Good afternoon. I'm just waiting a few more minutes to see if we can get a few more folks signed on and then we'll kick it off In just a few more moments. Thank you. Okay Welcome everyone We are here today to discuss Night Foundation's grants administration department and how the GA team grants admin Supports you and your grant making as grantees. I understand that this session has been open to both active grantees and past grantees For those who have not engaged with our system in the past I hope this information is very relevant to you and it can help you in any future Ask that you're looking to to bring to the foundation and for those of you who have received grants from us and are active or Past grantees of ours. I hope This information is not only refreshing but also might give you a different perspective or or some more insight into Into your grant making and and how you can be a more active participant in that out with us So with that I will start to share my screen and we'll kick off with this deck Any questions, please feel free to add to the chat box I'll be monitoring on my own. So I I thank you in advance for your patience as I get to those questions And here we go. So the grants administration team We have our logo that we we want to share with everybody Internally everyone is already aware of it, but it's something that we're very proud of guided by integrity We turn big ideas into smart investments. We're the behind-the-scenes organization Entity of the foundation that that really carries the grant through the through the entire grant making process and and Intervenes and supports wherever we can to ensure that both Your the grantees experience and the internal staff's experience is smooth and we'll go through it through these slides So what is the grants administration team do the g18? We support the entire grant making process as mentioned from registration to grant closures We're really the architects of the workflow process the process in which the grant flows from from again Our registration to the actual approved granted status to then closed out once it's ready to be closed We oversee and guide all of our grants from start to finish. We managed a variety actively manage a variety of different Points and touch bases including profile management. We ensure that our database makes sense It's relevant and it's active and and is is easy to use for everyone So database administration database design we schedule your reports We schedule your payments and we process them. We do grant compliance trainings technical support, so if there's really a That's variety of items that we can support you in Hi Marcus Okay, I just noticed you went on view perfect So really we touch base on a bunch of different points in the workflow both internally and externally The final point that I really want to highlight is we do offer technical assistance and technical support so any time there's any Questions or issues or just some guidance that anyone would like to have in terms of how to interact with our flux systems or With any other parts of the foundation in general Everyone can always email our intake email called Grants at kf.org and of course you'll hear it about 50 more times during this presentation But we'll make sure that we triage your question Appropriately and and this sent to the right person to make sure that we're able to get you the correct answer Who forms the grants administration department? So we have our fearless leader Rochelle Rinkins Hallie Atkins our officer myself Vicki Chaco as an officer We also have Nicole Queller who just joined our team and we're super excited about and we also have Olga Rodriguez Who is our associate on top of this information? So I actually pulled these photos and and this page from our website Many folks don't know but our entire staff page is available on the night foundation website If ever there's any questions as to who's part of Any program team or who's who's part of the foundation in general any contact information? You can always find it on our staff page Now that you know who we are Let's talk about how the grants administration helps support you and your work So as a team we're an integral part in the grant making process We work behind the scenes to make sure that your experience is seamless effective and response responsive Again any questions any concerns or just general check-ins can always be sent to grants at kf.org If there's a situation where you might have a new relationship manager grants at kf.org There's a question about you submitting any reports grants at kf.org And really what you have on the right side. It's just a little pizza Breakup of all the other pieces in which we we touch point with your grant behind the scenes. So That's a kf. We have our letter of inquiries flux access as the architects We manage all of that due diligence grant agreements payments and reporting You just see if we have any questions no questions so far We also support your grants by ensuring that the information is accurate as the architects of the flux system We want to make sure that all of our data is complete and it's relevant So part of that is to ensure that our organizational documents are up to date and uploaded in the appropriate places That we have the correct banking and information Banking and payment information for our grantees as we start to move towards a fully EFT process We also want to make sure that the flux access and the user management is up to date Especially as we start to talk about Institutions and long-standing institutions. There's turnover. It's bound to happen We want to make sure that the outgoing members of your team We that were able to sunset their access and we're able to keep active the folks that are that are actually working on your grants To ensure a level of confidentiality, but also to make sure that that it's only your team working on your grants And part of how we do that is to open the lines of communication with our grantees to make sure that they feel comfortable enough And and know that we want to know this information and they're able to share it with us when there is any change in the staff or Change in priorities or if just someone else needs to have access it to the portal to see what the organization is doing with night We also We develop documents and we track them and that can range from grant agreements to amendments Just in general, we we try to make sure that our flux system houses all of the relevant information So that way we can provide the best service to you as a grantee and also ensure that the foundation is in an Is in a position to really capture its learnings And again, we offer technical assistance Again for the maybe 10th 11th 12th 13th time today grants at kf.org And that's what I'm going to do is I'm going to pull up our grantee portal So we'll be seeing we'll be walking through what you see as a grantee And as I'm pulling that up feel free to add any questions on the chat now So this is our grantee portal our grantee portal is Very specific and tailored to your organization and your level of access We do understand that there are cases especially with grant writers who might Who might interact with a variety of different grantees? The way that our system works right now is one person can have access to one organization So once you're able to log on to your flux system You'll see at the top the name of your organization. Um, oh, yeah chico enterprises is a is a personal kind of dummy one that I've made within the system Very miami in terms of its name. Um, it's not a real organization to preserve the confidentiality of all of our grantees We chose not to use an active grant or just any of our grantees So what you'll see on the left hand side Is and we'll go section by section. We have the information apply for funding This will be the page that you'll go to if you want to submit a new letter of inquiry to the foundation So you'll click on this page. It'll show this landing page to you And then you'll click on this green button click here to submit a new letter of inquiry Once you hit that it'll open up Once it's loading it'll open you up to our letter of inquiry. You'll be able to go in section by section And make your edits appropriately If there's a fiscal agent or fiscal sponsor What will you be doing with these funds? And what results do you expect to achieve? Once your letter of inquiry is submitted and we want to make sure that this portion is also completed the more information you can give us the better Once it's submitted And you'll hit down here save and close You'll be able to review it And then submit it finally You can add some additional notes for a specific Relationship manager that you're hoping will read this And then it'll be it'll be um, excuse me Send to the relationship manager to review your letter of inquiry if they'd like to learn more about your project or Give you an opportunity to explain a little bit more They will invite you for a full proposal in the immediate during the letter of inquiry phase There are only two questions that are being asked those that we just looked at What will you do with the funds and what are the outcomes you expect to achieve? And that's submitting your letter of inquiry within the flux process You also have underneath the reporting templates And here you can download our budget templates to help you with your submission and the preparation of your proposal Once you click on this it will open up a box link and allow you to download The excel form that you'll be using for your budget If anyone again has any issues accessing this form while in the portal Always and feel free to email grants at kf.org and we'll be we'll be sure to troubleshoot in the immediate As long as it's within office hours So we have our year one year two and year three All of our excel all of our um budgetary documents like this one comes pre kind of preset with the three years And also a tab for the total organization tab For the instructions that you'll see in the beginning under best practices Organizational budgets are required for any grant that's above $250,000 We do accept a budget that has been approved by your board in whatever Format you have it in scroll this over any format that you have it in So if you already happen to have it in a pdf format, we will accept that if you don't have it You can always utilize this form as a as a guide Through that same vein If your grants is more than three years and you need to add additional tabs You can always right click it once it's in the excel form. You can right click it and copy and duplicate those tabs