fbpx

Season 1: Episode 8

Big idea: We’ve made some big updates to Waymaker to help you achieve more, while doing less.

Waymaker product improvements in May 2021 include a new diagnostic which is up to 50% faster, a powerful new confidence score on all goals and an easier way to slice your data using the explore dashboard.

Transcript

Waymaker product updates

00:02
welcome to leadership talk
00:05
the official waymaker podcast where we
00:07
explore
00:08
how your organization can achieve more
00:11
by doing less
00:22
welcome to leadership talk the official
00:25
waymaker podcast i’m your host craig
00:27
hyneman
00:27
uh as always and i’m joined by ceo and
00:30
founder
00:31
of waymaker stuart leo and also
00:34
ceo and founding team member robbie
00:37
nixon
00:38
how are you guys great how’s it going
00:40
hey craig
00:41
welcome to the podcast that delay was
00:44
like
00:44
you guys were on the downside of the
00:46
world it’s not you’re in the same room
00:50
yeah yeah yeah we both looked up to see
00:53
robbie first that’s it
00:56
robbie it’s good to have you um on the
00:59
podcast
00:59
we’ve actually done a podcast in a
01:01
previous life
01:03
um together and you guys explored what
01:05
the top
01:06
10 you know future trends would be um
01:09
i’m actually interested to do a bit of a
01:11
podcast search and have a listen to that
01:12
again because you nailed a few
01:14
robbie you’re actually on the money on a
01:16
couple well four
01:17
we nailed a few yeah yeah
01:20
what was your call though i remember i
01:23
was getting getting back to call
01:24
getting back to core yep well that was
01:26
true so this was
01:28
yeah hey we just need to position the
01:30
time frame pretty
01:39
yeah well that’s true precoc got back to
01:40
coal and space exploration
01:43
so i’m not sure there was a time frame
01:44
on that one space exploration
01:46
yeah yeah yeah we said that would be a
01:48
huge train i mean that’s that’s
01:50
how that’s happened um what were some of
01:53
the others we said volatility
01:57
in in the marketplace yeah i’d call that
02:00
that’s
02:01
that that covered certainly brought
02:03
volatility to marketplace
02:05
it was the year of the podcast over
02:06
blogging it was wasn’t it the year of
02:08
podcaster well and pretty much
02:11
and if you look back on 2020 it was when
02:13
everyone started a podcast because they
02:15
had nothing else to do
02:17
so and we’re still doing the podcast
02:20
because we’ve got nothing else to do
02:24
robbie’s been tapping into his inner
02:26
nostradamus
02:27
should have gone to that brokes yeah we
02:29
should
02:31
today’s podcast brought to you by
02:33
sportsbook uh
02:34
i think stu had we known the future we
02:37
might have um
02:38
i wouldn’t have done anything different
02:40
actually
02:41
yeah it was it was great it was it was
02:43
pretty good it’s worth a listen
02:44
do it do it do a search for it hey um
02:48
stu we thought we’d do a product update
02:49
yes yes uh in this in this episode we’re
02:52
we’re
02:52
45 ish days into
02:56
market we’ve had um great feedback so
02:59
far from our customers but
03:00
we’ve already made a whole bunch of
03:03
changes
03:04
in that time so a couple of really big
03:05
ones so i guess my question is well
03:07
we want to talk about this but my
03:09
question is stu why have we made
03:11
um you know some big changes in that
03:13
first
03:14
in that so early in the launch cycle and
03:16
and what are they yeah
03:17
so um well super exciting yeah
03:20
circa i don’t even know i should work
03:22
out the number of days somewhere between
03:23
45 and 60 days
03:25
um post release to first customers
03:29
officially and we
03:32
we have made um well we’ve actually made
03:34
a whole bunch of changes
03:36
but we’ve made two or three big ones
03:38
which we’re going to talk about today
03:40
why have we made them right because
03:42
strangely enough we
03:43
we actually practice what we preach
03:47
um we we believe in continuous
03:49
improvement and we believe
03:51
in balancing
03:55
lean methodologies and market feedback
03:57
and all those fun and wonderful things
03:59
so
04:00
so we’ve taken a product to market um
04:02
it’s
04:03
significantly different from what it was
04:05
in
04:06
um beta testing at the end of 2000 and
04:10
2020.
