I am not competition for your social media marketing teams.


This is Loren Weisman and this is another
brand precision marketing short video. Today’s video theme is around the idea that
I’m not trying to step on, take over or replace the people you have in marketing,
PR, or advertising. This is a major misconception. One off, I don’t want the job. Second off, it’s much more fun in the ideas
of strategy to look at what you don’t have, to look at what you do have that might need
to be revamped slightly… Or add pieces that are there, but that haven’t
fully developed. I came from a background in music as a drummer
and a music producer. I did a lot of session work and ghosting work,
so it was that kind of thing, I come in around the back, help clean up,
fix it up, and get out of the way. I’ve taken that same concept over to brand
precision marketing. When it comes to social media, I’m not trying
to replace your social media team. I’m trying to help them step up a little bit
more with algorithms, with these templates, with different ways to format. Even the psychological aspect of differentiating
what’s being created, so that the people that are going to read it, click through and convert,
not just the like, not just the view, not just the friend, not just the follow, not
just the share, but actual conversions to revenue. I’m not stepping on your marketing person. You could have a publicist, and this again
becomes an area where you’ll be able to step up information for them to strategize aspects
about earned media stories, different backgrounds stories about you, revamping aspects of your
bio, your tagline, your one-liner. That can be material that can fire up your
publicist to different options they might not have been able to use before, or it can
inspire them to create stories. When it comes to any kind of advertising campaign… I’m not trying to tell someone, “don’t advertise
here, more here, do this!” They know, they know what they’re doing, or
hopefully you have someone that knows what they’re doing. But to look at and re-strategize ideas on
what could be used where differently, or has this stuff been vetted, or what are you seeing
in conversions? It’s sort of like this, you know, this audit
of sorts which allows you to audit the effect of the people that are working for you. And, yes there are certain people that when
they hire me for a couple hours, they end up firing some of those people, but I’m not
trying to take that position. I’m trying to make sure that you are streamlined,
so you can save the time, save the money, save the hassle, and build the conversions
for whatever your strategy… whatever your business is or whatever your
brand is. So I am not stepping on anyone. I’m not trying to compete with anybody. I’m not trying to take anybody’s job. I’m trying to help the social media people,
the content people, your website people, and anybody else, step up that much more for you. More information about me, brand precision
marketing, and everything that I can do from sitting down with you, in front of you for
an hour or we can do something over a month or two at lorenweisman.com

New Work, New Tools, New Rules | Full Keynote (English Subtitles)


Thank you for the introduction and thanks for inviting me. We had a long call prior to this and before we start I’d like to share a story with you, the story of my very first email. Can you remember your first email? I was reminded of my email when I cleaned up at home recently and found something: I have a penpal from Canada since I was around 11 years old. We are still friends today and have met in Canada; his name is Chris, he is also an entrepreneur, he never learned German unfortunately. Anyways, we are still friends today and I found this document from 1998, it started with ‘Dear Christoph’, Chris’s answer to me. And ‘did you get my last email?’ was his first question. Back then we sent us faxes and because email was new, we used a fax machine to check if our emails are being read. Today’s equivalent would be sending a whatsapp-message about our emails. Why am I telling you this? Because technology has always been my passion, especially the ways in which technology can change communication. I’ve never been able to describe this but even back in school I was already fascinated by mobile phones. Even though I got in trouble for having a mobile phone in school, I even had a girlfriend break up with me because I had a mobile phone, it was very unusual to own one back then. But I really liked being on school trips and still be able to organize things. Unfortunately Chris was my only friend who had email back then, I couldn’t convince my dad to get an email address too. So this is my passion which led to the creation of a company and I want to share some stories from that company with you today. Lots of content but I hope I can craft some good stories. I all it new work, new tools, new rules. It’s about the digital transformation but also the transformation of the world we work in. And because it sounded too boring in my opinion, I added ‘and why nostalgics have never won.’ If someone disagrees, please let me know of an example during the question session. There are no examples in history of nostalgics or a nostalgic attitude improving anything. I am not talking about preservers. We need them as well as innovators. I am talking about diehard nostalgics. You were so kind to introduce me as a former entrepreneur but I still am one. My two co-founders might argue because my hobbies are my podcast, which we started to share the many things which are happening right now. and we wanted to share our experiences. We interview people like Facebook’s director of marketing, students who have founded a company, entrepreneurs, politicians, people from all walks of life. People who deal with new work and the digital transformation who are open to share things in a transparent way, not just the sugarcoated version presented to the general public. The podcast and the videos I make have become more than just a hobby, it has almost become a full-time job. It is an important resource for learning for us and we want to share it with others and will continue to do so as the community is still growing. Just to be clear, my core business is digital transformation. If people ask me what that is, there’s 3 fields who are effected: The business model that is becoming more digital every day, it’s a challenge for everyone. Then we have the customer experience, your inside app is only for internal use but still a good example. It is still an app that changes things. Another example is Uber vs. MyTaxi: People who use Uber know, they don’t have to anything when they arrive, just get out of the car and say goodbye. You don’t have to pay right then, or get your money out, pay, then get receipts to turn in to accounting etc. The third field is the digital transformations of operations, the operative processes. Things like process flow, communication inside the company, new work etc. This third field is our bread and butter. If you want to ask questions later, via the QR codes which you can just scan you can ask me questions and we will discuss them, as the CEO I should at least in theory be able to answer all relevant questions. So just ask away at the end. On our way to here we took the bus, it looked like this – we could save the flights when we travel with many people. I was thinking about what could help you. So I rewrote my presentation after our call and I want to give something so that tomorrow you can say to yourself: ‘This is something I can do differently now!’ I remembered a guest from my podcast who is 75 years old now and who was there when Nixon left the White House and Gerald Ford became president. The man who I met was 29 years back when all of that happened. And he was in the room when Nixon came and said: From this day on he was the White House Appointments Secretary My hairstyle and his are just a random coincidence. I was hiking at the Tegernsee and he was there for an event too. His name is Warren Rustand, 75 years old, 19 grandchildren… He told me many stories and I asked him : Warren, you have so many stories to tell, can we record a podcast? And he said: Yes of course, what is a podcast? We managed to explain it to him. And were sitting in a small hut, wearing sweatpants at the Tegernsee and recorded the podcast. I had many questions for him, ‘On his first days as president…’ and he interrupted me immediately and told me he can’t tell my anything about the CIA briefings. But I just wanted to know how they managed the transition and the immense number of events and requests How do you deal with that? Because a calendar is just a tool – a tool for communication and organisation. I assume everyone uses one daily, I asked him they managed their workload? I asked him for a specific reason: Warren was the one who developed the president’s appointment system which was used from Ford until Obama. His ideas were the foundation. Donald Trump uses this system for reasons unknown. Warren declined to explain further. What I wanted to know was how they dealt with the 300 invitations that President Ford got each day and how they organized his day. Just to compare: The boardrooms of Germany’s top companies will be paralyzed by 10 invitations per day. Every secretary will be busy with checking if the chancellor is there and if anyone else who’s important is there as well. and what they could talk about. 