Accordingly to the term of your grant if it's a five-year grant You want to make sure to add two extra tabs and copy all of this information Once you're filling this out Well information would you be entering so you'll enter your organizational name your grant ID number And the reporting period from start to finish This should follow the reporting period that you are using to not take your own expenses For the purposes of this grant. So the grant is supposed to go from january to december And it's a three-year grant We want to see reporting period from january of such year to december of such year and the following Tab two would be january from the following year to january of the ending following year Just so we're able to to make sure that it's aligned with the information that we currently have in flux You also want to focus on just the proposed if you're talking about an active proposal something that's not yet granted We want to focus on the proposed column only And you'll be listing your individual contributions your foundation grants foundation grants Which is already highlighted is where you would put the night foundation portion And on the bottom is where you'll enter your expenses You'll notice per the instructions on the the best practices tab That we do not allow for any expenses of overhead That total more than 10 of the overall total of your grant So what we would want to see it's not that overhead expenses are not allowed But we do cap them at 10 and we also want to make sure that we know what is getting involved What is what what is your overhead expenses covering for your organization? So there are a few lines down here that would allow you to explain you can also do the same for the other section Ideally what we're looking for every year and what I look for during the due diligence process while i'm overseeing and reviewing your documents um I want to make sure that the annual payout that we're seeing in in the example of Of a 250 000 grant say it's a three-year grant year one year two is 100 000 year three is 50 000 We want to see year one the totals of 100 000 what you will do with that year two the next payment of 100 000 What you will do with that year three 50 000 and what you will do with that So it should align with the payment structure that's expressed to you by your relationship manager Assuming that you've gone beyond the point of of an LOI now you're in the full proposal process Doing a quick check for chats No question so far. Okay And so that is our budget document I'm gonna close out of here and go back to the portal and we'll keep going down the uh task bar After reporting reporting templates, we have our FAQ section With some frequently asked questions that we've put together based on the questions that we get through our zendesk Or any questions that we've just heard often in the in across the foundation Again, if there's any questions that you have that are not reflected here always always And I hope you do uh take advantage of the grants at kf.org Um Resource and we'll make sure that we get you the correct answer in a timely manner You can also email your relationship manager directly Going down the list now we're looking at people What you'll see with people is we want to make sure that your information is correct Folks leave folks change your contact information might change even within the same organization Your building might move your phone number might adjust your email might be different depending on on how your your database works So we want to make sure we have the appropriate information especially because As an active grantee will be sending you requirements for uh reporting requirements for your payments We want to make sure that we're reaching you at the best At the best area possible to make sure that our communication is efficient and and really quickly What we would hate to have is is outdated information And we're trying to contact someone for say a payment and a payment gets delayed because there's a disconnect in what we have in our systems Versus the information that you're operating with So again, open lines of communication in terms of of who's working where and what's the best way to contact that person To be able to continue the operations of your grant is ideal Moving down from the people section we have our organization section. This is another one We always want to make sure we have the updated information for your organization We want to ensure that we have your correct address your correct phone number your correct email address. Uh, we We want to know who we're working with Just as much as we want to make sure that our grantees know who is who's working with them. So it's it's It's good practice that we found we just want to make sure that we know We know everything that we need to know about you and and we're not misrepresenting you within our systems Scrolling down you'll see requests. So this is anything that's within the system that is not active or not yet granted And what we're seeing here, these are all dummy grants. They're not real ones So pending request is anything that is still pending and then decline request self-explanatory is anything that has been declined So you'll be able to really see the differentiations between the two and you'll it'll It's a way for our grantees To engage with our our relationship managers in an organized way So what you'll see during pending requests are the three active requests that all your chico enterprises has With the night foundation You'll be able to see the grant ID number Which is something that we always ask from our grantees to share with us in any communications to make sure that we're Speaking about the same thing The amount that has been recommended by the foundation to the grantee so that we know what number we're working with The grant title and a brief summary or explanation Again, similar to the loi process, you'll be able to drop down and open up to see all the other sections of your Request And then we also have the documents and information section. This section was not made available during the loi process This section opens up once we already know that your grant is going going to be going through the workflow process And here is where we we gather all of your organizational documents We gather if you're a nonprofit we gather your Board of directors your 990s your audits after a certain amount Your tax IDs if you're a for-profit organization your w9's your verification of Corporation status with your with your respective state. So this is where we'll save all of the information including your proposed budget and any relevant documents that would become necessary for The evaluation of your grant or just the overall documentation of what's happening To make sure that we are we're all aware of the great work that's being done by our grantees And again, you can go through each one If there is something that is currently within your queue as the grantee to complete You'll notice that the edit button becomes available to you If it's within a workflow step that is now Relying on an internal staff to take care of something For example, this one You will not see an edit button I just want to make that clear again anything that's within your queue You will see an edit button and anything that's not the edit button will disappear It's really organized in a way to share the division of labor throughout our workflow process To reiterate if I did not if I was not clear before our workflow process is the process by which our grant moves through So it it goes from the LOI process to the approval to the A full proposal process to an approval process to like the final threads and then once it becomes granted we release it From the LOI process to the granted process. There's a lot of conversations that happens in between obviously There's a lot of back and forth a lot of ideation And a lot of ironing out of details So really the workflow is is intended to help organize that process and to again Um Raise up the clarity in the division of labor who is responsible for what and when it is your turn to take care of an item Within the proposal process the edit button will appear decline requests Becomes very helpful. I would say for for anyone who has submitted something and and you just want to see What's your history with the foundation? What have I submitted to the foundation? What was accepted? What wasn't accepted? Um, who submitted this if if if you're coming in new To this portal, you'll be able to see everything that was submitted by your organization and to see what went through what didn't Uh, and this is the request phase once something becomes granted active We're going to pay it out and we're going to engage in this work It moves towards the grant phase So we have again our active and our closed Once the grant becomes active you cannot make any edits everything is locked in flux And you'll be able to see the entire proposal that was submitted for approval Taking a moment to check the chat okay Moving on we have a requirement section and this is broken down by reports due and reports submitted With these two sections what you'll notice is It's all of the requirements across all of your grants in one place It will not separate if you have multiple grants that are active Which is where your grant ID is very very important to make sure that you're responding to the appropriate grant You'll notice for this one. These are all the same grant IDs. So we know that it's for the same grant And there is a variety of different Requirements that you will have these requirements will also be laid out to you in your grant agreement that gets sent out We a doc you sign for your signature that grant agreement should let you know What is expected of you and when it's expected to be submitted? And we'll also give you the link and guidelines for you to sign up for your flux account and to access your flux account So you can submit these through this portal Again anything that's within your queue will show as new And once you submit it, it'll show review Under review by the relationship manager if your relationship manager has additional questions for you They will send it back to you for more answers And that status will no longer say new it will show pending grantee response Which means it's your turn the grantee to log back into flux And to answer any questions that the relationship manager has posed for you in their evaluation of their evaluation of your submitted reports So we have our agreement Which at this point it's pretty straightforward. We send you the agreement and we upload the signed version