04:11
it’s significantly different from when
04:13
we went live in at the end of march
04:16
in 2021
04:19
and we’re pretty excited today to talk
04:22
about
04:22
three big movements which is one
04:27
a much faster easier to use
04:30
and better diagnostic so we’ve found i
04:33
think
04:34
circa 30 to 50 improvement depending on
04:38
on users but certainly a massive
04:40
improvement in speed which
04:42
we were already doing something fast
04:44
with that and now it’s even faster
04:46
number two we’ve launched a really cool
04:49
feature
04:50
called the confidence score so we’re
04:52
going to talk about confidence scores
04:54
and number three um we launched the
04:57
explore dashboard which
05:00
you know i i love i love a bit of data
05:02
like the next geek
05:03
and um i i i really do geek out over
05:08
this one this is cool
05:09
i love the explore dashboard
05:12
one of our team members lisa her comment
05:15
about the explore dashboard was i hate
05:17
it
05:18
because it means i’m accountable and
05:22
that she’s obviously said that jokingly
05:24
but it’s just a beautiful dashboard so
05:26
yeah we’re gonna we’re gonna talk about
05:29
all three of those
05:30
and so i literally grabbed robbie by the
05:33
collar
05:34
from the office chair and said you’ve
05:35
got to sit on in this podcast
05:37
because robbie leads product um product
05:40
engineering ops
05:41
and has actually made these things
05:43
happen um
05:45
literally awesome all right well well
05:48
let’s dive into it then
05:50
i mean we’ve talked about faster
05:51
diagnostics in a previous episode but
05:54
sort of skimmed over the surface do you
05:55
want to do you want to give us a bit
05:56
more of a
05:57
an in-depth look at what that looks like
05:59
well why did we make the change we made
06:01
the change because
06:02
we want to make it easier and faster
06:05
to get better insights on your business
06:08
we have a core
06:10
value a core pillar of our business
06:12
about providing instant insights
06:14
on on your business whether that be
06:18
instant insights on growing your
06:20
business or instant insights on how is
06:22
my business going
06:23
and so the diagnostic is the
06:27
is the the musher that brings a whole
06:30
bunch of data in
06:31
when your team that’s the technical term
06:35
and um and we did get feedback that
06:39
it was taking too long to get through it
06:41
that’s great that’s fair enough
06:43
um we ask a lot of questions and
06:46
i mean with the problem we’re solving
06:47
with the diagnostic is
06:49
a problem that would normally take a
06:50
management consultant three or four five
06:52
six weeks
06:53
a whole bunch of face-to-face interviews
06:56
and
06:57
maybe six to eight hours in front of
06:58
their computer writing a smart report
07:00
so we’re we’re actually doing a whole
07:02
bunch of work
07:04
really really fast with some smart
07:06
calculations and some smart
07:08
visualizations and when we
07:11
launched our data was saying somewhere
07:14
between um
07:16
on the fast end sort of 30 to 40 minutes
07:19
and on the
07:20
the slow end we had some users taking up
07:23
to 45 to 50 minutes
07:25
i’m looking at robbie and he’s nodding
07:27
and looking at me but i should look at
07:28
my camera
07:29
because i’m not used to doing um
07:32
multi-camera in the same room
07:34
uh so so the problem was it was just
07:36
taking too long to get through that
07:38
so robbie what did we do uh yeah i just
07:41
want to chuck a couple of things in
07:42
there before i go on was um
07:45
there’s the customer centricity here we
07:47
do take on the feedback from all our
07:49
customers
07:50
a couple of things that came out of it
07:51
as stuart’s touched on is the speed
07:54
it’s a bit clunky but also the
07:55
vocabulary that was used throughout the
07:57
questions
07:58
so we’ve put each of the questions
08:00
through plain english
08:02
which has transformed them much easier
08:05
to read digest and think about
08:08
so that’s the first improvement where i
