So if you are a startup, if you are helping build a new product in an enterprise, I think you will enjoy this. I am Gaurav Mathur and I work with Citrix. I manage a really tiny team of product designers in the company and I am, is this eco-hair or is this in the next room? Okay. Yeah. Feel free to tweet during the talk so we can continue this conversation later or connect. So quick question. You know, quick show of hands. How many people here are working on a new product or are helping build a new product? That's awesome. It's about 30% of people here. Amazing. So, you know, when we are building a new product, we always have this nice image of the product in our heads and we never imagine a situation like this. We never imagine that our product could fail or they may never sail out of the dock, right? The ship may never sail out. The reality is that 40 to 90% of the innovative products fail in the market and this percentage varies depending on the category but this is a huge number, right? We are talking of more than 50% up to 90% of new products could fail. About 30,000 new products are introduced, household products are introduced in the market every year in the US, right? About 70 to 90% of them are not there one year after they are introduced. They are pulled out of the shelf, right? They just fail. Now, you may say that, you know, our product is not that typical product. You know, we are, we are innovating, right? We are going to change this industry. Ours is going to be a totally radically different product. It's going to be a new product category, yeah? Like film personality sales, hutke, yeah? So this stat, all of the statistics that you're showing does not apply for us because we are really different. We are going to do something totally different. Guess what? About 50% of first movers or people that, or products that create a new category also fail. It's about 47%, roughly 50% of these kind of products also fail. So what's going on? Right? We are all trying to innovate, about 30 to 40% of the people here are trying to innovate. The cost of innovation failure is huge today, huge, right? It's estimated to be about 100 billion just amongst the Fortune 500 companies. So are we just spinning our wheels? You know, will our ship sink? What's, what's happening? And this is happening with startups, with really small companies, small integrated teams, as well as in large enterprises which have huge number of resources, right? What can we do about this? Companies are so concerned about products today that fail in the market, that take forever to ship. Have you come across situations where the product has been built for the last three years? It hasn't seen the light of the day yet? Yeah, so many, so many. Or products that go over budget.  You know, at the end of the year, you escalated two or three times. At the end of the second year, it's probably ten times. And it still isn't built. Like building a house. Like building a house, yeah? Yeah, the cost just keeps going up and up. Yeah, it's just, it's huge. So what can we do? You know, what are the common problems? These kind of teams face. They all have good intentions, right? They're all going to, they're all trying to build a new product. They're all working towards it. Some of the common problems are that often goals are not fully understood, right? The scope is very blurry. You don't know where to start, where to end. There are tons and tons of stakeholders, right? Everybody today is talking about customers. That's the key stakeholder. There are so many internal stakeholders, right? Everybody wants to contribute to this awesome product that we're building. Yeah, there are tons of constraints. If you're a startup, you don't have people, right, of money. How do you build a new product? And obviously there is no clear solution. If a clear solution existed, it would have been built. Somebody would have been making money out of it, right? So you're still trying to understand, trying to figure out what to do. And the problem is so severe that Don Norman made a law for it, right? This is in his latest edition of the Design of Everything. And it says that the day the product team is established, it is behind schedule and over its budget. I see a lot of people nodding. So I think we are all in a similar boat here, right? We are all in the same ship. Awesome. So I'm just going to talk about some of the myths and realities that exist while you're building a new product, right? And I've had the good fortune of seeing it from both the perspectives, right? From within a large company, being part of the process as well as from outside being a consultant, a design consultant to many such companies, and having an external perspective. So what are the common misconceptions that exist, right? Any hints, any common things that you see across? What's the needs of a consumer, yeah? Customers may not know what they want. We know what our customer wants. Or we believe that we know what customers want, right? So let's look at some of these things, right? Let's look at what are the common myths. So the first one I call is the idea myth. A really great idea is 90% of the work. Seems to be true, right? If I hit upon that awesome idea, that's it. How many people have heard of this, right? Innovation is 5% inspiration and 95% perspective. Yeah. So what's the reality? The reality is that generating new ideas is not really the hardest part of innovation. We are all creative people. We can all generate ideas, right? So a survey was done and this survey was done amongst 123 large companies and it asked them which part of innovation do you think you're good at? Generating new ideas topped that list, right? Most companies believe that they are extremely good at generating new ideas. Either internally or using consultants. It's not a problem, right? That's why I call it the idea myth. Where is the problem? The problem lies in developing ideas into production services. That's the challenge. Ideas, there are plenty of good ideas. The challenges and implementation of those ideas, right? Most innovation efforts failed during implementation. They start off really well. The idea is awesome. You're heading in the right direction but then you fail at a certain point. Steve Jobs, I'll just read this out. He said there is just a tremendous amount of craftsmanship in between a great idea and a great product. And as you evolve that great idea, it changes and it grows, right? Once you start working on it, you realize the constraints. You have to make a lot of trade-offs, right? You're trying to figure out how to take this forward, how to turn it into a product, how to ship it, how to take it to customers. There are a lot of processes involved. That's where most companies struggle. One methodology that I've found really good at generating ideas and taking it forward is formative generative research and mental model. This is based on Indi Young's mental models book. It's a very simple exercise, right? We all do research. We are experts at research. We are all designers, right? If we don't do good research, we have people who do excellent research in our company. And they generally plot out the mental model. So this diagram lists the mental models on top, right? The mental models of our users on the top. The next row shows it maps it with the features that you're trying to build, right? Right below that are the features that competitors may have. And right below that are the things that you want to do in the future. So this is a snapshot from one of the exercises that we ran for Citrix product, a product that lets you do trainings remotely. And this proved how to be excellent. We've been doing it for a lot of products. And tons and tons of ideas emerge out of this kind of an exercise, right? The next step is how do you validate some of those ideas? How do you start building on them? That's the idea myth, right? The next one I call as the technology myth. This is again, you know, it's a very common myth in technology-driven companies or in startups that originate from a technology-based idea. And it says that, you know, you focus on product development and product design and the product will sell itself, right? I'm sure a lot of people would have heard about this. Just build the product and they'll come, right? Customers will come, you build an awesome product, that's it. What's the reality? Reality is that innovation in the business model is probably as important as the technology and the design. What's business model? What's a business model? So business model suggests that you look at a lot of other things, right? You model them.  You start thinking about what are the cost implications, right? What's the value proposition? What are the things that you want to measure, right? Who are your partners who sell this with you? What kind of customers are you trying to sell this to? What are the channels that you'll be selling it in? Is it an online product? Is it an offline product? Is it an enterprise product? What kind of resources do you need to build that? What's your revenue stream? Is it a SaaS product? Then we charge as people use it? Or is it a one-time payment model? So you start thinking about all of these things, right? And you create a business model out of it. So the reality is that stop thinking about your products or services as standalone offerings, right? You need to apply a systems thinking approach here. You need to go beyond the product and the service. You need to look at a lot of these issues. And good designers don't own the business model. You know, it's generally the product managers who own it. But I think designers have a great opportunity to influence the business model, right? Because we know the customers, or we should know the customers, right? And with that knowledge, we have a huge opportunity to be a participant in the development of the business model and to influence it. And the good news is that there are tools that help to do that. Have anybody seen the business model Canvas? So this is an amazing tool that helps you think about a lot of these things. And if your company is not thinking about these, I think it's the responsibility of the designers to raise some of these questions. I like the, personally, I like the lean