Meeting Title: Team Book Club Discussion Date: 2025-09-12 Meeting participants: Rico Rejoso, Samuel Roberts, Amber Lin, Hannah Wang, Uttam Kumaran, Mustafa Raja, Awaish Kumar
WEBVTT
1 00:01:20.240 ⇒ 00:01:21.490 Amber Lin: Hello.
2 00:01:23.840 ⇒ 00:01:24.780 Rico Rejoso: Hey, guys.
3 00:01:25.570 ⇒ 00:01:31.170 Amber Lin: We’re supposed to read until, to finish chapter 18, right?
4 00:01:31.290 ⇒ 00:01:31.940 Rico Rejoso: Yep.
5 00:01:32.170 ⇒ 00:01:37.499 Amber Lin: Okay, great. I am on chapter 18. I’m gonna read before people join.
6 00:01:39.380 ⇒ 00:01:40.200 Samuel Roberts: Nice.
7 00:02:38.900 ⇒ 00:02:40.090 Uttam Kumaran: Hello?
8 00:02:41.910 ⇒ 00:02:42.589 Rico Rejoso: I would.
9 00:02:42.860 ⇒ 00:02:44.020 Amber Lin: Hello.
10 00:02:46.620 ⇒ 00:02:48.970 Uttam Kumaran: Busy day for Friday, I feel like.
11 00:02:49.120 ⇒ 00:02:49.600 Samuel Roberts: You…
12 00:02:49.600 ⇒ 00:02:51.699 Amber Lin: I agree.
13 00:03:03.720 ⇒ 00:03:07.070 Rico Rejoso: Yeah, let’s try to wait until, 05.
14 00:03:08.940 ⇒ 00:03:10.249 Amber Lin: Who are we missing?
15 00:03:13.780 ⇒ 00:03:17.610 Rico Rejoso: See if, anyone will, still join.
16 00:03:18.850 ⇒ 00:03:19.420 Amber Lin: Okay.
17 00:03:26.000 ⇒ 00:03:28.590 Amber Lin: Well, I think we can start filling it in.
18 00:03:28.860 ⇒ 00:03:33.839 Uttam Kumaran: Yeah, you can have everyone start filling it in for the first, like, 10…
19 00:03:34.010 ⇒ 00:03:38.219 Uttam Kumaran: minutes or so, and then… I also invited Justin to that channel.
20 00:03:38.220 ⇒ 00:03:39.300 Amber Lin: I don’t know if he’s… Awesome.
21 00:03:39.690 ⇒ 00:03:40.570 Uttam Kumaran: Yeah.
22 00:03:41.550 ⇒ 00:03:44.070 Rico Rejoso: I shared the Figma link on the chat.
23 00:05:45.280 ⇒ 00:05:50.420 Samuel Roberts: So I wasn’t here last time, but we’re just… we’re putting notes down in the meeting, too.
24 00:05:51.520 ⇒ 00:05:54.690 Samuel Roberts: Kind of looking like meeting one? Okay, I just want to make sure.
25 00:05:54.930 ⇒ 00:05:59.439 Amber Lin: In meeting… meeting too, yeah, just thinking of how you want. Yeah, it was similar, yeah.
26 00:05:59.670 ⇒ 00:06:00.880 Samuel Roberts: Okay, cool, thank you.
27 00:09:06.580 ⇒ 00:09:07.899 Uttam Kumaran: We’re missing a wage.
28 00:09:08.840 ⇒ 00:09:09.560 Amber Lin: Mmm.
29 00:09:11.240 ⇒ 00:09:14.010 Uttam Kumaran: He’s usually big on this… he’s usually big on books.
30 00:09:19.960 ⇒ 00:09:21.529 Amber Lin: Can check if he’s coming.
31 00:09:40.930 ⇒ 00:09:45.809 Uttam Kumaran: Okay, and I desperately need to get a coffee, I’m, like, gonna… die right now, so I’m…
32 00:09:46.070 ⇒ 00:09:48.099 Uttam Kumaran: I just may not talk for a sec.
33 00:09:48.410 ⇒ 00:09:49.120 Amber Lin: Okay.
34 00:21:33.860 ⇒ 00:21:35.429 Uttam Kumaran: Okay, I’m ready, whatever.
35 00:21:37.600 ⇒ 00:21:41.549 Amber Lin: Me too. I just have yet to read other people’s stickies.
36 00:21:42.660 ⇒ 00:21:47.610 Amber Lin: Yeah, I’ll start reading on ad stickies.
37 00:21:48.220 ⇒ 00:21:51.759 Amber Lin: Add, emojis and stamps.
38 00:25:40.810 ⇒ 00:25:42.049 Amber Lin: I’m done.
39 00:25:43.000 ⇒ 00:25:44.659 Amber Lin: Ready to discuss.
40 00:25:50.050 ⇒ 00:25:51.320 Hannah Wang: Yeah, me too.
41 00:25:53.870 ⇒ 00:25:56.470 Rico Rejoso: Was everyone able to read other people’s notes?
42 00:25:58.400 ⇒ 00:25:59.920 Rico Rejoso: And… Yup.
43 00:26:02.400 ⇒ 00:26:03.020 Rico Rejoso: Yep.
44 00:26:04.730 ⇒ 00:26:08.029 Rico Rejoso: Okay, so maybe we can proceed to this, costume.
45 00:26:08.530 ⇒ 00:26:10.730 Rico Rejoso: Each chapter.
46 00:26:12.210 ⇒ 00:26:15.470 Rico Rejoso: We can… Go first with decision making.
47 00:26:15.920 ⇒ 00:26:18.049 Rico Rejoso: I think this is something that we all…
48 00:26:18.440 ⇒ 00:26:21.929 Rico Rejoso: Are capable of, and how to do so in life or in work.
49 00:26:22.170 ⇒ 00:26:30.420 Rico Rejoso: Choosing the right decision style and ensuring that either you or the team that you’re covering or leading
50 00:26:30.960 ⇒ 00:26:36.410 Rico Rejoso: Are engaged for, like, and for an effective execution.
51 00:26:36.740 ⇒ 00:26:42.869 Rico Rejoso: And… As most people do, just, decide or, just, do decision making.
52 00:26:43.490 ⇒ 00:26:45.659 Rico Rejoso: This is something also that I think
53 00:26:45.940 ⇒ 00:26:49.129 Rico Rejoso: is one of the hardest. Any thoughts on this?