into this card And once your grant becomes active every year as a default We assign we schedule an interim summary and a financial report. So interim summary and a financial report These will accompany each other Prior to every single payment unless your relationship manager has asked for Different type of report or if we're asking for additional information And this is where your agreement comes in handy because they'll let you know what is dependent on what Which payments are dependent on which reports and which outstanding reports are still there This will also let you know if there's any overdue reports. Our system does send you Um emails automatic emails to let you know if a report has been marked as overdue 30 60 90 days And once you log in here, you'll be able to access it and submit it Again edit button save and close A really cool feature that I want to highlight is save and continue If you're not ready to submit your report if you're still looking for for data pieces if you are Are working on it in the meantime while you're working on something else And you're not ready to to save a final final version But you want to save where you are at that point you can hit save and continue It will stay exactly the same You'll notice that the buttons have not moved anywhere But it'll allow you to To document what you have already written in there Save and close will completely close the form And the submit button will appear once you submit you can send the note It okay And now your report was submitted And it'll be locked for you And is now under review for your relationship manager In the same vein of what we're seeing in the other sections We have reports do anything that's outstanding. We also have reports submitted So you can always see what was submitted in the past by your organization This becomes very helpful as we start to talk about endowment reports for those of you that have endowments with night We do ask for annual endowment reports and that one report kind of and then start with the next one And there's some consistency If you are a new member of your organization and you have to submit an endowment report This becomes very helpful for you to see what has been submitted in the past So you can build on those reports moving forward For those that are not specific to endowments and and are coming in fresh and need to submit some new reporting Especially if you have multiple years Looking at your reports submitted can help you understand better where you left off on your prior report And where you need to move on for your next report coming up And then the final section is our payment section. We have our scheduled payments And you also have your paid payments Scheduled payments self-explanatory anything that's scheduled out in the future And you'll also be able to see the status And then we also have our paid payments This can also be very helpful for those of you who are undergoing an audit And would need to see what has been paid out within a specific year Or what has been paid out throughout the course of your relationship with night And this concludes the the training And i'm going to close out the grantee portal right now I see we have a lot more members who have signed on welcome. Hi, I hope everyone was able to See the slides and the information that we shared before If there's a specific question that you have i'm happy to go over anything again Please feel free to add it to the chat We have about 30 more minutes in this session So we ended a little bit early, but I will be here until 3 p.m Are you? Hey Are you um Are you just sort of waiting for office houry kind of a thing? Yeah Um, I don't know if well, I see a couple folks are still on but I don't know if you've got to talk a little bit about the financial documents so I did go over the budget template and the proposal section what what we're looking for that the um I should reflect the annual payout that each year should should reflect the The amount that they're expected to get that year also that the start and they should reflect that as well I went over overhead expenses and explaining those overhead expenses Are there any other pieces you think I should review? I'll prompt if there anyone has any questions around the financial reports Because I know oftentimes in the back and forth. Um, it's almost like how to how to how to actually When it gets to like maybe biannual reporting like how to properly submit like What you've done so far and sometimes there's questions around like the time period and how much you got How does that then add up? So I don't know if anybody has questions around that or um, that's just one thing. I thought maybe Sure Um, but if no one has I mean, it's your session here your open Lillian quick question Oh, sorry one sec Okay, well Lillian is uh, uh responding to that I can definitely go back and pull up the financial document um So again as mentioned the financial documents should reflect And will will be coincided in in terms of um, how it's scheduled it will accompany an interim statement So you'll have an opportunity to explain the the narrative portion the actual activities that were done through the the interim statement and in terms of um Any write-ups that you'd like to accompany with the financial document the financial document should show the expenses that you incurred Or any expenditures that happened throughout that time frame So if it's an annual report if it's a bi annual report you want to make sure that you indicate Excuse me the start and the end date of your expenditures on the top during reporting period so we're looking at uh, uh, July 1st to june 30th or january to december or um, If you happen to get your grant during an off cycle as we do rolling rolling grants throughout the year We want to make sure that that you know, there is a place where you can explain that. Um, I do know also as a former grantee Ex explicitly writing out your start and end dates for expenditures become very helpful during the audit process um, so If there's any questions as um in terms of what you should be reporting on Or where you can start to see where the start and end dates would coincide I would highly recommend you look at the start and end dates on your grant agreement A pdf of your grant agreement to see, uh, um, when can you start documenting those when when can you start document? When can you start to document those expenses? On your books and also on these financial documents. So essentially it should be a mirror of the same And again, you um, you have the opportunity to add additional tabs If you need more tabs than just the three that are made available here Hi, uh, I'm just looking at the questions coming in from julia Hi, julia No, no, that's totally fine. That's totally fine. Please ask away. I actually didn't realize my mic was on the entire time So i'm glad I you know Um, you know, I figured I was just like Yeah So what's up? Okay. So you have questions through about your fiscal sponsorship work. Okay. Who is your fiscal sponsor? the Miami foundation It definitely If if we're gonna redo it, I would prefer it to be a little bit more streamlined just because it's two Systems and then like going through them ask questions to you and the You know That's totally understandable. So The fiscal sponsorship situation is a little bit more delicate Because you are officially the grantee of the Miami foundation By way of the night foundation. So you wouldn't have access to our flux systems directly as the grantee You would have to coordinate through the Miami foundation It works But I was thinking like I was just like if I were going to do Like if we were going to restructure it if we were going to do it in another community I was wondering When you work with another fiscal sponsor, do you always work? Have that fiscal sponsor have their own like is it is it a case of the system in terms of fiscal sponsorship? is there like a A different way that you've worked before in the past Does that make sense? Yeah, I've seen it happen both ways. I have seen organizations use a fiscal sponsor on a one-time project And it might be a one-time project that has a bunch of different components Which is why they set up the fiscal sponsorship And then I've also seen where it's an entity that Just decided they're going to operate under a fiscal sponsorship Because the fiscal sponsorship offers so many offers a lot of support in terms of like Housekeeping back and admin hr things like that So it's really up to the organization if they want to maintain that relationship as part of their structure Or if they're going to use the convenience of a fiscal sponsor for a specific project I've seen it happen both ways That's helpful It's this fiscal sponsors decision, you know, sometimes A lot of our fiscal sponsors have been just passed through so we give them a percentage for just running the grant or whatever and then It usually then we're responsible for all the reporting and things like that, which is fine It's actually that when we do it through two systems, that's when it starts to add up in terms of our Administration and accounting and all that stuff Totally. I do know the Miami foundation works on a national scale So if there's an event that you're doing outside of the city that you're originally working in And you would have to talk to them about it But I believe they are able to extend your relationship to the new location So you don't have to create a new relationship with a different fiscal sponsor And then there are other fiscal sponsors That that I've seen That if that's your structure that's built within your structure, you'll just Kind of submit all of your your grants via that same fiscal sponsorship. So it'll be like more of an organizational Component as opposed to like a programmatic component That's helpful So, yeah Just running more than more So most of our work is made and that is might be fun We can't run more than Yeah, and then that can also Help in terms of negotiations It might just be cleaner for you to use one fiscal sponsor throughout all of your projects Yeah, I definitely think that that's really helpful. Yeah Good I'm glad and that's a question. I didn't have prepared on my on my deck. So that's okay. Yeah I mean, well, what it would I would ended up happening to be honest though is that because Getting set up and running stuff through them was was a lot more work than we had done in the past with other fiscal sponsors It required us to like double up on the accounting budgeted originally and so that's something You know just when you're running fiscal sponsor projects and it's a more