E106: Do You Deliver Value?

Dr. Dave Cornelius presents do you deliver value


E106 KSDD Podcasts

Fri, Apr 07, 2023 3:11PM • 1:02:42


people, delivering, thriving business, organization, satisfied customers, customers, business, context, share, talking, dave, chat, contributing, jackie, definition, individuals, ubuntu, values, cesar, year


Nicolas, Dr. Dave, Alarice, Carina, Soneela, Jackie, Kristin, Kevin, Cesar, Kayanna, Karina

Kayanna  00:07

We all have something to share. KnolShare with Dr. Dave

Dr. Dave  00:17

Hello and welcome to the knowledge show with Dr. Dave podcast. I am Dr. Dave Cornelius, your host. We are continuing the series resiliently you to discover what makes people resilient to build high performing organizations, and sense belonging and healing.

Cesar  00:37

Dr. Dave Cornelius is a business and executive coach known for driving organizational transformation for enterprise clients also thought partner in areas of business agility, digital transformation, agile leadership and production innovation. Dr. Dave possesses many years of experience working with corporations, startups and nonprofits to achieve a level of productivity that meets their short and long term goals. Known for his hands on and experiential coaching style. Dr. Dave takes pride in delivering immersive learning experiences through Lean Startup, design thinking and agile leadership. He is the author of five books in amazon.com. And his newest release is deliver value, happy, contributing people, satisfied customers and thriving business. As a community advocate and change agent, Dr. Dave leverage his background and expertise as an Agile coach, and enterprise training to launch the Agile for humanity conference, he finds joy in building people, processes and programs that level the playing field for disadvantaged populations, and serve as a founder for the five Saturday's steam program to establish a voice for the bipoc community in the product development and technology fields for at risk youth. And with that, let's all welcome Dr. Dave Cornelius. Thank you, Cesar.


Dr. Dave  02:05

That's a lot. As you were, you know, discussing time that you spent as a volunteer, I was just reflecting, you know, on my time as a PMI member, I'm still a PMI member. By the way, I'm still a member of the Phoenix and Tucson chapter. But when I lived in California, that's how I met Kevin. I was a member of the PMI OC chapter and actually served on their board and did a lot of work in marketing. So I'm just glad to be here. Kevin was harassing me for a few years to come and volunteer and speak at our chapter like no. And then so I decided, okay, fine, Kevin. You know, we're, we're, we're, I've known Kevin for quite a few years. If you guys don't know, Kevin is Kevin Riley, who helps out with lots of speakers to, you know, many different chapters. So today, with that, I want I'll be asking you questions. And I'll ask you to use the chat. You know, if you have a question, do you want to ask me just interrupt me, it's no big deal. You know, let's keep this casual. learning should be fun. And kind of like, that's the way I like it. So I am going to go ahead and start sharing. And we'll get into the presentation today. The topic is do you deliver value and, you know, someone who is not involved with actually building stuff always even as a project manager or coach, Scrum Master Program Manager, Portfolio Manager, I asked that question, might delivering value? And Oh, am I heading any worth here to this company or to this initiative? So this is where this topic came from? It's actually deliver value is the name of my latest book. But this was where the topic come from, from me personally asking that question, you know, do I really deliver value in the process? So I'm going to ask you, you know, how do you know your, your delivered value? And what I would like you to do is to share this information in the chat, share one way you delivered value recently, and it just doesn't have to be at work. Right? Because we live in communities, we have families, we are friends. What are some ways that you, you know, you're just Cognizant or aware that you're delivering value at this point in time, and let's just spend about but I'm gonna give us about a minute or less, maybe 30 seconds or so for you to just start dropping that in the chat. And Cesar, you know, one of the fun things about, you know, the virtual presentation scheme, is that I may need your help. I may need your help to allow me to see the chat and perhaps share back. Absolutely. You know, what's going on in the chat. What are people saying about delivering value? I want to hear your voice to Caesar.


Cesar  04:57

Yes, absolutely. Nicolas is sharing that documenting and sharing lessons learned with his team is one of the ways Kevin is sharing that helping seniors with prod computer spam issues. Jackie's sharing that I make performance data more available and accessible to public health department. allerease is sharing keeping things organized. Melissa is sharing that creative videos and content that are long overdue for clients and staff at work. So Neela is sharing that help with team interactions. John is sharing that create original content.