300 Warren said that the idea is simple: The calendar is a tool that shapes your behaviour every day. When I use a calendar in a way that I am the one being shaped, I become my calendar’s slave. One question: Who here feels like he is the undisputed master of his calendar? Not too many events, no unnecessary meetings, enough time to think. Who is the master of his calendar? Some catutious responses from the back. So listen to the podcast, episode 22, I am just telling you what Warren told me. And many other things well. Like their one day they reserved at Camp David to determine the president’s legacy. What he wants to leave behind. That’s not an easy task. And they used this legacy to set a priority. Priority is singular on purpose. Then Warren asked me what my priority is. And I didn’t know. I said Family He told me that’s a common answer. And then he asked me how I feel about sitting at the Tegernsee with him on a sunday, while my wife and my 3 week old newborn child are at home on the other side of Germany. I couldn’t give an answer. This was all live on the podcast and I like being challenged. Warren said the after the priority has been set, the calendar is split into three parts: 0-2 weeks forward the events are done in 15-Minute intervals. Exactly 15 minutes. 2-6 weeks forward the events are every hour, including briefings. And are then reduced to 15 minutes. And for events more than 6 weeks into the future, they are just assigned a daily slot. They still do it like that today. Obama is visiting Germany this week maybe you can see how it’s done in practice. Straightforward and easy to use. The important thing was the mindset: It’s a quote from the 70s, originally from Churchill, who said ‘we shape our buildings and thereafter our buildings shape us.’ Now it was: ‘We shape our tools and then our tools shape us.’ If we don’t invest the time to think about how we want to shape the tool, the tool forms us. Who here has a smartphone? Great, and who is the one who still has a Nokia phone? There’s usually one guy every time. Statistical probablities. To the smartphone users: Who of you has enabled the notifications? That means audio, visual or vibrating signals. Who has turned them on? What do you think, how many times do you look at your phone each day? Based on the average age of the people in this room I would say 80-100 times. My colleague behind the camera and the generation that is now 20-21 years old are more in the region of 200 times daily. MP you recorded your number once because people didn’t believe us. What do you need notifications for when you look at your device more than 100 times per day? Because we didn’t invest the effort of thinking about how we want to use the tool. And this is what I mainly want to share with you: We shape! How do we shape modern digital tools for communication in a way that supports a change of behaviour that makes improves our working life. That makes work easier and turns work into something that strengthens us instead of exhausting us. Because that’s the core of new work. That’s why we start with a look at the tools and some rules we work with. We also introduce tools, I will gladly answer questions about anything. And we will close with a bit about new work and mindset. Tools: There are two types of communication, asynchronous and synchronous. Asynchronous communication is written or read. Things like email and whatsapp. Not too long ago there were different tools, if you include the end of the 80s email was the new tool, and a big hit. Back when I was still in school we had a phone chain for when the teacher was sick. I’m not sure who remembers this, today this would just lead to a benign smile and a message in the whatsapp group. And a discussion about the next parents’ evening. For other tools you had the phone, meetings, the office, which is more of a synchronous communication tool. Synchronous communication is speaking and listening, the more emotional form. We broadly distinguish between those two sides. Today’s problem with thousands of communication tools, I can send emails, send a fax, letters, company mail, to video conferencing which never works, phone conferences which always start late, there’s a huge number of tools. And people try to improve with Office 365 or GSuite, Slack, WhatsApp etc. What people often forget, however, is that our brains take longer to process some things and are quicker at processing other things. On the side of asynchronous, reading or writing, which is faster? read or write? Louder please? Reading – yes, reading is significantly faster, on average 4x as fast as writing. No matter how fast you are able to write, you can read really fast. Speaking and listening? Depends on who is speaking of course. Unfortunately we are twice as fast at speaking than at listening, if we want to comprehend. The brain is very fast at listening but comprehending takes time. This leads to problems. I don’t know how your meetings I run so I will just use examples from an anonymous company. We are too lazy to prepare for the meetings because you’ve seen that writing takes time. Because the meeting starts late we talk quickly. Noone understands what we wanted to say. But thankfully we have a new intern who takes minutes and uploads them on drive G: for everyone where it is then forgotten. As I said, a random example for a random company which is is not yours. But examples like this are why every new employee has to learn about the matrix. It’s one of the basic tools to understand why communication fails in so many companies. There are of course many tools to add. We are talking about digital operations. It’s my strong suit which is why I’m talking about it. Based on experience from more than 150 podcast episodes, videos, projects. these things will always work. Three things always work no matter what the tool is called. The first is group communication, the second is concept communication and the third one is unplanned communication. Group communication: who is a member of a whatsapp group? Who here feels like that group never stops getting new messages? Who is the one responsible that you are still in this group? Your are, correct. That’s why we talk about behavious so much. Why do I use Whatsapp as an example, considering it’s not totally legal to use it for business puposes? It has of course replaced the sms, the Telekom has earned more than 4 billion € from SMS until Whatsapp came and killed it. Everyone uses WhatsApp, even the board members. It has changed group communication tremedously. Another example is WeChat, the ‘chinese copy’ of WhatsApp. Those of you who work in China know that over there only Germans use email still. You have to have Weixin to get any work done. Everything, private or business, is done via Weixin. They us it for payments, messaging, join work groups and leave them again. In the background you can see the new company HQ of Tencent, that’s how big they have become. Why do I share this? Because it changed our private communication forever. 20-30 years ago taking the new innovations of the business world back home was too expensive. Now, we are unable, for some reason, the innovation we use at home, even my dad is able to send voice messages and videos via WhatsApp, as well as live locations, we don’t bring them into the company. We struggle hard doing that. Our business tools are Microsoft Teams, Slack, or other messengers. Because we don’t understand that this form of communication increases the speed of communication enormously. It brings both sides of the synchronous/asynchronous matrix very close together. Voice messages are one example. Some people absolutely hate them. For these people, it’s the biggest waste that was ever invented. Of course, everything longer than a minute is a podcast and not a voice message. However, listening to a voice message lets me hear the voice of my colleagues. I immediately know what kind of mood my colleague is in, just by listening to his voice. Is he sick, does he have or good or a bad day? Noone wants to know how I fell – they do! If you work closely with some, of course you are glad to hear his voice on mondays. But not via a phone call at 8:30 when I am busy bringing the kids to school, and my son throws up a fuss because he doesn’t want to take off his shoes. A phone call would be really annoying in this situation. On those mornings, being able to consume something asynchronous, which is also spoken, so something usually only done synchronously, is a huge boon. This greatly increases speed. It also creates transparency. Just an example from our Slack channel, doesn’t matter whether you use Slack or Teams or something else, This channel is called ‘The Situation'(nothing to do with Jersey Shore). where everyone sends a few short sentences about his upcoming day. Some will say that’s useless. But it’s not – just by reading a few sentences I know who is on the road, who is sick, who is doing a project, it makes leadership transparent. The challenge is in the way you lead. Because what you used to do behind closed doors you are now doing on a stage in front of others. That’s the big issue. We often see that leaders have no big problems introducing this form of communication because of takes pressure off of them. And it’s still a big task, when you introduce a new tool many people will say ‘that’s bullshit and never going to work’ that’s the muscle ache you get when you have to change your habits because of a new tool. We can talk about how we gauge the effects of this new style of communication whenever you want – there’s no reason not to introduce it. The only reason not to is clinging to your old habits. Email isn’t even a bad communication tool we just transferred fax to email. Concept communication, what does that mean? If you go back to synchronous/asynchronous communication, a typical concept is creating a presentation. In Powerpoint. Probably the worst tool for concepts. The only thing worse is concept plans in Excel. Excel is not a painting tool just saying. Don’t do it. Concept communication. There are many tools you can use and I always have to try them out. This is my podcast partner Michael and me, passionately writing our book that we started two years ago, it will need at least another year. We wrote in one document together. Realtime collaboration is nothing new and has been around for quite some time. What’s the benefit of this? Let’s say I create a concept and write it down. And I ask people to proofread and share their thoughts. The classic workflow is to take the document, attach it to a powerpoint, attach that to an email, send it to three people and ask each of them for feedback. Then I get feedback from three people, each at a different time, and have to splice all of the answers and documents together on a saturday morning because it needs to be finished by monday. Someone please tell me where there was meaningful work done in this. In 2019. I can’t understand it. In my previous company we introduced realtime collaboration, that was ten years ago. And every time someone sent me documents as attachments I asked for a link instead because I couldn’t bear it anymore to read things like version 1, version 1.1, final version 2, master of final version 2. What the fuck. You couldn’t even search in the document. ‘Every new hire has 3 weeks where we explain our server structure, then you have to go to an employee has been here for longer than you and read up on everything. What? Why does still happen in 2019 when I can Google almost everything on my phone? I don’t understand. That’s concept communication. It doesn’t mean that everyone can read and comment about everything. But it needs to be possible to share things without having someone come into the office on weekends because he doesn’t have access. Unplanned communication – the source of innovation. Who knows the story of Steve Jobs at Pixar? After he left Apple and went to Pixar he tried to have all toilets set in one corner of the building. Because he noticed that people come into the office, hide behind their screens and try not to be seen on their way to the toilets. But there was no avoiding that trip. And on the way they met and talked about every possible topic the same as when getting a coffee or a water and eventually the conversations birthed innovation. This is what happens when people meet randomly and start to talk. The craziest ideas arise. This is how my podcast was created. We visited Harry’s in New York, the people who bought up razorblade companies in Germany. A successful startup dealing with razorblades. Razorblades as a subscription service. We checked out their meeting rooms and asked them why their seating was always behind the meeting rooms. And they told us that they found out that the most important conversations always happen right after meetings. That’s why there is always a place to sit after the meeting. People can sit down and continue their talks. Super simple. That’s how they fostered unplanned communication. This is also why we view the office as a tool for communication. One of the most important ones. In the digital age we need personal interaction more than ever. That also means that I’m not going to the office just to show up. In the office my task is interaction with others. Not to hide behind a screen. How do I foster unplanned communication in a digital space? This is where Facebook appears. With the introduction of the feed in 2009- who remembers StudiVZ (German Facebook clone)? You can read about it on Wikipedia now. Facebook introduced the feed in 2009, until then you had to visit your friends’ profiles. The feed was introduced relatively late. For the internet, the feed was the biggest invention since Google’s search engine Even if you don’t like Facebook, everything is a feed nowadays. The feed lets me discover things others have shared. If I use this principle in my company, it is possible to foster unplanned collaboration because there are so many contributions from others. And if I don’t get anything done I at least look at the feed. And I stumble upon topics like a coworker buying a car similar to mine and we get to talking. Some may say that’s not relevant to ‘business’ but it is because it directly leads to talk about projects, clients etc. This is how unplanned communication happens. These are the three formats group communication, concept communication and unplanned communication. What rules do we see when digital tools are used for fast communication? One thing we have noticed and you probably did as well, are couples sitting at a neighbouring table and both are busy with their phones. Or you are talking to someone but have your phone in your hands. I know you would never do such things but you have observed other people doing that. This is called ‘together alone – alone together.’ Our devices enable us to always be somewhere else. Andrew Huberman, a neuro-scientist from Stanford, explains why that is a very problematic thing for our brains. Because we lack the time, after a focussed work session to look relax, just stare into the distance and let our thoughts go. As a counterbalance to the focussed time at work. Because we immediately return to our screens. But our brains need time to regenerate. And this together alone, alone together problem is huge. Most people who try to change their business culture try to reduce the notification overload that usually happens because people are not trained correctly. An analogy would a football team setting up a training session, handing out one ball, set up 2 goals and then just say ‘go for it’. This does not work at all. We have found three simple rules which always help: The first rule is about emotional topics. How do you deal with them? How do I solve them? How do you solve them at home? Talking, of course. How do you solve them at work? Are you sure? You would be the first ones to do so. Let me give you an example. I did a presentation at one of our clients. And I tend to be very black-and-white. I am dyslexic myself and when I went on the stage, I said that most people who join the company turn into IT-dyslexic as soon as they enter the office, even though they manage at home. There were about 1000 people in attendance, and I told them that many people turn into IT-dyslexics. And right after my presentation ended, I got one, two, three emails and when I landed back in Hamburg, I got an email like this from the woman who organizes all their training and used to work with dyslexics earlier in her career and that what I said was really problematic and caused very negative thoughts in some, immediately I was sorry because that was not my intent. It was 5 am on a friday, I just got into a taxi and was on my way to help my wife with the children, when I got this email. What now? The more emotional the topic what now? Write her? It was friday evening, so she wouldn’t be back in the office until monday. The rule is, the more emotional the topic, the more synchronous the communication. I started to write her and then said to myself I am an idiot, turned on the lights in the taxi and got out the best camera there is, which is the one you are carrying right now. The current smartphone cameras are excellent and started to record my apology. I told her that I was really sorry, I really enjoyed the presentation and it was never my intention to hurt anyone. She wrote back immediately that this was the best apology she has ever seen and if she could send it to others. I told her that was my reason for recording the apology. This is what I mean with the more emotional the topic the more synchronous the communication. We tend to forget about that and put someone in CC so he knows where I stand. Getting rid of the ego is a huge problem, especially with digital tools. Just imagine a discussion in a public thread, someone comments, on and on and your boss immediately shuts down the whole thing. That’s the problem. Second, freedom without limiting the freedom of thers. Another hypothetical