formal like more arduous accounting reporting back thing It's helpful to know like to bump up that liner because it's a lot Totally and also, um, we have worked with organizations who have had long-standing fiscal sponsorships with other Organizations that were not the Miami foundation So if it's a situation where the fiscal sponsorship is an organizational component Like this is how we do our work. We process all of our grants through this organization What we would request is uh an mou Any active mou that the grantee would have with that fiscal sponsor and we'll just evaluate it with With what we are able to offer by way of the Miami foundation. So it's not impossible to come in with a different partner Especially if it's a long-standing relationship Hmm Yeah, yeah, great And it's very helpful and yeah, I would definitely love that presentation Since I'm yes, I really missed out and you know, I have that Yeah, uh, the joy of missing out as well. Um, Of missing out on too too many great presentations. Great. Well, I hope the comms presentation was really good I know roshni was leading it. She's very engaging Yeah See how night is thinking through You know a little a little less of the black curtain kind of in terms of like how they're structuring their cons Figure in Uh, you can reach out to me directly and I'll I'll get more info. Uh, I believe they will also be available Once all of this gets kind of wrapped up in a bow once the sessions are over and the conference is over It should all become public. Okay But I will double check specifically for this session Um, because I know it wasn't originally intended for active grantees, but now it's been open to everybody. So, um, I will look back to you My name is uh, grantekf.org. I'm grantekf. I have it here checko at kf.org check out Okay, awesome. Thanks so much. You're welcome. Have a good day and join the conference


Everyone, Basel Chapman, this is Tuesday the 7th of June and we're looking at the down up 40 points earlier on. We're looking at a sharp decline. It went all the way down to the 32,641 level. Below 32,509 would be very negative any time this week. But holding like this and coming back strongly says that Rectae was actually an oval pattern that we're looking at. This is 1,2,3,4,5,6,7 days of sideways action. This is really important. This is where you get good news, bad news, good news, bad news. Target comes out with horrible, horrible information about just misjudging everything and plummets to the downside and yet the market has come back strongly earlier on. I showed the retail index holding pretty well, etc. So now let's just do this very quickly. Downs up 34. If at any point this week is able to get to the 33,300, that's going to be fabulous action. S&P at this particular point has come back as well. The S&P is trading up, let's see, it's up 10 and that's going to be quite a day because it was quite sharply lower but it didn't take out the lower four days ago. That's important. It's also in the oval pattern. It's trading at 41,33, up 11.94. If it's able to get to the 40, 41,60s, that's good. 41,78 stars a leg D and that's going to be a very positive aspect as well. QQQ coming back very nicely. Now the QQs are up 1.63 at 308.83. They need a lot more to go up to say that that's a very good action but considering what happened, this is okay. IWM, that's a Russell 2000, very strong, up $1.77 at 189.63. Gold is trading up 10 and 18.54 has the resistance at 18.68 that's challenging it. The dollar has been up and let's see if it's still up. It's up a little bit up 10 ticks at 1.29, 2.49. This is holding very nicely. TLT, the TLT is up $1.38 and $1.15.27 helping yields a little bit and Crudall, this is going to be the key. Crudall is up $1.94 at 119.44. If probably could make a leg D, we'll see how it handles 120 area over the next few days. So I'm going to hand you over to Larry Pizavento before I go check out the front page of TFNN. Tom O'Brien is doing his fabulous workshop coming up this Friday. It really is an anonymous. You've got to get to it. Just tremendous information as always. Have a wonderful week. I mean have a wonderful day. I'll see you tomorrow. Actually I'll see you a little later with Tom O'Brien and thank you for Larry Pizavento. Great program coming up. Larry, Steve, Dave, Tom.


Hello, thank you for joining me. That's George Cross station down there. I'm out on my daily exercise today And what I thought I'd do, I would show you one of my favorite walks So we're not going on the train. I haven't been on the train since the 1st of November And I don't know at this stage when I next will go on the train So what I thought I'd do as I go out for a walk every day Around George Cross and the Chal fonts and denim just as far as I can walk really I thought I'd take you with me and Show you some of the sites so most of George Cross was explained last summer in a video I made called a walk George or George Cross a walk back in time There's a link on the screen now to that video and we did come along here and we looked down at the railway station and I talked about How George Cross used to be and everything what today we're doing something a bit like that But we're actually gonna walk from George Cross to a corner of Charleston, Peter and I'm gonna discuss with you how Everywhere would have been probably let's say how let's say well before the railway was built So about 130 years ago Well I for a start would have been in a field down there the cutting simply wouldn't have existed It have all been flat that was all Excavated when they built the railway and the railway opened in 1906 So we come out of the footpath here into a dead-end road called the Orch Hill rise So I'm gonna take you down there and the road I particularly want to show you in today's video It's called over way. It's possibly one of the most interesting residential roads in George Cross. It's got a few quite unusual features, so Got the railway line down there I'm not gonna hang around and wait and see a train because I've made plenty of other videos with trains in so yeah Just imagine all of this some of the trees might have been here But all of this would have been filled there was one footpath which I'm gonna show you Some of what has been slightly rerouted since the railway opened in that video I made George Cross all back in time Wended up on George Cross common by the pond the footpath that I came out of Which takes you over the railway where it crosses their bulls roadway first takes you over the railway Comes out just up here. That was once a footpath which ran from the pond right through to over there It's a pack horse road, which is the main Road from Chalfonson Peter to George Cross. That is all residential now But a hundred and thirty odd years ago it have all been farmland and there's been one or two Big houses indeed this road being called all-kill rise. I will explain in a moment where They got the name all kill from so we get to here Here is another one of George Cross station car parks. Now see this footpath here That's the one that takes you to the green footbridge or the iron bridge for not going over there today But that is the one footpath It would have probably run across In front of us and then when we get to this crossroads up here There's an or kill Avenue, which goes that way and that follows the route Where that public footpath would have gone so imagine this would have all been Completely fields George Cross new town simply didn't exist George Cross old town was well It's just a very small village a few houses around the pond on the main London Fish Guard Road And the ball hotel would have been there so the footpath would have run off Down there now the name all kill which is all kill Avenue that comes from What was and biggest house which is now St Mary's school that was called all kill house So that's where all kill comes from. So this road we're walking into now. This is called Overway now you'll see in a moment Why It's called over way Have a look it's a bit unusual for quite a quietish residential road. It's very wide here Um, it's not very busy. So I'm while I'm walking in the middle of it. See what happens here The road splits in two and this is the oval Which is why it's called overway. So we could go that way We could go that way. We're not going to go either and we're going to go through the middle of the oval Now ever since I was a child I've always enjoyed This walk through the middle of the oval. It's funny because it is there's a fence around it, but just step out of the fence Takes us in to this little sort of Wilderness well, we'll just come back to the road. But once you go through here Takes you into this like little wilderness In the middle of a residential area. It's um, I've just always really enjoyed Coming through here. It's always been good fun. There's a lot of laurel bushes here. Now normally I say laurel isn't the best plant to have it's invasive, but here It's nicely controlled. It's surrounded by the tarmac road. So here is what I would call quite an appropriate place to have laurel and I think if it didn't have the laurel it would lose its um feeling that it's got that See here, you feel like you could be in the middle of a woodland Somewhere although um, perhaps you wouldn't have too much laurel or any laurel in a native English woodland But it just has that really nice sort of feeling that you're a long way from anywhere when actually You are right in the middle of a housing estate and every now and then You glimpse through the trees a house and just reminding you you are in a housing estate So all of these houses would have been built after the railway overway simply didn't exist before the railway When the railway arrived from George Cross in 1906 George Cross was really built up and um, it became The town stroke village is today. They mainly provided a station really for chow funds on Peter In fact, I think early station signs it says George Cross for the chow funds Um, but George Cross now is a place in its own right But very soon Which way should we go? Should we go that way? Or that way let's go this way very soon in this video We are going to leave George Cross and we're going to cross the old boundary into chow funds on Peter I'm not sure the boundary between George Cross and chow funds on Peter is in the same place as it used to be But where it certainly Was once so so I mean you get reminded we are in a residential area every now and then Having seen these trees I would say if they weren't here before the railway they must be About as old as rail we've got a couple of um fir trees conifers