Dr. Dave  05:50

Yeah, and I think Robin mirror sent one directly to me that says visibility to project impediments and impacts to the business. So you know, we have a different, you know, each person has a different perspective of how we can deliver value. And so oftentimes when I ask people that question, do you deliver value? We got a lot of different definition of what value means value mean, something different to that everyone, but for most of us based on our context, you know, that's what value of definition of value would be that. So I decided to look at Merriam Webster. And and so well, how do they define value? Just so I said, let's have a definition of value or do V. And, you know, in an agile world, we have definition of Done definition of ready. So I figured we should have a definition of value as well. So Merriam Webster talks about a fair return, or equal or equivalent and good services or money for something exchanged. But I went beyond that as it does cool. So out of my book, deliver value. I spoke to Diana Larsen, who wrote agile retrospective, and her context was I think there are different types of values that are one customer to business and strategic direction. That's Diana's context. Then I spoke to this other guy named Marty Nelson, and he has a coding lab up in Portland. And he says, Well, you know, value of the positive exchange positive emotion and experience. Then I went out, and I spoke to Dave West, who is the CEO of scrum.org. And so he said, Well, you must ask, why is the person buying that thing? What is the value they want to receive? And then Howard sublet was the former CEO of Scrum Alliance. And he says, the relationship between the amount of someone of what someone pays and what they perceive the getting an exchange. So dictionary has one context for four different leaders asking them their definition of value. I asked you right off the bat, what is your definition of value? Right? So you can see that there's a difference in terms of what we think value is. Now, I'm going to tell you that here's my definition of value. Because I did you guys care if I had a definition of value or not? Didn't matter to you. You can shake your head up and down or give me an emoji in the chat. I think I think Cesar cared. So at least one person did. Okay.


Cesar  08:25

Now people in the chatbox are saying yes, yes, yes.


Dr. Dave  08:30

So here's my definition of value. I said value is a measurable outcome that can be realized and shared. And the reason I'm posting it and couching this definition in this way, because I want value to be measurable. Can I measure what I just delivered? So if I'm doing video content, I could measure that in many different ways. When I say value is outcome focused, that is customer centric, it's about the people that were serving. And you would find some of those definition in a prior discussions that I had in terms of people's perception of what they receive, but also want to think that value is realizable. Right? It's something that can be done, right? It's not just a hypothesis. And even if it begins as a hypothesis, can we move it forward to something that's really realizable that we get some learning from there, that we can put some measurement against that then we can look at it from a customer centric context. And then I want to say value is shareable. Right? We live in an era of where we have social media and all sorts of different devices that we could share what what we have learned. So even within the context of an organization and even relationship with your partners, you know, sharing the value that you're providing is important. And we see it all the time. We see it all the time in the news in terms of what CEOs are, you know what value they're providing, what value they're not providing. So you could see that it's a shareable thing, and we're constantly working toward realizing some of these hypothesis, and ideas that we have that we bring to market. So you said, Well, hey, why is delivering value really relevant? Why is that really important? And so I'm going to say when value is realized and shares shared, or talking about, we have customers who are like, go like, yeah, we're satisfied, we have something that we like, everything works, we're happy. And we're going to be loyal. And we're going to make sure other people come and come to be a part of your organization, or share those products and services as well. But we also have happy contributing people. If you notice, I'm talking about people, employees, even you as a project manager, program manager, whatever your role is, that you're also happy, you're contributing to what's going on to that value that you're trying to, that you're trying to deliver to your customers and for the organizations. But we think of the bigger picture of the organization itself, where an organization is viable, and is thriving. You know, and I'm telling you, when you deliver value, it feels good. It really does. So I want to ask you that in the chat and then the Caesar or, you know, metaphoric. I'm gonna pick on someone else. Karina, I would like you to quickly get everyone to just tell me why is valid delivering value relevant for you just put it in the chat. And I'm gonna ask her in essence, she's like the first one on my screen, to go ahead and just read what people are saying. So just go for it and spend like about a minute just trying to capture, you know, what people are thinking is, you know, why is delivering value really relevant?


Karina  11:56

I think for me, it's what keeps customers coming back to you.


Dr. Dave  12:01

eautiful? Yes. Right. Right. customers loyal, loyal and satisfied. They're coming back every time.


Karina  12:08

All right, so on the chat, we have job security, that's a good one. Sense of positive contribution, you feel useful. What I'm doing is contributing, moves business focus, and allows us to be agile. If can't deliver value, why bother? Especially with public dollars? It's so critical that value is delivered. Purpose and sense of usefulness?


