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Day. Right, we're gonna get started here in about 30 seconds. Welcome, welcome. There's still a couple of chairs that run and folks want to join. When we move into the breakout groups you're gonna want to be with the group and see about getting us some more chairs
Hi, everyone. Thank you for coming. This is five diplomacy tactics to drive change. This is going to be an interactive session today. So we're going to talk for a few minutes and we're going to break you into table table groups to discuss and workshop some of these tactics that we're going to discuss. And then we're going to send you home with five templates so that you can put into practice the tactics that we're going to be talking about today. We'll introduce ourselves to start off my name is Laura Crohns. Perhaps like many of you I have a very bizarre job title. I am a subscriber a subscriber products editor at The Chronicle of Higher Education.
I'm Sarah Patterson. I'm the Senior Director of publishing for McClatchy. Hi, everyone. I'm Julie B. Chan. I'm the editor in chief at the 19th
Alright, so, Stephanie, we're going to talk about diplomacy. And first let's go ahead and define what we mean when we're talking about that concept. So I'm curious what comes to mind when you think about the idea of diplomacy. If you could just shout out something you don't raise your hand not to lose your patience. What? Politeness soft power compromise? Yes, yes. So, right, as you pointed out, there's a lot of ways to think about the concept of diplomacy, or we're gonna be talking about today. Is actions. Right? So not necessarily. I mean, it's good to be polite, of course, right. But it's not necessarily using a certain tone of voice or, or being really polite. It's about actions, right. It's about like, the tactics that we use to get things done in organizations. And also sort of the ethos right that we bring when we are trying new things. But today, we're gonna talk about five methods and steps that you can take in your organization to be more effective at getting other people on board with what you want to accomplish. And this is particularly important, right when you want to try something new, whether that's a new project or a new way of working right because a lot of times when we want to try something new, we hear questions like Ah, how much time is this gonna take? Oh, like, that's never been done before? Is it gonna cost money and like, why is this even a good idea in the first place? So here's the definition that we came up for. The concept of diplomacy, diplomacy tactics, excuse me. And I'm curious if this resonates, so strategic actions that lay the foundation for change in an effective and empathetic way. And that's key right like so. Their strategic right. There's a reason why you're going to do this and not that. But they're also empathetic, right? Because if anything, this is more of an art than a science. And when we're working with other people, there's no exact formula for how to get things right. Instead, you want to be perceptive like, almost like your reporting of story, like, who am I working with? Like what motivates that person is there anywhere where like, what I want to accomplish, intersects with some of their own goals. And if you sort of use your skills of observation, you can figure out what approach to take based on the people that you're working with. Because we all know right, like trying new things, change it can sometimes be scary or intimidating or just kind of annoying, right to other people. But if you can really get excited about like the reasons why you want to do something, then you can get other people excited about why you want to do something, and then you can have a lot better chance of being successful.
And one of the things that you'll hear us talk about a few different times today is that every kind of leader needs these skills. It's not just bridge folks. It's not just people with formal authority. And so as we're talking about this, it's important to know that there are people with titles who you have to listen to, and sometimes that's what gets you into the door. But it's not the formal leadership that's going to convince people to do something. And so you have to be able to build consensus to go around and prove to people why they should do what you want them. To do. And so with that, we're gonna start going over the five tactics. All right, so here are the five tactics we're going to go over together. Just real quickly, we're going to talk about PILOTs. We're going to talk about teams communication, arguably the most important data gathering. We are all journalists after all and of course retrospectives. Alright, so I'm gonna kick us off with pilot programs. To me, I like to call them tiny experiments. You may like to call them MVP minimum viable product. Pilot programs is also nice. Another term for this. I like to call them tiny experiments because of what it quickly conveys to folks. Ultimately, this is a mindset it is a framework and it helps to convey