic wizard waxing lyrical about hypotheticals. Oh No,
Speaker 1: He's in the trenches with us, applying these insights into
Speaker 1: his own work every single day. So let's transform your
Speaker 1: workplace interactions and discover just how powerful a simple conversation
Speaker 1: can be. My name is doctor Amantha Imber. I'm an
Speaker 1: organizational psychologist and founder of behavior change consultancy Inventium, and
Speaker 1: this is how I work a show about how to
Speaker 1: help you get so much more out of the hours
Speaker 1: in your day. Now onto my chat with Stephen, which
Speaker 1: starts with me asking him if there was a specific
Speaker 1: experience he had that got him thinking differently about one
Speaker 1: on one meetings.
Speaker 2: I think it was more of a general experience and
Speaker 2: having a one on one meeting with someone that reports
Speaker 2: into me and just seeing how she experienced it, you know,
Speaker 2: like she left their feeling so motivated, so connected, and
Speaker 2: so engaged. And the fact that those emotions happened for
Speaker 2: her just through me dedicating this twenty five minutes of
Speaker 2: time was amazing. Right to be able to give that
Speaker 2: gift to someone to feel seen, and so that was
Speaker 2: like a critical incident that just stuck with me that
Speaker 2: this is an incredible opportunity. And that's why I was
Speaker 2: so excited to write the book because it helped shine
Speaker 2: a light on how to do it aligned with science
Speaker 2: so that people would get the types of outcomes that
Speaker 2: they're hoping for.
Speaker 1: I think it's great because I feel like a lot
Speaker 1: of people see one on ones as a necessary evil
Speaker 1: that typically clogs up their diary on Mondays. I feel
Speaker 1: like Monday seems to be a very popular day for
Speaker 1: one on ones. How do you know if something warrants
Speaker 1: a one on one meeting in the first place.
Speaker 2: You shouldn't even have to make that decision. A one
Speaker 2: on one meeting cadence should happen no matter what. One
Speaker 2: on ones are meetings for the direct, not for the manager,
Speaker 2: So whether the manager wants it or not is irrelevant. Right,
Speaker 2: You're doing it for the direct So your job is
Speaker 2: to help them realize all the things that could be
Speaker 2: talked about in the one on one and then tee
Speaker 2: them up to decide on the types of issues and topics.
Speaker 2: You know, where they need support, where are they confronting obstacles.
Speaker 2: What you are doing as a leader is you're providing
Speaker 2: a structure. You're saying, listen, I'm all in for you, right,
Speaker 2: I want you to thrive, and I'm committed to doing
Speaker 2: my part. And one piece of my part is you
Speaker 2: knowing that every week or every other week we are
Speaker 2: going to have this dedicated time for you. It's not
Speaker 2: about me checking up on all your tasks and monitoring
Speaker 2: your work. It's about you sharing what you need to share,
Speaker 2: bringing up challenges that you have, talking big picture, small picture,
Speaker 2: long term, short term. So it's not a negotiable. It's
Speaker 2: not something that I do only if I have time.
Speaker 2: It's something I'm committed because I'm committed to employee thriving.
Speaker 1: It's such a mindset shift, is it is? Because I
Speaker 1: feel like often it feels like a two way straight
Speaker 1: as opposed to it's all about the employee as opposed
Speaker 1: to know about the manager's needs.
Speaker 2: So yeah, I mean, it is a gift you're giving
Speaker 2: the employee, but it's a gift you're benefiting from, right
Speaker 2: because these tools, this approach helps your employees to thrive. Right.
Speaker 2: And we know that managers are evaluated based on the
Speaker 2: success of the directs. So as your direct strive as
Speaker 2: they are more aligned team performance excel excels and this
Speaker 2: is all a good reflection on you as a manager.
Speaker 2: So it's an activity where the immediate benefit goes to
Speaker 2: the direct But it's a mistake to think that the
Speaker 2: manager is not directly benefiting from it.
Speaker 1: That's so true. I mean, there is the old adage
Speaker 1: that you join an organization, but you leave a manager.