54 00:26:49.410 ⇒ 00:26:50.260 Rico Rejoso: Anyone?
55 00:26:58.090 ⇒ 00:27:03.109 Rico Rejoso: What are your decision-making staff, based on the… book that we have read.
56 00:27:08.670 ⇒ 00:27:10.169 Uttam Kumaran: Anyone want to go first?
57 00:27:11.380 ⇒ 00:27:20.279 Amber Lin: Are we talking about person-specific decision-making styles, or what we have… what… what do we do right now as a company?
58 00:27:22.870 ⇒ 00:27:24.439 Rico Rejoso: iterate, I think.
59 00:27:25.370 ⇒ 00:27:33.190 Rico Rejoso: I think the way that, you do the social making for yourself and for the company somehow reflects how you do it in your life as well.
60 00:27:36.650 ⇒ 00:27:38.450 Amber Lin: Sarte answered.
61 00:27:38.800 ⇒ 00:27:39.400 Amber Lin: Well…
62 00:27:39.400 ⇒ 00:27:40.040 Samuel Roberts: Yeah, likewise.
63 00:27:40.040 ⇒ 00:27:41.540 Amber Lin: We do right now.
64 00:27:41.940 ⇒ 00:27:48.589 Amber Lin: Of… we have… we have a meeting, we’ve raised an issue, we arrive at a conclusion that we implement it.
65 00:27:51.420 ⇒ 00:27:53.580 Amber Lin: That’s just what we do right now.
66 00:27:56.220 ⇒ 00:27:58.490 Rico Rejoso: Great. Anyone? Also?
67 00:28:01.130 ⇒ 00:28:07.650 Samuel Roberts: Yeah, I was gonna say, I really like the section talking about the different methods of creating buy-in,
68 00:28:08.080 ⇒ 00:28:25.559 Samuel Roberts: I definitely, like, tend to like a kind of method 3 is my, like, I want consensus, usually, when I like that. But I really also… I… method 2, where, like, a straw man is written as a starting point, really struck me as something that might be helpful, to…
69 00:28:25.720 ⇒ 00:28:40.379 Samuel Roberts: formalize a little bit, maybe more, because I think it is sometimes going into a conversation, like, everyone has some amount of context, but to really focus it, I think something like that is a really good idea, whether it’s the manager or someone else who knows it better or something.
70 00:28:40.830 ⇒ 00:28:43.989 Samuel Roberts: So that’s something I definitely will want to take from this.
71 00:28:47.020 ⇒ 00:28:49.300 Amber Lin: And another thought I had is.
72 00:28:49.380 ⇒ 00:29:03.150 Amber Lin: I do want to inventory the type of decisions we currently have, and assign the right type of decision-making or decision maker on those things. So we have, like, for different teams, like.
73 00:29:03.150 ⇒ 00:29:16.220 Amber Lin: what level is the cutoff that needs to be done more at Robert’s sign-off, and what are the ones that we actually need a meeting for? So I do want to take time, like a meeting, perhaps, to do an exercise like that.
74 00:29:21.470 ⇒ 00:29:24.040 Samuel Roberts: Yeah, I liked that part, too. Oh, sorry, go ahead, Rico.
75 00:29:24.040 ⇒ 00:29:24.780 Rico Rejoso: Yeah, go ahead.
76 00:29:25.650 ⇒ 00:29:32.860 Samuel Roberts: I was gonna say that, yeah, that was the other thing that really jumped out at me, was the idea of reversible versus irreversible, and I wonder if that’s, like…
77 00:29:33.720 ⇒ 00:29:41.209 Samuel Roberts: fully mappable, like, fully one-to-one with how we do it, because there’s, like, reversible things client-wise, internally, like, there’s a few different things where it’s, like.
78 00:29:41.330 ⇒ 00:29:54.600 Samuel Roberts: like, even the thing we were dealing with today, Mustafa, with, like, the… how much it was gonna cost to run, like, default stuff, like, you know, certain people need to be looped in, or the client needs to be looped in, and, like, so I think there’s a few different ways that that can be broken down even further.
79 00:29:55.630 ⇒ 00:29:59.080 Samuel Roberts: For those types of decisions, or types of things that need to be made.
80 00:29:59.080 ⇒ 00:29:59.700 Mustafa Raja: Yes.
81 00:30:02.670 ⇒ 00:30:03.380 Rico Rejoso: Agreed.
82 00:30:03.500 ⇒ 00:30:10.450 Rico Rejoso: Well, there are certain situations where we also, I mean, we need to identify who needs to make a decision for those
83 00:30:10.710 ⇒ 00:30:15.410 Rico Rejoso: At the same time, so I think, yeah, Amber City on that one, was on point.
84 00:30:17.730 ⇒ 00:30:20.579 Rico Rejoso: Okay, anyone else? For chapter?
85 00:30:20.910 ⇒ 00:30:22.230 Rico Rejoso: Chapter 12.
86 00:30:23.110 ⇒ 00:30:32.879 Uttam Kumaran: And I think there’s also, like, for me, one of the things I think about is, like, how do we… we can… we can use AI to honestly look through a lot of our meetings and identify decisions getting made.
87 00:30:32.920 ⇒ 00:30:40.339 Uttam Kumaran: And so, it’s the same thing we recommend to our clients, is like, the more decisions we can make, and the more accurate they are, the faster we’re gonna move.
88 00:30:40.370 ⇒ 00:30:55.449 Uttam Kumaran: You know, and so for me, it’s like, how do I give more people in the company the ability to make decisions, right? And the freedom to make decisions, but also the freedom to see the impact and adjust. Like, these days, I try to do a lot less of, like.
89 00:30:55.520 ⇒ 00:31:05.939 Uttam Kumaran: what should we do here? And I answer, here’s what we do here. You know, I hope some of you may be noticing that a lot of the way I try to do things these days is, what do you think we should do?
90 00:31:06.080 ⇒ 00:31:13.940 Uttam Kumaran: And then I’m happy to provide feedback on that. And eventually, right, I won’t even… you won’t even need me there to… to give any feedback.
91 00:31:14.050 ⇒ 00:31:24.789 Uttam Kumaran: And so, the best way to utilize me, you know, is in fighting, like, the fires, or coming in as, like, the really core tiebreaker.