Canvas model a little better than the business Canvas model or the business Canvas. Simply because it's a little, you know, it uses a little lesser jargon. So to say, it's called the lean Canvas. It's created by a person named Ash Moria. And there are a lot of resources available online, including trainings that you can look at and create this. It's a one-pager business model that you can develop. It has really simple components. The projector is not doing a good job here. So you have problem, you have solution. You know, what are the three problems that you're addressing? What's your solution? What are the top three features that you're going to develop? What's your unique value proposition? Why should somebody buy your product? What's the unfair advantage that you have? What makes your solution difficult to copy? You release it today and tomorrow there will be somebody else doing the same thing. What are the customer segments that you're looking at? What are the key metrics that you're tracking? What are the channels? What is your cost structure? What's your revenue stream? And if you think through this, you know, you have an awesome business model. Some people say that, you know, don't just think about your solution. As designers, as developers, we tend to focus on the solution box. Right? That's what we love doing. We love designing. We love writing code. You know, that's where our focus is all the time. If you forget the solution for a while and start thinking and modeling some of these other parameters, a lot of innovation can happen there. We're working on a product there. It's been a product that has existed for 10 years. But by changing some of the parameters here, we are now launching it for a different customer center. It's a new product. Essentially, the code is the same. The value proposition has changed. The customer segment has changed. So a huge potential for innovation lies here. Focus on the business model and not just the product. Right? So we've looked at the idea of myth and we've looked at the technology myth. The other myth that I want to speak about is the roadmap myth. Right? A lot of people believe that if we have a good roadmap, if I can see one year down the line what I'll be doing, I can build an awesome product. Right? Engineers love this. Right? It has values because I can plan for it. If I know what I'm going to be building eight months down the line, I can hire accordingly. I can allocate resources accordingly. What's the reality? Yeah. For a new product development, I think the reality is that if you're not discovering, I'm altering your course based on your learnings. You're just wasting your time. Yeah. So we need to be learning constantly. We need to be learning from whatever you've built from the customers. Use those learnings to either continue building what you're doing or change course. And with this, it's very hard to have a long-term roadmap. It becomes extremely difficult. Yeah, everybody's familiar with this, right? We start with requirements, design and develop. And this is what we do now by naming it as the waterfall model. I've seen the same thing happening in agile setups. Yeah. We just do it in sprints. That's what changes. So you start to sprint with some requirements. You do design. You develop it. Then you take the next set of requirements. That's not what agile should be, right? Peter Drucker's the management group. You know, he said there is nothing quite so useless as doing with great efficiency, something that should not be done at all. So if you don't know what you want to build, there is no point optimizing the process of building it, right? You can use tons and tons of processes to optimize your engineering and design efforts. But if you don't know what you're building, if you're still figuring out where the value lies, then it's pointless putting our efforts in the optimization phase. I love this diagram because it describes the process of a new product development really nicely, right? There is a discovery phase. We are discovering what the product should be. And that process is very messy.  You experiment again. You build something else. You're still trying to figure out the value. Once you've figured out the value, it's a very straightforward process. That's where optimization can happen. The most important phase is the discover phase. And the discover phase has a lot of uncertainty. You're still generating insights from customers. You're doing a lot of research. You're doing a lot of prototype things. Once you've figured that out, everything is normal and enterprises especially with the second part, they're extremely good with processes. So what is required is a compelling vision, compelling and shared vision that exists within the team, right? The roadmap can be created, but everybody should follow that vision. So we've looked at the idea of the technology with the roadmap myth. The next one I call is the functional teams myth. You would have often seen people saying that independently operating functional teams are extremely efficient. The researchers, they're busy talking to our customers. They don't disturb the engineering teams, right? They're building the product. They work really well when they're focused. The reality is product team that embraces the collaborative model is far more successful. They're a team that is siloed. They create the silos. We like to talk to only designers. Engineers like to talk to only engineers. Product managers talk to product managers. That's not the process that will get you anywhere, especially when you're building a new product. We call this a three in a box model where product managers, product designers and product developers sit together and take decisions together. They also bring in the viability, feasibility and desirability aspects for the product. Together when they create something, the center part of it, that's where awesome customer experience lies. So if you're not talking to the engineers in your company, if you're not talking to the product managers in your company or the researchers in your company, chances are that the product is not going to succeed or you can probably do a better job if you start doing these kind of things. A speaker before me said that there is the discovery phase in the research and then there is a communication phase. I believe that communication should not be a separate phase. These stakeholders should be part of the discovery phase. They should be discovering together. They should be sitting together. They should be sharing insights. Just going beyond that, I think you can extend that team to include product managers, product marketing managers, support people, right? They bring in a lot of good insight. So from that three in a box, a five in a box probably works better. The overheads, the communication overheads go up, but it brings in a much more value. So the next one I want to look at is the data manager, right? Gathering a product using data is awesome. I think the reality is that if that data is not actionable, it's useless. You may be setting on tons and tons of user data that you gather out of your products, but if you can't take decisions based on that data, it's useless. It's a piece of information. Or we generate tons and tons of analytical analytics, right? Everybody uses Google Analytics today. Or another form of usage data. This conference is being sponsored by a company that looks into data, right? Has anybody heard of this term called Net Promoter Squad? So this is an excellent form of gathering some amount of data about customer satisfaction. And it asks one simple question. It asks how likely are you to recommend this product or service to your friends and colleagues? And you have to rate on a scale of 0 to 10, 0 unlikely, and 10 most likely, right? And this is how it looks like. So if you rate from anywhere from 0 to 6, you are called a detractor, which means that you're probably not going to come back to that product or service again.  You don't care, really.  You would probably tell other people about this product. So you can have a net promoter score of 100 or a net promoter score of minus 100. A net promoter score of 50, 60 is pretty awesome. If I just tell you that my product has a net promoter score of 50, what does it tell you? It probably tells you that most customers are satisfied. But it doesn't tell me what should I do to make it better or what am I doing right, which is leading to this amount of customer satisfaction. And when we roll out NPS surveys, there's one more question there. It says, explain the reasons for your reading. And I believe that most useful data comes out of that box, because that's why customers tell you that what they love about your product or what's not working for them. So the reading measure cycle, I think if you're measuring, but if your data is not actionable, it's useless. So we need to derive inspiration from looking at people using our products, right? Product usage data, key performance indicators, KPIs, and applying technology to solve real problems and obviously continuous iteration and improvement. The last one that I want to look at, growth myth. And I believe that we can't help it. You know, it's beyond designers and developers. So the growth myth is companies believe that a new product will drive, let's do, let's innovate as dilemma, right? So companies want to innovate. But they also associate $100 million revenue in the first year of that product. I think products take a while to evolve because they're discovering a new product.  The revenue is going to scale slowly initially. It takes time to get a $1 million revenue, a $5 million revenue, $100 million in revenue. It's a slow, it's a very gradual process. And also this gives it, right? I think that executives in a company need to back up innovation for sufficiently long time to see the results. Short-term expectations give innovation very early. So this is all I had, you know. The idea of the technology myth, the roadmap myth, the functional teams myth, the data myth and the growth myth. My question to you is, how will you steer your ship? We're all in the waiting. What decisions are you taking? It's in offline or I'll be there tomorrow so we can continue the collaboration. Thank you.