Dr. Dave  12:44

Yeah, I mean, and those are all valid points and valid, valid context about, you know, why value is important. And so it's, I would say that it begins also in an organization with happy contributing people. Happy country contributing people is really important for for your org, and in the context that they have a purpose of why they're there. They're compassionate about each other. But they're also like passionate about the work that they're working on. A key thing is mastering capabilities. So I'm channeling Daniel Pink, who says, in his book drive, he talks about purpose autonomous, the autonomy and mastery. So I'm channeling his context in a bit, just a slightly different way that we want to master our capabilities. So if you are great at bringing people together, to make sure that they can resolve an impediment, something that's causing the organization to have challenges, then you master that capabilities of what do you say, hurting people? I'm being kind I'm not gonna say hurting cats. Well, that's what I meant to say, but I'm gonna say hurting people, you're moving people in a certain direction, so that they are successful, and most important is self organizing by their bosses not have to tell them what to do. So just think about those individuals with that mindset, happy contributing people who come to work every day, high five, fist bump. Hey, how you doing? You know what's going on Nicholas? Chance. Are you okay? Yes. Okay, having a great day, compassionate. They're connecting with each other. And that happens based on the type of leadership that you have. I use this context called generative leadership. So I have lots of stuff on this page, right? Because we're have seven different values, that when you have a genuine generative leader, they're trying to build this culture that is really performance based, very resilient. And they start off with things like I'm going to focus on we so we're going to have high cooperation. We're going to trust that, that you could achieve Your goals. So you're the messengers, you're the people, we're going to enable you in that way. We're going to win and lose as a team. So we say risk are shared. So oftentimes, when we're working in an organization, and we're talking about value and values, we want to blame it, you want to blame this person blamed the business. Let's stop it. And so we're gonna win and lose as a team, one team wandering. Now, the other thing is, is that we want to bridge want to have conversations with other people, I find that sometimes we walk into two organizations, and we have this high level of friction, that's taking places because we're not allowing, we're not encouraging people to come together and partner and bring value to the table. And also, we said, hey, if we fail, let's ask why, you know, what did we learn about that? And this is a concept in Agile space that we said, learn fast, learn fast, even if you're failing, learn fast, so that you could continue to have a shorter feedback loop and start to make a difference. Now, we look at point number six. And we said, novelty implemented, what we're talking about is like running experiments, short experiments, where we can evaluate these hypothesis because even though someone comes to you, in your organization, and we said, we're going to do this thing that's going to generate $20 million. Trust me, it's the hypothesis. We don't know if that's true. Until it's true. And we have an opportunity where we call validated learning. That's the time where we know that it's true. Prior to that, it's kind of like, okay, that's what they said, and we're gonna take your word for it. And, and I'm saying, let's run the experiment. Let's evaluate the hypothesis. Now, the seventh point that I have ADD is about the abundance mindset, beyond just a growth mindset, that we have the capacity to share with others, the knowledge that we have the experience that we have, within our organization, we have the ability to bring that forward. So an abundance mindset. So the first six points, high cooperation, messengers enabled risk or shared failures, failures lead to inquiry, and novelty implemented came from this guy named Ron washrooms. And he came up with this idea that we want to work through, as we're working through the enterprise, we want to get to a performance based organization and build that level of culture. I've added the seventh point and gave it and said, Let's look at the abundance mindset. Because that's really important for us to enable just to do value, and really build up happy contributing people. That's what we want. You want happy contributing people in the process? I look at a context from South Africa that came from former President Nelson Mandela, and also former archbishop Desmond Tutu. And there's this whole concept called Ubuntu. And I know if you're in the tech space, you got a boon to Oh, yeah, that's a Linux operating system. Yeah, yeah, it's not a Linux operating system is a philosophy that came from South Africa. And the term Ubuntu means I am because we are, right. So I'm looking at the human side of happy contributing people being essential to running your organization. So I see you, I value you, I welcome you. And that is the mindset as a leader as project manager, because of project managers or leaders, or even if you're just part of a team, being able to see others in this way helps to build up this happy contributing people mindset that we want and that enable us to develop deliver value rather quickly. And really build a greater amount of satisfaction with your customers. So boon to gives you the philosophy that I am, because we are, we're working as a team one team one dream, but I've added some principles that says that we have some I mean, some value. So here's some Ubuntu values. We want patience and kindness. So we're talking about a definition of love. And it's not the emotional or lovey dovey stuff. It's about patience and kindness. As you're working with each other, working with your partners, working with different members in your organization. We want safety. We want to be able to have exchange of conversations, you know, without worrying about psychological safety challenges. We want to build up our resilience so we're able to move forward and get things done. You know, learn fast, right? Taking that that the moment the moment in time to get there and then partnership partnership is really important as we're walking through the organization, multiple dimensions, and in terms of the people that are part of the organization. So I know I've said a mouthful. So I want to put it into chat. What what has come showing up for you, as you see Ubuntu and these Ubuntu values? What is showing up for you? And, Jackie, if you could come up, I'm gonna pick on Jackie work, because, you know, I think there's a great opportunity. She's got the second next person on my screen, the third person on my screen, and she's going to share what's in the chat. So thank you, Jackie, for for being voluntold


Jackie  20:43

Oh, okay. So do you mean which which of those types of partnerships speaks to me?


Dr. Dave  20:54

Is that material, those type of values? Yes. And everyone else while she's speaking, you could put yours in the chat. Right? Because Jackie is going to also read those as well. So I'll ask you to say yours. And then we, you know, what is showing up for you? What's speaking to you when you see one? Two values?


Jackie  21:14

Oh, goodness. I, well, I definitely see, partnership is key. And, and resilience has been a key one lately, because COVID in the Public Health Department. So resilience is a big one. And there's always, always room for patience and kindness.


Dr. Dave  21:39

Thank you. So what else? Thank you so much. There's some stuff in the chat that I'd probably like you to read out. Would you be okay doing that?


Jackie  21:47

Oh, absolutely. Really appreciate you. Okay, so we got resile from allerease. We've got resilience. Jan, I think of the scrum values. I wish I knew what those were, she may need to remind me. And then Robin, Robin and partnership and Joe Hart. Partnership. That was the first one I thought of too. So I think that's a strong one. And then Kevin says value has personal overtones.