08:10
use a
08:12
can actually understand the question not
08:14
that they couldn’t previously but they
08:15
can read the question quicker
08:17
and they can make the decision quicker
08:19
and therefore their answer and moving
08:20
through the diagnostic quicker
08:22
you know one of the things that we say
08:24
and we encourage is you know you
08:26
use your first initial thought your gut
08:29
reaction so just keep
08:30
moving through it as quickly as possible
08:32
bit like taking a personality test and
08:34
if your gut reaction is
08:35
if your gut reaction is i have no idea
08:37
what they’re gonna go uh that’s gonna
08:40
[Music]
08:47
accurate data coming out so we wanted
08:49
accurate data coming in
08:51
so we had quite technically structured
08:54
questions
08:55
and um we’ve balanced the
08:58
technical element of the question with
09:00
the speed to answer and
09:02
that’s a it’s it’s an interesting
09:04
balance and so
09:06
we went back and rewrote all those
09:08
questions
09:09
quite aggressively and re-tested
09:13
um some of those questions and um
09:16
got a different outcome yeah so we’ve
09:19
maintained the structure the order
09:22
we’ve just reworded the question so used
09:24
plain plain english
09:26
so it’s easy to understand or easier
09:30
from a technical perspective the
09:33
feedback was around the length of time
09:35
it was taken to go
09:36
through we’ve moved the workflows now
09:40
into the back end of the system
09:41
so rather on click
09:45
the workflow capturing data on the
09:48
server side or on the browser side
09:50
in front of you each time you click your
09:53
button to go to the next the data is
09:54
sent to the back end of the database and
09:56
queues and then
09:58
processes without interrupting the user
10:01
experience
10:02
so that saved a huge amount of time
10:06
and then simplifying the questions
10:10
combined i reckon it’s about 55
10:13
improvement on the time to take the
10:15
diagnostic
10:16
that’s actually which is a great result
10:18
that was the technical answer
10:22
not getting too technical yeah that’s
10:24
right
10:25
yeah so that’s a
10:28
that’s a huge improvement and we’ve seen
10:31
um
10:32
even small and as a startup and as we’re
10:34
growing
10:35
we’re seeing an improvement in um people
10:38
being able to get in and take that much
10:40
faster
10:41
as a team yeah so to add to that as well
10:44
as
10:44
you talk stuart about um the reduction
10:47
of time
10:48
spent in workshops and interviews and
10:50
running the analysis
10:51
that that way
10:55
there’s always the element of
10:56
subjectivity in that you know
10:58
probably the the loudest voice or the
11:01
person further up the hierarchy can
11:03
sort of maybe push their agenda a little
11:06
bit with a consultant
11:08
once you’ve gone into the diagnostic
11:10
you’ve got the whole
11:11
leadership or the whole team taking the
11:13
diagnostics so you’re removing that
11:15
subjectivity so you really are getting
11:17
more of an objective outcome
11:19
which is what you should be doing what
11:21
the aim should be
11:22
right yeah
11:26
yeah that’s awesome hey um
11:30
it’d be good to tackle some of these
11:31
other ones because uh
11:33
all of our listeners wouldn’t have
11:34
actually heard about these ones before
11:35
so confidence scores
11:37
um you want to talk about that so why
11:39
did we introduce confidence score
11:41
well i said the the principle at play
11:44
here is
11:45
um giving team members and leaders
11:48
instant insights on the performance of
11:51
their business
11:52
as much as the opportunities to perform
11:56
in their business and so the confidence
11:58
score was introduced to sit alongside
12:01
a progress score on an okr
12:04
so we’ve talked previously about okr’s
12:07
objectives and key results and that’s
12:09
the that’s the building block we use
12:11
around goal management the
12:15
confidence score is
12:18
it answers a different question so
12:21
the question of how far into this goal
