IT Leaders

00;00;00;04 - 00;00;28;27
Glenn Keller
Okay. Good morning. Good morning. Oh, yeah. Thanks for being here. Thanks for having me. Right. Okay. We've got a guy with one play and power tools. This is going to be great. Related. Maybe somebody started a good joke. Maybe. Yeah. Okay. So maybe four years ago, John Maynard Keynes said, in a hundred years, we're all going to be working 15 hour workweeks.

00;00;29;00 - 00;00;54;16
Glenn Keller
Who's doing that? Kevin. Help people. You guys, you're not. No. Oh, you're not doing that. Okay. You got six more years. Right. So you know why you jumped the shark? We're barely even with all this technology that we've deployed. I'm using the royal. We hear. Since 1950, nearly 75 years ago, we've only shaved four hours off of our workweek.

00;00;54;19 - 00;01;12;21
Glenn Keller
Why is that? I mean, but even if you could see, you could work at 58 hours a week. Would you put that on LinkedIn? I do it, you see. Hey, I am out here Tuesday at 10 a.m., and I am absolutely killing it. Hell no. You're not going to do that. Why should you be dragged all over the universe?

00;01;12;24 - 00;01;39;00
Glenn Keller
Because we still live in this kind of puritanical society, right? And just as a reminder, Puritanism, the heart of even fear that someone, somewhere may be happy. And we cannot allow that. I mean, look at. Look at paid vacation, you know, mandates by country. The U.S. looks like almost nothing. I mean, it kind of makes you wonder if we really, really want to work more.

00;01;39;02 - 00;02;08;25
Glenn Keller
And look at this chart. If you can, if you can see that dark blue line over here, that's labor productivity since 1950. It's flat. So we've got all this technology we've deployed, right. We've, you know, hardly any mandated PTO. It's still labor. Productivity isn't really going anywhere. Decreases, but it's like anemic. So I mean, most companies yes, they start you with two weeks PTO unless you work for us and you get three weeks to start.

00;02;08;28 - 00;02;35;22
Glenn Keller
Always be recruiting, right? Yeah. So what's going on here? Right now, this is not like a rant against technology, although sometimes it would seem that way. I mean, technology is great. Looks at technology is done. We might. This global poverty rate the blue line is energy consumption. We can't really measure like, you know, technology adoption. But energy consumption is a pretty good proxy.

00;02;35;24 - 00;02;52;21
Glenn Keller
So we've deployed all this technology. It's beautiful. How come we're sitting here? I mean, no offense to anybody from yum brands here. I don't know. No offense to yum brands or anything, but why are we here at this conference room on a beautiful day instead of here?

00;02;52;23 - 00;03;12;06
Glenn Keller
Well, my theory is that's because we're consuming the advantage, right? We deploy technology, and we immediately consume the advantage. What I mean by that is, you know, the easy parallel is, you buy a new house because you need more room. What happens after a couple of years? Right? You've completely filled it up with a new load of crap.

00;03;12;10 - 00;03;37;24
Glenn Keller
Yeah. So another, you know, more serious example is car crash fatalities. Look what's going on here since the 1993 or so. Down down down down down 2010. What's going on? It starts to flatten out. What else is going on around 2010? We start to avoid things like this. We start to deploy things like all these safety devices. Right.

00;03;37;24 - 00;04;06;00
Glenn Keller
So we've got lane detection. We've got collision avoidance. If the rate is trending back up. What's going on. We consume the advantage. And yes 3000 deaths per year from distracted driving. Translation 3000 people are dead because people were looking at their cell phones when they were driving. That's all distracted driving. This DUI is we're actually going down, distracted driving the way up.

00;04;06;02 - 00;04;17;15
Glenn Keller
So in technology terms, when we think about consuming the advantage. I like to talk about friction. And what do I mean by friction? Well, I'll give you a little example.

00;04;17;17 - 00;04;42;08
Glenn Keller
How? Okay. Here's the power tool part. This thing is 40 years old. How many of you think it's going to work? Raise your hand. Right. Yeah. Most of you think it's going to work. And of course it's going to work. I mean, it's a basically a brick with a motor. Like, literally nothing can happen to this thing.