that hey, I have a question. I aim to explore something. This is not a permanent change, hence, tiny experiment. Testing, the testing that I would like to do is time bound. Therefore there is a clear start and a clear finish. And the outcome of this experiment will be informative. So in and of itself, we're all in the business of words, words matter. If you're able to find language, shared language with your teams with your department that convey concepts like this quickly, do it in my organization that the 19th It's tiny experiments. So I'm gonna go through a couple of examples. That kind of point to different parts of my career that I've had. So when I was digital editor and producer at the Center for Investigative Reporting, this was a long form outlet. We did investigative journalism. And what we found being on the audience team was that there's there was this bottleneck that inherently happened where the reporter in the editor and everyone who worked on the investigation would knew the ins and outs of this very massive project. However, by the time it got to the audience team, they were given very little time to quickly read through understand synthesize, then turn around not only an entire strategy but also the kind of language concepts assets that we would want to use across platforms. So experiencing that bottleneck. My question then became, can we do this better? Could we equipped the reporters, the editors whoever's touching the story, with a way to more quickly get at the work we needed to do together? And my idea first kind of shaped into Oh, great, we need a field in the CMS. In fact, I was inspired by a conversation with someone at box here at OMA a million years ago. And I went back to my newsroom and I said, Hey, let's have a field in the CMS that of course, would require engineering, a lot of buy in across departments. And I wasn't there yet. I hadn't proved my concept. I didn't know if reporters would actually use this field. Imagine we went through all that work we get there reporters are like, I'm supposed to write tweets, like have we had brown bags, what's the training like? So needless to say that original solution to a problem didn't feel like the most expedient way to go. So instead, I was like, hey, what if I came up with a Google forum and identified who I like to consider the Coalition of the Willing within the newsroom, the reporters that would want to try this concept out with me? So I just threw together a quick google form that was like, What is your story? What are the highlights in your story? What could a draft tweet Facebook look like for this story? And what we found was like yes, absolutely. This was a way to go and what I was then able to take across departments to my manager was, hey, if we are able to invest into a feature like this, in our production flow, we would then be more quickly able to do this work together. And this work arguably is better because we are able to bake in those who are closest to it. So that is one way in which prototyping this idea and proving it out helped to eventually build us towards what ended up being a larger investment and a large commitment from the organization. Second example I have is similar in that during my time as director of audience and Mother Jones. This was a moment at the magazine post 2016 where the audience was very galvanized to act, respond, do things, and we as a newsroom were in a position to help inform whatever action they felt galvanized to take and we also wanted to hear back from them about what it was energizing motivating, informing inspiring folks, but at the time, there was not a tool for this kind of what we now call call outs. Now, you know, we have tools like Tark Harkin, and coral and all these other ways in which we kind of open up those two way streets, for journalists to talk with our audiences and have those responses and that feedback and former journalism. During this time at Mother Jones. We didn't we hadn't again, that would be a larger investment to tap into Harken, which we did eventually do tap into Carl, which we eventually did. And so what I needed to prove out was that the audience was even wanting to respond to us in this way that they had questions or had stories they wanted to share. And so in digging around in the site during my first few months of that job, I stumbled upon this request form from the sales team, to corporate clients. And I was like, Hey, we already have something here. That's like asking folks to fill out fields. Can I use this for our audiences with our stories as just like, again, a quick way to prove out a concept and that's what we were able to do that did end up leading to our conversations with hearken and did end up leading to our conversations with coral and having that organization be able to have these two way conversations so big fan of prototyping and pilots and tiny experiments and here to talk about the more but it is an easy or it is a easy to understand concept that can get you the incremental steps you need to get at the larger goal that you may be after.