And you think these are lime trees So we're going to soon come out of the oval and when we come out of the oval We'll see a bit of a mirror image of what we saw the road splitting with this area in the middle and We will be Into chow funds on Peter. So this is the final little bit of wilderness We shall walk through There's a few fulias trees Or um Yeah, fulias is the latin name. It's also a common name. I can't think of um, there's various other names But yeah, so coniferous trees It's um, I've always enjoyed coming walking through here. We get to here Step over the little fence Here we are. We're back in the residential And well it was residential, but you know, I mean we're back on the road now. I know the sun's glaring behind us So let's go this way and show see what I mean the road over way Joins again and you got the oval in the middle. So about here I could probably say um that my hand is in chow funds on Peter But my head is in charge cross. That's how that's about here where was where the old boundary between the two was Well, I'm not sure if it's quite still the same. So we get to here This road here is latchmore avenue We're not going to go down there today We're going to continue down over way because I have a few things I would like to show you down here So we're leaving the oval behind Um, just up here. There's these free new houses. These are the newest um development down over way before they were here Approximately where these two were was a big retirement home, which was derelict for quite a long time and then where the final one was there was a little um rendered bungalow and um Once the bungalow which she about was there came empty the site stayed empty for a couple more years I've got a couple of pictures. I'll put one in now So you can see there the building or the retirement home that they demolished to create this little development of free houses And then um what we're coming up to As per the video's title the unfinished church. I'm going to show you the unfinished church But probably to most people pretty much people don't think of it as an unfinished church, but you'll see why I'm referring to it as an unfinished church That's forp house there. That's a private school So more turn of the century houses that one's even still got its original windows or maybe not original windows But it had old critical windows That house there's a bit newer. I can't see much of it because of this private hedge um So the church we have almost derived that It's just there. It's called all saints church and it's one of chaffel's and peter's churches There you go So that is all saints church now And I'll tell you why I'm saying it's an unfinished church So this is one of the three churches of chaffel's and peter the other one is down in the village center Which um, I showed you in my chaffel st. Peter Um video, so have a look at link on screen now. You see that the other one, perhaps we should go there one Days up at horn hill. Well, look at this one. This is all saints church Now the reason I say it's unfinished Is because it was meant to be much much bigger than it was if you have a look here Don't you think this is a bit of an unusual way To end a wall of a church now the reason I've done this is because this wasn't meant to be The end of the church what you see here was meant to just be The north isle the nave of the church was supposed to be here So I would have been standing probably where the altar would have been and then there's probably been a mirror image On this side where this piece of grass is so it's not a ruin church. It's just unfinished So probably never will be finished now if you have a look at the walls you can see see how there's these filled in arches So had they ever Made this part of the church the nave these bricks would have been taken out those windows would have possibly been taken out moved across to over there so Yeah, I've done many ruin churches, but I don't know if I ever quite stood in a church that was never built before So that's why I find this quite a fascinating church. This would have been built not really exact date But it was built after the railway. I believe I believe the idea was to build another church in chaff on st. Peter In chaff on st. Peter but as close to the railway as they possibly could so hence Why it's here as we said the old border George Cross is literally just up there. Have a look at this though There's a pillar here So you can see imagine a big arch would have come across here that would have been filled in There's there would have been another arch there and um when we get to here You can see Another wall so they probably would have built out this way And then might there probably would have been a big tower about here. They've since built I assume that's a vicarage there. There'd have been a big tower So it really was going to be a rather large church Hasn't even got a tower now. It's got a bell up there. So that is all it has for bell tower But yeah, there's been a big bell tower there towering above us and to show you Um the porch it church isn't open as I walked up to George Cross. I checked and it wasn't open But there you go. It looks a bit different here. It's very Looks more arts and crafts on this side. Um the other side looks more sort of gothic revival I think this side looks very arts and crafts. Um with the Tudor porch another thing I want to show you Which is quite a nice architectural feature. That's um called tumbled in see the brickwork. See how it goes down and in That's called tumbled in brickwork. So um, yeah, unfortunately, we can't go in perhaps serve one day we can But adding to the arts and crafts feeling you can see the herringbone. No, sorry basket weave That's called basket weave brickwork because if you look the bricks Sorry the lights missing is about the the bricks look a bit like basket weave and so we come out here I don't think they ever consecrated any ground here because there's no graves In what I suppose you could call the churchyard That's where the arts and crafts the big roof and the chimney. So sir, I have been in this church before It's a very pleasant church. But yeah, that's why I'm calling it the unfinished church because um It never was quite built to be the large church. It was meant to be so Just let you see the front. There was another little bell there So yeah, um The front of the church would probably been forward a bit here So that is all saints church chaff on st Peter the church which is Only about a third of the size it was ever meant to be just a couple of other things. Um overway Soon Joins or kill. I'm sorry not all kill right path course road just up there. So that's the main road that goes through to jive cross I remember here. They knocked a couple of houses down. They built these slacks of mansard roof There was another house there. They knocked that down and built flats Behind there's a bit. There's some gravel pits. There was a brick works here once So, um, I'm not sure exactly. Well, it's around before the railway was built There were brick works over there which should have been on the edge of chaff on st Peter so from outside all saints church. I hope you enjoyed this video. Thank you very much for watching and goodbye


Hey everybody welcome back to the channel Today we're gonna talk a little bit about Terminal multiplexers in specifically in their relation to how they compare to window managers now Really this comparison is not fair because terminal multiplexers are a completely different Kind of thing than a window manager and they both have their pros and cons and where you want to use them and so on and so forth But I think it's it's a Reasonable comparison in a couple ways because they do have some similar capabilities and it can be confusing as to what you know What you use them for? so Today I'm going to going to talk a little bit about Terminal multiplexers. I will say this. I am not an expert at terminal multiplexers. I don't use them often very often at all I Do use window managers a lot so? My bias is going to be towards window managers But there are several different reasons why you want to use a multiplexer and we're going to talk about today But first if you could hit the subscribe button, I'd be really appreciative of that We're trying to get to a thousand subscribers by the end of the year Which is still like 11 months away, but January seems to have just I'm still recording this January. I think I'll be posting this and still in January But time is just a fly-in so before the end of the year I'd really like to do a thousand so if you could hit the subscribe button. I'd really appreciate that. Thank you very much so let's Let's just jump right into Talking about this so first let's look at a tiling window manager. This is DWM Say I wanted a couple Terminal side-by-side. I just hit super enter twice Oops, I actually have to be in the right Thing for that and I can just keep pitting them and they just keep tiling and tiling and tiling and tiling It's it's a great thing and it's not just terminals that will tile like this would be any program that you want Say if say I wanted the blue man manager So I just hit my key binding for that and I have blue man manager open there at the bottom That's what a tiling window manager does and It's all well and good and it's what it's it's a Serves its purpose in that it manages your windows of all manages all of your windows How does that compare to a terminal multiplexer? So the one that we're going to be looking at today is called tmux Let's just TUMX and you just enter it and you can it's in the all the repositories It's really easy to download it took like five seconds to download. It's not a big program at all and I know what you're thinking Matt That looks exactly like what you just had and that's true terminal multiplexer basically just allows you to go through and run a shell within kind of within a shell and What's the purpose of this you ask so? There are several different things you can do with the terminal multiplexer the simplest of them is it allows you to run multiple Instances of your console or your shell or whatever in the same window so if I hit control B and then the Shift 5 which is shift of parentheses not parentheses a percentage sign I guess to set two windows side-by-side and I can do it again I can do control B and then percentage sides again, and I get another one It's half half and half so kind of a always half of the other you know window and you can do this vertically too I'm not sure what the key binding is. I'm not that far into it and And If you don't use a tiling window manager, let's