92 00:31:24.890 ⇒ 00:31:30.189 Uttam Kumaran: And that’s what I want my role to be long-term. I want to give the freedom to everybody to make
93 00:31:30.230 ⇒ 00:31:32.559 Uttam Kumaran: the decisions that I know you guys can make.
94 00:31:32.580 ⇒ 00:31:43.509 Uttam Kumaran: But I know for some people, it’s maybe a new feeling, or maybe new responsibilities, or new technologies, and so there will be sort of time, but I’m always looking to… to give people the reins on that, and then…
95 00:31:43.510 ⇒ 00:31:52.799 Uttam Kumaran: I’m always there to come be the tiebreaker, to be the ultimate decision maker on things, and that’s how I should be leveraged, you know? So yeah, that’s kind of my thoughts.
96 00:31:55.620 ⇒ 00:31:59.770 Rico Rejoso: Great, actually, yeah.
97 00:32:00.890 ⇒ 00:32:06.869 Rico Rejoso: Understand that. I mean… Based on what Utam mentioned, for the decision-making, I think…
98 00:32:07.620 ⇒ 00:32:18.940 Rico Rejoso: we are all, like, capable of making those decisions, it’s just that he wants those decisions coming from us, and he’ll just approve it in the end, or be the ultimate decision maker for it, right?
99 00:32:22.230 ⇒ 00:32:26.390 Rico Rejoso: Okay, moving on, impeccable agreements.
100 00:32:31.120 ⇒ 00:32:34.750 Rico Rejoso: So, setting up clear reading commitments and goals.
101 00:32:34.940 ⇒ 00:32:43.800 Rico Rejoso: is, like, with accountability and build trust and reliability. So, as what, Amber said here, let people know when you can.
102 00:32:45.160 ⇒ 00:32:49.660 Rico Rejoso: Okay, it’s like, it’s just simply letting them know what to do.
103 00:32:50.040 ⇒ 00:32:52.240 Rico Rejoso: When they should have it done?
104 00:32:52.370 ⇒ 00:32:57.059 Rico Rejoso: And making sure that the agreement is said before the action is made.
105 00:32:57.450 ⇒ 00:33:01.040 Rico Rejoso: So I think that’s my take for this chapter.
106 00:33:02.680 ⇒ 00:33:05.549 Rico Rejoso: Any reflection on this? Anyone?
107 00:33:21.690 ⇒ 00:33:22.480 Rico Rejoso: Okay?
108 00:33:28.580 ⇒ 00:33:34.610 Rico Rejoso: About a question, like… are… I mean… Currently, right now.
109 00:33:34.780 ⇒ 00:33:41.569 Rico Rejoso: all the green, I mean, everyone are committed to making sure that all their tests are given, but is it…
110 00:33:41.740 ⇒ 00:33:45.829 Rico Rejoso: Is the goal set, are clear for everyone?
111 00:33:45.990 ⇒ 00:33:47.369 Rico Rejoso: I mean, how are we on that?
112 00:33:48.870 ⇒ 00:33:51.400 Rico Rejoso: Do you have any feedback, questions for that?
113 00:33:57.820 ⇒ 00:34:03.409 Hannah Wang: Like, what everyone’s… I guess, agreement is? Is that what you’re asking?
114 00:34:03.410 ⇒ 00:34:13.159 Rico Rejoso: Yeah, I… This, you know, not setting up an agreement, or… Not having it clear.
115 00:34:13.280 ⇒ 00:34:19.850 Rico Rejoso: set of goals or commitments before doing anything. I think it’s just, you know, wasting your time if you’re not…
116 00:34:19.960 ⇒ 00:34:21.189 Rico Rejoso: fully into it.
117 00:34:21.719 ⇒ 00:34:23.100 Rico Rejoso: Or committed into it.
118 00:34:23.590 ⇒ 00:34:25.599 Rico Rejoso: I think that’s my take on this chapter.
119 00:34:27.570 ⇒ 00:34:31.530 Hannah Wang: Yeah, I mean, I think we’re trying to do a better job of assigning.
120 00:34:31.699 ⇒ 00:34:35.430 Hannah Wang: Like, who’s in charge of what, and having, like, a…
121 00:34:36.469 ⇒ 00:34:38.969 Hannah Wang: Oh, I forgot the acronym for it, but…
122 00:34:39.170 ⇒ 00:34:49.519 Hannah Wang: yeah, like, someone assigned, like, responsibility for executing something, so… I feel like we’re… Getting there. Yeah.
123 00:34:50.699 ⇒ 00:34:56.599 Hannah Wang: Oh, I guess DRI is the term, yeah, Directly Responsible Individual.
124 00:35:01.270 ⇒ 00:35:07.939 Rico Rejoso: Okay, thank you for that. Moving on, transparency, I think this is what everyone, once…
125 00:35:08.110 ⇒ 00:35:12.579 Rico Rejoso: For a company, having an open and honest communication.
126 00:35:13.920 ⇒ 00:35:17.370 Rico Rejoso: And sharing both the positive and negative.
127 00:35:17.730 ⇒ 00:35:27.579 Rico Rejoso: news within the company, and I think so by do… I mean, by doing so, I think it builds trust for anyone and makes sure that everyone is intact with the company as well.
128 00:35:29.130 ⇒ 00:35:31.269 Rico Rejoso: What are your take on transparency, guys?
129 00:35:41.220 ⇒ 00:35:57.210 Samuel Roberts: Personally, I think this is huge. I’ve been in other companies where, you know, only good news is shared, and kind of bad news is hidden, and the trust isn’t always there because of that, and it sets a really bad… which I think we’ll get to, like, culture later, but, I think…
130 00:35:57.400 ⇒ 00:36:01.950 Samuel Roberts: The ability to… Trust other people in the company, knowing that…
131 00:36:02.160 ⇒ 00:36:06.430 Samuel Roberts: everyone has a sense of what’s going on, to some degree, at least. You know, I think…
132 00:36:07.510 ⇒ 00:36:19.829 Samuel Roberts: you know, there’s a whole amount of the conscious leadership and the morale element that was mentioned, that is important, but I think that that element of trust and transparency is really, like.
133 00:36:20.120 ⇒ 00:36:24.189 Samuel Roberts: Can’t be overstated how important that is, long-term especially.