00;04;42;11 - 00;05;09;19
Glenn Keller
How about this? Is it going to work? Oh, it's of course, the doctor work. There's no battery, right? How about now? Is it going to work? Yeah. You're not so sure, right? Maybe the battery's charged. Maybe it's not battery charged. Right? So it's going to work. That's a little example of friction. What I do is over here. I got it.

00;05;09;21 - 00;05;27;25
Glenn Keller
So another thing about this drill is okay, as long as I keep the battery charge up, we have a good drill. It's going to work. It's going to work for the next ten years. Until what happens after ten years? The battery doesn't take a charge anymore. So, you know, you go to Home Depot and you said, I need two new batteries.

00;05;27;28 - 00;05;46;12
Glenn Keller
Guess what? They don't make that battery anymore. Why? Because the batteries are better. They're smaller. The more efficient. Which means you buy two more batteries. Right. And then also, when you have to buy a new tool with your tool, no longer uses those. So then what happens? Well, you've got the battery, right. The old ones. What are you going to do with it?

00;05;46;14 - 00;05;53;16
Glenn Keller
You got to get rid of it. But you can't throw it here. No no, no, those can't go to landfill.

00;05;53;18 - 00;06;17;09
Glenn Keller
You got to recycle it. But but not here. They can't go at curbside recycling. No, you got to take it to a specialized recycling facility. We're friendly experts will help you recycle that better. So let's say that this thing is going to last 80 years, but you decide you want a battery operated one anyway because it's cool. What's your footprint look like over 80 years?

00;06;17;11 - 00;06;44;12
Glenn Keller
You can buy one of these and you're going to buy eight of the battery operated drills. Any of my 16 batteries cost almost $3,000 versus 3997. Wow. If you're not doing a lot of work right. It seems a pretty obvious choice. Well, what are we going to do now? We're going to buy the cord. Right? Because, you know, when it works, it is a lot heavier.

00;06;44;14 - 00;07;06;07
Glenn Keller
So we've decided here that the juice is worth the squeeze. Okay. We got to go through all this stuff. This thing so cool. It's so easy to use. I'm going to put up with that friction. So a little bit of the more I'm talking about here. This is exactly that. Is the juice worth the squeeze? And more importantly, who exactly is doing the squeezing?

00;07;06;10 - 00;07;33;28
Glenn Keller
Okay. Space shuttle. Space shuttle. Challenger. Everybody remember the challenger disaster. Everybody, the story about the O-rings, etc.. So here we are, a nice, beautiful Florida day. It's warm. It's sunny. It's brilliant. Perfect day for a launch. Except for one problem. Inside that red circle is a little handle that's attached to the hatch. The technicians on the pad cannot get that handle off.

00;07;34;00 - 00;07;52;06
Glenn Keller
So what are they going to do now? They're going to call a special team to the, to the launch pad to try to get the handle removed. Now, if you're standing near the fully fueled space shuttle, you're not using one of these, because if it were dark in here, you could see that this thing is storing up sparks, right?

00;07;52;07 - 00;08;10;10
Glenn Keller
So you have to have battery operated tools. So the special team goes up there and they see what the problem is a whip out their tools. Anybody want to guess what happened? Battery's dead. The batteries were dead. Every single tool they had, they had 4 or 5 of them had a dead battery. What are they going to do?

00;08;10;12 - 00;08;28;04
Glenn Keller
So now they got to call old school maintenance guy who's God knows how far from the pad. If you've been to Cape Canaveral. The launchpad has miles away from anything. So this guy gets in the truck, comes out to the pad, the clock is ticking because we have a launch window that's starting to close. He gets to the bottom of the launch pad.

00;08;28;10 - 00;08;52;01
Glenn Keller
He can't go up because he doesn't have security clearance. So now this argument goes on. He finally gets to take the Soyuz elevator up to the top of the launch pad. Takes a look, sees what's going on, and immediately grabs one of these and saws that handle of this $8 billion in today's day and today's dollars spacecraft. Problem solved.

00;08;52;04 - 00;09;13;20
Glenn Keller
Right? Old school maintenance guys are hero. Except for one small problem. But launch window is coming up. So now they have to launch the next day. And the next day turns out to be a very cold day. And I think everybody knew what happened after that, right? So we lost several billion dollars worth of spacecraft. But even more important, we lost the lives of seven people.

