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Accepting the Truth at Work: 3 Practical Tools  Slide 1 Accepting the Truth at Work: 3 Practical Tools  Slide 2 Accepting the Truth at Work: 3 Practical Tools  Slide 3 Accepting the Truth at Work: 3 Practical Tools  Slide 4 Accepting the Truth at Work: 3 Practical Tools  Slide 5 Accepting the Truth at Work: 3 Practical Tools  Slide 6 Accepting the Truth at Work: 3 Practical Tools  Slide 7 Accepting the Truth at Work: 3 Practical Tools  Slide 8 Accepting the Truth at Work: 3 Practical Tools  Slide 9 Accepting the Truth at Work: 3 Practical Tools  Slide 10 Accepting the Truth at Work: 3 Practical Tools  Slide 11 Accepting the Truth at Work: 3 Practical Tools  Slide 12 Accepting the Truth at Work: 3 Practical Tools  Slide 13 Accepting the Truth at Work: 3 Practical Tools  Slide 14 Accepting the Truth at Work: 3 Practical Tools  Slide 15 Accepting the Truth at Work: 3 Practical Tools  Slide 16 Accepting the Truth at Work: 3 Practical Tools  Slide 17 Accepting the Truth at Work: 3 Practical Tools  Slide 18 Accepting the Truth at Work: 3 Practical Tools  Slide 19 Accepting the Truth at Work: 3 Practical Tools  Slide 20 Accepting the Truth at Work: 3 Practical Tools  Slide 21 Accepting the Truth at Work: 3 Practical Tools  Slide 22 Accepting the Truth at Work: 3 Practical Tools  Slide 23 Accepting the Truth at Work: 3 Practical Tools  Slide 24 Accepting the Truth at Work: 3 Practical Tools  Slide 25 Accepting the Truth at Work: 3 Practical Tools  Slide 26 Accepting the Truth at Work: 3 Practical Tools  Slide 27 Accepting the Truth at Work: 3 Practical Tools  Slide 28 Accepting the Truth at Work: 3 Practical Tools  Slide 29 Accepting the Truth at Work: 3 Practical Tools  Slide 30 Accepting the Truth at Work: 3 Practical Tools  Slide 31 Accepting the Truth at Work: 3 Practical Tools  Slide 32 Accepting the Truth at Work: 3 Practical Tools  Slide 33 Accepting the Truth at Work: 3 Practical Tools  Slide 34 Accepting the Truth at Work: 3 Practical Tools  Slide 35 Accepting the Truth at Work: 3 Practical Tools  Slide 36 Accepting the Truth at Work: 3 Practical Tools  Slide 37 Accepting the Truth at Work: 3 Practical Tools  Slide 38 Accepting the Truth at Work: 3 Practical Tools  Slide 39 Accepting the Truth at Work: 3 Practical Tools  Slide 40 Accepting the Truth at Work: 3 Practical Tools  Slide 41 Accepting the Truth at Work: 3 Practical Tools  Slide 42 Accepting the Truth at Work: 3 Practical Tools  Slide 43 Accepting the Truth at Work: 3 Practical Tools  Slide 44 Accepting the Truth at Work: 3 Practical Tools  Slide 45 Accepting the Truth at Work: 3 Practical Tools  Slide 46 Accepting the Truth at Work: 3 Practical Tools  Slide 47 Accepting the Truth at Work: 3 Practical Tools  Slide 48 Accepting the Truth at Work: 3 Practical Tools  Slide 49 Accepting the Truth at Work: 3 Practical Tools  Slide 50 Accepting the Truth at Work: 3 Practical Tools  Slide 51 Accepting the Truth at Work: 3 Practical Tools  Slide 52 Accepting the Truth at Work: 3 Practical Tools  Slide 53 Accepting the Truth at Work: 3 Practical Tools  Slide 54 Accepting the Truth at Work: 3 Practical Tools  Slide 55
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Accepting the Truth at Work: 3 Practical Tools

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Mind the Product, 2018 London. This talk provides three practical tools that product leaders can use to uncover, accept, and act on what is true—so that you can be less grumpy and more effective at work. Because isn't that what we all enjoy? The feeling that we're doing good work, and that it's working?