Right so, so you have your tiny experiment, but you need people to work with to do it. So that's where you can use a concept of an ad hoc team or sort of like a temporary team. Say there's not really a team of people in your organization. Who does this. Maybe you don't even have an audience team, right? This can be a way of sort of assembling a group that doesn't normally work together to try something new or work in a new way. It's something I do a lot, right because I have a bridge role. Like I don't have my own team. I sit in the newsroom, but I work mostly with the rest of the organization. And so recently, I did this when we have this super powerful software and my organization sort of customer data software, but it's mostly used by the marketing department, not the newsroom. So I wanted to figure out like, could we use this software, essentially for audience engagement to get more people reading our stories, but that's not really a way that we work at the Chronicle. So I rounded up two other folks from the newsroom. The newsletter editor, and the analytics editor. You know, they have different skills, and I do they have different reasons that they wanted to experiment with this software. But we sort of had this common goal that we all wanted to learn it and so we were able to get together and sort of get training on the software. As a little team, and then launch an experiment and it's sort of been useful for all three of us in different ways, and sort of paved the way, right, like you can use these teams to sort of to do one experiment, show that it's successful, and then kind of paved the way for more cross functional work in that way. It's also just like a lower lift, right? Like if you want to ask your manager to bring a group of people together for an ad hoc experiment. That's a lower lift, and then if you can show the success of that experiment, then you can sort of build your case for continuing to work in that type of way. So
yeah. On the flip side, if it fails, you move on. We love failure, and that is okay, too. Yeah, so then it's time to sort of think about your communication strategy. And we're all here because we want to be good communicators and so this deserves a lot of thought, which is why both Julia and I will be talking about it. But first, you have to think about how to craft your message so that people will buy in, in my job, I have to go around to a bunch of different departments and try to convince them to do what I want them to do. And so that means thinking through who Who do I need to talk to and why and what do they care about and what am I going to tell them that talks them into doing things? And so a lot of that comes from tailoring the information from your your pilot program, and your ad hoc team and thinking about what's going to resonate with who you're talking to. So So, some tips to keep your message memorable is making it simple, concrete credible, if there's something surprising, that usually grabs people's attention. And so for example, for some reason, there's a bug in our CMS, the first time you save a headline if it has an apostrophe or other special character in it, you can export it to our CMS, and I don't know how it took this long for it to surface but it did. And so when I was talking to the person in our organization who's responsible for CMS, we were getting through his the thing he wanted to talk about, and I'm like, Can we switch to talking about the dumb thing now? And he agreed that the issue was definitely problematic, and he hasn't had a solution for me yet. We're only two months in, but it is the problem that he remembers that he needs to solve for me every time we talk. I don't recommend calling things done very often, but sometimes it's helpful. And so from there just keep going and talking to as many people as possible with your story. And then Julie is going to talk more about the strategy and who and when and why. Thank you. So yeah, as we are in the business of communicating to our external audiences. Working in newsroom we also have internal ones. So to Sara's point, how we make customized columns, depending on which team which stakeholder is very, very intentional and should be very intentional if it is not. So I like to map out who and when. Some questions I ask are who leads on the work, your idea may touch, right? Who might be directly involved in this experiment? Who would you like to be directly more than this experiment? Who's their manager? You don't want to just ask them you want to make sure that the manager has Diane and that there's as over transparency and visibility into everything that we're doing. So this kind of mapping out helps you not only to define and reinforce the kind of roles that might shape up temporarily on this ad hoc team, but also someone's involvement. This doing this kind of mapping can help you and others identify gaps of who's missing. So once you kind of mapped out your idea, and you're starting to share it with close partners, some of my Oh, you know what, you've you should really live in the revenue team because it's actually my effect. Newsletter ads for the next month, something like that. And who needs to be looped in and why having that rationale in your communication plan is really, really important. And quite frankly, I will attribute so much of what I've been able to get done in newsrooms to having one of these to having a communicate communication plan for transitions for any kind of news. It's a way to get people literally on the same page because you're sharing documentation, you're sharing plans, timelines, drafts of ideas, and it's such an it's a great way to encourage and develop that kind of culture, on your teams and in your newsroom as well. Speaking of which, a lot of this is putting pen to paper, right? I like to have things for people to respond to not just tell them what my idea is and hope that they love it and get it and want to do it, but to have it documented in some way that makes sense. I'm sure you all in your different organizations may have templates that you're used to different communication preferences, however, it makes the most sense to put pen to paper. That is a it seems obvious to say but it doesn't happen. All the time. And so it deserves to be named, so that it actually happens. And this way you give something things for people to respond to. Right. They see your idea they can hate it, but that's information, they could love it. That's information and then you're able to bring folks in on the ground floor to develop the idea with you this is also your way of starting to collect feedback, integrate, integrate that feedback, which helps with buy in, because ultimately we should all be working towards a shared goal or developing shared goals. Because as you're going to hear throughout today, nobody likes to be told what to do and not know why. And so the more that we can't be the kind of journalists we want to be to our own newsrooms, and be transparent with our decision making. The more I encourage it among each and every one of you. So feedback loops are huge, looping begets loops, and it really does help to substantiate a stronger culture of feedback in newsrooms and ideally in our industry.