134 00:36:24.770 ⇒ 00:36:25.510 Rico Rejoso: Agree.
135 00:36:25.970 ⇒ 00:36:35.569 Amber Lin: What are some examples of bad news? I think that will help us implement this a lot better if we know what is bad that we’re hiding.
136 00:36:36.450 ⇒ 00:36:47.799 Amber Lin: So, example I can think of is, okay, someone’s not doing well, or we’re not doing well on this client, or we’re losing this client. What are some other examples of bad news we should share?
137 00:36:49.330 ⇒ 00:36:50.309 Samuel Roberts: Hmm,
138 00:36:52.190 ⇒ 00:37:05.250 Samuel Roberts: Yeah, I mean, I’m sure there’s other things that I’m not thinking of, potentially, like, you know, worse things about company situation, but obviously those are, like, situational. I think…
139 00:37:06.110 ⇒ 00:37:17.479 Samuel Roberts: hiring, firing stuff is… is big. I think that applies to the morale stuff. Like, I’m also not saying, like, what we do necessarily now versus not, I’m just saying, like, in general, like, if people…
140 00:37:17.670 ⇒ 00:37:27.730 Samuel Roberts: are joining is great news, people are leaving, it’s potentially, you know, bad news depending on why, but either way, it still affects people, and you want to understand that, you know, kind of company-wide.
141 00:37:28.130 ⇒ 00:37:29.170 Samuel Roberts: Just one thought.
142 00:37:34.190 ⇒ 00:37:34.790 Uttam Kumaran: Yeah.
143 00:37:34.790 ⇒ 00:37:35.490 Samuel Roberts: more, but…
144 00:37:35.490 ⇒ 00:37:47.199 Uttam Kumaran: I’m curious to hear from everybody, because some people have been here short and long term, like, do you feel like we’re transparent? I guess, also, like, were there opportunities where we should have been more transparent with something?
145 00:37:52.000 ⇒ 00:38:02.470 Samuel Roberts: I mean, just to, like, kind of cap off what I was saying, I have not noticed issues with transparency here the way I have other places, so I definitely feel pretty good about it here. But I obviously have only been around so long.
146 00:38:04.130 ⇒ 00:38:05.650 Samuel Roberts: You know, he laughs.
147 00:38:06.010 ⇒ 00:38:12.960 Rico Rejoso: I guess, for me, working alongside with UCAM, I think…
148 00:38:13.110 ⇒ 00:38:21.459 Rico Rejoso: we’ve been transparent with everything so far, especially when we have, like, a company-wide meeting during the retros. I think every, news
149 00:38:22.140 ⇒ 00:38:29.890 Rico Rejoso: It’s being, delivered to each team member, and I think everyone are fully aware of what’s happening.
150 00:38:30.010 ⇒ 00:38:33.330 Rico Rejoso: negatively or positively within the company, I think that’s a good thing.
151 00:38:38.690 ⇒ 00:38:39.670 Rico Rejoso: No one else?
152 00:38:44.860 ⇒ 00:38:53.679 Uttam Kumaran: Yeah, I guess maybe I could share, like, I think about this a lot. I’ve been in a lot of companies where things weren’t shared, and
153 00:38:53.840 ⇒ 00:38:58.720 Uttam Kumaran: as someone who, you know, worked really hard in my career, I felt like I could really have given
154 00:38:58.920 ⇒ 00:39:06.480 Uttam Kumaran: helped out, or given feedback, or I just didn’t want to be blindsided by decisions. And so, I really take that to heart, and
155 00:39:06.660 ⇒ 00:39:09.699 Uttam Kumaran: I try to be as open of a book as I can.
156 00:39:09.870 ⇒ 00:39:15.139 Uttam Kumaran: But I also realized… I sort of now have gained a little bit of empathy of why it’s hard to do that.
157 00:39:15.300 ⇒ 00:39:32.429 Uttam Kumaran: a lot of decisions that I make, or, you know, when it comes to more sensitive topics, like people changes, or, maybe there’s, like, issues with finance, or whatever, it’s just, like, you don’t want to admit, like, some issues, and I also don’t want people to get scared.
158 00:39:32.630 ⇒ 00:39:35.310 Uttam Kumaran: But also, like, I… I realized that
159 00:39:36.090 ⇒ 00:39:49.549 Uttam Kumaran: not sharing versus sharing, like, I should fear that people think that we’re hiding things. And I fear that more than I feel people seeing our decision-making process and agreeing or disagreeing with me.
160 00:39:49.620 ⇒ 00:39:56.970 Uttam Kumaran: I don’t think everybody’s gonna agree with 100% decisions I make. I also don’t think everyone’s gonna agree with the 100% decisions that we all make.
161 00:39:58.360 ⇒ 00:40:04.810 Uttam Kumaran: But our… our goal is to decide and move forward as a unit, and so that’s… I try to really…
162 00:40:04.930 ⇒ 00:40:16.000 Uttam Kumaran: almost, like, live blog my thoughts, and I’m starting to try to do that more in the channel, and just share, like, what’s on my mind, and I don’t want people to be guessing what our priorities are, what’s important to us.
163 00:40:16.150 ⇒ 00:40:21.439 Uttam Kumaran: How much we care about clients and our people, like, I don’t want people to think
164 00:40:21.690 ⇒ 00:40:35.709 Uttam Kumaran: is… I wonder what, like, is going on, or I wonder what that meeting’s about. Like, I hate that. I always had that at my last companies I was involved in, so… yeah, I don’t know. We’re also so small, like, there isn’t room for politics or for…
165 00:40:35.760 ⇒ 00:40:48.100 Uttam Kumaran: side conversat… like, there aren’t any, actually, like, for the most part, for the most part, we’re just trying to do our best, and I just want to continue to express that, you know? So, yeah, that’s probably it for me.
166 00:40:49.790 ⇒ 00:40:52.140 Samuel Roberts: Yeah, I definitely… Oh, great.
167 00:40:54.230 ⇒ 00:40:54.840 Rico Rejoso: Okay.
168 00:40:55.200 ⇒ 00:40:57.200 Rico Rejoso: Moving on.
169 00:40:57.530 ⇒ 00:40:59.020 Rico Rejoso: Conscious leadership.
170 00:41:01.460 ⇒ 00:41:06.089 Rico Rejoso: So I think we’ll just… To be honest, I didn’t really, you know.