(UBAD Model for Buy-In by Janice Fraser is licensed under Creative Commons Attribution-NoDerivatives License 4.0 International.)

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Accepting the Truth at Work: 3 Practical Tools

  1. 1. Hi.
  2. 2. @clevergirl
  3. 3. WOMAN FACING DOWN RIOT POLICE KIDS BEHIND CHAIN LINK FENCES HURRICAINES< FIRES< CLIMATE DENIERS
  4. 4. WOMAN FACING DOWN RIOT POLICE KIDS BEHIND CHAIN LINK FENCES HURRICAINES< FIRES< CLIMATE DENIERS
  5. 5. These days, many Americans are reflecting on what’s true. And what we need to do to get ourselves out of this predicament. @clevergirl
  6. 6. Most very large companies have one thing in common with America: They’re big, and strong, and think that because they have been dominant for a long time, that they’re probably doing alright. @clevergirl
  7. 7. Large corporations struggle to grow Walmart <1% Ford <0% Coca Cola <0% Dow Chemical <0% @clevergirl
  8. 8. How Companies Can Create Like Entrepreneurs, Invest Like VC’s, and Install a Permanent Operating System for Growth EW T GDavid Kidder Christina Wallace “How companies can create like entrepreneurs, invest like VCs, and install a permanent operating system for growth.” @clevergirl
  9. 9. Today we’re about product leadership. And this year, and all of my customers are struggling to deal with truth. So it’s in this frame of that I’ve been examining my tool kit. @clevergirl
  10. 10. J A N I C E F R A S E R Chief Product Officer 3 TOOLS FOR UNCOVERING, ACCEPTING, and ACTING ON WHAT IS TRUE. …so that we can be more effective at work @clevergirl
  11. 11. 1. The path out of hell leads through misery. 2. Business decisions are often made illogically. 3. One does not get buy in during a meeting. 3 PROVOCATIVE BUT TRUE STATEMENTS @clevergirl
  12. 12. “The path out of hell leads through misery.” INCONVENIENT TRUTH or PESSIMISTIC LIE @clevergirl
  13. 13. Radical Acceptance MARSHA LINEHAN Psychology Researcher University Washington working on it since 1968 @clevergirl
  14. 14. Truth with care, For the benefit of another. @clevergirl
  15. 15. Radical Acceptance Truth with care, for the benefit of yourself. Tool #1 @clevergirl
  16. 16. What kind of truths do we need to accept at work? You did not get a raise Customers don’t use our product The roadmap didn’t get approved That person is a jerk, even though his work is good This project is a mess You disagree with that decision The way that we’ve been doing things isn’t working The new competitor is winning The stakeholder is not cooperative Someone thinks you’re to blame Sales are down Recession is inevitable You have responsibility but not authority There is too much work for the amount of time and resources @clevergirl
  17. 17. • How often do you complain about work? • How often do you leave work exhausted? • When was the last time you were angry about something that happened at work? Wouldn’t it be good to get some relief from that? @clevergirl
  18. 18. Take a moment to consider a recent business decision that was disappointing. @clevergirl
  19. 19. Consider the impact of that decision. Who were all the people negatively affected by it? Did the decision-makers consider the right things? What would have been a better call? Who was consulted? @clevergirl
  20. 20. Notice how your body feels right now Is your heart beating faster? Shallow breath? Lump in your throat? Tight chest? Sweaty palms? Face hot? If yes, you’re still not at peace with the facts. @clevergirl
  21. 21. All of those thoughts and sensations get in the way of being effective at work. @clevergirl
  22. 22. We get stuck in our belief that the current situation Should Not be the way that it is. That creates a mental dissonance – it’s true, but it shouldn’t be true. “Radical Acceptance is when you stop fighting reality, stop throwing tantrums because reality is not the way you want it.” —Marsha Linehan @clevergirl