example, it’s friday evening, I want to edit a presentation and need access to some data from Dirk. So I can finish on Monday. Dirk is on vacation and is not available because his phone is turned off and I can’t get at the data. Then the discussion starts that I should have prepared earlier etc. We have the rule that you can do anything as long as you don’t limit the freedom of others. The mistake that happend was that the set of data was not shared with anyone. Our rule is that no documents are saved on the desktop, we do everything in the cloud, no exceptions. Because we use a cloud which conforms with every data protection standard, is secure, there is no reason to save anything locally. If I lose my notebook or it gets stolen, then I would have a huge problem with locally stored files. The same for if my company gets hacked. In this case it would have been my colleague who’s responsibilty it would have been to have the data availabel for everyone. We have the same rules for attendance. Everyone always equates new work and digital with home office but that doesn’t work every time. There are days where I need someone physically present. And when someone tells me that he has two days of home office per week in his contract and doesn’t want to come in, even though I have told him that I need him, he limits my freedom. And this rule is independent of hierarchy. Everyone is allowed to ask for someone to be present if they need it. I can then tell people that they limited my freedom because they didn’t let me work how I wanted to. One of our core rules and it works very well when everything is shared and I just have to look for it. Third rule: Always on is an important topic. People have the feeling that they need to be available 24/7 and get notifications everywhere. And it’s becoming a massive problem. There is the legend of the red telephone between Moscow and the White House. Of course it’s a legend, they actually use Twitter instead. The idea of it was that the POTUS could call the Kremlin and tell them that the US didn’t launch any missiles, it could have been the Chinese. The idea was to have a channel for emergencies. And that’s what our third rule is about: What is an emergency? We tend to view too many things as emergencies because we are stressed. But what is an actual emergency and how do I communicate that? We had a huge problem with this because of WhatsApp, LinkedIn, Xing, people tell me they can’t reach me and use more than one exclamation mark. Emails written with capslock on a pandemonium of communication tools. And we said enough is enough. Or rule is that when someone calls me twice in a row, this happened yesterday, I had my kids and we were at the playground, I usually don’t pick up the phone when I’m with my kids, my phone is also in my pocket so I don’t even see anything. I sometimes check if someone called me twice and when I checked, I saw that someone called me twice, so I put my children on the swing and started calling and it was an actual emergency. But this only happens once every 6 months or so. twice a year maybe. And if it’s an actual emergency, that’s ok. This rule is valid for all employees. So far we’ve had no misuse from employees, only from clients and partners sometimes, but then we explain the rule politely and that’s that. And then I can put my phone away and we start to notice that it’s our inability to put it away that’s stressing us. Before we start the discussion, a quick sentence about new work: People always ask me what new work is. Isn’t it just table football, fresh fruit and stuff like that. New Work is an attitude, nothing else. To use the current technological possibilites to turn work into something that gives us strength because it takes up such a large amount of space in our lives. Why shouldn’t we turn work into something that we really like and that doesn’t break us. That’s what new work is about. The only things needed are some basic principles, one of them is the distinction between knowing and learning, a knowing or a learning stance. One sentence from Microsoft’s cloud boss, who told is in our podcast that at Microsoft they try to transform from a knowing into a learning company. At first I just nodded until I realized what he meant. Who has children? You? Children learn by connecting neurons. Neurons are like two train stations which are not connected to each other. And as children grow older and learn to walk, the neurons start to connect to each other. As adults, when we get input about new connections we tend so say, even if it’s a great idea, that we already have a connection that works. That has worked yesterday and will probably work tomorrow. But that’s a huge problem. A learning attitude is the opposite of this mentality. And that’s why it is such a big challenge to really become a learning company. Putting the ego on the backseat instead of always knowing everything already. If you know, then why don’t you apply your knowledge? Don’t sit around and tell everyone you know everything. A well-known example which effected me as well was Nokia’s CEO in 2007 who said That’s attitude. 1200 days later Nokia was sold but that’s another story. If don’t manage to change my own attitude – and this counts for the management as well- I cannot expect others to change. I can’t tell everyone to change but I don’t have to. Everyone has to do adapt but my things will stay the same. A good example are the special rules for iPhones for certain employees. ‘We can’t use the cloud because of data security concerns.’ And I usually notice that the iPhones of the board members have cloud sync enabled. Just the regular apple cloud-sync. Where do they think their data is being stored? ‘In the Apple cloud’ They tell me. Oh right? it’s called iCloud and is not actually hosted by Apple themselves. Never has. it was first hosted by Microsoft, then by Google for several years and now it’s hosted by Amazon. This means you have used every big cloud provider. Congratulations. So much for an emotional discussion about data security. If I don’t change, I can’t expect others to change too. A positive example for this kind of attitude is Jeff Bezos in 1999. In 1999 Bezos as founder of Amazon was sued by several big corporations, by Barnes & Noble, Walmart etc. In an interview he was asked if he was afraid. Justen listen to the interview. So, just saying that it’s a fact that tomorrow everything could be different. A fact. The difference is simple: If you are afraid, your work suffers. If you are afraid, you can’t innovate. If you are afraid, you can’t negotiate well. Because you are always on the defensive. Without admitting that you too can be afraid because you are human too, you won’t bet at eye level with others We were all children once, everyone has been afraid once, everyone has their own way of dealing with fear. But that’s the common element between all members of a team. And for a CEO to say that he can lose it all, that’s not a fear, that’s a fact, makes a world of difference. So what can I do to put this all into practice tomorrow? Even though it’s difficult and there are time constraints? I have an idea for you. Everyone has a smartphone. Just think about if you would be able to, just as a small challenge, to go one week where you only use your phone to work. ‘Why should I do that, that makes no sense at all, I need a big screen etc.’ Yes. 99% of your customers use their smartphone to consume and order things. It’s sad but true. But you do as well. That means that the phone is our most important device. What can you learn? How do I see my customers? How does it feel? Are our tools even smartphone-ready? And by the way I have an actual job to do which is not just writing emails. I have to lead, not just create Powerpoints. Of course there specialized tasks which can only be done in Excel or things like video editing, But if I am unable to do the majority of my tasks on a smartphone in the year 2019, something is very wrong. That’s a good starting point. This would be my challenge for you. And I want to end my talk with a feeling. About why new work won’t go away but is actually something that deeply concerns us as human beings. The possibilities we have are huge and independent of our chosen career path. No matter where you work or what job you have, you can change your life. We personally visit each guest in our podcast and at the start of 2019, we visited a guest in Ann Arbor, Michigan. A 4-stop flight from Hamburg which sucks when the TSA is on strike and you carry filming equipment with you. It wasn’t a comfortable flight. We could only bring carry-on luggage. And we interviewed someone who invented the term New Work 40 years ago. His name is Frithjoff Bergmann, he was in the hospital when we visited him, so we asked him to postpone but he really wanted to record the episode. Frithjoff had to lie down from time to time, it was a 3-hours episode. During the breaks I was worried whether he will wake up again. Fortunately he did. Still, it was a moving talk in which I learned many things. I will show you the movie which hopefully conveys my emotions, then we’ll do the q&a session.