12:25
is answered by what progress am i
12:27
achieving on this goal
12:28
and progress is is calculated by
12:34
rolling up the progress on the key
12:35
results so three key results
12:38
one at ten percent one at twenty percent
12:41
um one at twenty five percent and the
12:44
average is going to be
12:46
i should have used different numbers
12:48
yeah the average of those three numbers
12:51
um and that’ll be the the average
12:54
progress on that objective and that that
12:55
rolls up to show
12:56
a progress score so so that that tells
12:59
um tells the observer both the owner of
13:03
the objective and
13:04
those around them that they’re x percent
13:06
into
13:07
achieving this goal but it doesn’t tell
13:10
the observer is this goal going to
13:14
happen
13:15
and and is this goal going to happen is
13:18
picked up in a confidence score
13:20
and so the confidence score is actually
13:22
not driven by key results
13:26
in in this version of the confidence
13:28
score
13:29
it’s driven by the user giving a
13:32
confidence
13:32
input and we’ve laid the framework to
13:36
start to add to that in the future
13:40
so in the future we’ll talk about how it
13:42
can be
13:43
influenced by other activities they’re
13:46
performing so not just
13:47
so that so to get to the point the
13:49
confidence score is about the the owner
13:51
of the objective saying my confidence in
13:53
this goal being achieved
13:55
is x and we we mark that as a zero to
13:58
one
13:59
so that’s important um because
14:02
the the progress could be low
14:06
or high and and the progress could be
14:09
different
14:10
i could have a high sorry the confidence
14:12
could be different the progress could be
14:14
say 70 percent
14:16
but my confidence could actually plummet
14:17
and go back down to
14:19
20 something could change and so as
14:22
you’re looking at
14:23
will we achieve our goals this quarter
14:26
the progress on the objective tells us
14:29
how far
14:30
into the objective we are the confidence
14:32
tells us are we going to get there
14:34
and and really it’s it’s an equally
14:38
important metric
14:40
helping the team understand do we need
14:42
to change direction do we need
14:44
to adjust do we need to adapt do we need
14:47
to
14:48
get behind somebody so this is data and
14:50
information
14:52
coming to users and leaders fingertips
14:55
to affect daily changes um in in
14:58
behaviors and activities
15:00
is that does that make sense yeah and i
15:03
guess
15:03
for clarity are these a different set of
15:05
questions that are asked by the
15:07
by the um asked of the
15:10
project manager or is this or is this
15:14
calculated from data that’s already been
15:15
no no so
15:16
um just to give listeners context um
15:20
the when you’re managing your objective
15:23
and key result
15:24
so you’ve you’ve set up your goals for
15:26
the quarter
15:27
and you’ve said okay they hear my three
15:30
goals and
15:30
and they’re structured as as okr’s as
15:33
you’re updating
15:34
um your progress or your movement
15:37
through those goals say it’s week two
15:39
and you’ve you’re now 20 into the goal
15:42
then your progress your rolled up
15:44
progress score is going to be 20
15:47
but you have an opportunity at any time
15:49
to
15:50
update the confidence of delivery and
15:54
that will happen whenever you want to
15:56
update
15:58
that goal and we’d recommend you know
16:00
best practice recommendation is that
16:03
you’re updating your key results on on
16:06
demand so if you
16:07
if you imp if you move a key result
16:09
forward
16:10
say you achieve an outcome that day or
16:13
um then you would you’d increase
16:15
that key results percentage improvement
16:17
which is going to roll up and increase
16:18
the the objectives improvement
16:22
but our best practice recommendation is
16:24
that every week you stop
16:25
and you review okrs and you look at
16:29
your current status and in that moment
16:32
we would recommend
16:34
thinking about the confidence so um