The ultra-thin MOO-3 semiconductor nanostructures have gained significant attention due to their exceptional reactivity, which has led to them being considered for use in transparent nano and optoelectronics. However, there is still a lack of knowledge regarding the electronic and optoelectronic properties of Mu3 slash NC, when it is prepared by atomic layer deposition, ALD, at various temperatures of 100 degrees Celsius, 150 degrees Celsius, 200 degrees Celsius, and 250 degrees Celsius. In this study, the authors utilized the preparation of an ultra-thin MOO-3 film at these temperatures to investigate its effect on the optical and electrical properties of the material. They report that the ONO-FF and photodetector dynamic behaviors of these samples are affected by the temperature of the ALD process, with the best results being achieved at 200 degrees Celsius. These results showed that the ultra-smooth and homogeneous films of less than 0.30 nanometers roughness, deposited at 200 degrees Celsius, were efficient for high-performance UV photodetector behaviors with a high. This article was authored by Mohamed Abasuni, A.E.H. Gabballa, Mohamed Tidy, and others. We are article.tv, links in the description below.


I do. I got this on Amazon and I'm really stoked. It's it's a two in one wireless charger for my iPhone, my Apple Watch and my AirPods, even though it's only two in one. OK, it will do obviously anything that does magnetic charging. It will charge. So it charges two devices at a time, but you could use it. I got you. OK. Yeah. All right. So we would call that a two in one. Yeah. So it comes with an electrical adapter and then an A to C USB cable. The the C end plugs into the adapter adapter adapter into the charger itself. OK. And the A plugs into the wall wart that they give you. Yes. Got it. Yes. And then it can lay flat. It can be held up as a pyramid. The if you lay it flat, you can flip up the little part that charges the watch so that in order to let me pull it up for those watching on the screen, you can flip up the part for the watch. All right. So this flat. This reminds me of kind of the old Apple thing that they don't make anymore, where there were like two circles and one of them did your watch and one of them did your phone. Right. Exactly. And and but this takes it to a different place because the part that does your phone has a magnetic ring. So while I'm sure, how much is it? It's on sale on Amazon. And it was when I bought it and it still is today. Nineteen ninety nine. The links in the show notes. It's definitely not MagSafe in Apple's terminology because they'd have to pay the Apple tax. And then this thing would be a hundred bucks. But it is magnetic size of a coaster. Yeah. Folded up. So it's great for travel. Slip in the bank, super lightweight. Yeah. And and then the a little piece pops out of the bottom of the phone one. And then it magnetically holds together. So there's your little so you can hold your phone and your watch up and it forms like a little pyramid on the bedside of your hotel bed. But you're not. But but it just travels super flat. It does. It's really the size of a thick coaster. Dang it. You're going to cost me money, too. I know, right? But and I got I got a few of them. There's some stacking stuffers head in my. Oh, these are great stocking stuffers. Yeah. So OK. It input is five volts, three amps or nine volts, two amps. And then the output is 10 watts, seven and a half watts. Yeah. Five watts and two and a half watts. And so far I I love it. It's it's a great piece of gear. The one caution I will give you on this is this one says it is not for Samsung slash Android products. It's just don't use with and I don't know why it why it wouldn't work. Maybe they don't they don't want to support it. But when you open the box, there's a warning right there.  If you're going to Android, send it back. Not any Android, but Samsung only. I think I think that's what it said. I think it said Samsung in the in the on the card that you showed me with Samsung branded devices. That's correct. It says warning not compatible with Samsung branded devices. Please apply for return before use. Wow. All right. Send it back. They know. Yeah, that's fine. I mean, yeah, sure. Yeah. So cool. Yeah. I'm super pleased with it. And it replaces probably about four cables. Yeah, no, for travel like one. Yeah, yeah, yeah, man. No, this is an effect that will do 10 watts. That's great. Like that's, you know, it's not the 15 that you could get from MagSafe, but it also is not going to, you know, overheat your phone. And like it's for overnight. It doesn't matter. Yeah, great.


I was looking for my car key. My car key is dead. I've been looking, not joking for a week.  I called up all my friends. Have you seen my car key? They just laughing at me. I even called my son.  I don't even drive. I probably wanted to check it two or three times this year. I put this on today to do a feng shuike and I reached into my freaking pocket. I'm like, what the freak, dude? Found my car key. I found my car key. I found my car key. Found my car key. Found my car key. Found my car key. Found my car key. Found my car key.


Good morning. My name is Boris. I'm a board certified physician assistant. If you're new to this channel, welcome. Thank you for watching this video and the topic of today's video is going to be is medicine boring. Now this video, like a lot of my videos, was inspired by a shower thought and that shower thought was inspired by a conversation I had with somebody I was friends with a few years ago actually. It's been a minute since this conversation happened but basically this person was really really smart, really good in school, terrific student, and just a quick aside about being a good student. Those of you who actually watch my videos consistently you know that I don't wear glasses so why am I wearing glasses? I actually do wear glasses but very very rarely it's usually like when I've been studying a lot or working a lot and my eyes are getting tired then the glasses help out a little bit.  So technically you should be wearing eye protection but sometimes you forget or you can't find it and the doctor of course he wasn't worried because he wears glasses so I was thinking all right I may not be wearing glasses all the time but I at least need to have them at the office so if there's no eye pro and we're about to do a procedure at the very least I'm ready I have something to protect my eyes so I'm not even using the glasses as they're like prescribed to be used you know to help me see I'm using them basically as uh overpriced eye protection so anyway don't know if you care about that just wanted to kind of explain to the regular viewers why I'm wearing glasses today and I usually am not anyway so this conversation that I had with my friend was when she was choosing what she was going to do this was an undergrad and like I said she was really smart she was in biology so she was doing the whole pre-med pre-health thing you know you know like every other biology major every biology major you ask wants to be a doctor and then five years later like 99% of them are doing something else because medical school is super competitive PA school is super competitive there's only so many slots and so most biology majors that start off in that direction end up doing something else so she was kind of deciding what she was going to do was she going to go all in and pursue medical school and be a doctor be a medical doctor or she was choosing between that and research like a PhD so still technically a doctor but you know not a medical doctor or researcher and for this particular person PA school nurse practitioner nursing all of those are off the table she wanted a terminal degree she wanted to be a doctor she just like got it in her head that she absolutely had to be a doctor nothing less would be okay and you know some people are like that thank god for those people I personally could never put in that many years into training because by the time I'd get out of training because I got into this whole thing kind of late I was 29 when I even got out of the navy I was 30 when I started PA school I was 32 when I finished PA school just this year so if I would have gone to med school I would have been like 40 before I had my first job and that's assuming I didn't even do surgery or anything that takes a long time to train so for me personally just the length of training alone made med school impossible for me because I don't want to start working at 40 I'd like to be like semi-retired by 40 you know so PA school was definitely the way and it wasn't just the timing it was a lot of other things I think PA is the perfect role for me but we can get into that in another video this friend of mine knew that she wanted to be a doctor she was going to go all the way in any direction whether that was research or medicine and spoiler alert she ended up choosing research she ended up not choosing to be a medical doctor and here's what she told me here's the reason why she really didn't want to do med school in the end and she wanted to do research but first let's get some coffee that's better nice cup of recessed coffee austin's blend okay I promise I'm not sponsored by recessed coffee I think I explained it in another video why I really love this particular coffee shop gonna spare you and not talk about it again but every city that I've lived in and I've lived in a bunch of different cities my first priority is finding a coffee shop that I really like one to just sit at or study at I'm no longer a student of any kind so I don't really study all that much but I do just really love the vibe I think it's because my first job ever in high school when I was 16 was at a coffee shop it was called caribou coffee in Cleveland Ohio and I just always really love that vibe like people are just happy they're getting their caffeine they're always playing good music it's just like a cozy atmosphere I just I've always loved coffee shops so that's always been my first priority whenever I get to a new city even for like a couple days is where is there a good coffee shop where can I get good coffee and if I really want to just chill go like gather my thoughts