The Future of Workplaces and Employment Trends – Mike Boyd Keynote


[Music] [Applause] Hi guys. Can you hear me okay? I can boom my voice that way, you should
be able to capture me over the music. I’ve got a very short period of time here, so, I’m not gonna
tell too much of a story. I’m just gonna give you a little bit
of context about me and who I am and then I’d really love to
open the floor. If you’ve got questions I’d prefer to use the short amount
of time we have to answer them for you. So that you get the most value. But who am I? I’m an Entrepreneur first
and a CEO second. Right now I’m the Managing Director
and Group CEO of a company called
vroomvroomvroom.com.au We’re a global car rental
comparison website. We’ve been in business 16 years
and I’ve been involved the last six. So, now I’m the co-owner of the business and we are effectively an Expedia
or a Webjet of the car rental world. Our biggest partners are Hertz,
Avis, Budget, Thrifty, Europcar and we book about
a thousand cars every single day for those partners all over the world. So, we’re number one
in Australia, New Zealand and we’re still booking
in the northern hemisphere as well a good amount of business.
We do about 80 million dollars a year. So, before Vroom and to give
you a little bit of idea as to sort of you know the context for today’s
discussion around digital and social, I’ve always been an entrepreneur
since I could remember. My entrepreneurial
career started at about age 11 selling lost golf balls
and I went on to start and fail at many businesses throughout
high school and university. And where I really cut
my teeth on digital was when I was studying
here up the river at UQ, I started a party
hire business when I was 17, 18 and it was out of
sheer frustration that I couldn’t hire a beer keg
for my 18th birthday. Alright. And so, I couldn’t believe that
there wasn’t a market for that. Cos, I had demand
but there was no supply. So, I set about building
a business called Coolybar which we ended up running
for about three years and then so, you know I won’t tell
you the whole story, but you know I borrowed
five grand from Mum and Dad, imported some gear from US, the dispensing equipment and the gas
and all that sort of stuff in order to chill beer kegs
and allow you to have a party, you know, US college style for an 18th or 21st. We then expanded in the
daiquiri machines and other things but you know, what was really interesting
about that party hire company was that we never spent
a cent on advertising and yet we ran it very
successfully for three years and made quite a bit of cash.
It was an amazing sort of hobby semi-pro business,
while I was in uni. I was only working the weekends.
We’d take enquiries during the week and make money on Saturday
and Sunday with deliveries of equipment. So, we ended up marketing
the entire thing using digital channels and it was at the
very early stages of social media where most people didn’t know
what Facebook or Twitter was or they thought it was child’s play. But, for me
it was perfect at the time, because my entire demographic,
my entire target market were 18 and 20 and 21 year olds and they were the only ones on the platforms.
They were the early adopters. So I went where
my customers were and rather than paying to advertise, in fact Facebook didn’t even
had an ad platform back then neither did Twitter,
all we did was actually promote
what we were already doing. So we would ask,
we would get a party, we’d have an 18 or 21st,
we would ask, if we could come in
and photograph the party on behalf of the celebrant and we’d give
them the photos for free. But what we’d do of course
is put Coolybar tag in the bottom right-hand corner
of the photo as a watermark and all of their friends were tagged
in the image and shared all over Facebook and so our branding
was being spread organically all over and anybody that thought,
“oh, wow! That’s really cool to have a keg ” or a daiquiri machine
or something that’s lots of fun”, our brand just spread purely
on word-of-mouth and then we leveraged you know ranking in
Google for SEO purposes and all that sort of thing
and really learned quite just through trial and error
and lots of error. So, you know that led me
into the next business where I ended up doing digital marketing
consulting for much bigger brands. Because the story got out that we’re
running a fairly successful business without spending
a cent on advertising and so I quickly became
a consultant and at the age of 20, I was charging 350 dollars an hour and being flown all over
the country into boardrooms and make it meeting with marketing teams
of publicly listed companies trying to educate them on this
whole social media marketing thing that they started to hear about,
but had no idea how to make money out of. So, you know, one thing led
to another to another to another and there’s plenty of stories
I can tell you about ventures but why we’re here today
is really to talk about how at VroomVroomVroom,
we run a globally distributed
remote workforce, how we attract them,
how we retain them, how we engage them
and the sorts of shifts we’re seeing in the workforce now and in the future. And I think it’s relevant, because
we’re an early adopter of technology and what we’re doing now
you’re going to see become mainstream in two, three, four, five years. So, we have
a presence in 12 countries, employees in 12 countries, but we only have
two physical offices. Right? So, that means
that I’ve got employees in ten other countries that
are either working from home or working from co-working spaces, freelancing or contracting
or working across countless time-zones
we can’t keep up. So, how do we do that,
why do we do that, what’s the benefit,
what’s the value? For me the biggest value is we’re actually playing with
a global talent pool. In this day and age particularly
for some digital roles, it’s extremely hard
to find the talent, because all of a sudden
everyone’s digital company, all of the sudden everybody
needs software developers or digital marketers or other sorts
of talent that we’ve been using for years, you know,
not only has the price doubled, but they’re much, much
harder to find and attract. So opening ourselves up
to a global workforce allows us to not only fill roles
but find better talent for the same money
and fill the roles faster. So, we do that
in a number of different ways. Our head office is based
here in Brisbane and we engage people like anyone else.