Dr. Dave  22:16

Yeah, yeah, it is. And, you know, shared values is what enables us to build culture. Right? It's one of the markers when you're talking about culture, that shared values is one of those than the other one is beliefs. So we could, as we start to think in the frame this conversation about value in the context of happy contributing people, we can see that we have this core set of leadership values for generative leadership, we have these core set of values that we speak up for the actual happy contributing people having being passionate and have compassion and mastering capabilities. But also we now have a wound to write. So as a collective, we can start to work on treating each other as human beings, treating each other with some level of kindness, and building a partnership so we can deliver value because one of the biggest detractor or one of the highest costs in organizations is the fact that when we have friction, we're not delivering value. Right? When we're at war with each other, we're not delivering value. Right? We're we're just about our own, you know, personal things that we care about. The other context from happy contributing people is about satisfied customers. That's the next context in. Right. And so why don't we get happy? You know, what would it get satisfied customers? Well, I'm saying right off the bat, we're talking about unmet needs the satisfied just Just imagine, you know, having a mobile device that gives you everything that you need today, right? I mean, I could, my iPhone, or whatever mobile device you have, I could do a movie. So picture share things I could do, you know, talk to each other. So those are all wonderful things from a satisfied customers from a product. The same thing with brand loyalty. You mean, the Apple folks are just, you know, we're fanatics when it comes to Apple products. So that's a brand loyalty. But here's a an actual marketing thing, an actual business metric. You remember, we were talking about value being measurable. So customer lifetime value is a really important aspect. And so all of us who are who have subscriptions, those companies love us when we buy those one year subscription packages, right? So we didn't have we have revenue from 4 million people at $1 per person for a whole year. Give me that. I want that. That's that. Those are the things that customers would buy into. And they started leaning to and year over year, were renewing our subscriptions. You know, we do it with a lot of our streaming services. So that's what customers, a lot of satisfied customers would pay all my unmet needs are made, I'm totally loyal to what's going on. And, you know, I'm gonna really just put my money where my mouth is, and buy those subscription and keep paying those things annually. I mean, so that's the second lens that we want to look at. When we talk about delivering value happy contributing people. Now we're talking about satisfied customers. No customers, no business, no business, no paycheck, no paycheck, no happy life, no vacation, you know, we could go on and on. What are those things? So I also got one out, and part of the conversation that I'm having with different people, is, okay, so what does satisfied customers mean to you, and one back to Diana again, and she said, get closest to the customer talk to Marty, customers getting value in a good way. You know, Dave said, people are wowed by the value received, and then Howard's when they receive value in excess of the amount they paid for the effort they provided. Right. And so you can see there a different definition of what we mean by satisfied customers, for me satisfied customers or people who are delighted that their needs are met, or generating revenue from them. And they're telling other people about how awesome our product is. They're telling people how awesome PMI San Diego is, right? That is satisfied customers using that word of mouth thing. So let's talk about this, again, in terms of what are some portraits of satisfied customers that you could think of? in your organization, or even you, even you, you know, you know, what are some contexts where you are a satisfied customer? And let's put that in the chat as well. Right? We're just capturing this information. And Nicolas, you are like, the fourth person on my screen. So you get to go first. And you get to since we have such a small group you get if you don't mind, if you don't want to, you can said I pass? Give me a chance to opt out.


Nicolas  27:32

Sure, what, what makes me a satisfied customer?


Dr. Dave  27:35

Yeah, or it doesn't have to be you it could be someone else. So share a portrait of a satisfied customer.


Nicolas  27:41

Let's say delivering exactly what was in scope. Okay, awesome, even if even above and beyond.


Dr. Dave  27:50

What about the rest of you, in terms of portrait of a satisfied customer. You could put it in the chat. And then Nicholas is going to be kind enough to read those back to us.


Nicolas  28:05

Jan says at work, I'm satisfied customer with the HR employee benefits. Jackie says come back for more training or actively request what we deliver. Joe says exceeding expectations, Kevin says do what you say you're going to do. Kristen says verbal appreciation. Robin says people having confidence in our data and helping resolve issues.