for a few hours read for a couple hours or honestly just like sit there and like people watch like that in a creepy way but you see you know what I mean just to like spend time doing something or like hang out with a friend or whatever I just always want to find a good coffee shop and the first time I was ever in Syracuse which was years ago at this point I've been kind of in and out of the city I explained why because I had an x that kind of brought me to the city and then the x moved on and you know I'm here I got into grad school here I ended up getting my first job here as I talked about so this one coffee shop that I found my first like few days here in Syracuse has just always been really special to me and I really freaking love it and you know they happen to have excellent coffee and excellent bagels but anyway okay the point I was making is my friend who is choosing between medical school and research phd programs the reason she said that she ended up not choosing medical school and not going with medicine was because she thought that medicine was boring she said that as a doctor as an md and not as a researcher she wouldn't be able to be creative she wouldn't be able to be innovative and she would essentially like learn the job and just do the same thing every day basically treat it as an algorithm these are the patient symptoms these are the complaints this is their history and that means I have to do x y and z okay move on to the next patient that's it everything is the same every day is the same like that 90 song and every day is the same I think it's um I think it was blink 182 or some 41 basically it's about like every day being the same suburban life just totally boring eats your soul so that's what she thought medicine was going to be like she thought that it's going to be every day is exactly the same every patient is the same yeah the job is like hard to learn because it's complicated it's medicine but once you learn it and once you know what you're doing everything is the same you're not being creative and that was something very important to her which was being creative she was a musician she was like a dancer you know she liked to express herself she had a big personality and so she wanted to be creative every day in her work and she thought that medicine would not allow her to do that so she ended up going with research where she thought that you know you're on the cutting edge you're doing stuff that's different every single day and you're really innovating and being creative okay and on paper I could see her perspective and from her knowledge at that time I could see why that would be why things might appear that way however from my experience now working in medicine and shadowing in medicine and doing all kinds of stuff before I even became a medical provider myself and also being a researcher working in a lab as a research assistant as a researcher myself not like phd level I did this you know at a bachelor's level but I did do research in a few different labs and I've also done medicine in a bunch of different settings and now I'm you know doing it professionally would I agree with that opinion now absolutely not but that's from my perspective because of the way that I want to practice medicine and the way that I've seen it practiced by people that I want to emulate also some people the way that they practice I might actually agree with that perspective and here's why medicine can be boring medicine can definitely be frustrating even if you love it but medicine can be boring and exactly like my friend said where everything is the same every day is the same patients are algorithms you're not creative you're just handing out pills you're doing procedures you're handing out treatment plans and there's only so many conditions you're usually going to see unless you're in some brand new field or you're like on the cutting edge or you're doing research as well as medicine you're really going to see mostly the same stuff and occasionally something rare pops up and even if something rare does pop up specialists have already developed more or less what you want to do for those people sorry all the lights just came on it's like two degrees here in Syracuse so I think that's messing with the electrical system but yeah all the lights just came on in my car and I think that means I need to call Sean the mechanic again I sort of got I'm getting a new car sorry for yet another distraction so anyway so what do I mean by it depends how you practice and medicine can be boring for some people but not for everybody so the best part about clinical year you know those eight rotations eight five to six week rotations in the second year of PA school where you've already got your knowledge base and now you're learning how to apply it and what you basically do is you do a preceptorship eight times with eight different people in different specialties and you follow them around and once you get some more experience you actually start to act like a provider yourself and like present your treatment plan and your findings through the preceptor and get more and more comfortable practicing yourself but either way you're still a student but the best part of all of that is that you get to see how people practice medicine everybody does it different there's definitely no one way to do it and people are very very different not just patients but providers so medicine means different things to everyone and everyone just has their own unique way of practicing things and if you're observant if you like to observe people like I do you can really pick up on how people do things differently how people treat people differently how people talk about things differently how people just practice medicine differently and based on your opinion you can figure out okay I want to practice like this person does or I definitely don't want to practice like this person does I like this person's attitude I really don't like this person's attitude and you can just kind of pick and choose for your own practice how you're going to be and one thing that I noticed is that the providers whether they were a doctor or a physician assistant a nurse practitioner whatever they may have been one thing that I noticed is that people who did treat people like an algorithm who did see everything the same and who did see everybody the same and basically just saw signs and symptoms and just treated them and basically didn't really treat them like unique human beings but just treated them like an algorithm those people were incredibly unhappy I don't know if they were unhappy because they were practicing that way or if they were practicing that way because they were unhappy but those people freaking hated their jobs you know they just they didn't enjoy their jobs they're the kind of person where you get in in the morning and you go hey how are you how was your weekend how was your night they just give you this like really bland face and they go I'm here you know like what are you communicating when you say something like that someone says hey how are you I'm here you know like what that communicates is I don't want to be here I'm not happy I'm here I'm not happy that you're happy and why are you asking me this like I'm just a miserable person and I'm going to share that with you I'm going to share my misery with you by saying I'm here you know like I can't stand negative people but I'm just going to get off that rant you know because it is what it is that's not what this video is about my point is from my observations over clinical year and also even before that the medical experience that I did get and just you know life experience in general people who treat customers people who treat patients in this case like they're all the same and like they're a burden and like why are they complaining well because you're their provider and you're supposed to make them better that's why they're complaining you know and who just treat everyone the same and just see every patient as a problem not in a good way like oh I can't wait to solve this puzzle but in a bad way like oh this person is causing me stress of course they're causing you stress you're doing something complicated you're doing a really complicated job that's what you went to school for you want it to be a provider you know you got what you got so like of course they're complicated of course they're taking a lot of mental and sometimes even emotional energy from you yeah that's part of your job that's what you signed up for and so the difference that I really noticed between providers that were positive were happy did actually enjoy their jobs and their lives I mean they weren't always happy they weren't always positive you know they're not robots they're just humans that happen to be happier more well adjusted just professional humans who do enjoy their job most of the time are fulfilled by and are satisfied by and are happy that they are providers those folks people who actually did enjoy their jobs those folks did not treat every patient like an algorithm they did not treat every patient like a number they did not treat every patient like they were the same they treated everyone as they should be treated which is a unique special human being with their own brain with their own set of circumstances with their own life and they tried to take that into account when they made treatment plans and even when they made diagnoses when they like tried to figure out what was going on with the patient it wasn't always black and white they were thinking like maybe these signs and symptoms and these complaints for this person mean something different than they do for this person and I'd love to give an example but it's just there's too many that I can give and right now I'm just kind of focused on making this video and getting to the office so I definitely can't think of one right now I'm sorry but do you know what I mean like like person a saying something even if it's the exact same thing as person b saying that thing could mean two totally completely different things because of the differences in those people's lives whether that means their circumstances how they grew up what language they grew up speaking two people can say one