We have full-time salaried employees. We also have,
we’re a digital business, we don’t see a lot of our customers
so we have some flexibility for whether it be mums
that need to make the school pickup and they need
to work some odd hours, we accommodate that
sort of thing to attract talent. It’s not all about money,
it’s about flexibility. Globally we employ people
directly as contractors but we also use
tools like Upwork which was previously
called oDesk or Freelancer. You know, any of these networks
to find and engage the right talent. And I’m sure you guys
are familiar with that. I guess what we’ve done in order
to be successful is we’ve persisted. We’ve chosen
that we wanted to double down on this remote team and make it work and we’ve had our highs
and our lows with it, but I think over the last couple
of years we’ve really built a lot of IP around what we do
and making that successful and we now use a lot
of systems processes and tools internally to drive up
the communication and make sure that we’re still
getting all of knowledge-sharing even though we’re not sitting
next to each other and you know walking
by the water cooler as they say. So, I’ll share a couple
of those quick tactics with you and then I’m gonna
open it up to the floor so that you guys can sort of
pull out the knowledge that you want. One of the things that we started
last year that’s been really successful and started as an experiment is something that
we call #CEOAMA which stands for
CEO Ask Me Anything session. You guys might be familiar with AMAs
on the internet through sites like Reddit I sort of took
that concept, evolved it and brought it privately
into our business. The way it works is, last year
we ran them once a quarter, they were so successful, we’re probably
going to move it to monthly, but effectively I sit down
in front of a webcam or a laptop, I livestream straight to YouTube
using their free live streaming tech. I think you can
do it with Google Hangouts and a bunch of other different things,
but the reason I used YouTube is cos I can broadcast live and it will automatically
save the video for later as well. I unlist the video,
so it’s a private link. You can only view it,
if I give you the link and I share that link
internally with my Team. We’ve got about 60 people
around the world. So, we host an AMA, we schedule at
3 o’clock in the afternoon, one afternoon, it goes for about an hour and in the few hours prior
to that my Team collect(s) a list of anonymous questions from our Team all over the world. So I end up usually with about 60 or 70 questions from the Team which could range from
interesting questions like, “can we all have a pay raise
or a free massage chair?” or you know, what’s
coming up in the business, what are the big challenges
at the moment, what are you tackling at CEO level,
what should we be aware of you, what are the roles were
hiring for next, what’s the risks in our industry, the sorts of stuff that
people are curious about, they not necessarily
have access to ask CEO, so the whole purpose is to drive
massive transparency, tear down any barriers to that, any walls, any silos and we’re really big on basically
being the anti-bureaucracy. So, I then sit there for an hour, I have one of the team [member]
read out the questions to me and in most cases I’ve never
even seen them before so I have to act right there on the spot
and I broadcast live. We usually have about 50% of the
Team in the right sort of a time-zone that tune in and watch
it for an hour and the other 50% watch it
in their time-zone on YouTube later when they wake up. It’s something that we have
received rave reviews on. They’ve really got a lot of value out of it. They’ve been extremely grateful
for the level of transparency and just the fact that
we even want to run that internally really helps us retain talent
cos it shows we care. The other thing that
we’re doing similar to that is, you know you’ll see Claire
and Jorg here. They’re here with me.
They’re filming me today. This little talk will be
on YouTube and I’m gonna share that out
on the social channels and only three weeks
ago I started producing a daily video blog sharing,
Day in the Life of a CEO, Day in the Life of an Entrepreneur and I’ve put out
you know five or six episodes now of us travelling through Manila
and what our Manila office looks like, Transiting through Hong Kong,
the Brisbane office and how we’re doing some
of this, because people are curious and that’s actually part
of how we attract talent. So when people are googling me
or googling VroomVroomVroom. we’re putting out a huge amount
of social content now and that part of that is
driving self-selection. We want people to see what
our brand is doing, decide whether or
not that’s a great fit for them and choose to opt in or opt out
when we’re advertising a role or better yet,
knock on the door and say, “I love what you’re doing.
Are there any roles going?” Alright, so I could talk
for hours but I’ll try and slow it all down there. Hopefully,
that gives you a few seeds in your mind. Are there any immediate questions
that I can answer for you? Yeah. For your people who are
globally dispersed kind of all around the world, how do you engage them
in a company culture, if they’re kind of — They are out on their own.
Yeah. So, the question
was for the remote team that are dispersed over the world,
how do we engage them in the company culture. So, we use all sorts of
communication and collaboration tools. Our favourite is Slack. I’m sure you guys have heard
of Slack and used internally. So, we basically
banned internal email, because we found that the response rate and the level
of communication was far too slow and people felt out
of the loop with time-zones. So we moved to a chat based
collaboration tool which was Slack and that really reduces the divide. Each of the teams
whether its Development or Marketing or Design has a daily stand-up and so that’s a daily video call
where they stand up and just do
a really quick check in. This is what’s on my list today,
this is what I’m doing, this is what went well yesterday
and do that within their Team so that they’re actually
getting face time and feeling like
they’re part of something. The #CEOAMA helps
bridge the gap for everybody and gives them access to me. I catch about a hundred flights a year.
I’m around the world quite a bit and so I can film that anywhere rather than having to be
in just one of those offices. And of course you know,
we try and make sure that everyone irrespective of where they are are onboarded correctly
and trained in our core values, our operating principles,
what we’re all about and everybody participates
in the ideas, the planning, the strategy and what’s next. And again it sort of comes
into our core value of being an adhocracy rather than
a bureaucracy and really making sure everyone
feels part of what we call, ‘The Vroom Family’. How do you come up with
all the new ideas because there’s
always something newer. [Indistinct] Yeah, yeah. Look, to be honest like the #CEOAMA if I use that as
an example was my idea, but it was really just a variation
on a public AMA I’d seen. You know, if you guys aren’t familiar
with it, they get famous people to answer the public questions
on a forum called Reddit and I just thought
I’m gonna do that on video and I’m gonna do it internally
for the Team to share knowledge. In terms of new platforms
and what to use and why would you use them
in a social environment, for me I just experiment, you know. I pay attention to the market,
I see what other people are doing and I try and model their behaviour and I’m not prepared —
I’m not worried about falling on my face. I’m an entrepreneur first,
a CEO second so I’m pretty used to failure. We’re prepared to have a go at things. So, last year about February or March, I saw some
very early adopters in the business world
starting to use Snapchat, so I downloaded it thinking,
it was either a tool used for things
that we don’t talk about or tool used for teenagers. But all of a sudden,
I saw some really clever people using it I thought, hey there’s gotta
be a reason, why. So, I just downloaded the app
and started playing with it. And the first few times
I put out content, I think I accidentally sent it to myself,
you know, it didn’t even work, but you just try and so then very
quickly around June, July last year I started doing full-length
Snap Stories and that’s where you know they’re
ten-second videos at a time, but I would hold out
my phone like this and I would
record a video talking to camera as I’m walking down the street or as I’m going into a meeting.