171 00:41:06.470 ⇒ 00:41:26.320 Rico Rejoso: understand this part of the book or this chapter, leading with curiosity and being more interested in learning than being right. I mean, we all have, like, different leadership styles, right? I mean, y’all tried or have experience leading team members or a small group.
172 00:41:26.710 ⇒ 00:41:28.920 Rico Rejoso: I mean, we are a leader of our own.
173 00:41:29.170 ⇒ 00:41:34.579 Rico Rejoso: I think that’s my take for this part as well, based on everyone’s, note as well.
174 00:41:34.760 ⇒ 00:41:35.939 Rico Rejoso: What do you think, guys?
175 00:41:49.100 ⇒ 00:41:56.950 Hannah Wang: And this is the first time I heard about conscious leadership, like, I’ve heard about other styles,
176 00:41:57.090 ⇒ 00:41:58.860 Hannah Wang: Like, I think…
177 00:41:59.300 ⇒ 00:42:05.719 Hannah Wang: well, I’ve only heard about servant leadership. I don’t really know what the other types are, but I feel like
178 00:42:05.990 ⇒ 00:42:14.150 Hannah Wang: This is similar to… Servant leadership, and it… or there’s just, like, overlap in some ways.
179 00:42:14.850 ⇒ 00:42:23.850 Hannah Wang: yeah, I’m looking at Google right now, there’s, like, traditional leaders, which is the opposite of servant leadership, so anyway, I… I kind of liked…
180 00:42:23.990 ⇒ 00:42:32.479 Hannah Wang: Yeah, the… the types of qualities that conscious leaders should have,
181 00:42:33.300 ⇒ 00:42:41.590 Hannah Wang: And I think a lot of leadership is just… you just have to model it for other people, and they’re gonna pick up on what
182 00:42:41.760 ⇒ 00:42:48.150 Hannah Wang: You do as a leader, so just being… Cognizant of that, and…
183 00:42:49.480 ⇒ 00:42:52.219 Hannah Wang: Yeah, modeling it for other people.
184 00:42:52.720 ⇒ 00:42:53.940 Hannah Wang: That’s my take.
185 00:42:59.490 ⇒ 00:43:00.860 Samuel Roberts: Yeah, I,
186 00:43:00.980 ⇒ 00:43:15.729 Samuel Roberts: I have heard the above and below the line before, I’m not… it was probably just from this book, or something that was referencing this book, but what I really liked specifically, and I think I highlighted here, was the… knowing you’re below the line is more important than being below the line, and so the idea of…
187 00:43:16.020 ⇒ 00:43:32.109 Samuel Roberts: being kind of self-reflective more frequently than maybe feels more natural early, like, early enough. Like, I don’t necessarily see any issues, but I can also see, like, as you grow, and maybe depending on how people come into the company, and, like, you…
188 00:43:32.480 ⇒ 00:43:42.529 Samuel Roberts: You want to instill this kind of mentality of not just being, what is it, open, curious state, rising above the line, but knowing whether or not, at any given point, where you
189 00:43:43.190 ⇒ 00:43:46.999 Samuel Roberts: kind of sit with that is, I think…
190 00:43:47.290 ⇒ 00:44:01.709 Samuel Roberts: good beyond even just, like, leadership style, but I think it, you know, leadership, like, conscious leadership is… it can be applied to, like, a few different things, in terms of, like, if it’s actually, like, the CEO of the company, or someone on a team, or someone just, like, in a meeting running…
191 00:44:01.710 ⇒ 00:44:10.760 Samuel Roberts: you know, between a few people that maybe aren’t normally, like, you know, considered the leader of that group or something. It can apply to a lot of different things, but I think recognizing where you are and the state you’re in.
192 00:44:12.320 ⇒ 00:44:18.139 Samuel Roberts: is… is good to be reminded of here, and so that’s something that I definitely took out of this chapter.
193 00:44:22.610 ⇒ 00:44:24.760 Rico Rejoso: Great. Thank you so much for that.
194 00:44:28.290 ⇒ 00:44:29.810 Rico Rejoso: Yeah, Ed, what else?
195 00:44:32.650 ⇒ 00:44:47.760 Amber Lin: Sorry, guys, I have to hop. I put my notes down there. I will listen to the meeting later, I think this is really important. Would be great if we get any action items out of this, please let me know. I really like this type of meeting.
196 00:44:48.440 ⇒ 00:44:49.550 Uttam Kumaran: Yep, definitely.
197 00:44:49.970 ⇒ 00:44:51.529 Amber Lin: Alright, bye guys.
198 00:44:52.310 ⇒ 00:44:52.830 Samuel Roberts: A…
199 00:44:52.830 ⇒ 00:44:53.330 Uttam Kumaran: Yep.
200 00:44:53.330 ⇒ 00:44:53.720 Hannah Wang: Right.
201 00:44:53.720 ⇒ 00:45:10.480 Uttam Kumaran: One thing that’s important to me is, like, like, they call it, like, blameless post-mortem, or, like, I don’t know, I don’t… I made more mistakes than everybody here, and, like, a lot of them, it’s, like, it’s just horrible, like, we were nobody before, you know, and so I don’t.
202 00:45:10.480 ⇒ 00:45:11.080 Samuel Roberts: Anyone?
203 00:45:11.080 ⇒ 00:45:13.920 Uttam Kumaran: Worry about, like, making mistakes.
204 00:45:14.070 ⇒ 00:45:15.620 Uttam Kumaran: I, I worry about…
205 00:45:15.730 ⇒ 00:45:28.869 Uttam Kumaran: mistakes that are malicious, or mistakes that can be avoided, but, like, I want people to try hard and fail openly, and then get feedback. Like, I think it’s something that I learned to do a lot in my life, too, and
206 00:45:28.910 ⇒ 00:45:39.280 Uttam Kumaran: it’s… it’s helpful because I put a lot less pressure on myself to get things right the first time. Instead, I put pressure on myself to try, or, like, get through that, like, first initial phase.
207 00:45:39.520 ⇒ 00:45:46.840 Uttam Kumaran: And I think if we all think about that as part of the company and the daily work, like, we can really advance as a group.
208 00:45:48.380 ⇒ 00:45:55.880 Uttam Kumaran: You know, and definitely, certainly, like, not… the goal is not to lead with fear or anger, but also a lot of that can be self-induced, you know?