thing the exact same thing and it can mean something totally totally different just based on how that person's mind works and people who recognize that who recognize that everybody's individual and everyone is different will never ever think that medicine is boring any time you work with people any people profession will never be boring if you understand that and if you appreciate that that every single human is different and then medicine you know all the different medications all the different tests we order all the different diseases that people can have that's already incredibly complicated so if you're so smart and you've been doing it for so long that that's getting boring to you okay understood but people will never be all the same people should never get boring to you because they'll always be different and they'll always be changing so honestly it's like the most complicated thing that you can do it's the most not boring thing that you can do is it stressful yeah is it scary and complicated and there's a lot of liability on you especially as a provider oh yeah but is it boring no none no medicine is not boring it can't be boring and if it is you're doing it wrong now some folks i'm going to take this aside a little bit some folks who are watching this if they happen to already be providers you know pa is nurse practitioners doctors and they're watching this and they're like dude you don't know what you're talking about you've only been practicing like a couple months you're brand new you're fresh out of school you don't know what you're talking about it's going to become a routine for you it's going to become boring for you you're going to get tired of it you're going to experience burnout and yeah i mean i probably will at some point and hopefully i'll recover i'm not trying to say i'm perfect or that i like found the solution like no i'm just seeing reality as it is yeah investing that much mental and like emotional energy what the hell oh like yeah of course anything that you invest that much mental and emotional energy into yeah you're going to get burned out if you do it too much if you do it 40 50 60 hours a week for many years my plan personally is not to practice for that long at least not full time i'd like to practice for like five to ten years and then use other avenues of income in order to eventually cut my practice down to part time and maybe see people for like 20 hours a week maybe 30 at the most but my dream sorry there's a cop and people are freaking out but my personal dream is yeah i absolutely love doing this i love the skill set i love practicing medicine already even though i'm brand new at it and i'd love to keep doing it but i do recognize how much it takes from you how much not only time but just effort and how much of you as a person it takes it's incredibly difficult especially while you're new so my dream is to do this for some time but eventually start cutting down because one i've just saved enough money like that's one great thing about being a provider you do make enough to where you can live fairly comfortably and still save a lot so one that i've saved enough money and two i'd like to start getting into real estate and investing in other ways to where i really in 10 years i really don't want to have to work i really only want to be working for extra income and just because it's something that i enjoy doing and that i'm good at and just like that i've cultivated the skill set and i want to keep using it but i don't want to have to do it i don't want to have to do it 40 50 hours a week for the rest of my life i'd like to put in that time and that effort like on the front end and only do it for a few years maybe up to 10 and then really start scaling back my practice so that's my dream anyway i realize that burnout is inevitable i realize that burnout is a thing especially in medicine and any really high stress career so i'm definitely not ignorant to the fact that burnout is a thing and i'm definitely not saying that medicine isn't difficult and it doesn't take a lot out of you what i am saying is that it is not boring and if you think it's boring i think you're doing it wrong and of course this perspective is coming from me a guy who spent 14 years trying to finally get here to be a medical provider you know so it's my dream it's what i feel like i was personally put on this earth to do so of course to me it's not boring and like i explained in a different video what i really love about medicine isn't necessarily all the science even though the science is super cool or just the medical processes which are super cool and like everything that's going on with the body and the medications and the procedures and the surgeries like all that's super cool to me but that's not the coolest part that's not what i really really passionate about what i really love about it is the people aspect trying to figure out how people think what they do why they do what they do and then to use that to motivate them to live longer healthier happier lives that's what i feel like i was put on this earth to do and that's why i'm so happy every day at work doing it do i get stressed yes especially when things are going wrong or that things are taking longer than they should x y and z like yeah i'm human i'm not a robot even though i love my job i am living my dream right now i still get stressed i still get depressed i still get unhappy i'm not a robot but i do still leave work every single day feeling fulfilled like i really did something and better yet than i feel like i did what i am here to do i'm living my purpose and then in the morning even if i'm tired even if i didn't sleep well or even if not saying this happened but let's say i went out on new years and the three days before that as well and stayed up really late and i happened to be tired the next day because i slept like four hours okay yeah i'm tired but i'm also excited to get in there and get the job done because it's what i am here to do and i love it so if anybody out there for even one second things that medicine is boring i'd like to challenge that and tell you from my perspective no it's not boring it is the least boring career you could possibly have and i'll see you in the next video


that's that's that's assuming a lot Matthew hey everybody good morning man it was late night last night's I'm so glad you're all here so anyway I know we're running a little bit late the keynote I'm gonna try to be on time as much as possible even if we're having a bit of a light start I was gonna stand at podium but apparently you can't see me if I'm behind the laptop so I'm gonna but peeking in and out so I can cheat and look at my notes so anyway I'm here to talk to you about framing DEI globally it's a conversation that people have been having I think for a while for a variety of reasons and I wanted to provide some frameworks through which to view DEI as well as relate some of my personal experiences around it because I think it's super important to have storytelling as a part of furthering DEI efforts so a little bit who I am I think I know most people in the room but so I've been working in open source for nearly nine years and before working in the tech industry I was working in higher education administration nonprofits and arts organizations so I've got quite a bit of experience across the board in very different industries I'm someone who's got an international background I've lived in numerous places including a broad in the Philippines and France and in different regions of the United States including Hawaii California Virginia North Carolina Rhode Island and so I was born Hawaii I was in the Bay Area for a little bit Bebop River to Virginia meets Virginia and in Province Rhode Island and now I am in Durham North Carolina which is 30 minutes north of Red Hat Tower if people know where that is and so as part of my job I travel pretty extensively I've been to pretty much every region and I get to interact with a lot of different people which is honestly one of the best parts of this role like it actually really satisfies my desire to learn new things and meet new people because I just have a natural curiosity about the world and back in the day I also did graduate work around issues of diversity and equity and inclusion and so DEI has evolved a lot in the time I did that kind of work and so I did a certificate in women's studies it's actually not called women's studies anymore it's called gender sexuality and feminist studies and that was from Duke University in Durham which is where I still live and then I also co-founded the Red Hat Asian Network and I currently serve as a chair but even though I'm chair the Asian Network I am deeply interested in intersectionality because we don't just have one thing about us we have lots of different things about us right all of us are very multifaceted and that includes myself so before we get started I wanted to talk about the definitions over diversity equity inclusion and I also threw in justice in there and part of the reason I put this up is that I thought this was a really cool framing because it asks the series of questions and that's the way that I want people to approach DEI there are no absolutes there's a lot of questioning there's a lot of conversation it is not a linear process right and I thought this was a really really nice framing and then you know most people probably have not seen the justice part right I feel like the justice part provides additional nuance to the diversity equity and inclusion piece right because you know people think of diversity like okay we just need a lot of different people in the room and it's solved but then you know you have to ask well who's not in the room and then when you're in the room are you allowed to be heard like are your ideas allowed to be heard and then if your idea is heard is it going to be taken as seriously like are people actually going to think that you have any credibility even if you choose to speak up so so there's a series of steps in it and you know part of what I want to say about this journey because it is a journey is all of us are learning together so maybe you're learning but you know what I'm learning just as much as you are so I