say you're on Katie Yeah, you're on plasma or an XFC or whatever and you want to be able to run Terminal side-by-side a multiplexer is a fantastic option because it gives you the functionality of a tiling window manager while still being able to use your desktop environment the issues of comparing them obviously in This sense window managers have a big Advantage because they can run run other programs or other apps You know gooey apps or whatever and manage those windows as well and that you can easily move for it You don't have to worry about the crazy Emacs style key bindings and so you know, it's just easier for what it does And if the argument stopped there window managers would win hands down but it multiplexers and team us team ux like team ux Have other Functionality as well, which makes them suitable for other purposes So if you're if you SSH into servers or other computers or whatever and the connection happens to be shaky or whatever and you lose the connection Something like team ux will allow you to actually Have that Whatever you're doing persist until that connection comes back So you don't actually have to you know lose all of your progress in something because you can just re ssh into whatever you're doing and Continue right where you left off. That's called persistent state. I believe another thing that a Turn on multiplexers will do will they they'll allow you to share Sessions so if you want to I Know and I'm not sure how you do this. I've never actually done it, but you can go through and Create a whole bunch of things that you're doing and you can share that state with another person who uses team up team ux I guess and so that you can both be working on it or So that they don't have to create their own Session in the same thing. So it'd be like you could create a like a Like an SSH session The SSH is into several different servers and you could share that and all the stuff would be going would be transferred over to Whoever you shared it to So those are the big things that terminal multiplexers allow you to do that aren't necessarily capable of being done with Window managers, it's just something that's completely different and It's really, you know Where the comparison between them kind of falls apart because Really the situation here is that window managers are Window managers there they manage windows they The open windows they determine where windows are positioned on the screen and so on so forth. That's what windows managers do Team ux is an application That's what it is. It's completely different. It has some functionality of window managers tiling window managers specifically, but it Has additional functionality that an app would have like the persistent state the ability to share And I'm sure there are several other different things that terminal multiplexers can do that just Can't really be compared to with compared to with Compared to window managers themselves because they're just completely different ones an app ones are kind of like an environment now a Lot of people live in team ux team ux is a lot like like emacs other. Oh, it doesn't have like the application ecosystem. It's more of like a I mean, it's just one single app that you can then run multiple instances of or whatever so But people do Live in team ux a lot.  So That's just a brief kind of very noob way of explaining the differences between them and like I said before I'm not a Expert in any sense of the imagination when it comes to terminal multiplexers I know just the bare basics and when I first started the research for this I Just thought that team ux just allowed you to use You know multiple pains. I think why would you use that? It's the same thing as the tiling window manager Just use a tiling window manager and you're all set But that that persistence date and the sharing stuff kind of turn me away from it. So these are two different things That then kind of share some of the same characteristics, but are really two different things So if you like this video give it a thumbs up if you didn't give it a thumbs down If you're more familiar with team ux give it a comment and I'd love to learn more Maybe maybe somebody not out there uses team ux for a reason And they want to share that I'd really love to hear from you. Thanks for watching. I'll see you next time


And like I said, you know, just staying locked in, you know, it's my mental. It's my mental. I feel like I can play. I just got to go out there and show it and prove it every day. So, you know, it's all in my head for me. Oh, yeah, it helped a lot. It helped a lot. You know, we compete. You know, we're teammates, but it's also a competition. You know, we're competing for roster spots. So, you know, we got to prove it every day. We got to prove it every day.  Are you excited to translate it to actual game action? Are you kind of looking forward to that? Yeah. Oh, yeah. I'm definitely looking forward to it. You know, I'm trying to take my game up to another notch. You know, like I said, I'm just trying to, A, make this team, B, make the team better. You got your own job. Oh, I mean, I'm just telling them to stay locked. You know, same as me. I got this coach. You know, I'm a teammate. I'm a friend. You know, we're from the same area. So, you know, I just tell them to stay locked. You know, he go get it. He's an amazing athlete. And I'm excited to see him play. Did you know him before he came here? No, I didn't. But we stayed 15 minutes, you know, from each other. And, you know, we click right away. Oh, we talk about that a lot. You know, we got a lot of similarities, you know, in our personality. And, you know, I click with him. I click with him. We're from the same area. Great. Yeah. I mean, it's a lot of youth. But, you know, the coach, you know, Coach Mej is leading us. You know, Book is leading us. You know, KB. DeNorris is leading us. Hook. And, you know, we're just trying to get better every day. We're trying to come here and prove it every day. How much is Jack? Oh, you know, shoot, man.  He's a great help.  You know, he out here.  And, you know, he's very appreciated. Very appreciated. Oh, I'm pretty confident. You know, I'm pretty confident, you know, in my skills, but I'm just always trying to get better. You know, I'm grasping the defense a little better. You know, I'm moving a little better. You know, I'm constantly challenged by the coaches.  So, you know, I'm enjoying it. You know, I'm trying to, you know, take it in, be consistent and, you know, prove it every day I'm out there on the field.


Well good morning or afternoon wherever you are in the world. Thank you for taking the time out to be curious about Curiosity and what it can unlock for your teams. This is going to be a wild ride full of a couple stories some bite-sized applications and then some insights that you can use to level up your team So we are talking about curiosity because for a healthy high-performing product team curiosity Is a compulsion. It's this relentless drive to learn you know where that learning sparks action and creates new and unique value Faster than the competition So those teams know just how powerful curiosity is and how easy it is to lose Especially as your company grows. So if you don't fight for it, you don't fight for curiosity disintegrates it Atrophies and your best product people start thinking about leaving and your product drifts So here's where we're heading today.  We'll use a framework. It's just a little simple two by two grid to kind of help visualize this And then we're gonna zoom into the product the life cycle So it's some of the dangers that pop up as we shift from discovery to delivery And where we're kind of starting to be tempted to stop asking questions And then last we're gonna unpack the five ingredients that kind of help build and keep this culture of Curiosity and some super simple practical things that you can start today So a little bit about me I'm Evan Michener head of product management of full story for those who have not used full story before full story is a digital Experience intelligence platform. So we're combining Quantitative data and analytics with the qualitative so watching real user sessions Heat maps journey maps and because of that unique pairing full story is kind of the Ultimate curiosity playground So I've held product management roles across all sorts of industries be to be sass Atlassian and full story and then be to see across financial services and travel and retail companies of all stages sizes startup of three to a retailer of 120,000 people I Just really love working with product teams. That's what's behind this conversation today because Curiosity is core to our DNA as product people It takes some work to keep it alive though So to kick us off quick story time My wife and I have three kids our middle kiddo our son is eight and has what you would call kind of a naturally high sense of curiosity So the other day we're at the library here and super peaceful Out of the corner of his eye Through the glass door. He sees this fish pond outside So we live near the ocean. He's been super curious about pretty much everything water related Lately, so this pond catches his interest his curiosity his peaked and He is off like a lightning bolt dead sprint through the door out the pond and then all of a sudden this peaceful silence of the library kind of erupts because This door was an emergency exit door so After this all settles down. So it's great moment kind of encouraging his Curiosity and then of course reminding him, you know to read the red signs all over this door that say emergency exit alarm will sound So it's it's curiosity that drives him to sprint through that door And as I was putting this talk together. I asked him asked our son to define Curiosity kind of coming off of this in library experience so he defines curiosity as to wonder to wonder and As I thought about how that applies to product There's a layer in there that I love this kind of element of joy, you know Truly caring about something enough to go learn and sprint after it You know, how often do we really spend time kind of wondering about our users and customers? And then I asked him what he was going to do after the pond So after he gets whatever he thinks he was going to get after he learned what was in that pond And so he looks at me and says The knowledge could have come in handy later in life Which is a great answer for an eight-year-old Somewhat insufficient when we think about kind of curiosity in the context of product and product teams obviously So this spirit of wonder is beautiful this kind of compulsion to learn