Dr. Dave  28:32

Thank you so much, Nicholas. I live in California. And you know, I'm driving by, you know, a new release of an Apple product at a museum. That was an example. And I would see people out there camped out, you know, 12, one, two o'clock in the morning. But, you know, I was a satisfied customer. But you wouldn't see me doing that. But I'm just saying that's a portrait of satisfied customers who are standing in line. I mean, you see it for Nike to have a brand new shoes, you know, Comic Con, just long lines of people just satisfy from the previous experience. But there are techniques that we can start to learn about our customers. Right. And, and so it's okay for us to see what we see what we experienced. But there's this tool that we're using the design thinking world called empathy map, and I hope it's, you know, I'll probably read just the the major bullets on there. One context that we would want to have as we're working in dealing with our customers, is like, we want to know for we empathizing when, and if I'm providing training or HR services, you know, who am I really empathizing with? And I want to know, what do they need to do with the service the products that we're providing with the interactions even as a As the project manager program, you could ask these questions. I've used this tool to work with teams as well, to understand, you know, what did they need to do? You know, what do they see? What are they seeing this happening in their building? Where they're working with their teams? What are they seeing? Outside? What other competitors? You know, what do they say? When we get the point number five, we said, what do they do, actually now what they need to do, but what do they do? Right, what are you doing today? I mean, what kind of behaviors are you observing? And we get the six, we said, what did they hear? What did you hear from people? You know, so oftentimes, when I will been working with ID, folks, they they're hitting a lot of negative stuff, right? I mean, CEOs hear a lot of negative stuff, you know, so that's going to impact that individual, or that team and how they respond to what's going on within their environment. And that's going to impact them being either happy contributing people and those happy contributing people. If they're unhappy, they're going to impact the relationship that you have with your customers. So we no longer have satisfied customers. So the seventh point that we look at is what do they think and feel? Oftentimes, we don't want to talk about people's feelings. But let's talk about what are the pains that they have? What are the things that they're fearing frustration and anxieties? And the gains? What did they want from your product or service? What do they want? What are their needs, hopes and dreams. So with a simple canvas like this, call the empathy map, or empathy Canvas, you could sit down and have a conversation, whether it's your external customers, your internal users, your team members, or the groups that you interact with, you can start to learn more about them, put a picture of them right in the middle and replace this little image here. You could start to get information from them. So what's showing up for you when you see this image? What do you thinking? If you wanted to pick one, and since we have such a small group, just speak it and then throw it into chat as well. What are your thoughts? Alarice? Would you be kind enough to tell us pick one of the seven that's really resonating with you? And then maybe read what others are putting in the chat? Are you okay with doing that? Sure. Okay, go for it. Would you come in camera? Do you mind? Yeah. Okay, we want to see you. We want you to be a happy contributing person. Yay, hello.


Alarice  32:58

Now, a thing that resonates is what do they hear? What are people saying? What are they hearing from their friends, colleagues, things like that. I think people respond a lot to what they hear sometimes. And if it's customer service related, they'll listen to something negative before something positive. So you want to make sure that the message that they're hearing is positive. So


Dr. Dave  33:32

yeah. You know, what could you do with this information? You know, what, what people are putting in the chat?


Alarice  33:40

Let's see. So, Joanne, says we are so much more than one input or thought. Jackie says this is much as this is a much broader way of thinking of customer satisfaction than is typical, very helpful. Robin says, this requires people to have time to think and be self aware, and be able to process and contribute. And Kevin says, what they say about you versus other options out there.


Dr. Dave  34:17

Excellent, excellent. So you could use this as a tool in many different ways. So from a product perspective, we use this tool to learn about customers. If you're facilitating a team, and you're leading that team, you're helping that team to move forward in their journey. You could use this to learn about them. So these are opportunities for conversation, to learn. How do we continue to build this happy contributing people theme that we're after? We know that when people are in a happy state to having good experiences, that your organization is going to perform better? I mean, your customers are going to come back to you. Alright, so this is really important stuff that we should pay attention to as much as we can. You know, allerease, thank you so much for for being voluntold and serving the rest of your members today. You're awesome. Now, the third part of this, though, we want to think about delivering value, the first was happy contributing people. What was the second theme? Yeah, right. And that was just checking to see if you guys are paying attention. The second one is satisfied customers. So the first was happy contributing people. The second is satisfied customers. And the third part of delivering value is thriving business. And so when you have a thriving business, you have a business that's practicing business agility. And when I speak of business agility is that the whole organization is nimble. The organization has the ability to inspect and adapt. And in many different ways based on, you know, the world that we're operating in today, where we call it a VUCA world, right? We have these volatile things we have ambiguous, it is complex, and we have a world that we're living in. That's really hard time time to run and run your business effectively. So the entire organization is practicing business agility. In reality, the word just really means to be nimble, which means to be flexible. And so if the organization is working in that way, when we have challenges, the organization is able to respond. Right? When we have a downturn, or the organization is able to figure out ways to keep all their people as many as possible, and shift how they work. Really important is happy contributing people thrive. This is really important when we have a thriving business, and you keep me hear me talking about happy contributing people. It's not the just happy people they're contributing, they're contributing to value in the organization, new innovations, solving real hard problems. So your customers, and I like to satisfy you know, satisfied customers or fans. I mean, if you could ever get your organization to get to that point, well, yay. Right? You're winning? So that's the third anchor. The third theme, was the first one again. Happy contributing people. What's number two?


Kristin  37:36

Satisfied customers?