Speaker 2: Sorry, exactly exactly, And this is an activity where this
Speaker 2: is your opportunity, this is your stage as a leader.
Speaker 2: A one on one conversation is where your values truly
Speaker 2: come to life. And so we can espouse certain values,
Speaker 2: but we do what one on one we're living those values.
Speaker 1: Sorry, as in your own life you work within in
Speaker 1: a university, how often do you meet with your teammates?
Speaker 2: So you know, one of the things that was different
Speaker 2: about this book from my previous one. So the previous
Speaker 2: one was a surprising science and meetings, and we had
Speaker 2: a ton of science to talk about this one. The
Speaker 2: title of the book is the Art and Science of
Speaker 2: one on one meetings, because they're truly an art to it.
Speaker 2: And so this book lays out a variety of choices,
Speaker 2: but ultimately the leader has to make choices based on
Speaker 2: who they are, the relationship with their people, the type
Speaker 2: of work they do. So how I meet with my
Speaker 2: people is going to be different than other people's work.
Speaker 2: You know, in my line of work, we don't work
Speaker 2: as a team, right, academics. Research generally tends to be
Speaker 2: more individual, project based work that doesn't necessarily interconnect with others.
Speaker 2: So for our type of work, having one on ones
Speaker 2: every other week works completely fine, and it can be
Speaker 2: extremely short, but they just become more predictable check ins.
Speaker 2: You know, where the doctoral student or the employee, whichever one,
Speaker 2: they know that they have this time. You know, if
Speaker 2: you look at the research and more traditional occupations, generally
Speaker 2: the weekly cadence or the other week every other week
Speaker 2: cadence yielded the most benefits in terms of employee engagement, right,
Speaker 2: because when you have more frequent ones, you're able to
Speaker 2: make the connections. You're able to say, okay, we talked
Speaker 2: about this last how's that going. You build momentum, there's
Speaker 2: so many positive things that happen from it. So in general,
Speaker 2: I recommend managers to do it weekly, but depending on
Speaker 2: the type of work and role, it could be every
Speaker 2: other week like myself. And interestingly, the more senior employees
Speaker 2: they actually desired more one on ones than the junior employees.
Speaker 2: But what I would suggest is because senior employees they
Speaker 2: know how important these are, they know that these things
Speaker 2: can be transformative to careers. Thus they know the value
Speaker 2: of having this dedicated time with their manager.
Speaker 1: So I want to now talk through a typical process
Speaker 1: for a one on one. So I want to start
Speaker 1: with preparation, and I'm curious for you, as the manager,
Speaker 1: what preparation goes into your one on one meetings.
Speaker 2: So it starts with always reviewing your notes, right, because
Speaker 2: so much of the value of these conversations is when
Speaker 2: there are threads. So the one on ones allow you
Speaker 2: to start creating this diary in sense for each employee.
Speaker 2: It also starts with mindset. I'm personally very moved by
Speaker 2: research on the Pygmalion effect, and this initially came from education,
Speaker 2: where they found that the teachers attitudes about their students
Speaker 2: really shaped how they behave towards those students. So if
Speaker 2: a teacher thought that the students were lazy, they behaved
Speaker 2: in ways that basically made them lazy. The same thing
Speaker 2: happens in one on ones. If you go into your
Speaker 2: one on one thinking that this employee is unchangeable, unmotivated,
Speaker 2: you're actually not going to be a real active listener.
Speaker 2: You're not going to be providing support. We also need
Speaker 2: to make sure we check our mindset around the job
Speaker 2: we have in the one on one the job, we
Speaker 2: have to facilitate, to ask good questions, to learn right,
Speaker 2: to get that other party to be willing to share
Speaker 2: and express. Now, we need to make sure that we're facilitating,
Speaker 2: we're engaging, we're learning, we're asking why tell me more?
Speaker 2: And even that is hard because often it's the case
Speaker 2: that when we ask someone, well, how would you handle it?