16:38
at that moment we would say okay how
16:40
confident
16:41
are you that this goal will be delivered
16:43
and then then we ask you to rank that
16:45
and that feeds up that feeds up to to be
16:48
able to say
16:49
gosh we’ve now got confidence on a goal
16:51
and we’ve got a confidence
16:53
um across the business of what our
16:56
people
16:57
are thinking and feeling and knowing are
16:59
we going to get there
17:03
and would you imagine uh just out of
17:06
experience that that
17:07
is gonna kind of usually start high
17:09
because everyone’s like
17:10
super excited it’s gonna have a it’s
17:12
gonna have a dip and then
17:14
you know it’s gonna peak right at the
17:15
end or you know like do you kind of
17:16
imagine that that’s
17:18
kind of going to be a common trend
17:21
or have you not experienced that early
17:25
days yeah
17:25
is there a perfect curve is there a
17:27
perfect curve as well
17:29
i guess my question is the perfect curve
17:30
is the job gets done but yeah
17:33
it’s just a hundred it’s a straight line
17:34
at the top you should take this
17:36
i’m feeling that most people would start
17:38
around the 50 percent or maybe 70
17:41
sort of the upper end of that curve and
17:42
then i guess depending on outcomes you
17:44
know i think the best example or the
17:46
most
17:46
the clearest example i’ve heard of this
17:49
is a marketing business that’s trying to
17:52
secure 100 leads in the quarter
17:54
and within month one they’ve already got
17:56
50. so they’re 50
17:58
through in progress looking good they’re
18:00
going to achieve the result
18:02
however they’ve got no more channels
18:05
they can’t see how they’re going to get
18:06
any more leads with the resources at
18:09
hand so they flag
18:10
the confidence as a five or a three and
18:13
then therefore
18:14
the manager the team around them can see
18:16
you know this guy’s person needs
18:18
um needs a hand what can we do to help
18:21
yeah
18:22
yeah that’s a good example um yeah
18:25
life changes during the quarter and
18:29
progress doesn’t necessarily equal
18:32
outcome
18:33
it’s just progress it’s just how far
18:35
we’re going so
18:36
whereas confidence is a far more direct
18:39
line feedback of the individual going
18:42
i am or am not confident that this goal
18:44
will be delivered
18:45
and um so it’s it’s helpful um it’s a
18:48
lot more helpful
18:50
in the decision making process um
18:53
so i think the i mean to add to that um
18:56
example that that robbie gave
18:59
the the confidence um can
19:02
also um surface the issue of perhaps
19:06
this
19:06
objective is no longer relevant so
19:10
you know let’s say we get to 70 of an
19:12
objective
19:13
um delivered and and we’re halfway
19:16
through month two
19:18
and if we throw that confidence to
19:20
delivery back down to
19:21
you know zero well that’s going to
19:24
quickly flag
19:25
there’s a problem which is going to
19:27
drive a conversation
19:29
and and that conversation could also be
19:32
around well actually we’ve now learned
19:33
something
19:34
six weeks later this goal is no longer
19:36
relevant
19:37
and and that’s a good thing because if
19:40
the goal’s no longer relevant
19:41
um change it or bin it and
19:45
but don’t leave it there as a
19:47
performance outcome with an expectation
19:50
that you’ve had a good quarter by
19:52
getting 70 of the way through that goal
19:54
so um so i think the
19:57
we talk about a practice of a cycle of
19:59
performance of continuous improvement
20:01
quarter by quarter
20:03
but just because the cycle runs on
20:05
quarter by quarter doesn’t mean your
20:06
decision making is quarter by quarter
20:08
and and confidence scores allow you to
20:11
work
20:11
daily weekly and adapt to changing
20:14
environments
20:15
and and bring some of that insight and
20:18
surface it up
20:20
it seems to me to be measuring both the
20:22
objective
20:24
measurement of the performance of the
20:25
outcomes and the subjective of how am i
20:28
feeling about that correct