To sprint through the door. We're gonna keep that element But we need to pair it with Intentionality in action knowing, you know, which signals to chase down and actually doing something with those learnings to move your product forward So here's here's how I've sketched this out when it comes to curiosity We're gonna use this little two-by-two baseline To kind of baseline our conversation today I'll do a quick voiceover and then as I do this think about your own teams here Where are you as a product person where your company is? So the lower left corner This is apathy. So first of all apathy is a product person is poisonous This is effectively the lack of caring about the product the customer the metrics, you know Maybe this is over time a lack of caring kind of just becomes the norm Apathy is kind of what you hope happens to your competitors and pray never happens in your own org We don't want to be here as product people. We don't want our teams to be here as product leaders So let's move to the right. I Bet if we were gonna do a quick poll here My hunch is that many might be in this category. We're shipping and executing and delivering with excellence Some of you might even kind of be at the top of your game here Super laser focused almost myopically focused perhaps Strong sense of purpose clear finish line in mind Typically the teams here are kind of consistently delivering on time under budget And this might be what your organization rewards and they should because so much of product is on that follow-through Product leaders, I'm gonna talk directly to you for a minute You help set the pace through your priorities and questions So if this is your team or organization congratulations on encouraging this high velocity bias towards action and Are your team so focused? That they might miss other valuable opportunities. You might miss the warning signs in the data We're gonna look at how this manifests in the product lifecycle here in a minute But this posture is a perfect start to potentially deliver delivering Exactly the wrong thing because your blinders are on So the trick is we want we kind of understand that bottom right hand corner action We understand how to motivate and reward action. We're setting ambitious goals and clear deadlines priorities Get rowing in the same direction and it's that inertia that can be so hard to overcome But your learning muscles here are atrophying and it kind of over time Maybe you slowly slip into the apathy zone If you don't fight to stay curious About the customer and their needs and whether you're actually focused on the right problem your product will drift And so curiosity constant learning is core to what we do in product This is not easy, especially in the face of these pressures and deadlines So how do we fight here? What do we need to kind of layer into an environment like this? And that upper left hand corner this product manager or product team is wondering Through data and customer conversations. This is kind of this spirit the raw spirit of Exploration it's alive and well. You're running through the emergency exit door. Now. What are they curious about? This could be anything they're often learning in spurts and sprints, you know loads of Questions that result in scrambled priorities Half finished designs. So curiosity here needs to translate to clarity and action direction So the idea or insight is just a part and then of course the magic Is on the follow through what we want is that upper right hand corner So we want to blend that high curiosity with the bias towards action And that's what we're just going to call that intentional curiosity. It's Caring so deeply That you can't let go It's that relentless drive to learn and to put those insights into motion To create new value with speed. So what does this look like? How do you blend that high curiosity with that bias towards action to move with purpose? So one story I've seen play out Over and over again is actually during the product life cycle itself Does this image Resonate with you You know, you're at the start of discovery. You're on fire. You find some new insight You find a spark. You're talking with customers. You're digging through the data You're sizing up competition. You're wondering with direction and intentionality And so as you move into validation and delivery though Your aperture narrows and shifts, especially if you're under pressure And so just like a a camera lens, you're letting less light in Your sense of curiosity wanes to Make space for an increased focus on delivery Um, there's a scene from the movie vacation Uh, where, uh, Clark and Ellen Griswold Get to the Grand Canyon on their way to Wally World Uh, Clark is short on cash here. So this is kind of a long story But he spends basically about two seconds Soaking in this scenery, uh, and then he's rushing the family back to the car to kind of get on the road The point is if you haven't seen this movie The point is you've got this majestic set of data in front of you And you might miss the signals in the warning signs because you're too focused on delivering You're already on the road. You're shipping no matter what One of our, uh, product managers here at Full Story Greg asked, uh, this really thought-provoking question the other day about Alphas and betas, you know, these are the kind of early releases releases inversions that we Often release to a subset of our customers He asked whether we were treating them, uh, as a checkpoint or as a check box Are we pausing during delivery to, you know, be curious enough still about the data during those stages Or are we just staying on the highway at at full speed? It's that inertia of delivery. It's so hard to overcome. It's hard to be That person to leave, you know, some user research session and then ask Wait, does this still make sense? And so, uh, by the way, the fact that Greg even asked this question is a reflection of the culture We're trying to constantly work on and build up here at Full Story. This is the culture of curiosity Balancing moving with urgency with pausing on principle He's looking at our launches and asking When was the last time we got into an alpha or beta and didn't continue on because of data or user feedback I would ask you the same question So part of the kind of endless Challenge and joy of product work is maintaining these two kind of diametrically opposed Mindsets at all time this passionate zealot, you know, this thing we're building will change the world And the objective critic asking, uh, the right hard questions with confidence exercising curiosity So think about what you're working on right now What new learning could cause you to stop mid-flight? Anything Are you curious enough to check your assumptions as you deliver your product leaders? Are you allowing your product teams to check those assumptions? So let's go back to our framework here We know where we want to be. It's this upper right hand corner. We want Question askers. We want action when we find those sparks. And so how do we get there? How do we stay there? How do we Fight for curiosity. Um, there's five ingredients that I found in talking with product teams We're going to run through each one of these First one is empathy To be curious, you first have to care There's two aspects here.  Um I was talking uh with a product manager a few weeks ago who works on software for doctors medical industry And so as you might imagine one of her biggest challenges is viewing the product through the doctor's eyes and actually using the software So things like usability testing and research All of that is obviously much harder in that type of environment. You've got busy doctors tons of privacy issues, obviously So they have to fight to stay curious to kind of build that empathy and get signals and insights Um on the flip side I know there's probably a lot of sass Folks here, uh, maybe you work on a tool or a product that you actually are using in your day to day So what a double-edged sword here because this can almost be the polar opposite You're using that product all day. How easy is it to just gloss over speed bumps and hiccups in that workflow? When you drive the same highway all day, you're on autopilot And so while your product is the center of your day It's usually just a slice of your customer's day So viewing the product through their eyes becomes kind of equally important in this case just for different reason So building empathy for the customer's problems and then viewing the product through their eyes Here are two things you can look into this week really quick both of which we could probably unpack and uh, spend maybe a whole other session on but First thing is a journey map. So I I'm not talking about when a customer logs in it goes to the page You want them to go to I'm talking about like the 30 minutes before they log in What are they doing? What are they feeling as they log in? What pressure are they under? And then the 30 minutes after they log out What tool do they use next? Who are they talking to? And so a journey map here can help Because it's this visual depiction of the customer journey that kind of helps shine a light on opportunities to invest in As you understand the the holistic experience the the user's going through There's two ways to start this a quantitative Quantitatively so full story has a way to build the customer journey and then qualitatively with user studies to really understand what's happening outside of your product How the user is feeling throughout the journey and day The goal of this is just to build a deep understanding of that customer and then evangelize it within your teams So as you look at that journey another dimension Another dimension here is clarifying the jobs to be done. So how well Do you understand the job the user has actually hired you for? What are they trying to do? And then how well does the marketing team know that we're the sales team So jobs to be done. So it's a great way to kind of illustrate what your customers are actually buying from you And you know, it's usually not your product, but what your product helps them do So a full story we use personas like product manager or marketer We like to talk about making our data accessible to different teams in different ways And then we have a short list of kind of the primary jobs those teams are trying to accomplish There's a list of tasks with with each job and then we spend time with those users and teams to really understand Where we're succeeding and then where we still have some work to do So empathy understanding the customer's problems viewing the product through their