Speaker 2: When they give an answer, we are quick to replace
Speaker 2: it with our own answer, and that's thing that's not helpful. Right,
Speaker 2: So what we want to do is when we hear
Speaker 2: the employee solution, if there's not a big and meaningful
Speaker 2: gap between their ideas and ours, we let it go
Speaker 2: right because that conveys respect and trust, and then the
Speaker 2: employee will be more motivated to act. Now, if the
Speaker 2: gap is big and it is meaningful, sure intervene, but
Speaker 2: otherwise pick your battles carefully. Then the closing phase, Boy,
Speaker 2: that is one of the most critical pieces. So the
Speaker 2: close is really about recapping what everyone committed to, getting
Speaker 2: clarity around that, and then ideally trying to end a
Speaker 2: more positive note. Right, Even if difficult issues were talked about,
Speaker 2: we can try to create some motivational self efficacy building
Speaker 2: types of statements that leave people kind of in a
Speaker 2: better place.
Speaker 1: I want to delve into a few of those things
Speaker 1: that you've just covered back on preparation. What do you
Speaker 1: suggest to your direct reports to get the most out
Speaker 1: of the one on ones. Is there a preparation rituals
Speaker 1: or things that you recommend to them.
Speaker 2: I love that. I definitely spend time on that in
Speaker 2: the book because I think that while the manager clearly
Speaker 2: has the largest role, it takes two to tango, and
Speaker 2: the direct has a responsibility. So I lay out what
Speaker 2: we found in the research or some of the key
Speaker 2: behaviors that directs can do. Let me share a couple.
Speaker 2: So one of them is really reflecting on what you need,
Speaker 2: because you can't get what you need unless you know
Speaker 2: what you need. So the direct really has to think,
Speaker 2: stop and think, and they have to decide that this
Speaker 2: meeting will be successful if I have this, this, and
Speaker 2: this cupboard that takes work. And most directs don't do
Speaker 2: that and they have to. So that's a critical success
Speaker 2: factor that's on them. Then obviously being engaged, interacting, expressing gratitude,
Speaker 2: not getting defensive. All those behaviors they might actually have
Speaker 2: to be more active and rapport building because some managers
Speaker 2: are not adept at it, so maybe they have to
Speaker 2: kick that up to build that connection. They have to
Speaker 2: be willing to disclose, right, because again, you can't get
Speaker 2: what you want unless you disclose what you want. And
Speaker 2: then the final thing I'll just share is you have
Speaker 2: to be willing to ask for help, but how you
Speaker 2: ask for help matters, and that the research generally shows
Speaker 2: that there's two basic approaches to help seeking, ones called
Speaker 2: autonomous help seeking. The other one's dependent help seeking. Dependent
Speaker 2: help seeking is really where you're just looking someone to
Speaker 2: save you, right to solve the problem. Autonomous help seeking
Speaker 2: is really about you gathering what you need to solve
Speaker 2: your challenge. And then obviously the old piece that we
Speaker 2: just don't want to forget is they need to follow
Speaker 2: through on commitments that they make.
Speaker 1: I'm wondering when you say, have a new doctoral student
Speaker 1: that you're supervising and you're setting up the cadence of
Speaker 1: one on one meetings, do you almost have like an
Speaker 1: induction to the one on one so that you're aligned
Speaker 1: in your expectations? What does that look like in your life?
Speaker 2: So, for example, when we're creating our plan of action
Speaker 2: and it does need, it does need a lightweight agenda
Speaker 2: of sorts. Is that I'm going to be involving you
Speaker 2: in the creation of that agenda. Right, your voice is
Speaker 2: going to drive what we talk about. That's a key signal,
Speaker 2: right that this is not about me, and so that
Speaker 2: will be another piece to create that foundation of having
Speaker 2: this meaningful discourse and then clearly my BIB behaviors throughout, Like,
Speaker 2: I'm not going to fall into a status update trap. Right,
Speaker 2: if I want to know exactly what you're doing on
Speaker 2: task X, I'm going to hold my tongue unless it
Speaker 2: comes up naturally, because I can always schedule another meeting.