00;09;13;25 - 00;09;45;19
Glenn Keller
Now, you can't blame the O-ring failure on its head battery. However, if it hadn't been for the hatch bolted down too tightly, and if it hadn't been for the dead battery, this thing probably would have went off the day before and avoided all of that. So lesson learned about dead batteries. Okay. A little more friction. David Graeber, in his book Bullshit Jobs, talks about jobs that exist in organizations that don't really move.

00;09;45;19 - 00;10;07;03
Glenn Keller
The mission of the organization forward. Right. There's nobody in here that's one of those. In case you're worried, like, oh, my God, you were going to talk about me. Okay. I might piss off the cybersecurity people a little bit. Sorry. Sorry, sorry. But I will say I'm not so sure a cyber security person, but I am responsible for it.

00;10;07;05 - 00;10;39;06
Glenn Keller
So, Anyway, while none of you may have a bullshit job, almost everybody has bullshit work that has to be done. And one of the prime examples of bullshit we're sorry is multi-factor authentication. No. Well. That's why I'm doing. Why? Why does MFA exist? It exists because we have to protect the organization from the technology that we put it.

00;10;39;08 - 00;10;58;05
Glenn Keller
That's the only reason it's there. Right. And then we tell tell ourselves, well, you know, it's the employers are our weakest link. Now they're after technology is stupid, right? That's what happened. That's how come we've you know, we've exposed ourselves to everybody in the world, and now we have to protect the organization. Look, I love MFA, I adore it.

00;10;58;07 - 00;11;19;16
Glenn Keller
The reason I like MFA so much is when I go to any meeting with stakeholders and I say, hey, you know, what can we do better as an MFA? I don't mean as an IT group. And automatically MFA comes up, right? And it's like the pitchforks are out. Can you get rid of MFA? And everybody forgets about all the other stuff that we screwed up.

00;11;19;19 - 00;11;44;00
Glenn Keller
So for that standpoint, kudos is great. But another is another type of friction is when we move work around. So okay, I'm giving my age away. I remember when you first started rolling out office productivity suites. You know, somebody came up, you know, hey, you got WordPerfect on your desk that was at this great about for what? And they said, well, think about it right.

00;11;44;00 - 00;12;08;18
Glenn Keller
Instead of you writing here. It said if you go in a melody, you know, a melody writes your memos for you and Melody puts your slides together. You can do all of that yourselves. And I'm like, oh, thanks for the great gift. Right. I thought my job was to write computer programs. But if you want to take a certain part of my job so that I can write really crappy documents and put together ugly slideshows on, you know, you're the boss.

00;12;08;18 - 00;12;27;16
Glenn Keller
You pay me hired, I'm all in on it. And meanwhile. Right. What happened? All the melodies. Trick question. We know what happened because there were all those people on the totem pole. Most of them were no longer had their jobs. I don't remember. There was a lot of people that said, you know, we don't really want these jobs.

00;12;27;19 - 00;12;47;19
Glenn Keller
And they were mostly women. And there are a lot of women saying this, too, these jobs for us, we don't need these kind of jobs. They're kind of, you know, they're clerical and, you know, they're really beneath us. Right? The people that weren't saying that are the melodies. And the melodies were valued members of the team. They knew what our objectives were.

00;12;47;21 - 00;13;02;17
Glenn Keller
They knew what our goals were. Okay. We just start to talk about distractions. And if we're going to talk about distractions, we have to make a stop on the information superhighway.

00;13;02;19 - 00;13;28;06
Glenn Keller
If this is the Mother of Dragons, then the internet is the mother of distractions. If you ever set out to invent a medium that would rewire our mental circuits as quickly and thoroughly as possible, you would probably end up with something like the internet that comes from the shallows. What the internet is doing to our brains, $250 billion.

00;13;28;08 - 00;13;52;28
Glenn Keller
That represents the amount of money that we spend globally in cyber security to protect ourselves. Some threats that mainly come across the internet. We protect organizations and we protect ourselves. So can you imagine the business case? A few know it 40 years ago, say 30 years ago, when we first started connected to the internet, we first started to use SAS applications.