20:30
is that yeah okay yeah and trying to
20:32
drive collaboration you know
20:34
um one of the big parts of the platform
20:37
is
20:37
is trying to create alignment and
20:40
cohesion within a business
20:42
everyone’s working on the things that
20:43
matter right when you when everyone in
20:45
the business is working on the same
20:47
thing or towards the same thing towards
20:49
the same goals
20:50
you’re going to get improvement and it’s
20:51
going to come quickly
20:53
so if someone in the team has got a low
20:56
confidence
20:57
they need a hand it’s a great way of
20:59
visually
21:01
within the team being able to see you
21:03
know this this person needs a hand let’s
21:05
go and see what it is how can we help
21:06
how can we make sure that everyone’s
21:08
successful and achieving or
21:10
to the other point that stuart’s just
21:11
made is it relevant
21:13
has something else taken priority and
21:15
why so it’s always driving a
21:17
conversation
21:17
around how we can keep moving forward
21:20
towards the goals that have been set
21:22
yeah we talk in some of our training
21:25
materials on waymaker academy
21:28
around the best practice meetings and
21:30
the best practice
21:32
um collaborations and one of those
21:35
is the is the weekly or fortnightly team
21:38
meeting
21:38
team or leadership meeting where we talk
21:40
about surfacing roadblocks
21:42
and the best teams don’t talk about
21:45
what they’ve done or what they’re going
21:47
to do they spend time together
21:50
solving the problems that help the
21:52
individual team members
21:53
go out and do so they’re good problem
21:56
solvers
21:57
and i mean that’s a big insight right
21:59
there
22:00
but surfacing those roadblocks is really
22:04
important
22:04
and so the confidence score is one way
22:08
of surfacing a roadblock rapidly
22:11
so where we would expect and we’re
22:14
seeing
22:14
confidence scores moving up and moving
22:16
down
22:17
on a weekly or fortnightly basis based
22:20
on the roadblocks that you might
22:22
hit as you’re as you’re working on a
22:24
goal because you know one of those other
22:25
best practices we talk about is set a
22:27
goal but it should
22:28
stretch you 20 30 40 percent if
22:32
it’s if it’s easy to do it’s not a good
22:33
goal it’s a task
22:36
set a goal and that means you’re
22:38
entering into the quarter
22:40
with a level of unknown there’s there’s
22:43
an
22:43
element of mystery to this quarter we
22:45
know where we’re going we won’t know
22:47
what needs to
22:47
be done but do we know exactly how to do
22:50
it
22:51
no and that’s part of the mystery and
22:53
that’s part of the
22:54
tension that actually pulls the business
22:56
the organization
22:57
forward by solving some of that mystery
23:00
so
23:01
so really what you’re setting yourself
23:03
up for is to go in the next 12 weeks
23:05
we’re going to solve problems
23:06
we have to be good problem solvers and
23:09
if we’re not solving problems
23:11
we’re probably not moving as far forward
23:14
as we could be moving because life’s too
23:17
easy
23:18
and and we all know that if you go to
23:19
the gym and you lift weights
23:21
and you don’t break a sweat and it’s
23:23
really easy well you walk out
23:26
um you walk out a fat man not a strong
23:28
man so
23:29
um i know that
23:34
so you know if you’re not lifting those
23:36
weights in that that weekly or
23:37
fortnightly
23:38
leadership meeting uh you’re you’re not
23:40
pushing hard enough so
23:42
so we we found um the introduction of
23:44
the confidence score
23:45
um one of those continuous improvement
23:48
elements to surface roadblocks and
23:49
issues
23:50
quickly and easily in a positive way i
23:53
mean
23:54
um one of the cultures one of the
23:57
elements of culture that needs to be
23:58
broken down
24:00
when you when you move on to waymaker is
24:03
it’s a good thing to raise your hand and
24:05
go i’m stuck it’s a it’s a really
24:07
healthy thing
24:08
to go uh roadblock i’m not making
24:11