209 00:45:56.000 ⇒ 00:46:03.760 Uttam Kumaran: From our backgrounds, or upbringings, or people we work with, and so we have to be conscious of, like, how does someone tell me something make me feel, and is it…
210 00:46:04.030 ⇒ 00:46:10.200 Uttam Kumaran: something they said is something that I interpreted it, but as a principle, I think for everybody to understand that
211 00:46:10.550 ⇒ 00:46:24.250 Uttam Kumaran: we… we’re here to grow as a group and give feedback, and feedback may not always be, this is the best thing, but also, everyone should be open and excited for feedback. That way, any type of feedback is positive, right?
212 00:46:24.370 ⇒ 00:46:26.070 Uttam Kumaran: So…
213 00:46:28.820 ⇒ 00:46:32.740 Samuel Roberts: Yeah, I 100% agree. I think, the idea of, like.
214 00:46:33.240 ⇒ 00:46:40.599 Samuel Roberts: empathy and the joy versus fear stuff was kind of where… where I saw that was… and… and…
215 00:46:40.860 ⇒ 00:46:53.810 Samuel Roberts: tying it into what you were saying. When you are coming into a company, for example, or, you know, you’ve been around in a company, like, you have your own habits, like you just said, like, your upbringing and your previous work history, or whatever, and so, like, you have…
216 00:46:53.840 ⇒ 00:47:01.559 Samuel Roberts: you are, like, reading into things that may not be there, potentially. And so the idea of the trust and empathy and just giving some, like.
217 00:47:01.980 ⇒ 00:47:10.700 Samuel Roberts: I don’t know, benefit of the doubt to people, that they have, you know, the same interests as you to, like, do good work and, you know, move things along. I think…
218 00:47:10.840 ⇒ 00:47:20.590 Samuel Roberts: That, by default, is important, and then if people are violating that, that becomes like a, oh, this needs to be addressed kind of thing, rather than a, let’s operate by that
219 00:47:20.860 ⇒ 00:47:26.969 Samuel Roberts: in the… in the normal, you know? Like, let’s not assume malicious intent unless we… you know, like, that kind of, like…
220 00:47:27.210 ⇒ 00:47:29.310 Samuel Roberts: That’s another problem to address.
221 00:47:29.580 ⇒ 00:47:33.150 Samuel Roberts: In a bigger context, if someone is, like, kind of violating that, like, basic…
222 00:47:33.150 ⇒ 00:47:49.620 Samuel Roberts: like, oh, no, feedback is not meant to be that way, or, you know, don’t take it that way. But if someone is consistently being heard that way, or sounding that way, like, that’s a different issue. I think starting from that initial default of, you know, feedback is good, we’re all trying to do our best, we’re all gonna make mistakes, we’re all gonna improve.
223 00:47:49.750 ⇒ 00:47:53.549 Samuel Roberts: Rather than some other, you know, environments where it might be, you know.
224 00:47:53.680 ⇒ 00:48:01.129 Samuel Roberts: more cutthroat, or more, oh, you messed up immediately, you’re gone, kind of thing. I think…
225 00:48:01.310 ⇒ 00:48:18.060 Samuel Roberts: I… I feel pretty good here so far about, you know, the idea that, like, you know, the first pass is gonna be the first pass. Like, you know, getting something out is better than not getting it… getting out the perfect thing super late or something. Like, I… I love the environment here so far, so I’m not as worried about this
226 00:48:18.310 ⇒ 00:48:22.900 Samuel Roberts: in the, like, immediate future, but I think it is something good to, like, keep in mind and try to, like.
227 00:48:23.730 ⇒ 00:48:27.619 Samuel Roberts: Not formalize, but instill in people and make sure that everyone understands, like.
228 00:48:27.820 ⇒ 00:48:33.840 Samuel Roberts: when I said this, it wasn’t, you know, against you, it was just like, let’s all improve. That’s kind of what I took out of that.
229 00:48:35.600 ⇒ 00:48:40.300 Uttam Kumaran: Yeah, I also think this is something, Rico, that we can start to share as part of onboarding, too, like…
230 00:48:40.540 ⇒ 00:48:51.559 Uttam Kumaran: our thoughts about this type of thing, and I don’t know, I think people are genuinely interested. I’ve never… I’ve been part of companies where they have some, like, lofty mission statement, but they never talk about, like.
231 00:48:51.960 ⇒ 00:48:56.070 Uttam Kumaran: The way meetings run, or, like, how we treat people, so… Yeah.
232 00:48:56.930 ⇒ 00:48:58.150 Rico Rejoso: I believe so, yeah.
233 00:48:58.290 ⇒ 00:49:08.579 Rico Rejoso: Because I think the same way, living in a comfort zone means fear of, you know, taking on constructive criticism or feedback from anyone, so I think
234 00:49:09.060 ⇒ 00:49:12.550 Rico Rejoso: I’ve experienced the same thing as well, but, you know, being here.
235 00:49:12.880 ⇒ 00:49:15.669 Rico Rejoso: It’s just, like, a full learning opportunity for me.
236 00:49:18.420 ⇒ 00:49:19.110 Rico Rejoso: Yep.
237 00:49:20.270 ⇒ 00:49:22.089 Rico Rejoso: So, next one.
238 00:49:22.590 ⇒ 00:49:25.609 Rico Rejoso: Issue identification plus conflict resolution.
239 00:49:29.800 ⇒ 00:49:37.549 Rico Rejoso: Well, I guess for this surface issues, early end, we solve conflicts by ensuring that everyone feels heard.
240 00:49:38.350 ⇒ 00:49:41.490 Rico Rejoso: I think the question is, how can we have that done?
241 00:49:42.060 ⇒ 00:49:42.870 Rico Rejoso: like…
242 00:49:46.140 ⇒ 00:49:52.340 Rico Rejoso: How can we identify those issues and provide solutions for…
243 00:49:52.940 ⇒ 00:49:53.760 Rico Rejoso: Anyone?
244 00:50:03.230 ⇒ 00:50:13.859 Uttam Kumaran: Yeah, I think a lot of writing, for me has been important. Like, as you guys can see, the changes that we made in the company in the last two months, a lot of them came from this book, where we now do a lot of writing.