00;13;52;28 - 00;14;14;03
Glenn Keller
We started opening our organizations to the world. Imagine this business case between a board of directors. Hey, we're going to do all this cool stuff. It's going to be great, right? To be able to have these SAS applications communicate with people in Bangladesh wherever you need to. Oh, by the way, we're going to be $2.5 trillion over the next ten years to protect ourselves because there's been crooks out there trying to kill us.

00;14;14;06 - 00;14;35;06
Glenn Keller
How do you think that would have went? Right. But, you know, we didn't do that. We didn't plan on it. And that's okay. We are where we are and where we are is. Hey, we could get a roll of toilet paper overnight, right? Isn't that great? Now, nobody's saying the internet's not important and it's not going anywhere. It's delivered a lot of great benefits.

00;14;35;09 - 00;14;50;01
Glenn Keller
I mean, I'm a senior citizen, and I look at the internet, I think, hey, my life is going to be a lot easier than, you know, the life of my parents or my grandparents because of all the technology we delivered and a lot of it's internet enabled. But, you know, we got to think about the cost and think about the friction.

00;14;50;04 - 00;15;17;10
Glenn Keller
Is the internet worth the squeeze? And I think probably we're going to say it is. But you know, there's some stuff that's still pending because we don't exactly know what the friction is, and we don't exactly know what it's doing to our brains. The internet can produce both acute and sustained alterations in specific areas of cognition, which may reflect changes in the brain affecting our attentional capacities, memory processes and social interactions.

00;15;17;12 - 00;15;39;10
Glenn Keller
And all this is good research. If there's something sketchy, I'll tell you as we go, right, I might use it, but I'll let you know. It's fine. I don't know, I so sure, but this is very good research. Okay. Another distraction. We were talking about that a little bit. You were so meetings. So over the past decade, time spent in meetings has increased annually by 8 to 10%.

00;15;39;13 - 00;16;06;06
Glenn Keller
83% of employees that up to a third of their week in meetings, and 47% complained that the meetings were a complete waste of time. So we've all seen calendars like this, right? Just chock full of stuff. And some people have them like week after week after week, after week. And how does this happen? One of the reasons it happens is because the hurdle to set up a meeting is so low.

00;16;06;09 - 00;16;15;24
Glenn Keller
You just go with outlook. You see two hours on somebody's schedule and you say they're not doing anything. Boom. Right. I'm putting a meeting.

00;16;15;26 - 00;16;33;20
Glenn Keller
Now. Unfortunately, Melody is not around because in the past, Melody would have stepped in and said, why is it that you want to have this meeting? Because our team's all working on this thing, right? Well, that's what our melodies did.

00;16;33;22 - 00;17;05;07
Glenn Keller
So we continue to have these. And something about this person that I can absolutely, 150% guarantee they're not getting any deep work done. They're not getting any focus work done. It is impossible. And to the extent that they are, they're probably doing it at home in the evening. So if you have people on your teams that have schedules that look like this, as a leader, you need to step it because I guarantee you whatever the main job is, it programing or whatever, they can get it done during the day.

00;17;05;09 - 00;17;29;26
Glenn Keller
It just ain't happening. Everybody has somebody like this, right? My job is meeting and he wants to make meeting your job to. It is always really nice, right? Email the assignment generator. Why do I call it the assignment generator? Because it is so easy. You can give somebody work without any feedback loop at all. It goes like this.

00;17;29;28 - 00;17;44;18
Glenn Keller
Right? You come in Monday morning with weekly it out before you get an email. Hey, I really need this thing by Friday. You got to fill this out, blah blah blah, blah blah. And you know what? I really need by Thursday so I can make sure you to write anything that's going to make me look bad. Yeah.

00;17;44;18 - 00;18;09;00
Glenn Keller
Thanks. Let me know if there's any problems. Bye. Okay. In a world where justice. Okay, I sound like the movie trailer guy. In a world where justice. I mean, you should be able. I mean, you should be able to piss off, right? Right. But then you always have the nice ones, right? The nice ones. Right? Hi. I know you're really busy, but I really need to have this thing done by Friday.

00;18;09;01 - 00;18;31;11
Glenn Keller
They don't mind. And, you know, I kind of need it Thursday so we can review it. Ask questions. Sorry about it. Thank you. Tia. Have a nice day. Double piss off. I mean, think about what's the rational answer here. We all have a boss, right? I mean, the rational answer should be. Let me check with my boss and see what he or she says.