Great, so the next tactic is data gathering, right? This is not complicated. This does not have to be hard, but it's super important. And it really just comes down to like thinking at the beginning of when you're setting out to do your pilot about how you're going to measure that how you're going to decide, at the end of the day, like Did it work is this is where we're going to spend our time and resources. And the best way to do that is to just capture data. So how are you going to evaluate like, say you want to do a virtual event, right? How are you going to decide if you should do a second event? Right? Are you going to measure how many people attended? Are you going to measure? Did anyone donate after they attended? Are you going to measure like a story like is there increased traffic to a story for example that you talked about during the event? In my newsroom, this happened recently, like we knew that the Supreme Court was going to rule on affirmative action. And so we had all these engagement plans. What were you going to do when the news broke? And so before we sort of came up with a spreadsheet, and this is your again, you're gonna get templates for all of these so that you can sort of flood your own numbers into it and and start to take these things on yourself. We ahead of time. thought like, how are we going to measure these engagement tactics around the Supreme Court decision, so that at the end of the day, we can figure out what work what should we do more of what should we stop doing? Right? So sometimes these are called KPIs. Key Performance Indicators are really you're just looking for like pieces of information to help you figure out like, did this work? What works? What can we do better next time? And conversely, right, like, what should we stop doing? Like we all know, it's it can be really hard sometimes right to to kill a project or stop doing something. But if you're collecting data, and you say like, Hey, look, I did this for two months. Here's what we found. It didn't really move the needle, like let's try something different. That can be a really powerful tactic as well. If you're, if you're thinking about data gathering, sort of in a proactive way, like from from the outset, so.
Okay, so now you've done all of that. And you're at the end. This is where I think it's the fun part. The retrospectives come in. This is a really great time to stop and pause and say this is what we learned. It can tell you what went right what went wrong when to do things better. It also provides an opportunity for people to see that you've done this and you've learned something and decide whether or not to scale. It's also a chance to celebrate success or to talk to the team about why something went wrong, but it was still valuable to do. That is a huge morale builder. We actually did this over the summer I had a team that was experimenting with some different content in our in addition to perform very well, one did not and of course the one that everybody was most excited about. was the one that didn't. We had to take a moment and just say, hey, these two things went really, really well. And that's great. And this one, you know what, maybe it's just too much on this topic. We're gonna keep going at the pace we were going because it's not a huge lift, but we're not going to put a whole lot of effort into it and it was just a great moment to talk through what worked and what didn't. And as a bonus, if you have any performance evaluations, if you actually document this in a template, it's right there for you to copy and paste when it's time to fill out that form at the end. All the forums all the time. All right, so we are getting close to group discussion time. I would love to encourage those not at a table. Maybe we find a group up here so y'all can have a group if you don't mind sitting on the floor. Together. crosslink if you want although I just recently learned it's terrible for your knees. So I just want to reiterate a couple of top line takeaways as we go in head into our breakout groups. The tactics that we went through today are not just for bridge folks are not just for folks with formal power. With informal power. Many of us have both. Some of us haven't either. But it's really about consensus building which is so so important, especially as our newsrooms become more cross collaborative and cross functional. Every leader must be able to build consensus it can help make a very good one. And ultimately for me, it's about how we can best align strategies and or goals so that people are excited to explore something together. And again, we're getting at that no one likes to be told what to do and not understand why and we're bringing that understanding with folks. We're bringing them along on this journey with us and ideally everyone is bought in as we go. So let's break out. What we're going to do is we created three prompts for you. You can do one you can do two, but ideally we go around the room and ideally there is one note taker in each group, and that person should not be the youngest person at your table. And maybe it's a man heard, right. So let's break into groups. Please. Discuss the following. Have you used any of these five tactics? share an example with your group. Also, please make sure to introduce yourselves to each other. What are some other diplomacy tactics that you've used? Perhaps ones that we've missed today? And please workshop a current challenge if you're having one could one of these tactics help you will have 20 minutes for this break and then we'll do some quick share backs and be off on our way to the next panel. Thanks, everyone. Oh, quick question. On slide five. Does everyone feel okay with these questions? Does anyone want to take a photo before we move to the five tactics?
Yeah, and the floor floor group just come up here. Don't be shy. 10 floor
floor
Yeah. Absolutely.
We have another seat.
Our campus okay
yes, and also we should take a panel selfie
yes
right like to try and work
on it 33 started at five so we're gonna take them through to to mean after.
That's yeah, that's great. All right.
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so there's a 15 people here right now. And about 1011 Yeah, that's really good
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product development
people didn't get to everyone that was like in the morning or just I never can tell like the middle word face from the like, just focus on like
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was really worried that no feeding like any other panel. What
are some of the heavy hitters
like Hillary fry so he was one that I think a lot of people are exposed to? And there's like a pretty solid newsletter was like I saw their name. Yes. Yes, yes, yes.