245 00:50:14.130 ⇒ 00:50:19.829 Uttam Kumaran: And I don’t know, I feel like writing down decisions and debating that is so much better than…
246 00:50:20.160 ⇒ 00:50:24.909 Uttam Kumaran: Like, just having a lot of thoughts in your head and no place to put them down, so…
247 00:50:25.270 ⇒ 00:50:27.999 Uttam Kumaran: I don’t know, I still feel like writing is a great medium.
248 00:50:32.190 ⇒ 00:50:45.150 Samuel Roberts: Yeah, I think especially the kind of, like, remote environment, like, something down that everyone can look at, even asynchronously, and double-check, rather than, oh, you weren’t in that meeting, you didn’t hear that result, you didn’t hear that, you know…
249 00:50:45.420 ⇒ 00:50:54.639 Samuel Roberts: thought someone had, can really slip through the cracks at some place like… like this, where, you know, you’re not in an office, you’re not sitting next to people, it’s not just like a…
250 00:50:55.380 ⇒ 00:51:13.569 Samuel Roberts: you know, quick decisions still take a little bit of effort in an environment like this, which is, you know, one of the maybe downsides of a fully remote company, but I think the way to mitigate that is things in writing, those kind of agreements that they talked about earlier, or just getting thoughts down and in a visible place, like Slack or Notion.
251 00:51:13.640 ⇒ 00:51:19.180 Samuel Roberts: And then that can be shared and commented on, and I think it kind of alleviates a lot of that potential downside.
252 00:51:19.820 ⇒ 00:51:20.450 Uttam Kumaran: Yeah.
253 00:51:21.100 ⇒ 00:51:23.319 Samuel Roberts: Which I think is really, really helpful.
254 00:51:23.320 ⇒ 00:51:24.020 Rico Rejoso: Agreed.
255 00:51:24.440 ⇒ 00:51:27.360 Rico Rejoso: You know, base, or something that we can look back up.
256 00:51:28.320 ⇒ 00:51:30.959 Rico Rejoso: To check the successions or issues with…
257 00:51:32.160 ⇒ 00:51:40.950 Uttam Kumaran: Yeah, this is where, again, like, I think I want to start to think about AI, even in, like, helping us make decisions, proposing decisions, debating, like.
258 00:51:41.160 ⇒ 00:51:49.789 Uttam Kumaran: having… bringing more perspective, like, I think there’s so much opportunity. And, like, when I think about innovation on our company, like, this is where I think about innovation.
259 00:51:49.790 ⇒ 00:52:02.240 Uttam Kumaran: we are doing AI stuff with clients, but we have a really amazing opportunity for this group of people to rethink, like, how we work together, given we have AI, you know? And I’m passionate about, like.
260 00:52:02.330 ⇒ 00:52:04.090 Uttam Kumaran: Trying to break down…
261 00:52:04.240 ⇒ 00:52:10.470 Uttam Kumaran: like, some things that, hey, we maybe need meetings, we need all these things, and now we have AI to help us streamline this.
262 00:52:10.670 ⇒ 00:52:21.269 Uttam Kumaran: You know, and I’m… it’s gonna take some creativity, but this is where, like, we’ve given a… given a blessing of a tool that we could try to help improve all these for us, you know?
263 00:52:27.570 ⇒ 00:52:28.120 Rico Rejoso: Okay.
264 00:52:29.270 ⇒ 00:52:30.290 Rico Rejoso: Next one.
265 00:52:30.440 ⇒ 00:52:32.459 Rico Rejoso: Customer empathy?
266 00:52:33.960 ⇒ 00:52:47.139 Rico Rejoso: I think we have, previously we’ve discussed about this one, and again, the company goal is always understand and solve the real problem or real customer pain points. Clients are always our number one priority, making sure that
267 00:52:47.360 ⇒ 00:52:49.740 Rico Rejoso: We just saw a little above.
268 00:52:49.850 ⇒ 00:52:54.120 Rico Rejoso: And beyond to what are expected of the deliverables are.
269 00:52:55.390 ⇒ 00:52:56.090 Rico Rejoso: Right?
270 00:53:01.310 ⇒ 00:53:02.130 Rico Rejoso: Anyone?
271 00:53:06.710 ⇒ 00:53:07.410 Rico Rejoso: Okay?
272 00:53:09.880 ⇒ 00:53:13.640 Samuel Roberts: Sorry, yeah, I was gonna say, I really like the one that… the thing that Andrew put here. If you…
273 00:53:13.750 ⇒ 00:53:19.850 Samuel Roberts: don’t voice it, customers will try to think of a solution, and, like, that, you know, you need to work with them, you need to be part of their process, like, I…
274 00:53:20.070 ⇒ 00:53:36.100 Samuel Roberts: This is a little different for me, because I’m used to working with, like, a kind of less of a client focus, more like a product, like, customer thing, where there’s a big thing about understanding the customer’s needs, and, you know, in a broad sense. And, like, on individual projects, like, the client is, you know, the customer on any given thing, and so…
275 00:53:36.210 ⇒ 00:53:41.300 Samuel Roberts: Kind of that empathy of knowing where they’re coming from, understanding pain points, understanding, like.
276 00:53:41.540 ⇒ 00:53:54.470 Samuel Roberts: Even in other ways, like, what are they really trying to solve? What are they really trying to do? They might think they have a solution, or they don’t have any idea, like, there’s a lot of different ways that can go, and I think, you know, we’re here to really help with that.
277 00:53:56.350 ⇒ 00:54:01.270 Samuel Roberts: I definitely am… it’s very similar to the way I’ve thought in the past, but I feel like I’m also just…
278 00:54:01.460 ⇒ 00:54:05.199 Samuel Roberts: Morphing it a little bit, because it’s a much closer relationship than…
279 00:54:05.280 ⇒ 00:54:16.190 Samuel Roberts: you know, a customer using a product, potentially. Like, a lot of times you try to, like, elevate them and get their feedback and, you know, source that from, like, however many customers you have using it, and try to see that, but for a client.
280 00:54:16.190 ⇒ 00:54:28.060 Samuel Roberts: Where there might be a few people using it, or, you know, like we’re doing on ABC, where there’s, like, lots of CSRs using it, getting that information and understanding, like, what they need, what, you know, higher-ups want to see. Like, understanding all that is huge.