00;18;31;13 - 00;18;47;14
Glenn Keller
All right. Better yet, let's put the onus on yourself. The gold medal answer is zero. Why don't you check with my boss and see what he or she says? And if she says, hey, I'm willing to give up the deadline that this person has this week that I'm willing to do. You request.

00;18;47;16 - 00;19;09;09
Glenn Keller
When it comes to distracting behaviors embraced in the workplace, we must give up a position of dominance to the now ubiquitous culture of connectivity. That means you're expected to be on all the time. You're expected to be answering emails all the time. You're expected to be answering chats all the time. The average worker in an office gets 32 emails per day.

00;19;09;11 - 00;19;26;27
Glenn Keller
If that sounds low, that's because you're all leadership positions, right? Right. If you're a leader position or God help you if you control a budget, you're gonna be getting way more emails than this per day. But we're going to go with a low number. Just be conservative because I don't need a higher number. As you'll see here in a minute.

00;19;27;00 - 00;19;47;02
Glenn Keller
Then there's the chats, right? And sometimes they're important. But a lot of times there's stuff like this. Would you rather what would you rather fight? A kangaroo or honey badger? This actually happened in our department. And I actually started it innocently. Right. Everybody's like, you know, kind of, you know, bad things happen, right? And it's kind of a bad mood.

00;19;47;07 - 00;20;12;23
Glenn Keller
So I said, oh my God, chaos ensued. We wound up with sheep honey badger. There was there was Team Kangaroo. People were showing pictures of guys fighting kangaroos. I mean, it got to the point where finally, you know, I had somebody, like, produce a piece of resources that this is what actually happened. And in case you're curious, I'll provide that in the post period materials for Doug just said doubt because it's actually kind of cool, I suppose, on the sandwich.

00;20;12;27 - 00;20;39;20
Glenn Keller
What's that as a hot dog? Oh my God. Yes yes yes. It was a big argument. I copy oh the worst thing that could go on. Okay, so the average worker that's that's 20 WhatsApp messages per day. Are you keeping track the one for the average worker. You're right. Exactly right. Yeah. That sounds low, right. But that's this is the research that's out.

00;20;39;24 - 00;21;01;16
Glenn Keller
And I think it's low to about it. As you'll see in a minute I don't need the big numbers right now. The favorite distractor of all that this phone this has been. I'm using this person. Everybody in this room has at least one partner in, you know, in their life. It's probably a lot of you have two partners.

00;21;01;19 - 00;21;32;20
Glenn Keller
If you're married, you have a significant relationship of any kind. Then you have two partners. If you have three partners, probably want to keep that on the down low. But you're in a relationship with this thing. Do you want to admit it or not? And the only question is who's in charge? Spoiler alert it's not you. Right. If you wanted to invent a device that could rewire our minds, create a society of people who were distracted, isolated, overtired, what are we?

00;21;32;20 - 00;21;51;18
Glenn Keller
Can our memories. David drove capacity for focus, deep thought, reduced empathy, encourage self-absorption, and redraw the lines of social etiquette. You likely wind up with a smartphone. I'm like, reduce empathy. Hey, I'll take a truckload of them right? Come on.

00;21;51;21 - 00;22;13;12
Glenn Keller
57% of Americans admit that they are addicted to their smartphones. I showed this to a coworker and she said, yeah, the other 43% are lying. How many of you have had this right? You have this panic. Where's my phone? It's not that you need it right at that moment. I had to take the call. She was like, where is it?

00;22;13;15 - 00;22;35;29
Glenn Keller
That's. That's an addiction behavior. That's exactly what that is. Okay. So you can social interaction. Okay. This picture is kind of cute, right? You could tell their besties, right? They're hanging out together, but they're not talking to each other, right? They're talking to their phones. Maybe they are. Yes. I. I looked really closely at a screen. I'm pretty sure she was.

00;22;36;02 - 00;23;02;12
Glenn Keller
But you're absolutely right that that does happen, right? Here's two. Two teenage boys. We probably don't want to know what they're doing because we're all the teenage boys, right? And then there's. And then there's this idiot right at the motorcycle. They're less. The average phone pickups per day range from 45 to 300. It's hard to get data on us, right, because it's serving data, right?