progress on my goal
24:12
which in traditional management and
24:16
a lot of that that um old world
24:19
20th century style of of management
24:21
that’s unhealthy
24:22
at that that’s people see that as
24:24
unhealthy
24:26
um and we want to we want to break that
24:28
and go
24:29
no that’s actually healthy um get some
24:32
spotters around you get some people
24:33
around you
24:34
go here’s a real roadblock how do we
24:36
solve this problem together
24:38
spend some time on that boom problem
24:41
solved mystery revealed
24:43
move on for the next week or two um and
24:46
and hopefully
24:47
um you know confidence scores are a way
24:49
of surfacing those roadblocks
24:51
um uh quickly simply easily without
24:54
without emotion
24:57
that’s awesome okay so we’ve talked
24:59
about faster diagnostics we’ve
25:01
introduced we’ve introduced confidence
25:03
scores
25:03
and the last thing that we wanted to
25:04
talk about on this episode was the
25:06
release of the explore
25:08
dashboard which lisa hates
25:11
but loves at the same time yeah yeah
25:14
uh let’s let’s talk about the explore
25:16
dashboard well um
25:17
what is it to start with um robbie what
25:20
is it
25:23
it’s a dashboard thanks mate
25:31
to visualize or gain the insights that
25:34
we’ve just been talking about
25:36
um we can drill down into okrs
25:40
across the business by team by business
25:44
unit by
25:44
owner uh even by function from the
25:47
diagnostic style um
25:51
the function of business so that in
25:55
itself
25:56
is really powerful so to lead a meeting
26:00
using the explore dashboard you’re able
26:02
to quickly drill down to the team’s data
26:06
and to reuse us and bless you the
26:10
the the headline of the dashboard will
26:12
show that person
26:14
that team’s progress confidence
26:17
and then there’s uh number scores around
26:19
averages
26:20
uh key results to objectives
26:23
updates to objectives and such
26:28
but we split it out between charts and a
26:31
list view of the actual objectives so
26:33
while you get a roll-up
26:35
aggregate from the charts you can then
26:37
see each individual objective
26:39
and key result listed beneath it so you
26:41
can quickly understand
26:43
where the roadblocks could be what’s
26:46
going well
26:47
um what needs addressing so from a
26:50
manager’s point of view running the
26:52
team check-in using explore
26:55
they’ve got all the data to hand and can
26:58
quickly make their decisions on what
26:59
needs to be raised and what
27:01
what doesn’t need to be raised yes
27:04
they’re working through a quick
27:06
quick meeting yeah i mean i’ll tell you
27:07
how we use it that might be practical
27:09
um when we sit down for a
27:12
leadership team meeting um we we start
27:16
off with
27:16
um sort of the usual five to ten minutes
27:19
of
27:20
of around the table of good news and
27:23
what’s working well and what’s happening
27:26
out there and then
27:29
we jump into what’s on our our goals
27:33
for the quarter but specifically what
27:36
we’re doing
27:37
and this is where we introduce the
27:38
explore dashboard
27:41
we look at those goals and we flag
27:45
roadblocks so it’s really easy to
27:48
in a meeting um change the filter set
27:51
from
27:52
say in progress with robbie or in
27:53
progress with lisa or in progress with
27:55
stuart or
27:56
whoever um and and the
27:59
the agenda is is really surfaced
28:02
by drilling into the explore dashboard
28:05
and so
28:06
we’re looking at data we’re seeing
28:09
that data on the four five six seven
28:12
eight goals that are across the team
28:14
we’re able to actually um see things
28:18
like confidence scores
28:19
um things like um progress
28:24
and and we’re able to actually have a
28:26
simple conversation
28:28
of well um do you have any roadblocks
28:31
yes no
28:31
if yes let’s talk about them where are
28:34
they
28:34
and so from a from a team perspective
28:37
and and
28:38
you know i mentioned before that lisa
28:40
hates it um
28:42