Speaker 2: I can always send you an email saying what's going
Speaker 2: on with project X, Right, So I have that ability.
Speaker 2: So this meeting, though, is different. This meeting is about
Speaker 2: you and what you want to talk about. And so
Speaker 2: in general, you know, I think the ultimate goal is
Speaker 2: you keep sending signals that this is a meeting for
Speaker 2: the direct by firmly engaging them in the creation of
Speaker 2: the plan, and then behave in a way consistent with
Speaker 2: that and then set it up as a values consistent
Speaker 2: behavior activity.
Speaker 1: So let's talk about in the one on one. Now,
Speaker 1: and you're talking about setting up an agenda or setting
Speaker 1: up a plan, what in your own life does that
Speaker 1: agenda typically look like for a one on one.
Speaker 2: There's two approaches that I use that I also talk
Speaker 2: about in the book. So the first approach I'll use
Speaker 2: is a list approach, where I'll tell my employee listens,
Speaker 2: I want you to create a list of things that
Speaker 2: you want to talk about. I'll do the same, but
Speaker 2: your list is going to get priority. I'm only going
Speaker 2: to intersperse my items to the extent that they come
Speaker 2: up naturally, and if we have time, I'll bring up
Speaker 2: my items. But when you create your list, I want
Speaker 2: you to think big picture, small picture, short term, long term.
Speaker 2: I want you to think team, organization, individual, I want
Speaker 2: you to think everything. I want you to tee up
Speaker 2: a lot of possibilities for you. So another approach that
Speaker 2: I've had some people prefer is having a set of
Speaker 2: core questions that I ask and so we can negotiate
Speaker 2: that together. So, for example, we can have a core
Speaker 2: question of what are the biggest obstacles that you're experiencing.
Speaker 2: What are areas that you think I might be able
Speaker 2: to help you with, and so we can have a
Speaker 2: set of four or five core questions and then the
Speaker 2: direct is still clearly driving the conversation. I'm just providing
Speaker 2: a structure, so I alternate between those two approaches. The
Speaker 2: other thing I'll just throw out there, which I think
Speaker 2: is kind of interesting, is that, you know, I want
Speaker 2: to keep these things fresh, So even if something is
Speaker 2: working after a month or two, I'm going to change
Speaker 2: it up, right. I don't want these to become stale.
Speaker 2: So one question that a lot of leaders ask, and
Speaker 2: it'd be a question that I often asked, is the
Speaker 2: simple question how are you? How are you right? That's
Speaker 2: pretty much a foundational questions. Sadly, that question doesn't work
Speaker 2: because when you ask someone how are you, it generally
Speaker 2: promotes just automatic responses I'm fine, good, pretty good, great, right.
Speaker 2: You don't get necessarily thoughtful responses. But here's a tweak.
Speaker 2: I will say to someone, so, considering everything you know
Speaker 2: in work out of work on a scale of one
Speaker 2: to ten, with one being horrible, ten being great, how
Speaker 2: are you showing up today? Now I'm going to get
Speaker 2: different responses. I'm going to get scores of five. I'm
Speaker 2: going to get six's I'm going to get sevens, and
Speaker 2: now I have something to work with. Now I can say,
Speaker 2: tell me why you're a six, tell me what's keeping
Speaker 2: you from being a ten? Right? So you can see
Speaker 2: that by playing with some of the response options, I'm
Speaker 2: able to get a lot more meaningful conversation with my people.
Speaker 2: So I'm really trying to assess what that person is
Speaker 2: willing to do and not. Do you know another example
Speaker 2: of the person doesn't tend to disclose readily, Then I
Speaker 2: will look for opportunities to be appropriately vulnerable right so
Speaker 2: they can see me do it. And that also creates
Speaker 2: some psychological safety.
Speaker 1: What strategies do you have when a one on one
Speaker 1: is going off topic or it's feeling like it's unproductive,
Speaker 1: How do you identify that and then bring it back
Speaker 1: on track.
Speaker 2: I'll say that we will have a plan of action.