00;23;02;14 - 00;23;24;24
Glenn Keller
So I took the lower number of 45. The average Gen Z phone pickups per day is 74 to like infinity, right. There's like nobody's like I couldn't find a higher number. Right. So it's 55% of these user or so. If you've been paying attention to all the numbers, that's 24. We got something like this a thank you ChatGPT for put this chart together.

00;23;25;01 - 00;23;53;07
Glenn Keller
So it has two. So you have the 32 emails. You had, the 21 chats that we talked about, but you have 53. And then add 24 phone pickups. We now have 74, 77 distractions during the workday. So it takes 23 minutes and 15 seconds to regain full focus after the distraction. That's the cost of 30s to somebody looking at their phones through the right.

00;23;53;10 - 00;24;14;23
Glenn Keller
And if you want to look into this a little more, she is all over the place. Gloria Bach, University of California, Irvine. So now we're going to do a little more math. 77. Was 23 minutes equals 771 minutes divided by 60 equals 29 hours. You're saying, well, wait a minute. It's math. Eight math. So it's it's not basic, but it makes sense.

00;24;14;26 - 00;24;43;16
Glenn Keller
We'll get there to several. But before we get there, let's talk about the intentional distractor, which is social media. So people look at their social media 15 times a day. 55% of these are or we're not going to add to the 77 because I'm assuming this part of the phone pick up. So we want to be conservative. However, that's not a really, really low to me.

00;24;43;19 - 00;25;05;18
Glenn Keller
15 times in social. So I went to some of my Gen Z friends and I said, this is seems low to you. And so just to kind of, you know, put all their answers and some into one summary, what the answer was, whoever gave you that number is delusional. It's more like 15 times an hour. Right. And you've seen it if you think about it.

00;25;05;20 - 00;25;32;19
Glenn Keller
Go into a convenience store or someplace where you know somebody's kind of bored. Working behind the counter would be there. Yeah. Could I get you? Can I get you? Okay. Okay. Right. It's constant. And you see it at work, too. Another column. We don't see it. You. Right? Right. You don't see it, but nevertheless, it's happening. I mean, if you could see, like, all the TikToks and Instagram Reels and all that stuff flying around your office.

00;25;32;21 - 00;25;42;15
Glenn Keller
I think it would probably be amazing. And the good thing is, most of about work, right? Or like making fun of something. That's for great.

00;25;42;17 - 00;26;00;20
Glenn Keller
So we know that that's delusional. We know that people look at their cell phones way more than that. So what's going on here? Right. How can we be saying this? Right. How can any work get done? Well, the answer is it's just not very deep work, right? If you look at somebody and they're doing this, they're working right.

00;26;00;20 - 00;26;26;04
Glenn Keller
But they're never getting into any kind of deep state of work. So one of the things you ask yourself is maybe just we're becoming really good at test switching. Is that what's happening here? Well, now the data says and this look at this study. Everybody in their mother signed on to this one. Right. People that switch a lot perform worse in very various cognitive tasks.

00;26;26;07 - 00;26;48;19
Glenn Keller
I don't know, are you signing up for that? Do you want your children signing up for that? Because that's what this data and the research is saying. So if you look at the websites, right, of these like social media organizations, right, they always say the same thing. It's like blah blah blah, something, something committed. Right. And they're always, you know, the first part is, all right, we're promising something.

00;26;48;19 - 00;27;11;17
Glenn Keller
We're giving you something, right? And oh, by the way, we want to start a community. So as Kara Swisher and her excellent book called A Burn Book, and it's called burn for a reason, nothing pulls a community together faster than hating on another team. So how many have heard this for this term? Right. Right. Enrichment equals engagement. Right.

00;27;11;19 - 00;27;34;05
Glenn Keller
So the algorithms that are being delivered here are intended so obviously. And it takes you to stay on the platform. Hey they don't want to switch. They want you to stay right there all day. Right. Because you're the product. And if they can get you angry, they know that you're going to stay engaged. Now, some people will say, well, you know, you stay on the phone all the time.