I just started sharing my day. Because I realized that I’m a young
CEO running a fairly big global business and that’s a unique position
that a lot of people are interested in. So, rather than trying to be
really, really creative and really produced
to put out content, I just started sharing
what I’m already doing and I think that for a lot of people
you can do that as well. I think there’s a lot to be said
for documenting what you already do rather than creating. Cos otherwise
you spend a lot of time you know planning,
producing worrying about lighting and sound
and all that sort of thing. Allow it to be terrible
in the first place. Just make a plan
to put out 10 videos or make a plan to write ten
blog posts or 10 tweets or whatever it is that you wanna
experiment with and don’t worry if no one looks or respond or shares,
that’s not the point. You know the only way,
I got ‘camera comfortable’, was by doing it. And I wasn’t at all comfortable
in the beginning and I felt like a fool and I wanted
to delete it afterwards. It was only this year,
I really picked up Instagram for exactly the same thing,
Instagram Stories. So, now I’m doing it
on a bit of Snap and a bit of Instagram and it’s opened up
a completely different audience for me. So, I was doing that
before I walked in here today. I took a little bit of the Story
before I walked up, I captured a little bit
of Petra speaking. I’m just trying to document the day of what goes on in my life,
cos people are curious and then they end up finding
out about VroomVroomVroom and they become aware of it
next time they think of renting a car, they go, “oh, that’s right. I saw that
guy and maybe I’ll google that.” it’s not about Direct Selling
in the social environment. If you’re trying to promote your business
or if you’re trying to attract talent. It’s not about
push, push, push, it’s about add as much value
as you possibly can. Hopefully with interesting content and allow people
to opt-in themselves. I’m trying to promote word-of-mouth
rather than selling something. [Indistinct] I’m not sure about the question
properly. One more time. [Indistinct] Yes. Yes. Oh, okay. So, you know. I’ll just come back over here
so everyone can hear me, but how do we link the content
that we’re putting out that’s primarily
promoting the business or promoting me to recruitment? How do we actually make the ask
for recruitment and attract talent? I actually think a lot of that is almost by osmosis. The same people that are consuming
the content for business kind of wish their
business was like that. That’s what we’re going for.
We’re trying to actually be a little bit contrarian and have a more interesting culture or more interesting content
or a slightly more flexible workforce to attract talent and we can
compete with big corporates because we have
an entrepreneurial culture. We can attract people
that need to have a flexible workforce. We work with freelancers all the time.
We work with people that work from home
a couple of days a week and then work from the office
a couple of days a week. We’ve built systems to make
that happen and I think that to some extent
is our competitive advantage. So, if we’re putting
out content like this and people are following along
because they find that interesting, I’ll just pull out
an Instagram Story one day and I’ll hold up my phone, I’ll say,
“hey guys, we’ve actually published “three new roles” or “we’re thinking
about publishing three new roles. “We need a digital producer,
we need a videographer, “cos, we started doing all of this content.
You can see that the video aren’t great, “we want them to be great, “if you know anyone that would love to play
along with this journey let me know.” So, we can still go down traditional
recruitment channels. What we’re trying to do is “value add” to the process.
So one: if our network’s big enough, or our audience
is big enough on social, we might directly attract
some talent which is great. That shortcuts the process. They’re already familiar with this,
cos they’ve consumed some content, but what’s more
likely to happen is, we’ll publish a role or will give a role
to a recruitment firm and as they start shopping
it around and people are short-listed or candidates start
to become interested, there is no candidate in the world these
days that doesn’t google the business and potentially the
leadership of the business before deciding if they want to put their hand up for it
or go for an interview, right? And that’s where
they find our content. So I’m putting
out content irrespective of whether or not anyone
watching now because it’s all on Google, right? Or it’s all on Instagram,
it’s all on Facebook, it’s all still there and so someone can find it
when they’re ready and when it’s relevant. And you know,
we will actually put out content under the Vroom brand
about our culture, about our values. We’ll show what
the office looks like and what the vibe’s like internally. We will share some stuff
from office celebrations and birthdays and you know a couple
of weeks ago we had a great party because the business
turned sixteen, so we had a 16th birthday cake
and we had a bit of fun in the two offices around the world
and we sent some stuff to the remote Team to engage them as well. I think it’s about being you
and being your organisation and just sharing that
little bit more publicly and that helps the recruitment process. [Indistinct] You know what, our business
is really interesting. A lot of people think,
we run by twenty-year-olds. There’s a bit of that.
Particularly in the, because I’m young, right? We’ve got a lot of young
software developers and digital marketers in that
because it’s a newer space but we actually balance out
to an average age of about 45. I often make a joke, we actually appear
to attract the demographic of mums with children
that have left home and they’re in their early fifties that basically run the ship and then the group
of young guys and girls that are doing marketing and digital. It’s just a weird mix
of what we’ve managed to attract. In terms of the content though, um, completely different
on different social networks. So, you know when
we put videos out on YouTube, they’re consumed by all sorts
of different demographics and age groups. Instagram is really ageing up. It started young.