Speaker 2: But if my direct winds up focusing on just the
Speaker 2: first item and they keep going and going and going,
Speaker 2: I'll stop them and say, I know that you brought
Speaker 2: up some other issues. I fear we're not going to
Speaker 2: get to that, but I am totally fine with that
Speaker 2: if that's what you want. So my job is not
Speaker 2: to stop them, is just to remind them of their choice.
Speaker 2: And I'm going to respect their choice because if they
Speaker 2: want to talk about one particular thing, that's because they
Speaker 2: want to talk about one particular thing, and that's okay.
Speaker 1: We will be back soon with Stephen talking about the
Speaker 1: perfect way to bring a one on one meeting to
Speaker 1: a close. If you're looking for more tips to improve
Speaker 1: the way you work and live, I write a weekly
Speaker 1: newsletter where I share practical and simple to apply tips
Speaker 1: to improve your life. You can sign up for that
Speaker 1: at Amantha dot substack dot com. That's Amantha dot substack
Speaker 1: dot com. How about bringing the meeting to a close.
Speaker 1: So I guess I'm assuming you wanted to end on
Speaker 1: a note that feels motivating, so they're excited to go
Speaker 1: back out into the world and do their thing. How
Speaker 1: do you bring it to an end?
Speaker 2: The close is definitely where you bring things together. You
Speaker 2: know you're really deciding, So for me, it's clarifying what
Speaker 2: we all decided on. You know, what did I commit to?
Speaker 2: What did you commit to? Also, the closes where I'll
Speaker 2: start to look at my notes to make sure I
Speaker 2: got it right, So I might say, hey, so did
Speaker 2: I get this right? And by the way, as an aside,
Speaker 2: what we found in the research is the best way
Speaker 2: to take notes is actually the old school pen and paper.
Speaker 2: That old school note taking was just like this signal
Speaker 2: that you're more engaged and focused on the direct I
Speaker 2: thought that was kind of a fun finding. So our
Speaker 2: challenge as a manager, even when we've had a difficult
Speaker 2: conversation is to find some nuggets that allow us to
Speaker 2: help build someone's self esteem and at least our feelings
Speaker 2: about them. Right, So if I say to you, list,
Speaker 2: I know we talked about some tough stuff, but I
Speaker 2: want you to know I believe in you. I think
Speaker 2: you can do this. I've seen you do this before.
Speaker 2: I've seen you have this challenge or this challenge and
Speaker 2: you overcame it. And I'm there and I'm with you.
Speaker 2: And so we can always find something that we can
Speaker 2: take out of our bag of tricks. And I'm not
Speaker 2: saying insincere, I'm still being sincere, but we can always
Speaker 2: find something that allows the conversation to end with a
Speaker 2: little less heaviness, a little bit more optimism, and we
Speaker 2: want to seek that out.
Speaker 1: How do you evalue the success or the impact of
Speaker 1: your one.
Speaker 2: On ones love it. You asked such awesome questions by
Speaker 2: the way, So yes, evaluation really really is important. So
Speaker 2: after one on one, the manager can certainly reflect and
Speaker 2: think about the quality. But sadly our perceptions are not
Speaker 2: always accurate. We can make them a little bit more
Speaker 2: accurate by changing perspective. So tell ourselves, Okay, let's evaluate it.
Speaker 2: But let's pretend we're the direct report doing it. We
Speaker 2: could focus on specifics, so let's think about three specific
Speaker 2: things that went well, three specific things that didn't. We
Speaker 2: can focus on particular behavior, so I created all these
Speaker 2: behavioral checklists so we could reflect on those behaviors to
Speaker 2: see if we did that. So that's a self evaluation.
Speaker 2: But by far the most important thing to do is
Speaker 2: to solicit feedback, right input, And so we can do
Speaker 2: this through anonymous surveys where periodically we collect some data.
Speaker 2: I am particularly keen on this product that was created
Speaker 2: by this company called Cairos up in Canada, and it's
Speaker 2: a plug in that plug isn't like into your outlook
Speaker 2: and then basically periodically it will survey your employees and
Speaker 2: create a dashboard of their experiences in one on ones.