00;27;34;08 - 00;27;54;06
Glenn Keller
How is that different? Right. We've be on the phone from people under the bus hating on a stupid kid in class. We we don't like or whatever. The difference is, there are a bunch of engineers that understood the way your brain works. That understood the way your reward pathway path works. Worked, that we're trying to deliver dopamine hits to constantly.

00;27;54;12 - 00;28;14;01
Glenn Keller
Because that's what's going on, right? It's like, do a little work. Dopamine. We're dopamine. It doesn't matter if you're mad. It doesn't matter if it's a bad hit. Right? Still don't read it. Boom boom boom boom boom. And dopamine is at the center of every type of addiction, right. It's dopamine hits out of control is the very definition of addiction.

00;28;14;04 - 00;28;35;11
Glenn Keller
Gets a little worse because 89% of Americans say they check their self. They check their phone right within ten minutes of waking up. You know, and it's not like, oh yeah, that's my phone. Very good. Now it's like they're reading their newsfeeds right? They're reading their social media, right? They're doomscrolling looking for something to piss them off or whatever.

00;28;35;14 - 00;28;59;29
Glenn Keller
So. Doomscrolling. Yes. Right. And so now what happens? Right. People come into the office and they're eoa angry on arrival, right? They got to something they're upset about or they're distracted or. Hey, I want to finish it, right. I want to finish this after I get the office set up to tell that guy what I think. And not only are they doing it first thing in the morning, but remember, they're checking social media.

00;29;00;06 - 00;29;19;22
Glenn Keller
Constant late during the day. So what do you think that does the employee survey. Right. You got somebody who's kind of in a bad mood to begin with. Right. And they heard, like, about talks and read about toxic bosses, toxic workplaces. Right. Whatever guarantee they're going to find something that exists in your organization. They're going to be pissed about it.

00;29;19;22 - 00;29;47;01
Glenn Keller
And now they're filling out the survey. So how in the world is any work getting done? I mean, it's nobody's doing any deep work. So, I mean, basically what's going on is you are paying for butts in seats and you're getting butts in seats, but you're not getting the whole brain stem that goes along with it. People are not doing their best work, and the people that are doing their best work, they're probably half doing it.

00;29;47;08 - 00;30;07;08
Glenn Keller
Probably having to do it either a outside of hours or they're the person that pisses everybody off because this person never answers my emails, or this person never answers my chat message, just takes forever to respond. Well, maybe the person who's trying to get his work done or her work done. So what are the next steps here? First of all, we need role leaders, right?

00;30;07;15 - 00;30;27;16
Glenn Keller
None of this stuff is, like, locked in, right? We, you know, nobody made the decision, you know, a while back, said we're gonna expose our entire organization to the internet, right? Nobody made the decision that a while back that said, hey, we're never going to regulate social media, right? As leaders of the tech space, we can influence how?

00;30;27;19 - 00;30;50;16
Glenn Keller
Let's talk about policy. Just. Let's talk about policy. This policy is going to do nothing, right? If you tell somebody is addicted to something, well, from now on, you're not allowed to do that. How's that gonna work? It doesn't work, right. You have to convince them, that it's a bad idea. So here's the actions that you can take today as leaders to get this started.

00;30;50;18 - 00;31;14;01
Glenn Keller
One. Turn off notifications every single place that you don't need to remove social media from your phone. Yeah, I did it about seven months ago. Nobody died right? I could still check my Facebook right away. When you get home in the evening at my laptop, it's no big deal. I can still get to stuff and then, you know, run your phone and do not disturb.

00;31;14;03 - 00;31;36;07
Glenn Keller
Right. So you have people that are important to you, your team members or your significant other, your children, whatever. Put them in bypass mode. They'll always be able to get through. But silence the phone. Anything else? Somebody really needs you. I'll leave a message right. And, you know, check that message at particular time of day and we'll talk about that in a second.

00;31;36;09 - 00;31;55;17
Glenn Keller
Look at your outlook settings. You could set all your meetings to start either late or to start. Yeah. Start late or end early. So basically a 30 minute meeting becomes a 25 an hour meeting becomes a 50. And what that does is that gives people on either end of that meeting that you set up to feel like human beings.