Who's leading? Or who are the panelists? Amy?
Amy Kovacs, Ashley, um, we did her fellowship on succession planning. It's like
oh, I need to bring the guy that. Just don't mind. I'm sure. Yeah, I remember on the project I post grad she had
no idea. No, I went to her session that
they get up to Okay. I just haven't clearly I've had my laptop on this. That's her Wi Fi.
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for saying no. Friday. Oh, nice. So is that gonna actually happen? Nobody All right, you know I can get really bad, actually. Oh, I was thinking about that. Or I'm thinking another good panel would be like
things that epically fail. Like just things you tried and just totally didn't work? Either go
to that. Yeah, I like that. The thing with the note saying no is I could not be on them and in good faith and good faith. I would have I would have people come and
go somebody who reports to me expressing demands we really sure you're interested in was my most effective meeting. At the same time, say that again? What's your most effective saying no to meetings? Oh, somebody who reported to me was really excited about this project that I was working on the meetings and she was like, Are you sure?
This is not your project and my project delegated? I did. Interestingly like that. I like that. But I'm able to do sometimes have a proxy though for me like someone who I would have had to read an after Emily's. I'll be like, Why don't you go and then read me. I mean, definitely, I can be double or triple. Sometimes. Even if I say yes. I physically can't do it
three times
the early discussion
Okay, we have 12345 groups 15 minutes, three minutes.
All right. That's good. Yeah, I get my notes out. I wish that they could show on the screen and holiday but we could you want me to stand at the podium and then type the numbers? We could we could put it on the podium. Yeah. Just because like I feel like people will pay attention more if they can see ya. Bye.
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once the session takeaways, the pencil
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now. All right. That's great.
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like it's yeah a month or like the first of the next month and then depending on where you start, unless you like happen to start on the first of
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enabled her to use Cobra, which is super expensive.
Oh yeah.
Right. All right. So you're Yeah, I thought that was a while. Yeah. No, yeah. I think I need to have that to be something up during the show next to
what does it look like again? What if it makes sense now to know they would, they would want time like this?
We'll put it over. Here share backs
guys. Morning in one minute
all right, quick five minute warning.
All right. This
Day to share
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right sounds pretty.
Good morning. Definitely worth
it right we're going to show you how it makes sense. To get in on the left side
and to share there's the assessor takeaway get computer picture template. Oh yeah. And
one minute
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time
out services
Okay, it's time to come back
which group wants to share first? Yeah, who wants to share one thing we only have time for one thing from each group who wants to go first?
Friends on the floor. So, one thing I chairs is we were talking about retrospectives a bit towards the end. And one idea by Maria was just thinking more about how we could have many retrospectives with our individual teams or working groups to bring to a larger retrospective to have more thoughtful engagement and just ultimately a better process through that so yeah.
Absolutely. Next
time as one of two men at the table and as someone who certainly isn't the youngest, I was chosen to take notes and present so we had a great conversation. We have people who have worked on a lot of projects, have employed a lot of these strategies. Some folks we have a person here has been working on something for two years, others a couple months. But I think the most robust discussion came around one of our challenges. We have someone who would like to monetize a newsletter and really hasn't gotten to the point yet where they're able even able to convince their director that hey, we should form a small team and do this. So we talked a lot about going through the steps and the first thing that we thought was important, was really looking at case studies, looking what others have done. Being able to, to, to see how successful what has worked and what hasn't as you build your story, which would then allow you to build your team and move forward but I think it underscored the importance of the storytelling
case studies are always useful. Who's next? First
we really spend most of our time on the sheriff's story part of it. And I think one really good one was one of our folks here had worked for civil engineering online and came up with a really interesting thing that's in a pilot stage now went through all the steps whether we call them that or not. But built out a product where people can post press releases that are relevant to that audience and pay to have them posted. So she got a group together that actually built it out, including herself who post some of these. There's a funding model for it. And now they're they're sort of back into the data collection mode now and will reiterate from that which was also a theme around a lot of this was the reiteration of this, it doesn't just go through one time it goes through multiple times. Always a feedback loop. Okay. You guys had your hand up earlier?