Dr. Dave  37:37

Yes, satisfied customers? And what's number three? Yes, yes. All right. So when we think of value, I want you to think of value in that context. As we're delivering value. I have happy contributing people, I'm delivering value, I have satisfied customers, I'm delivering value of a thriving business, three different pillars, so we can look at and under each one of those, there's work for us to do things that we have to do to make sure that we could achieve, you know, the goal of having happy contributing people and satisfied customers and a thriving business. You know, these are interviews from from my book deliver value is that I'm asking questions. What's a thriving business to you? And Diana, she says faster to market, acquire new customers and retain customers that we have. So she is looking at satisfied customers right off the bat. Right. And she's also looking at a thriving market because she wants to acquire a thriving business because she wants to acquire new customers who wants to go faster. Marty is the same way he has we have market momentum, right? We're gaining in the market, we have a good working environment, people. And we use all of the resources and when I say resource resource aren't people people are people and resources are resources. So people and resources wisely. I know that in the definition of in the PIM Bock we will use resources generically. In the world that I live in, we start to think about agility, we start thinking about human beings coming to work everyday, not resources. Dave see says energy created between the three elements of customer, team and market so they're validating this theme of happy contributing people satisfied customers and thriving market. And in Howard wondering even a little bit deeper, he says know why they exist and who they're there to serve. He even went a little deeper and in that context of really just understanding the importance of having a thriving business. The way we get there, another way of being able to, for this to show up and work really well for your enterprise. So, you know, even in your role, because oftentimes, we're, you know, I've had many conversation with DMS and product managers, and portfolio managers over the years. And they're gonna like, oh, you know, we're kind of like in the back, we're not. And I'm like, Yeah, but you have an opportunity to contribute to this was, well, there's an opportunity, even though you may not be doing a lot of the work for implementation, you have an opportunity to build good well, with the people on your teams, the people that you have to interact with, and your customers Good. Well, you know, that's a boon to and that's, that's a boon to, that's an opportunity that you have in your role to contribute and make things better for others. Now, the way we like to think about thriving business, is that we're going to organize people around value. Now, there's this whole concept when we talk about value streams, and this comes in the manufacturing space. Back when I used to do Six Sigma Black Belt work, we would go a new observations and learn about the value stream from the flow from end to end of how to get things done. One thing is that we want to make sure that we have value streams while identified, so I just plucked one from the scale agile framework and put this in here. But if we fund it alone, we understand all of the different steps that's that's necessary for us to fund the loan, we know all the people that are involved, we know all the systems, so we can look at flow. So we can increase flow. So it's visual, we made this visceral for everyone to understand what also is about building adaptive teams. When we think about adaptive, we're talking about agile teams, teams that are flexible, that they're capable of inspecting, adapted, the mindset that we're in, is, we want to always be in a continual improvement space, how do we make this better? As we improve, and we don't have to do a big bang. We're improving just once a year, we could do this incrementally. You know, every two weeks, we could bring some incremental value. And those things add up. Imagine if you did an increment the value every two weeks in a year, how many improvements would you have? And you can speak that out just how many increment of values would you have obtained? 26. Yet, 26, that is the number. I mean, that's amazing to have 26 improvements in a year. I mean, and that's what we do in the Agile world, right? Well, that's why we do these small little increments an iteration that people get annoyed with, at times, short feedback loops. We're increasing flow, every time we get an opportunity to improve on our teams becomes more and more adaptive. But also the last thing was practicing customer obsession care about your customers. This is how we build amazing, amazing organization that's capable of delivering value frequently. Now, I'm going to ask you again, for you, what are some examples of a thriving business? It could be yours. It could be one that you admire. You know, and I'm just gonna say it. I'm a big fan of IDEO I D O. Design thinking, you know, they started the d school at Stanford, big fan of those organization. So that's who I would put, or maybe Berkshire. Right, so what do you guys have? Let's see who I'm going to ask to give. See. Kevin, could you come on camera and share example of a thriving business that you have and maybe you will read whatever others put it in the chat? Are you okay with doing that, Kevin?


Kevin  44:16

Well, we, we actually, we actually used to have a little small little business. And the, what we what we deemed was thriving part of our business was the employees. Were very gratified working for us, love working for us, came to work gave us ideas about how to make the business better. And then you know, the other part of the thriving business where that our customers came in, and our customer what really what really kind of solidified the thriving business aspect was that our customers were giving us great reviews on Yelp. Been Google and all the you know, social media platforms Facebook that really, you know, boosted our business quite dramatically.


Dr. Dave  45:10

Yeah, yeah. So do me a favor. Let's look in the chat and let's let's, could you just read what others have written?


Kevin  45:17

Yeah. Doubling, doubling company employee growth by two times each year for the last five years and revenue. Nice. thriving business Trader Joe's. That's interesting. In the tech world, ServiceNow seems to be thriving as as an industry and biotech. Oh gee. The company I coach for PMP master prep, I love coaching our customers super grateful for unique approach and successful in earning their PMPs.