00;31;55;19 - 00;32;13;18
Glenn Keller
And I've got five minutes to stop to use the restroom or to get a cup of coffee or whatever, because they're doing it anyway. Right? Right. They're what's happening that people are ready to meet because they're going to use the restroom, whether you like it or not. And then practice asynchronous communication. Right. That's when you going to check your phone to see.

00;32;13;25 - 00;32;30;29
Glenn Keller
Did I get any messages? Did I have any important text that I was you know, I'm going to check my email at a certain time of day. So you're going to batch your communications, set aside certain times a day. This is when I'm going to check my email because it's a good time to check my email. I'll get that knocked off.

00;32;30;29 - 00;32;54;13
Glenn Keller
And then the rest of the time I'll be doing something else that's important. Put time to work on task on your calendar, and I need early. So if you get something coming off in July, you know that now, you know that it's going to be like Bongo Fury for two weeks in July. Put that on your calendar now, right in October and get that booked out there and and make it a purposeful task.

00;32;54;19 - 00;33;08;02
Glenn Keller
That way if somebody comes up to you at the end of June and said, you know, look at your time on your calendar, let's say you've got the next two weeks said, well, actually, I've been blocked the last six months. What is it that you need that you didn't plan for? And, you know, we could talk about that later.

00;33;08;07 - 00;33;28;15
Glenn Keller
So, yeah. So really seriously, that last because people don't ask me. I can be double, triple booked. And they still put another meeting on Monday. So is this just, organization or scenario? It's like you have automatic. Yeah I think no I think it happens everywhere. You just have people that will check and you've got people that just don't care either.

00;33;28;17 - 00;33;47;02
Glenn Keller
Book over. Now sometimes it happens like if it's a corporate wide meeting, I mean you're not going to check everybody's calendar, right? So you put it out there but you know, read it and then everybody packs. Oh my God, I'm busy. But 90% of 90% of the time, even if it's the CEO, right. The CEO will say, oh, of course I do.

00;33;47;03 - 00;34;09;05
Glenn Keller
Some people would have conflicts. That's right. So the answer is, if you block out that time specifically that you reach out to you and say, you can say, this is specific, I have to work out, right. Why is your site more important? Block time for deep focus work. And by that I don't mean like just randomly block out blocks on your calendar.

00;34;09;13 - 00;34;26;08
Glenn Keller
They put a task on your calendar. This is when I'm going to work on this task for three hours. I'm not going to be interrupted that way. When somebody calls and said, so what do you do to save time? Right. You're like, well, you know, I was kind of reserving the time for you. Already done. But you want to talk about what you're going to be doing.

00;34;26;11 - 00;34;48;26
Glenn Keller
Take lunch, take walks. That can be hard sometimes. Taking lunch is important for you to reset. Take a walk. Creativity happens when you walk. It's good for the brain. There's lots of science around that. Educate your workforce. That your job as a leader. And then start talk to that email calendar etiquette, right. As well as chat etiquette.

00;34;48;29 - 00;35;08;03
Glenn Keller
Now, the good thing about these things involved is that when you do these people will start noticing. And oh, by the way, that outlook's saying about the meeting, you could do that about a meeting started late in early. You could do that across the organization. If you're the IT leader, you have that power. Now. Do you want to just search out without talking to people?

00;35;08;05 - 00;35;27;24
Glenn Keller
No, but you can try to force that into the organization and make that the default. So all of these things, people will notice. People will see you setting an example. And that is the essence of leadership. So these are the ten actions. You can start on them today. You could finish some of them today. And then I want you to rethink everything.

00;35;27;27 - 00;35;45;23
Glenn Keller
But just because you know, you know, somebody on LinkedIn or some seminary went to or this meeting or whatever, somebody says something like, how come Oracle is not the cloud? It doesn't mean you have to run out and put all your workloads in the cloud, right. How come you're not doing this? Your job as a leader is to think about what's best for your organization, right?

00;35;46;00 - 00;36;10;00
Glenn Keller
Not necessarily what technology is best. You start thinking first of what are we going to do, what makes sense for the organization? And then you start filtering. It's only half there. Anyway, thank you very much for your time. This is actually a full page of, references in my bibliography. I'll have I'll start to send that out with the many materials at the end and they might contact information.

00;36;10;02 - 00;36;10;15
Glenn Keller
I do.