would never ever style myself as an expert I can only say that here are my experiences here's the research let's have a conversation and evaluate everything together because I was trained to be a researcher and a questioner and you know I want to make sure that I have an understanding of where you are and I hope that I can express an understanding of where I'm at so I want to talk a little bit about diversity because people are like well what does diversity entail and actually there was some research done by a person named Amy Edmondson out of Harvard and she actually is one of the very first people to write about something called psychological safety has everyone heard of psychological safety raise your hand if you've heard of psychological safety like it like we've been talking a lot about it I'm going to talk a bit about what that means but before we go into psychological safety I want to talk about team diversity and so she identified four different types of team diversity along with another research there Catherine roll off and a bunch of people are working in this field now so we're going to go through the different parts and then I want people to raise their hand if they think it applies to them so the first one is demographic diversity so it means you've got a variety of people in your team maybe there's some disparity so maybe you've got a bunch of identity groups you know maybe they're from another country another part of the country another race another culture different sexual orientation stuff you know stuff that maybe this is your typical definition of diversity so does anyone belong to a team like that where you have people who kind of fit that definition all right so so a lot of you the second type of diversity is expertise so you've got a bunch of different skill sets you've got some people who may be senior you may have people who are junior you may have people who are really great at this one thing and other people are great at this another thing so who has been in a group or is in a group where there are different levels of expertise where you have junior and senior members or have been a part of team like that okay great all right so the third one I think this may actually apply to a lot of people geographically dispersed team members who has to work with teams in other regions that are not where you live okay a bunch of you all right and then the fourth one is disparity and so at Red Hat we like to think that we have a flat reporting line but I work in marketing and so we're more of a traditional corporate structure where there are social norms of deference to authority so you know basically usually in open source we say titles don't matter but you know sometimes they do and so if you've got some sort of reporting structure where you've got a manager and people under them that would be basically that kind of framework so who is on a team where you've got someone above you and maybe people below you in terms of hierarchy okay all right so it looks like the majority of you fit into one of these categories of diversity when it relates to your team or maybe all four I actually have all four so so yeah all sorts of diversity and so I think it's really important to frame what we mean by diversity and how it can apply in different situations so I have been doing this work diversity equity and inclusion and justice and other subsets within this world for a very very long time I don't want to tell you how long because it'll give away my age but I've been doing this for decades and there's something that comes up in every situation that I've been in and I think this is universal and one of the things that I want people to take away is that DEI is not separate from your everyday experiences it's a part of how we experience the world even if you don't think you're experiencing the world in a way that involves that but some of my observations is that people have a very deep need to belong people are always asking what's what's my place in the world and can others understand my experience and another thing that I've noticed is people need to be seen invalidated you know people need to feel their contributions matter and not only do they matter but I'd like to be recognized for the contributions that I make the other thing that's come up is can I bring my whole self into situations without fear or self-consciousness you know so an example would be like if people knew something about me you know that I'm different in some way you're automatically operating from a place of fear and hypervigilance and that is not a fun place to be and so I think it's very very important for people to be able to be in an environment where they can be their whole self without judgment and without fear and then another really fundamental thing that comes up time and time again and it doesn't matter where your opinion is around dea is that people are really concerned about fairness people really focus on what's fair and how do we get to fairness right and to me at the way that I define fairness is you know I want the same access to resources and support you know like if there's one group getting access to support and resources I'd like to think that I too would have the same access to those resources and support and then I also want access to opportunities I want an opportunity to grow and to evolve into something better than what I know or evolve into circumstances better than what I know so let's go back to psychological safety right so I talked about bringing the whole self to work right even to your everyday life maybe the grocery store you know maybe while you're walking around your neighborhood so psychological safety you know maybe you think of it in terms of being an individual but it relates to a setting or role where people can express themselves right they can and in this particular instance work relevant thoughts and feelings right and psychological safety also includes in its definition permission to make mistakes if you've made a mistake can you raise your hand who's ever made a mistake if you haven't I want to know who you are I'd like I'd like to know who you are if you've never made a mistake right and so not only is there permission to make mistakes but there's permission to learn from those mistakes you know back in the day we used to have this sticker at Red Hat that said failed better that does anyone remember that I don't know if anyone ever saw that sticker I actually had that on my laptop I loved it because that was like such a mind-blowing thing to see something like that in the workplace and I took it away because people were misinterpreting it and saying okay yeah that people are not understanding what it means but for me I was like this is great you know why because it means I'm allowed to make mistakes and learn from them and be better afterwards that's how I interpreted it and so I think everyone should have permission to fail better I give you permission to fail better you know so don't be self conscious if you make mistakes I think the key to is if you make a mistake what do you learn from it how can you grow from it but you know what we can't define psychological safety without talking about teams because really psychological safety is related and dependent on teams and why is that why would teams be important in psychological safety hmm you know part of it is a setting right like think about maybe a past work experience or a past school experience think about a teacher or a leader think about the ones that made you feel afraid and judged and then think about the places where you felt safe or you could laugh or you could share things that were uncomfortable and know that you would be supported have people been in both those environments have you been in an environment where it's like you know I'm afraid to speak up because I'm not sure what that means for me and have you been in an environment where it's hey this is great and with people that I really trust and I know that I can rely on them to have my back and actually that's how I feel like when I met flock so thank you community I always feel super supported in this community in the fedora communities one of my favorite communities for that reason like I can nerd out and be my weird self without judgment and I know that Jack Hammer sounds like it has judgment but it's okay all right another thing I want to talk about right if you is if we talk about diversity by itself you know people assume falsely that if you create a diverse team everything solved yay hey all of our issues are shot because we put a bunch of different people together and they're gonna work at a team and they're gonna solve everything because they're all different well studies have shown that diverse teams often underperform relative to homogenous teams what you mean that putting a bunch of different people together actually doesn't work to create an environment that's more productive why is that part of the reason why it doesn't work is that there is no framework for communication you have to reimagine the world when you are working with people that are different from you so just think about if you have a bunch of senior members on your team that have been doing open source for ten fifteen years and you have a newbie that comes in that doesn't know the terminology that knows how to access command line but they're not sure where to start or where to go you have to interact with that person differently you can't interact with that person like they have ten or fifteen years of experience and if you did what does that bring out right it brings out a lot of fear and smallness because this person doesn't want to ask questions because they know that they are soon to have a certain knowledge and skill set that they don't possess so we have to set expectations we have to set frameworks for when we deal with team members that come in and as I cited there are different forms of diversity right so there are different things that you may have to do to address those types of diversity but the key thing is creating a communication framework into which all groups can work and understand right so here are some things that you can do to ensure that your diverse team excels right so framing is super super