Dr. Dave  45:53

Yeah, someone Gabriella, just through one and she says meeting or exceeding revenue goals, right? Just examples of a thriving business or an actual business. You know, three to Joe Trader Joe's is, you know, it's popular, a lot of people like going there, I don't know. Let me try and summarize where we are in terms of what we discussed today. Okay. So what we discussed today, we said value is a measurable outcome that can be realized and shared. Understanding what if you look at value in that way, even said, I could measure it, I know, it's about customers. It's something that I could actually is viable, I can actually get it done. And it can be shared, I could share it with others. We also want to look at Happy contributing people is foundational to healthy organizations. It's really important that we remember that your happiness is as important so that you can contribute. Because when I have you happy and contributing, I'm winning, we're being successful. Focusing on creating satisfied customers by knowing their unmet needs, if we understand what their needs are, and we could really fill that gap as much as we can, they're going to come back in or they're going to keep coming back. When we're talking about a thriving business, right? This enables happy contributing people and satisfied customers. Generative leadership mindset, that culture that helps you to build a thriving business, and I don't care what kind of business it could be a nonprofit organization like PMI, SD, if you have these principles, these things working for you, you will be a lot better off in terms of serving your members as well. Because I have the context of actually being inside of a PMI chapter and being there for many years. And yeah, there were times when we didn't have happy contributing people. Right, we didn't understand what our members needed. So we didn't have, you know, a time to warn us. We didn't thrive as much when we had understanding of those things, our chapters thrive. So that's why I'm bringing this back to your chapter per se. You could take this anywhere in your life or even within your organization. That's the end of my presentation. Except I want to ask you, you know, what are you curious about? Today's learning, anything that you're curious about? Or maybe you guys, this was so simple that you just got it.


Soneela  48:41

This is the Soneela and I wanted to thank you for this session. And this was great. Like, I was intrigued by your title, right? delivering value. Everyone wants to deliver value. And I thought this would be more of like an individual based. But this was really interesting how you brought it up to be more of an organization value. And I was curious to hear your thoughts on how I could apply whatever you shared with us today, as an individual.


Dr. Dave  49:17

It's no different than if you're an individual or an organization because an organization is made up of individuals. That's foundational. So how, how do you become a happy contributing person or even help others to be become a happy contributing person? So I mentioned a few things and I'll just hop back to that. So hey, you the individuals, you could have purpose. You could be compassionate towards other people that you're working with. You can master your capabilities, but also you could help to create self organization. But these are things that that's within Your control. And those are things that you can easily do. You just have to work on it if I have a purpose for, like, for example, I have a purpose today. And you know, I know between 11 and, and one, you know, my purpose was to show up here and present this concept for you. So I got, I got prepared, I create some slides, I interacted with Cesar, hey, could you come early. The topic that I'm talking about, I'm being super compassionate about people and human beings have mastered some of the capabilities of being a presenter, and get all the self organization. So you could take the same four things and anchor on that. And these four things and make happy contributing people and have personal purpose, be compassionate master capabilities, and also self organize. Another item that I want to talk to you about is that don't sleep on Ubuntu. Ubuntu is important, because it's, it's important for your self development, of being able to see other people as other human beings to have find value in them, and welcome them in. And so while they're in, you're going to be patient and kind with them, you're going to create safety, you're going to help them to be a bit more resilient by partnering with them as well. So you can see these principles are, it pertains to us as individuals, but it also pertains to us as a leader of an organization as well. And it works both ways. Was that helpful?


Soneela  51:32

That is helpful. And I can, I can see how I can apply each of these individual qualities to help me find my value in the organization. Of course, it's also sometimes I struggle with like, how do I translate this value across the organization as one single individual, let's say the company's values, I'm actually very fortunate to be in a company where this is over two is pretty much how I feel every day, because the company is great. Like it's I work with a wonderful team. And everyone's so helpful and collaborative. So I love that and but I've also worked in places where they just don't partner, they just don't want to work with you together. And I wonder what I could do as an individual to bring about that. Togetherness or a value that does open to quality, especially because that really cost me and how do I bring that apart as an individual, especially as a project manager, I feel like we are in between and trying to manage up is something I'm still trying to learn.


Dr. Dave  52:58

I think it's all about how do you show up? I mean, how do you show up to people? And so if you say you practice Ubuntu every day, how do you show up as seeing other people and said, Great job today, Jackie worth you are really amazing. Is Hey, Cesar man, I value you for running. You know, that event, this event today, this was really helpful. Karina, you know, I welcome you in to our conversation. So you can start taking all of these things and putting them into action. They're not just philosophies. They're things for you to live, and you can live them. But it takes practice. And you could be an ambassador or have Ubuntu in your organization. When people start to see this, then you're like, happy contributing person. You're making our teams better making our organization better, you're making our leaders better. So there's an opportunity, and it doesn't take a lot. You just it just takes a bit of energy, and how do you reframe you in the context of your organization? Thank you. You're welcome. What else do you guys curious about? Ladies and gentlemen, I'm being mindful of our time as well. So


Carina  54:24

I just wanted to add, I think it'd be interesting to see within the organization within an organization, what everyone's different values are, because people might have different values within a company that you might not be aware of. I don't know if that's ever been applied, but it wouldn't be interesting.