Facebook started young, now Grandma is on Facebook
looking at the pictures, right? Or Mum and Dad are on Facebook
looking at the pictures, so there’s plenty
of people on Facebook and they’ll consume more
content than you think. They might not be as digital savvy and commenting and liking
and sharing on everything but there’s a lot of views there. You know Twitter’s
an interesting space at the moment. It’s in decline, but apparently
there’s a new emerging group of people adopting it in the teens so you know, we’re watching that. Snapchat at the moment for me, because I mainly put out
entrepreneur and business content. I don’t get much engagement, because it’s too young. I get a few other people
that are trying to do what I do, but we consume each other’s content. We’re not really reaching
a wider audience. When I took exactly
the same Snap Story, you know daily videos that maybe add up
to 5 or 10 minutes throughout the day and put that on an Instagram Story,
sharing day in the life, it exploded. The like 600 times the amount
of engagement on Snapchat. That’s not to mean
that I’ll stop with Snapchat, it just means it’s not ready yet,
it’s not mature enough. Instagram has much
better discoverability, cos I can put a hashtag
on it that says, #CEO or #Entrepreneur
or #DayInTheLife and people discover my content. On Snapchat people only watch
me if they already follow me and so it’s a much
higher barrier to entry. So, yeah. I don’t have all the answers,
I just experiment, to be honest [Indistinct] Yeah. Look, massively. Massive difference in the different
markets around the world. In Brisbane we’re seeing a much
bigger agitation for flexible workforce. You know,
they’re getting the ideas. You know, Europe and the US
are so far ahead of us in terms of this sort of stuff. Australia is a bit slower
in terms of the adoption, but these digital first businesses
like ours are the ones to adopt it first. So you know we’ve got
a lot of flexible workforce in Brisbane and they’re our
most senior staff. Most of my Management Team
are based in the head office in Brisbane. In Manila, much more regimented and process and systems driven,
so that’s where the majority of people that,
we have in the Manilla office, we’ve got about
25 people there at the moment and I’m not talking call centre,
I’m talking SEO, design,
software development, strategy. We have CPA Accountants,
there’s all sorts. A lot of those actually thrive
in a much more structured environment because that’s what
they’re used to. And so when we started actually
offering flexibility in the Philippines, it failed miserably for us. Unless someone set up from home
as a 100% full-time freelancer, and they never come to the office, the whole hybrid
flexibility thing is not something that
their culture is used to or mature enough,
I think to handle. And then there’s real
infrastructure challenges, right? So if you’re working
in a place like the Philippines where in our office, because we have
a fibre internet connection they don’t have the same infrastructure
at home which is why they travel in. and traffic and transport and all those
sorts of things around the city are an issue. So, we recruit in a very tight circle around our core infrastructure. That’s where the money is all on.
It’s on the office with the great internet
and the backup power and all of that and then people come into that hub,
whereas in Brisbane, people can work from home. You know, we’ve got remote
workforce in Sydney, we’ve got remote workforce
in New Zealand, we’ve got remote workforce
in Spain and the US. In the more mature countries
we can rely on the infrastructure, which is so important
to our business. In the freelancing world,
so we use Upwork quite a bit to discover contractors
that are purely freelance. Sometimes they stay
on Upwork for years and we pay the fees and use
the Upwork platform, other time they become
full-time employees and we contract them directly
and pull them off the platform. But every market
is slightly different. The thing we found
the most success with is, the really high-calibre freelancers
in the world that use Upwork, the really valuable ones,
I’m talking about, you know if you’re trying
to attract a software developer a senior software developer,
maybe the market’s really tight here in Brisbane. You haven’t
quite found the right person, but you find them in, what’s a good example, Bali,
I hired someone in Bali last year, still a six-figure spend, right? This is still a role that’s probably
a 110,000 dollars Aussie equivalent, but I found the most success with those types of roles.
For the really talented, they’re craving reliability, ongoing stable work. Because the main reason they
operate on those platforms is, it’s two reasons. One, they want
flexibility of hours and work or interesting work. Two, more likely they live in a place
where there’s not enough work and they wanna play
in the global workforce. So, you know we have
people from Russia and India and Bangladesh
and Bali and Lithuania and Spain and the US
and all over. And they have these great talents
that we have in demand. They don’t have the same
opportunity in their local economy. And so we’ve had great success
engaging people on short-term trials and then offering them
a full-time long-term contract. Even if it’s still through
the Upwork contract, we’ll give them
a guarantee of a year’s work or six months work,
because you usually find that, that these guys and girls
that have worked in corporate, being agitated by it,
haven’t enjoyed it, they’ve come out
and decided to freelance, then they realised
that freelancing’s hard, right? You have four
clients on-the-go. The client says,
“yeah, we need you next week”, but then they shift their project. And you were counting
on the cash flow, but then it wasn’t available, because you’re at the mercy of other people.
So, usually these are technicians, software devs or designers. They’re not good at running
a business, they’re not good
at client management, they’re not good at managing
time and energy. So, they go out for the opportunity
to work from home and the flexibility, but when we offer
them a full-time gig with ongoing work and they don’t have
to worry about juggling multiple clients, multiple projects,
we often get a big sigh of relief and we attract
much greater talent and we retain them longer. So, really flexible
in our Western markets like Brisbane
and the US and the UK, very regimented in the Philippines and other parts of Asia
and then you know Eastern Europe and other freelances
like a bit of flexibility, but they like guaranteed work cos these people still have
mortgages and bills to pay. [Indistinct] Yeah. I think that last story,
I just told about professional freelances that you’re giving full-time
or very sort of uh, guaranteed work to is where we’re going. You know that’s what I’m seeing.
I’m seeing people with demands that they want freedom of geography, they want to be out like — we have an Optimisation Manager, a quite senior role who does
all that conversion optimisation, analytics and testing and
split testing and all that sort of stuff. Brilliant guy based in Lithuania. I was chatting to him
you know, a month ago and it looked different.
You know we’re videoconferencing, it’s different room. And I said,
“Ah, looks sunny today”. And he said,
“yeah, I moved to Spain”. I didn’t even know, right. He said, I moved to Spain
for three months for the winter, because it’s too cold in Lithuania. And so he loves that
freedom and flexibility. He still delivers all his work.
He’s got a commitment to us, but he can move around so, I’m seeing more
of that being pushed even into the Western environment
here in Australia, the US and Europe.
I think people want to be able to make
commitments for mortgages and bills and plan their life
and grow their family and have security, but they just need
a little bit more flexibility in terms of where they are
and when they work. So, not everybody can offer that. Even to some
extent we can’t, right? We have a very large
Customer Care Team, that answers phone calls and they can’t
choose when they work. They’re very much rostered on
to make sure we’ve got full coverage. But where you have the roles
and you can provide flexibility, I think you’re gonna see
a much bigger demand for that coming up. Any other questions.
Thank you so much. Thank you guys.
I hope it was valuable. – Thank you.
– [Applause]

The Summit on PLC at Work®: A Career-Changing Experience


Tim Brown: “How did you come to the Summit today?” Audience: “Ready to learn!” Tim Brown: “Yeah! Ready to learn, ready to explore!” “We’re here at the PLC Summit in Arizona. It’s very inspiring to get together with so
many educators.” “We have a new vim and vigor that we’re really
taking back with us to Kentucky.” “We can go back as a team and effectively
implement PLCs, and really make a difference in the lives, of not only our students, but
our teachers.” “This conference has been wonderful, in terms
of reminding us that collaboration is key.” “The moment I met them, I knew they were wanting,
they were ready to be unleashed to be leaders. When I saw them at the conference, I was like,
‘Yes!'”