eyes. This is just really caring Second one here is trust. So giving voice to our curiosity. It's my comment as a surprise, but giving voice to our curiosity carries risk How safe is it to ask questions in your organization to challenge something in mid-flight? To challenge something in mid-flight So first it's important to acknowledge that Even in the healthiest environments, we are still human which means it's risky to put ourselves out there and ask questions The difference though between a high trust and low trust environment Is that there is intentional reinforcement that questions are not just okay, but they're expected Surely someone has thought of this question before I'm gonna sound dumb It's not worth interrupting the the flow of this conversation with a question or this isn't my area or my lane. I'll stay out of this Or if I ask this question, they're getting it really defensive giving voice to our curiosity carries this risk and slowly Curiosity and caring disintegrates So trust is an unlock and an outcome of a culture Curiosity so it's this loop that kind of builds and builds when you have a team that feels safe Their minds are not consumed with calculating the risks of asking a question So there's two quick ways to put this in motion one Question reception, which really just means like let's get a baseline here So on the receiving end of a question in your team today Do you find that minds are receptive or defensive? Receptive means Kind of meeting curiosity with curiosity often you hear a question that lights up a part of your brain and defensive looks like armor Assuming that person is there to kind of take you down a notch challenging your decisions These little moments of questions are so Valuable do not let them go to waste especially for the product leaders here when you get a hard question Make it clear that you love that question It's contagious Second thing here is this really simple way to kind of start thinking about asking your questions, especially within your team It's pairing curiosity with context. That's it So next time you ask a question Add a little bit of context to disarm and add clarity So here's an example We do this in person and over a chat as well so Hey product manager curious if you've seen any data around kind of the adoption of feature x Why I was looking at feature y this morning and started wondering if we're starting to see some of these same things Or the patterns emerge and all you're doing here is just pairing curiosity with context It's funny though how a little tag of why you're asking helps open up the dialogue Here's a bonus tip as well Uh, you know what else? Based on my experience anecdotally is more common in an environment of trust humor And humor also happens to be a fantastic delivery mechanism for curiosity and asking questions Okay trust so you have this kind of bubbling curiosity across your teams and so trust can help that rise And explode can bring confidence and voice to that curiosity or That curiosity can disintegrate and cool kind of as this layer of of mistrust Forms across the surface Squashes creativity and curiosity so high trust Next passion So if you're passionate about the problem the surface area the customer you're just gonna care a lot naturally You're gonna have Ownership you're gonna feel ownership over that problem space You're gonna be compelled to act agency to act Accountable for delivering on the goals now the flip side of this though So take that passion which is good and maybe layer in uh some org changes Your company's growing. Maybe you're adding a few new people to the mix and slowly sometimes that passion kind of morphs into territorialism and Like a weed you don't really see it growing but kind of over time it starts choking innovation and curiosity And you're seeing uh questions Decreased you're seeing these lanes Emerge staying in my lane stay in your lane You know carving out space this myopia So the thing about this The customer your customer Does not care what your lane is Your customer doesn't care if you're the product manager for checkout on the android app So each product person is kind of a player working together for the sake of the customer experience and the leaders Speaking to you right now. It is your job to help build context and make it okay Just swerve outside of those lanes and ask questions If you are struggling to dig up some passion for what you're working on right now Here's a just a little trick Connect it to something you do care about so he sounds simple, but here's what I mean by that If you spent any time maybe working around Neuro diversity if you're familiar with that term, uh, it's perhaps a topic again for a whole other session, but If you've spent time around neuro diversity, you might recognize this little trick trick because um in Oftentimes in neuro diverse folks, you're working with an interest based nervous system rather than an importance based nervous system That's a lot of words. What does that mean? So In that case, it's important to connect what you're working on that might be important to something that interests you To get the right level of motivation Interest often trumps importance in that mindset So this is just a little trick for you to kind of tap into and so maybe for your day to day I'll illustrate this. Um, maybe you're working on A corner of your mobile app that just it's it seems like a world's forgotten about So my question for you is what story could you tell yourself to build some passion for this? Maybe you're connecting it to the story you want to tell about your career Or uh, you know, like how um, how you built magic out of a forgotten corner of the app and drove Matrix x y and z, you know, or uh, maybe it's um the tech stack Get curious about the tech maybe spend some time with the engineers and come out smarter You cannot fabricate passion out of thin air obviously It's this key characteristic of the best product people But a key component to encouraging passion is through empathy So re-center on the customer and the outcomes and the role each person And each team plays in that so really simple one here Try starting each meeting with a customer quote For product leaders, if you start to see territorialism, you know first first kind of ask yourself What is your role in that? Consider shaking things up hackathons design sprints things that kind of get your teams out of their silos You know thinking about the user problems Rather than these lanes or surface areas Okay Access which means Easy access to the data and to the customer So how easy is it for your teams to kind of exercise curiosity? Sometimes the barriers here are cultural or procedural sometimes they're technical This is one of the top issues we hear about At full story from our customers by the way Our data is a mess. Not sure what the source of truth is. This is access This is also a fast way to apathy Data insights the customer they should all kind of be within an arms reach for the team I'll share a little ritual we use it at full story often It's a it's an exercise we call one number each product manager brings a simple number Usually a piece of data to our meeting we popcorn around the room This is adoption metrics retention data progress towards a metric of success It's so simple, but it helps connect dots and encourage curiosity Always always generates a huge dialogue your data need to be accessible Some of our favorite customer stories at full story are about watch parties Since you can watch user sessions in full story may many of our customers take Friday afternoon to kind of pop some popcorn Pick a part of the product and then observe their users through that experience They group up at the end to kind of find next steps and smooth out some of those areas of friction If it seems harder Then it should be to engage directly with your customers seek to understand internally first Oftentimes there's legal issues logistical reasons for that, but if not My encouragement is to move you be the one who starts that movement get a quick database of these customers start sharing notes So your teams can connect back to the customer. It should be Easy for teams to be curious. That's access Okay, last Speed How quickly do we move on new insights and in what way we want to create new value with speed? So let's say we found some new data this spark. We've got questions emerging We're rethinking some assumptions and you're kind of at this pivotal point here How much discovery how much time do we spend answering questions gaining confidence and how? So experimentation This is one of the fastest ways to move with urgency and act on curiosity One reason to invest in experimentation is to help reduce the risk involved in building something new Experimentation can help prioritize and act so it's not replacing data research. It's augmenting So you're quickly moving here from question to action to kind of stay out of that wondering square And you're by the way customers needs and expectations are always changing Everyone here is trying to figure out what's going on with the economy. You're looking for cost savings reducing risk experimentation is a powerful way to continue to ask and answer questions And one of the biggest myths is that is that experimentation is too hard It would never work at my company. I promise you you're wrong The investment is smaller than you think and the return can be measured in how much risk you're reducing less time wasted building the wrong thing And that snowball effect as optimizations build up over time Okay, let's summarize In high performing product teams curiosity is a compulsion. It's this key that unlocks the best Thinking it is a relentless drive to learn Where that learning sparks action. It creates new and unique value Faster than your competition So curiosity is a muscle if you don't work it The muscle atrophies so you have to fight for curiosity We talked about empathy really caring and understanding the customer trust Where it's safe and expected to ask questions Where teams are passionate have easy access to the data and to the customer And then lastly can move with speed and that is the place where intentional curiosity Flourishes where creativity reigns and so product people as we close here So much of our job feels like we must know the answers What's in the sprint? What are the biggest bets for the quarter? How does this fit into annual strategy? You know, where are we going? What's our vision and you become this action oriented answering machine It's habit forming I'm challenging you to interrupt the cycle. It is our job to fight for curiosity Thank you