Hi, I'm one of our themes was get to know your people. So as you're seeking change, talk to your different teams and figure out what their priorities are, what their workflows are, what their pain points are, and then kind of related to that a really good point one of us made was if you are having problems getting buy in instead of maybe feeling like a tattletale, when you want to go to that person's editor and manager you're going to them to seek them as an ally and support for this project. And maybe that manager editor can sort of support your effort in a meeting and speak up for you or ask questions and develop that conversation. So you don't feel like you're trying to get somebody in trouble for not buying in.
If you don't know your people, how can you convince them to do something?
So at our table, we had a couple of interesting discussions. We've had experiments ranging from tiktoks to events to the print transition. And we had a couple of interesting questions around how do you build a workplace culture that supports experimentation and doesn't build competitiveness but really is a place where you can feel safe and not feel like you're going out on the limb or putting yourself at risk for layoffs. If something doesn't work out, are sort of having that fear of failure. And then we also talked about if you have requests for different timelines, or how to balance different expectations, really to document things at the start of the project, if possible, so that everybody is aware, just what is coming up next and what people had already agreed to so you can kindly call them out if you need to.
Schedules are important to
Yes, um, as you can see, Laura's been taking notes, as you guys have read back your discussion. They're actually in a folder with six templates for the five tactics. I am a person who thinks in documents and so there's more templates than documents and then tactics and so take those copy those change those evolve those use them however you see fit. We will share the QR code to the folder that has it all. Scroll down there you go. QR code and short link.
There's one for each of the tactics that we talked about sort of like who you're going to put on your team. There's a spreadsheet one what sort of data points you might want to collect. There's one on retrospectives how to conduct that meeting or more conversation, storytelling, who you're going to talk to you first. Things like that. So hopefully this will be helpful to you. You go back to your teams and your newsrooms to put this all these ideas into action.
And finally, just remember, everybody needs these tactics, not just people with the title. And so if you took nothing else away from from today, take that. And this is something all three of us can talk about all day long. And so feel free to come up ask us questions get in touch and we are happy to discuss more. Thank you everybody. Thank you
that all the time. And yeah, next time. We also should drop the slide in the folder. Yes. Yeah. I'll do that as long as versus what's interesting in this situation that we're in so much to learn about
a product solidarity. Yeah. Good. Emery. Yeah, it's good to see you too. What's an expert? Um, I yeah, I think meeting and reception. are exactly the same to me goes live tonight. Maybe the phone carrier
Hello. Yeah. Do you want to join because
both of us are the ones that did it. That way and I want to I mean, there's no countries like Russia. In my mind. I was like, why can I do to do what she has? What exactly do you want to do? So I said, I am an engagement manager at the AAP I was curious, oh, I leave here. She said just like say that, you know, Rachel I'm an invasion in my ear. I mean, and they get turned around and they're really nice. I say Mexico. I mean, the US even my best person here and I want my next step to be something related to broader I would love to take the certification route of this different certification for the New Alliance, but I don't know. Yeah,
what would he pay for it? I think it's worth asking for sure. I think it speaks to the trajectory is immensely helpful to the work you're doing now. But I agree with you. It's going to help you figure out you're having to continue to build your management style or ship staff. And honestly, so much of leadership is just being organized and communicating clearly, like that. Those are such huge keys and it sounds so basic and print, go to conferences and they give you like a million tools and they're all great but at the end of the day, you need to be such an effective communicator and such an effective like person who can help organize things, because you are organizing for yourself. All right, yeah. And then for and then to be able to, you know, help other folks out.
And I mean that I agree with that. 100% But of course I mean definitely see the same
thing but uh, ya know, so I wonder maybe my next step and, you know, I feel that I should right now. Right, but a manager, but the team Yeah, so I'm gonna kind of do right now and where I should be excited to be out there. So yeah,
yeah. Okay. Way to go to
it tried to get an opportunity to add a B. Is there an opportunity at APS so
my thesis right now I'm a lead a lead my context is Brent. Laura.
Oh, I mean, we thank you.
Sorry, yeah, no. Makeup excuse. Me, yeah. I was trying to break down here. So yes, that is very good. So I have to use my video for three years. Yeah. I need it. Yeah. Yeah. Any other companies that offer? Yeah, yeah. I do Smith growing up for Allianz, they are growing, they are growing b2c, so they get out there just like customers customers. Now they are expanding. So yeah, I just see it but I just wanted to say I want
let's make sure we keep in touch.