Speaker 2: So managers can really learn I mean how fabulous. So
Speaker 2: evaluation absolutely matters. And then once you collect those data,
Speaker 2: you have to learn, reflect, try new things, and you
Speaker 2: need to tell your direct So for me, I'll tell
Speaker 2: my folks here's what I would like to try differently
Speaker 2: to see if we can get value. But please know,
Speaker 2: in two months if this isn't working, let's ditch it
Speaker 2: try something else. So we have to have a disposition
Speaker 2: to change and an honest ability to reflect and ditch
Speaker 2: things that aren't working.
Speaker 1: I want to also ask about I guess the medium
Speaker 1: that you use for one on ones, and it's changed
Speaker 1: so much in the last four or so years in
Speaker 1: terms of the options being phone or face to face
Speaker 1: or virtual where you can see the person but they're
Speaker 1: not with you. I'm wondering what has your go to
Speaker 1: been and what does the research say?
Speaker 2: So my go to is whatever the direct wants. That's
Speaker 2: my go to. So I will ask, folks, how would
Speaker 2: you like to do this? I have done some research
Speaker 2: on the topic as well, and the most commonly desired
Speaker 2: place to have a one on one is actually the
Speaker 2: manager's office, nearly tied with that as a conference room.
Speaker 2: The least desired place was the direct's office. Interest in
Speaker 2: taking a walk and meeting at coffee shops tended to
Speaker 2: be more bimodal, where some people loving that idea and
Speaker 2: other people not loving it. I didn't find any spaces
Speaker 2: that led to better one on ones. You know, it's
Speaker 2: just where people might feel more comfortable. But ultimately space
Speaker 2: doesn't drive six. You know, it's the utterances and the communication,
Speaker 2: the facilitation that fundamentally drives success. So for me, I again,
Speaker 2: I want to keep looking for signals.
Speaker 1: I'm curious for remote first organizations where it's not an
Speaker 1: option to meet in the manager's office or the conference
Speaker 1: room or anything like that. You're basically choosing between a
Speaker 1: phone conversation or a virtual meeting. And I completely take
Speaker 1: your point, and I love that question, just asking your
Speaker 1: direct report what would they prefer? But also is there
Speaker 1: any research on which is actually better for connection and communication.
Speaker 2: We do know that visual cues are helpful for deciphering
Speaker 2: emotions right and for a richer communication. So generally what's
Speaker 2: emerged in our data is that being able to see
Speaker 2: a face when you're having difficult conversations is the desired option.
Speaker 2: And so if you have a remote only workforce, I
Speaker 2: definitely think having video on zoom type thing is the best.
Speaker 2: But as I mean, every conversation has to be like that.
Speaker 2: There absolutely could be value of just taking a walk
Speaker 2: on the telephone because it feels different and I like that, right,
Speaker 2: I like these one on ones feeling different at times.
Speaker 2: So I would say for me personally, and what I
Speaker 2: would advocate for others is just mix it up.
Speaker 1: I'm curious about your views on how AI tools can
Speaker 1: help meetings versus hinder them. I have personally been using
Speaker 1: Fireflies in the last few months, which just automatically joins
Speaker 1: all my meetings and takes notes and I can refer
Speaker 1: back to it. Nick gives me some interesting statistics. But
Speaker 1: I'm also intrigued by what you shared around pen and
Speaker 1: paper is actually perceived as the best way to take there.
Speaker 1: So what's been your experience with AI mating tools?
Speaker 2: So, first, I am a big fan of AI, so
Speaker 2: I'm not resisting the technology. I leverage it all the
Speaker 2: time in my different activities, so I'm a fan, But
Speaker 2: I actually don't think it has a strong place in
Speaker 2: one on ones because one on ones are about connection.