important we have to be able to frame things as a way to provide opportunities for information sharing so if you've got that junior person on your team that's never been an open source but they want to be an open source you have to create a framing with meetings where it's opportunity to share information you know information sharing is really really key right and then we want to frame differences as a source of value right you know one of the things I loved when I came to Red Hat is the idea that the best idea wins and it doesn't matter where it comes from doesn't matter if it comes from your intern or the CEO the best idea wins right and that's part of you know like I think about like even in terms of my height because I'm really short and there are things I don't think about because I'm short so for instance when I'm on the airplane and I stand up on my seat I don't hit this part like I just stand there versus like someone like Adam probably can't do that but it's not part of my everyday experience so I don't think about stuff like that and then another thing that I think about is that like my refrigerator is very high at home and my husband likes put things on the top shelf and I don't ever see them I can only see eye level right and so we have to consider what are people experiencing right and you have to frame those differences right so one of the things I've asked my husband ideas that can you put stuff that I actually use on the lower shelf so that I can reach it and actually see it and not by like five other items that are identical because I didn't realize that all that stuff was in on the top shelf so anyway so that says very important you know you want to you want to have conversations that frame those differences and then increase like I told people I have a natural curiosity about the world and I ask a lot of questions I ask a lot open-ended questions and sometimes listening is really really hard you know especially if we're already attached to an outcome or attached to a certain expectation or attached to a belief system you know you know I may be at the mindset because I don't ever hit my head when I stand up on a plane that like I don't know what the big deal is why are people complain about not having enough space come on suck it up I can stand perfectly fine you know I've got clearance too you know but you know what I know that's not the experience of other people you know I'm sure that folks who are vertically challenged this way have their own sets of issues you know maybe you can't be in a hotel room without having your feet hang over the bed you know and it's impossible for you not to ever have your knees hit the seat in front of you which is probably pretty excruciating on a long flight right and so I want to ask questions like hey Adam what's that light do you find that comfortable or do you wish that on other people yeah he wishes on other people okay that's good to know all right but part of these questions right is you also are trying to find like shared ownership and causality and what do we mean by shared ownership and causality part of it is we're trying to establish understanding of different things right so we're we're putting things in the pilots I call it like recipe making so like if you're trying to create something as a group if you're in a project of some sort I always like to use the recipe analogy where like if you're wanting to bake a cake you can't bake a cake just without would just flour or with just eggs or would just butter or with just sugar you need all those things to come together with a certain magic so that you can have a baked good at the end and I love baked goods so who doesn't like it baked goods right and then we have to talk about bridging boundaries right so people have a natural threshold for comfort because of their experiences you know they may be only comfortable with you know this much space like personal space is another thing that I think is always really intriguing when I travel I think in the United States we like to have an arms length as comfortable personal space but I've been in cultures where people are right on top of me and almost touching me and it's kind of like whoa okay there's something I have to understand here because this is their norm it's not my norm and so I need to figure out where people's boundaries are right and so part of how you bridge boundaries again is without open-ended questions like if we're working in a project everyone's got hopes and goals for that project right so if we're in a work setting a lot of those are assigned things that we're needing to do and accomplish and it may be that the various people on your team have very different hopes and goals and you know what that's actually very important to know that so your senior person may have very different goals from your junior person and you need to have a recognition of what they are so those gaps can be bridged right and then you want to do an inventory of resources and skills right so one thing like with a newer person is they may see things that you won't see because you're so used to doing things a certain way you may not see something that actually needs to be seen and someone less experienced or less familiar can see those things because they're still learning and so those are the things you want to think about is that you know what just because this person does not have the same experience as you do they're still bringing something and then this part about concerns and obstacles I think is super super important particularly if you are leading a team but this is a conversation that you also want to have as a team so people have an understanding of what's going on like what are people up against what are you worried about you know sometimes these are one-on-one conversations and sometimes these are conversations that you want to have as a team but it's very very important what people's obstacles are like an actuality maybe would process but also you know psychologically you know maybe people are held back by fear they don't want to make a mistake because if they make a mistake then oh no the world ends right but does the world really end so part of it is you have to put people's fears and perspectives and maybe you have to put your own fears and perspectives because usually the world won't end maybe your servers will go down for two months and that's terrible but you know the world's not really ending or for some people might so I want to talk a little bit about inclusion and how you evaluate teams so this is I'm not going to read through all these questions but I found this article by Chelsea Troy about how you evaluate team members contributions for our inclusive culture and I've already kind of gone through a version of this with my last slide but I thought this was really great you know so part of what you want to look at in your team there are they able to moderate their meetings are they able to make sure that people are expressing their opinions and then if they're not you know find a way to solicit them I mean there are people who are both extroverts introverts there's some people that like to give verbal feedback or written feedback and so it's really important to provide different forms to to do meetings for feedback so same with soliciting opinions attribution attribution super important so one thing that I think that I already spoke about was the need for people to feel recognized right and in another really common experience is people expressing an ID and then someone taking credit for it right so one thing that I think that's really really important to realize is that it's important to recognize a contribution given by someone and not appropriating it and if you're appropriating it you know ask yourself why you're doing that usually it's related to wanting to have power over someone and you know that actually doesn't really create a great team dynamic and what it does is it shuts people down so you know let's go ahead and get recognition to people because you know what it lifts you up to because you're seen as someone who is a supporter as someone who is here to uplift and make people's lives better and honestly you will get so much in return by doing that instead of being small and taking credit for something that you didn't do so all right I'm just going to go through that so because I want to be mindful of time so I want to talk about the power of the individual so we talk a lot about individuals particularly within American culture and I was talking to somebody about this yesterday you know because people always ask about like what can my company do what can my organization do but sometimes it's up to the individual it's up to an individual exercising their own power even when they're fearful so one of my favorite quotes is speak to truth even if your voice shakes and my voice shakes on many occasions because I'm not a person that is naturally comfortable with putting myself out there this is something that I've cultivated over many years this is not something that's comfortable for me in fact I was conditioned not to speak up my dad was always saying don't rock the boat you don't want to draw attention to yourself but there are times we do have to to speak up and I'll talk a little bit about my work and creating the Asian Network at Red Hat in just a bit but what's important to realize that sometimes the greatest changes don't come from organizations themselves it comes from individuals within organizations or maybe outside organizations they're willing to put themselves out there to do the work without an expectation of compensation and then it also involves relationship building because allies are such an important part of making change happen like I can't make change happen by myself I have to make sure that other people have buy-in to making things change and so individuals can start those processes and then they can catalyze things happening but then we also have to talk about leadership because leadership does matter one thing about individuals creating great things is that if that individual leaves your organization there's usually a void and so your leadership it's necessary to implement structural changes so as an example within the United