I applied to everything there before the average. Everything like water, yes. more hours. Yeah. How do you say your social media? Yes, engagement in HR? Yes, of course. We need to get it but yeah, I mean. Yes. Okay. Well,
let's definitely keep in touch. So wonderful meeting. Thank you for coming up and introducing yourself.
That's why these conference are yes, they're really
good. Okay. Well, congratulations on everything so far. But you know, I would love to know how I can help
support it believe you have like one of these like the women leaders, you know,
yeah, I was the 17 class of 17.
No, but do you have like this 30 minutes? Oh,
I don't know. But I plan to get more but I mean, his first, his first year and a half of the 19. He really wanted to focus and concentrate on things but as I you know, start to you know, really think through 2024 I'm going to be doing a lot more mentorship so I don't have it this year, but I hope to have more future. Yeah, I will be I don't think okay. Well, thank you.
Hi, I'm Swedish. I work Julia. Oh, nice to meet you. I wanted to ask a little bit about so my role and my last year which was
very was that Julia?
Julie has a right but my left Patrick. Oh, okay. So interesting. Thinking. Interesting, interesting. Doing its content strategy over variety of desks, five different factions in the community kind of everybody's been there to really levels trying to get them to buy into what we're doing. Yeah, I was just curious, like, as a newsroom leader, I want more processing. Scalability. Yeah, like, like as a pilot program. So that means things are doable. Yeah, let's say. But if we were to do this in perpetuity, yes. Is going to be certainly one way. Do you want to know that?
Or would you want to just know that?
I would want to know what you're hearing. So I you know, I think you're gonna have some pretty light and far more informed than I was ideas of if it was a success, what it might take to step scale. What you're going to learn more throughout the experiment that's going to inform that theory, because that is a theory to explore. Once you've gone through the experiment, you have production of data, what happened a collection of outcomes, and so I if you have a good one that you feel comfortable sharing, I would want to know what that is. And then but I'm also very much speaking as if it were me Yeah, I am also open to then you go through the experiment and you're like, Okay, I know I shared with you that I thought this is what it's going to take but holy cow going through it. I think it would actually lead an entire team because of a b and c reasons. Here's what's the X are going to look at it really big. So I dependent but you also know, I think it could be helpful to be as transparent as possible. And I welcome the informed theories. The fact I want to kick the tires on them as much as possible. In fact, that's what I'm introducing to my newsroom all the time, or just my informed ideas. But we need it, take it, give it a test run and dry. Right. And so I think you know, I think that would be that is worth an approach worth exploring. Because if you end up finding that you're whoever the museum leader is that you need to eventually approve of Greenland or what have you. This also is an opportunity for you to be developing a relationship with them. They're gonna not only hear your idea, but the chemistry of your thinking behind it is even if you've come back here and saying, Just kidding, yeah, this is actually how it wore out. And this is how I think now you're bringing that person along on your journey with you. So today, I've talked a lot about bringing folks along. Yes, it's a wrap around the stakeholders and perhaps of your staff, but it's also up so down and across. I feel like the down is the car
I've been in this job yeah they know me now. Not enough to do guy anymore. Yeah, but yeah, it's like yeah, we started on one of my guests. This experiment already, like this is great. Yep. A long time. To record it. There has to be a long term.
You're also I think, based on what you learn about this person. You're gonna want to know what you what is more and I've learned this very much too. There are some leaders I know I can be more theoretical with and some might be some I just want to be way more concrete because it's a radical actually throws them yeah, for or they just like you know, take that and run with it through another series of ideas, but again, onto your radical and like so. Yeah, I do think this is about knowing your person or your audience as well. But if it were me, in this scenario, I would be open to it and then then I would be open to change. Okay. It's always great to meet you too.
I've been I've been you know, I remember meeting you guys. I thank you for your yeah absolutely. And I'd love to
definitely, well, I don't have cars but it's tomorrow. And I never will and that remaining to download that QR code to get you on the info on your phone and I
was just like this is that so? Yeah, but yeah, but I remember like my comment sticks. Because it was it was beautiful.
It was wonderful. You
love Lance. Yes.
We'll let her know. I want to talk to her actually. Yes, yeah. I have a question for her and she's when I when I saw her sitting there like interaction. Yeah, yeah. No, we just know each other through journalism. And, and yeah, I just saw her post about something recently and she's got
a
golden Well, that's great. Well, please tell her I say hi but also I'm going to try to Yeah,