  23. 23. Typically, we work around it, ignore it. Chin up. Persevere. @clevergirl
  24. 24. Radical Acceptance Tool: 6 Question Retro By yourself, or with a trusted partner/advisor, answer these questions simply and factually. This is about the Past and the Present. Write down your answers. Spend an hour. 1. What is the unsettling situation? 2. How did this situation occur? 3. What effect did it have on you (professional, emotional, physical)? 4. How did you contribute to the situation? 5. How did those around you contribute to the situation? 6. What did you have control over in the situation? @clevergirl
  25. 25. When you accept reality, it stops controlling your thoughts and emotions, so that you can be more effective. @clevergirl
  26. 26. 3 Paths Forward, once you get unstuck 1. Solve the problem. 2. Feel better about the problem. 3. Tolerate the problem. @clevergirl
  27. 27. BY ME FOR ME BY ME FOR OTHERS UNVARNISHED TRUTH PREVARICATION RADICAL CANDOR RADICAL ACCEPTANCE FRUSTRATED BLINDNESS TOXIC NICENESS @clevergirl
  28. 28. Radical Acceptance All the way. Complete. It is accepting in your mind, your heart, and your body. @clevergirl
  29. 29. Why accept reality? 1. Rejecting reality doesn’t change it. 2. Changing reality requires that you first accept it. 3. Acceptance can lead to pain. 4. Pain can’t be avoided. (Rejecting reality turns pain into suffering.) 5. Accepting reality usually leads to deep calm. “The path out of hell is through misery.” @clevergirl
  30. 30. “It isn't suffering that leads to hopelessness. It's suffering you think you can't control.” Angela Duckworth Grit, 2016 @clevergirl
  31. 31. 2. Business decisions are often made illogically. PROBLEM @clevergirl
  32. 32. “Most men, including those at ease with problems of the greatest complexity, can seldom accept even the simplest and most obvious truth if it be such as would oblige them to admit the falsity of conclusions which they have delighted in explaining to colleagues, which they have proudly taught to others, and which they have woven, thread by thread, into the fabric of their lives.” Leo Tolstoy What is Art 1897 @clevergirl
  33. 33. Any decision should involve at least 3 people: The who can say Yes The who has to live with the outcome The who has the subject matter expertise @clevergirl
  34. 34. Shout out to Cindy Alvarez MTP 8/18 San Francisco @clevergirl
  35. 35. Clusters of Cognitive Biases Affect Decision-Making RESIST WHAT’S NEW Ambiguity effect Conservatism Bias Declinism Gambler’s Fallacy Sunk Cost Endowment Effect Zero-Risk Bias PRESENTATION ALTERS BELIEF Anchoring Bias Recency Bias Framing Distinction Bias Illusory Correlation @clevergirl I AM RIGHT, AND WHAT I SEE MUST BE RIGHT Blind-Spot Bias Overconfidence Clustering Illusion Salience Survivorship Bias Availability Selective Perception Confirmation Bias Belief Bias Choice Supportive Backfire effect Placebo Effect RESIST WHAT’S OLD Pro-Innovation Bias Optimism INFORMATION RECEPTIVITY Ostrich effect Information Bias Bizarreness effect SOCIAL Bandwagon/Groupthink Stereotyping Shared Information Bias Zero-Sum Bias Loss Aversion
  36. 36. We want them to make a fact-based decision. But as Tolstoy says, those are biased. @clevergirl
  37. 37. We know a lot about how bias works, but how has that knowledge changed our behavior? @clevergirl
  38. 38. Monthly Bias Salon When approaching a decision or challenge, take an hour to think about the biases that may come into play and make an explicit plan for de-fanging them. 1. Set aside an hour 2. Bring a colleague or two 3. What is a decision that will be made? 4. Who will be involved? 5. What are 3-4 likely biases at play? 6. How can you mitigate? 7. Repeat monthly until you’re good at it. Tool #2 @clevergirl