you’re always accountable to the goals
28:45
that you’ve set
28:46
because they’re in your face on a weekly
28:49
basis
28:50
and that’s a good thing because as a
28:52
team
28:53
we’re actually helping each other
28:55
achieve our goals
28:57
and and so the explore dashboard works
29:00
at every level of the organization
29:02
it doesn’t matter whether you’re you
29:04
know in an exec team
29:06
or in a frontline service team or sales
29:09
team
29:10
and and so it’s a it’s a way of
29:13
in one to five clicks
29:17
um drilling into any area of the team
29:20
[Music]
29:21
current past or planned goals um
29:26
in order to figure out where you’re at
29:27
so it’s it’s massively powerful we
29:30
we actually love it internally and um
29:33
early indications is where we’re
29:34
starting to see some love come back from
29:36
customers on it so
29:37
um we’re really proud of this one
29:40
that’s awesome and what are some of the
29:41
things that you’re seeing that you
29:43
weren’t expecting to see like what
29:45
like how has it identified some some
29:48
things in your business that you weren’t
29:50
actually maybe surprises do you know
29:53
on the explore dashboard yeah yeah
29:56
like for example for example like you
29:58
would get a much better
30:00
understanding of alignment based on
30:03
based on the data that you’re seeing
30:04
there that
30:05
so which is a little less tangible but
30:07
yeah i mean for for me
30:08
the the simplicity of running a team
30:12
meeting
30:13
um has been a benefit that’s that’s come
30:16
out
30:16
um we have a rolling agenda with a
30:21
standard agenda
30:22
um robbie might be laughing because he
30:25
sits in some of these and
30:26
um has to has to participate but i think
30:29
the
30:30
um is that stuart just does not say he’s
30:34
okay
30:42
everybody stop um take the first five to
30:44
ten minutes
30:45
and everybody update your akr so we can
30:47
have a productive conversation
30:49
that’s not a bad thing to do you know
30:51
i’d encourage other people to do that
30:54
you’ve got to stop you’ve got to look at
30:56
where you’re at and what you’re focused
30:57
on and if you’re running at 110
31:00
during the week when you come together
31:02
you want to make sure that you’re
31:03
looking at
31:04
accurate information so so it’s actually
31:08
really easy to stop
31:09
and for five minutes whether you do it
31:12
beforehand or at the start of the
31:13
meeting
31:14
doesn’t matter stop review your goals
31:18
update them update key results update
31:20
your confidence
31:21
marketing notes up so that it’s ready
31:23
for a robust conversation
31:26
and that’s a healthy thing to do because
31:28
everybody’s then
31:29
wherever they are looking at the same
31:31
data the same information
31:33
and you can have a productive
31:34
conversation so i think that simplicity
31:36
of running a meeting
31:38
for me was a nice surprise that’s
31:40
probably why i think we love it and we
31:42
use it
31:42
so much uh
31:46
robbie any any any uh surprises
31:50
from your end on confidence or explore
31:56
not so much surprises i think that’s
31:59
going to come into its own
32:01
sort of down the road with some of the
32:02
plans that we’ve got for the use of that
32:04
data
32:06
um i think if we can give our
32:09
listeners a small window into the future
32:12
is
32:12
setting up some notifications around
32:15
days and times of check-ins
32:17
so they’re not coming to meetings
32:19
unprepared
32:21
they’re uh they’re getting the reminder
32:23
to get it done before they
32:24
they get into their meeting which i
32:25
think is going to be a nice
32:28
shots fired i’m so glad i’m not in the
32:29
room
32:33
i’m going home after this yeah i mean
32:36
that’s a good point actually one of the
32:37
analogies
32:38
of that we often use is a bit like a a
32:42
smartwatch
32:42
you know it it’s listening and helping
32:45
it’s not
32:46
judging um and so as
32:49
as the as the data sets growing and
32:55
as we’re building more and more smarts
32:58
um
32:59