Speaker 2: They're truly about connection. It's one of those few times
Speaker 2: that we're dedicating to connection, and so I think that's
Speaker 2: where that old school note taking, right. It feels more real,
Speaker 2: more meaningful, and I think it helps. It's again a
Speaker 2: signal of engagement. And so while AI could be more efficient,
Speaker 2: it's actually counter to the hope of one on ones,
Speaker 2: which is that deep connection. The one place I would
Speaker 2: consider using AI when it comes to one on ones
Speaker 2: is over time. For each of my directs, I'm basically
Speaker 2: collecting in a sense, a diary of notes. One thing
Speaker 2: that AI is awesome with is I could take that
Speaker 2: diary of notes, right, So if I've transcribed it into
Speaker 2: a shared document, which is what I typically do, I
Speaker 2: can feed it into AI and I could say, what
Speaker 2: are the themes that you're noticing. I can even assign dates
Speaker 2: and say are you noticing changes over time? AI handles
Speaker 2: tasks like that really really well, so it can do
Speaker 2: a thematic analysis, and that could be really helpful, you know,
Speaker 2: especially as I move into performance appraisal season, right, I'll
Speaker 2: have those types of data, So I see AI as
Speaker 2: more of a back end tool, you know, to help
Speaker 2: me make more broader sense of the data.
Speaker 1: Daven I have absolutely loved chatting to you. I mentioned
Speaker 1: before we hit recording that your name came up and
Speaker 1: your research came up in my workplace at Inventium literally
Speaker 1: the day before I got to reach out from your
Speaker 1: people about coming on how I work, so the timing
Speaker 1: was fortuitous. I have loved this chat. I'm going to
Speaker 1: insist that all my team listen to it. Thank you
Speaker 1: so much for putting such great work into the world.
Speaker 1: I truly appreciate it.
Speaker 2: Well, thank you. I appreciate that your questions were fabulous,
Speaker 2: and I definitely hope people check out my website because
Speaker 2: I have a ton of resources on there. So it's
Speaker 2: just Steven Rogelberg dot com. I'm sure you'll have it
Speaker 2: in your show notes, but definitely there's lots of resources.
Speaker 2: I have links for buying the book clearly, but I
Speaker 2: do want to tell folks I am donating all my
Speaker 2: royalties to charity, so there's no personal gain here. It's
Speaker 2: all going to charity because it's just important for me
Speaker 2: to get this content out. And furthermore, I hate asking
Speaker 2: people to buy my book, so it's much easier if
Speaker 2: I tell them I'm not making money off of it.
Speaker 2: So please buy the book by the book if you
Speaker 2: want to learn about one on once. The money's all
Speaker 2: going to cancer research, so buy the book if you
Speaker 2: want to help eradicate cancer.
Speaker 1: We'll get better at one on one meetings as well,
Speaker 1: So the book is glad we met. I will link
Speaker 1: to that in the show notes. Thank you so much,
Speaker 1: Steven Oh, thank.
Speaker 2: You so much for having me. I really appreciate it.
Speaker 1: If you enjoyed today's episode, I would love to ask
Speaker 1: a favor. Click follow on the podcast app that you're
Speaker 1: listening to this on, and if you're feeling really generous,
Speaker 1: leave a review for the show. Following this podcast and
Speaker 1: leaving reviews helps How I Work find new listeners, and
Speaker 1: your support is one of the things that makes this
Speaker 1: podcast possible. Thank you for sharing part of your day
Speaker 1: with me by listening to How I Work. If you're
Speaker 1: keen for more tips on how to work better, connect
Speaker 1: with me via LinkedIn or Instagram. I'm very easy to find.
Speaker 1: Just search for Amantha Imba. How I Work was recorded
Speaker 1: on the traditional land of the Warrangery people, part of
Speaker 1: the cool And Nation. I am so grateful for being
Speaker 1: able to work and live on this beautiful land, and
Speaker 1: I want to pay my respects to elder's past present
Speaker 1: and emerging. How I Work is produced by Inventium with
Speaker 1: production support from Dead Set Studios.
Speaker 2: The producer for this episode
Speaker 1: Was Liam Reardon, and thank you to Martin Nimba who
Speaker 1: did the audio mix and makes everything sound better than
Speaker 1: it would have otherwise.