  39. 39. THIS MONTH’S DECISION: What Metrics to track? @clevergirl RESIST WHAT’S NEW Ambiguity effect Conservatism Bias Declinism Gambler’s Fallacy Sunk Cost Endowment Effect Zero-Risk Bias PRESENTATION ALTERS BELIEF Anchoring Bias Recency Bias Framing Distinction Bias Illusory Correlation I AM RIGHT, AND WHAT I SEE MUST BE RIGHT Blind-Spot Bias Overconfidence Clustering Illusion Salience Survivorship Bias Availability Selective Perception Confirmation Bias Belief Bias Choice Supportive Backfire effect Placebo Effect RESIST WHAT’S OLD Pro-Innovation Bias Optimism INFORMATION RECEPTIVITY Ostrich effect Information Bias Bizarreness effect SOCIAL Bandwagon/Groupthink Stereotyping Shared Information Bias Zero-Sum Bias Loss Aversion
  40. 40. THIS MONTH: What metrics should we track Information Bias What it sounds like: “Look at all the metrics I can track.” Explicit Strategy: Work back from your definition of business or customer value. Availability Bias What it sounds like: “We measure “value created” with the metric SLOC. It stands for Source Lines of Code.” Explicit Strategy: Start with definition of business value, and let that guide what we measure. Confirmation Bias What it sounds like: “I never liked that idea, and see, this piece of data proves it’s not working.” Explicit Strategy: Only measure the things that are revealing.. @clevergirl
  41. 41. 3. One does not get buy in during a meeting. OBVIOUS BUT OVERLOOKED @clevergirl
  42. 42. “A sense of willing participation in enthusiastic followers.” Dan Gregory The Impossible Institute, 2016 A DEFINITION OF BUY-IN @clevergirl
  43. 43. WHAT I HATE ABOUT “BUY-IN” 1. Nobody knows what it is. 2. Everybody thinks they have it. 3. Once we’ve got it, we forget about keeping it. 4. It disappears when the wind changes. 5. Dammit. @clevergirl
  44. 44. The U-BAD Model For diagnosing Buy In UNDERSTANDING BELIEF ADVOCACY DECISION @clevergirl – cc
  45. 45. You can have belief without understanding…and that’s cool…until it’s not. UNDERSTANDING BELIEF @clevergirl
  46. 46. A decision without understanding or belief…is vulnerable. UNDERSTANDING BELIEF ADVOCACY DECISION @clevergirl
  47. 47. The U-BAD Model For diagnosing Buy In UNDERSTANDING BELIEF ADVOCACY DECISION Do they believe in it? Have you seen them speaking accurately, effectively, and supportively about it? Do they understand it? Are they making decisions in support of it? @clevergirl
  48. 48. The U-BAD Model For diagnosing Buy In • How do I know I have their support? • Is it fragile or durable? • What next actions might I take to shore up that support it? @clevergirl
  49. 49. J A N I C E F R A S E R Chief Product Officer 3 TOOLS FOR UNCOVERING, ACCEPTING, and ACTING ON WHAT IS TRUE. …so that we can be more effective at work • Radical Acceptance (Retro) • Cognitive Bias Salon (Monthly) • UBAD (buy-in diagnostic) @clevergirl
  50. 50. “Long is the way and hard, that out of Hell leads up to light.” John Milton Paradise Lost, 1667
  51. 51. So, to close, I want to thank you, UK, for sharing John Oliver with us. There’s nothing like a British sense of humor to help us laugh at the truth. @clevergirl
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Mind the Product, 2018 London. This talk provides three practical tools that product leaders can use to uncover, accept, and act on what is true—so that you can be less grumpy and more effective at work. Because isn't that what we all enjoy? The feeling that we're doing good work, and that it's working? (UBAD Model for Buy-In by Janice Fraser is licensed under Creative Commons Attribution-NoDerivatives License 4.0 International.)

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