States we had to do a voting rights act for people to have equal access to voting and that's actually being challenged right now but in theory everyone always had the right to vote but in order to ensure legislation had to be enacted in other words structures had to be changed because if you're looking to individuals or existing structures to make change happen it's not going to happen you're going to have to enact change on a structural level and in this case you would do it through legislation also you need leadership because remember when I was talking about when you have diverse teams you need to have a structure for communication it's your leaders are going to make sure that infrastructure gets created and so even to individuals are greatly important if you want lasting change in your organization you are going to have to have the buy-in of your leadership to make those things happen so let's talk about creating inclusive leaders right you know so again I'm a fan of the Harvard Business Review so you'll see that I get a lot of citations from articles and if you want a copy of my slide deck I'm glad to give it to you because I have all these links embedded but when they quizzed leaders about being inclusive inclusive leaders and we'll go through what makes it inclusively or just a bit they're 17 percent more likely to report that they're high performing 20 percent more likely to say they make high quality decisions and 29 percent more likely to report behaving collaboratively and then it also increases work attendance so basically you know if you're really hyper focused on a productivity aspect of DEI maybe not so much the human element there is a correlation that if you practice inclusion inclusivity that you will thrive so what are some examples of strong inclusive leadership so when they surveyed people when they defined a strong inclusive leader they said that strong inclusive leader is not afraid to share their personal weakness and an example personal weakness may be you know I know I'm good at this but I am not good at this and I need your help I need your help in making sure that I'm understanding things because this is not my area of strength so that would be an example of sharing a personal weakness the others just learning about cultural differences realizing that there are different styles and so like I said cultural could even extend as someone being introvert or extrovert as well as people being from different regions different cultures or different countries but understanding okay here's a preferred way to communicate here's something that needs to be highlighted you know and so that's super important that this leader leans into learning about those things and doesn't assume things they actually want to learn about those different things and then also acknowledging team members as individuals so you know one of my favorite stories I like to to tell about when I came to red hat was the afternoon of the first day of new hire orientation we had a reception where your teams could come and welcome you and I remember there is this gentleman with blue jeans a belt and a white button down shirt I'm like who is that person why is this person here and he was he's like hey I'm here because I want to welcome you to red hat and it was Jim Whitehurst our CEO and I'll tell you I was like what kind of place am I working at where the CEO comes to shake my hand and to welcome me and tell me that he's looking forward to me helping me the organization better I mean I still remember that story and I also remember the times that he would come to the booth completely uninvited because he wanted to say hi to Hatters and he would take selfies with all of us man those were really great days so Jim Whitehurst wherever you are we love you um and then least inclusive behaviors uh overpowering others you know like getting your way like my way or the highway displaying favoritism like I you know I think this person can do it best I don't care about the rest of you and then discounting alternative views like my view is the only one that matters because it's the right one you're like sure that there's nothing else that can be introduced to change your viewpoint and one thing also that's really important to know is that you know we're a lot organizations or fans of surveys you know feedback forms um but it's really important that feedback are distributed results rather than averaged results what do you think that is because if you average it out you hide where the differences and disparities are in terms of perception it hides your problems and so be very suspicious it's like hey 80 percent of people are really happy you know you need to kind of dig down a little bit deeper is it is it really 80 percent or is it you know how is this calculated data can be manipulated anyway you want so how can you be an inclusive leader so it says inclusive leadership shadow I don't know if anyone is familiar with the psychologist young but he talks about the shadow side and all of us have that shadow side all of us are really convinced that we're really good at what we do but sometimes we're not and we have to ask people for their feedback and we have to be visible and vocal about all those things so one thing to remember is that inclusive leadership needs to be cultivated and conscious and when it exists everyone does benefit from that and I know that we're running out of time so I'm going to just blow through these last slides really quickly um one thing I want to talk about is contact theory and this goes back to you know when people think oh if I have a diverse team everything's solved if I put a bunch of different people together it's solved like my DEI problems you know are gone and it's not true so one thing um about like putting people together in a room there's this thing called contact theory and this one is specific to racial prejudice but racial prejudice can only diminish when you're in a group with people is if you're under certain conditions and I think this also relates to psychological safety that I talked about earlier which is where everyone is sharing roughly equal status and belonging and working in a common purpose so if people are very different in there in the same room just because they're together does not mean that things will change the conditions have to be equitable the conditions have to be fair feel fair to the people who are in that room together and they also need to feel like they're part of a larger purpose so one of the things that I have to do on a regular basis is work with people with very different personalities different backgrounds for myself different philosophies of how to get things done but one thing I always remind folks when I'm doing a work project with them is like you know what in the end we want the same thing we want to accomplish something together and make it great what do you think needs to happen for that to be the end result and that's sometimes hard but finding that larger purpose that you can agree on makes a huge difference so I'm going to come back to this slide and so hopefully maybe you understand the justice part a little bit better you know the question that needs to happen for all of these things to be a reality in your organization and then I'm going to just talk really quickly about Red Hat Asia Network and then I'm going to let everyone go to their next session but as I said I was a co-founder for Red Hat Asia Network and we were actually primarily concerned with Asian Americans I just wanted to shout out to our founding committee two of these folks are no longer at Red Hat one was laid off he was a chairman's award winner was working in the office of CTO and then another just left to go to another organization so there's me and there's Robin Chan my co-chair and in Tesh Patel they're the only ones that are left Joe Tessai and Laura Fu are no longer at Red Hat and actually our executive sponsor just left three weeks ago so it's just a few of us are left who have done this effort so I just want to talk a little bit about why I did this organization because I never talked about DEI at work it's been a very long time and now I'm talking about it a lot but there are different things that happened one was COVID-19 and the racism that it brought out and not only the racism but it also brought up a lot of old societal wounds for a lot of Asian Americans about being othered and now to be blamed for something was pretty painful um and then another thing was that there were a lot of associates who are not being promoted into management Asian Americans are the least likely group in the US to be promoted to management within tech and then within tech it's Asian American women oh that's me who are least likely to be promoted into management roles so one of the things that was really important to me was to challenge people's assumptions about belonging to a group so within the United States we have something called the model minority myth which is that Asians are super successful and they don't need anybody's help um and that's not true for a variety of reasons first of all the term Asian American is a socio-political term that evolved in the 1960s it's an umbrella term for a wide variety of folks and the reason why it was created was to create a way to ally together to help each other to find a more equitable place to find opportunities for equal access like other groups so I just want to leave you with people being intersectional beings so as I said I'm intersectional um I identify as a woman of Filipino descent um I am also neurodiverse I have ADHD um and I've lived in particular places that inform the way that I am so um anyway hopefully this is helpful like I said this conversation's not over and if you want to talk about a little bit more I'm happy uh to talk with you but hopefully this provides some additional lenses and other things for you to consider that maybe you haven't considered before so thank you for coming to my TED talk karaoke later hi everybody oh yeah and stay in touch find me on uh mass done art or twitter or x or whatever it's called and then there's my linkedin as well as my email okay I'm really done now thank you I think we can go to break now by the way f.i. or session