Dr. Dave  54:50

It does apply. And I'm glad that you brought that up because it just jogged my memory about when I was responsible for people, for individuals reporting to me directly, one of the things that I would ask them as part of our one on one is that I had 10 Question I talked about what do you care about? What do you value? I ask, What do you value? And I found that some people value, show me the money. They'll pay me. All right, I had some people who valued being recognized. I had people who valued being family time. So they want work life balance at different individuals, tell me what they value. And that's how I responded to them. And that goes back to the simplicity of using this concept of an empathy map. I was having empathy with them. So you can see how you could use the same tool that we use to understand customers to understand individuals within the organization. But asking, what did he care about? What's painful? What does success look like to you? And I think that we have an opportunity to to you could use carrot Karina, you can use this tool, because it's freely available on the internet, you can use this tool and run a simple 30 minute session, and learn so much about individuals with this simple tool. Was that helpful? Yes, thank you.


Kristin  56:21

You're welcome.


Dr. Dave  56:24

What else? What do you what do you think? Or what is the value of focus groups to get at some of this? You know, in terms of what they would, what customers expect, or hope for sure, you could apply this, the empathy, Canvas or empathy map, you could apply that in a focus group. When we used to spend more time in person, I would put this up in a big room with stickies and get people moving and sharing their ideas. Because one of the things in a focus group, one thing that I want to know is like, what do they care about? What's important to them? Well, remember these individuals that are sitting in the room here today with me, or even virtually, us, Merrill and put the same tool up and give you virtual stickies put up some, what do you care about. So it's the tool is applicable. To learn more about people. That's what the empathy map is about. I don't want to learn about individuals or even teams on what they care about.


Jackie  57:31

Was that helpful, Jackie? Very, I liked that idea a lot.


Dr. Dave  57:35

Awesome. So I'm doing a time check, and only have a few minutes. And I want to do a shameless plug. And it's not shameless. I mean, I've worked really hard on this really, really hard. As an author, and a speaker have written, you know, several books. One of the things that I asked everyone to do is to help me to grow, right, I said, feedback is a gift helped me to grow, so I could get better at what I'm doing. And so you could fill out a simple survey here or metaphor, you could throw it in the chat, if you want to as well. On my little side over here, Dr. Dave dukkha.com, you could buy one of my books, you could buy it as a digital book, you could order it and have me autograph it and send it to you. So you have those options. You can also find these books on Amazon. deliver value, I'm still working on the audio book. So that should be done in maybe another couple of weeks. But all the rest of them have, you know, audiobooks. And you can have it as a Kindle. But if you just want to download as a PDF, or mobi, you could do that at the Dr. Dave Dukkha. website. And you can grab one of those books, each book gives you a different context, about how we work as an agile organization, and as an adaptive organization, right, a lot of these conversations that I'm having here. And with that, I'm going to give some time back to Caesar, he wanted me to tell you that you know about, you know, you scan this, you know, you'll get one PD use, and I'm gonna have to send you my PMI number. So you could put mine in for me. I'll do that via email, since I'm not part of your chapter. So you can get, you know, a PDU here for the time that we spent today. And, you know, I would just like to say thank you, thank you for allowing me to share this topic with you. And I hope that you got some value out of this, that you could walk away with one thing. I said, I don't care. You don't have to go away with a pocket full. If you could go with just one thing, but work on that one thing and get better at it. Because that's the way I think about life in terms of being agile and practicing agility. So with that, I'm going to say thank you And I'll stop sharing and hand this back over to Caesar and Caesar. Thank you so much for supporting me today.


Cesar  1:00:06

Absolutely, it was my pleasure. Honestly, I think this topic is fantastic. Because I think we can all always improve and get a better understanding of what add value adding value is what, how do we add value better in our organizations in our personal lives and everything that surrounded us? And yeah, I'm really, really excited to hear about how the entire concept of of adding value right, based out of happy customers satisfied customers, right, but all on our side as well from from happy contributing people, right. And being part of that thriving business is really, really a super interesting concept. So thank you so much, Dr. Dave, for for sharing this information with us. If anyone else has some last minute questions or comments I want to share, feel free to to drop them out right now. And before we close our sessions is our time for Q and A's and any any final additions? I know we have some pretty good comments on the chatbox. Regarding the concepts that we talked about, I know one that really I really liked as well, like Jackie mentioned, I think was that the the empathy map, I think it's such a great tool, really, it's really nice to see how different ways that we can implement this and, and around ourselves. Right. And and I think that that's just one of the tools I think out of the top of my head that kind of jumps in, and that I could definitely keep in mind for future future use in examining and delivering better value right around our teams and people around us.


Dr. Dave  1:01:57

Yeah, I'm gonna reach out to you in about 30 to 90 days, something like that and said, Have you tried it yet? Have you used it? Yeah, with a new chapter to learn more to have more empathy toward the people you're serving?


Cesar  1:02:11

Exactly. Absolutely.


Kayanna  1:02:21

We all have something to share. KnolShare with Dr. Dave.