281 00:54:28.970 ⇒ 00:54:30.420 Uttam Kumaran: Yeah. I think that’s…
282 00:54:30.420 ⇒ 00:54:36.039 Samuel Roberts: It’s… yeah, again, something that can be kind of understated in an environment like this, where, like, client work is
283 00:54:36.360 ⇒ 00:54:41.820 Samuel Roberts: What drives everything, really, because that’s where the money comes from, and you want to make them happy, and you want to do good work, and…
284 00:54:41.970 ⇒ 00:54:44.269 Samuel Roberts: It allows you to do more stuff, so…
285 00:54:48.430 ⇒ 00:54:49.220 Rico Rejoso: That blue.
286 00:54:57.330 ⇒ 00:54:58.110 Rico Rejoso: Last one?
287 00:54:58.110 ⇒ 00:54:59.420 Samuel Roberts: Yeah, I guess so. Yeah.
288 00:55:00.250 ⇒ 00:55:02.120 Rico Rejoso: company culture.
289 00:55:02.500 ⇒ 00:55:16.659 Rico Rejoso: My take on this is, you know, foundationally, rules are set. It’s like the basis for everything, but eventually, culture is, is built by the people, the CEO, the team members, everyone here. Eventually, we get that set up.
290 00:55:16.900 ⇒ 00:55:17.920 Rico Rejoso: ourselves.
291 00:55:19.610 ⇒ 00:55:27.679 Rico Rejoso: And everyone takes, I mean… You call that,
292 00:55:28.400 ⇒ 00:55:30.240 Rico Rejoso: Add to the culture of the company.
293 00:55:33.080 ⇒ 00:55:35.099 Rico Rejoso: So how’s the company culture for everyone?
294 00:55:50.190 ⇒ 00:55:53.710 Rico Rejoso: I mean, given also that, you know, I mean…
295 00:55:53.820 ⇒ 00:55:59.760 Rico Rejoso: people working from different countries, maybe from the Philippines, you guys from the U.S,
296 00:55:59.920 ⇒ 00:56:10.149 Rico Rejoso: definitely there’s something that’s, I mean, there’s always a challenge for us, but in the end, the culture that we have here, especially, that I share to everyone.
297 00:56:12.810 ⇒ 00:56:15.970 Rico Rejoso: And set by, each individual, I think.
298 00:56:16.310 ⇒ 00:56:20.629 Rico Rejoso: That basically is what… Our company is all about, as well.
299 00:56:22.210 ⇒ 00:56:22.870 Uttam Kumaran: Yeah.
300 00:56:23.370 ⇒ 00:56:32.849 Hannah Wang: Yeah, I just feel like it’s difficult to implement some of the things that were in the chapter with everyone so spread out.
301 00:56:34.440 ⇒ 00:56:37.470 Hannah Wang: Like, the fun, the celebration, like, we…
302 00:56:38.320 ⇒ 00:56:48.299 Hannah Wang: try to do that, but it’s… I think there’s more synergy when people are together in person, and that’s hard to do.
303 00:56:48.300 ⇒ 00:56:49.010 Samuel Roberts: Agree.
304 00:56:49.360 ⇒ 00:56:51.670 Hannah Wang: get everyone in one place. Yeah.
305 00:56:51.670 ⇒ 00:56:52.230 Samuel Roberts: Yep.
306 00:56:53.180 ⇒ 00:56:57.539 Samuel Roberts: Yeah, I was gonna say, I don’t think it’s impossible, but it’s… it has to be a much more, like.
307 00:56:57.700 ⇒ 00:57:13.929 Samuel Roberts: concerted effort at a fully remote company, and I feel like we… we do that, but I think there’s definitely ways to improve that. You know, we’ve talked about that, you know, Tom, just like, you know, getting more, like, camaraderie in the engineering team, because we’re all kind of in our own projects and clients, and creating a sense of
308 00:57:14.610 ⇒ 00:57:19.290 Samuel Roberts: You know, community, culture, like, whatever that needs to be to, like, make sure we’re all…
309 00:57:20.270 ⇒ 00:57:34.420 Samuel Roberts: paddling in the same direction kind of thing. I guess my question is, is there a list of values? Is there anything like that? I realize I’m not even, like, necessarily aware offhand when I saw that. Like, I know there’s things I’ve heard you say a lot, and I’m curious if there is something codified or not.
310 00:57:34.780 ⇒ 00:57:35.430 Samuel Roberts: That you…
311 00:57:35.430 ⇒ 00:57:36.570 Uttam Kumaran: We do.
312 00:57:36.570 ⇒ 00:57:37.390 Samuel Roberts: Either or.
313 00:57:37.650 ⇒ 00:57:40.339 Uttam Kumaran: Yeah, we have, like, 3 principles. I think…
314 00:57:40.340 ⇒ 00:57:40.700 Samuel Roberts: Okay.
315 00:57:41.030 ⇒ 00:57:58.250 Uttam Kumaran: Rico, we could probably share it in the next… I used to share it at the start of every Friday meeting, I guess we maybe just, like, because we were gonna do icebreakers, but maybe, Rico, we can have that. Yeah, but that’s kind of, like, all we have so far is just, like, three… three kind of main considerations that we have.
316 00:57:58.600 ⇒ 00:58:03.759 Uttam Kumaran: And it’s something that I think about a lot, and each of them sort of
317 00:58:03.890 ⇒ 00:58:08.080 Uttam Kumaran: Challenge each other, but yeah, it’s… we do have, like, a couple things written down.
318 00:58:09.060 ⇒ 00:58:12.240 Samuel Roberts: Cool. Okay, yeah, I’m sure I, like, flipped this. Okay, sweet.
319 00:58:12.420 ⇒ 00:58:16.100 Uttam Kumaran: But he is operating giants, too. Yeah. And I think,
320 00:58:16.310 ⇒ 00:58:20.760 Uttam Kumaran: Yeah, we have also a lot of cultures, you know, so it’s helpful… I wanna… it’s helpful to…
321 00:58:20.900 ⇒ 00:58:31.659 Uttam Kumaran: To understand, like, we have all types of different people. And then, yeah, it’s just, like, how do we start to build a little bit of the glue between people that can build more trust and more empathy, you know?
322 00:58:38.640 ⇒ 00:58:39.390 Rico Rejoso: Agreed.
323 00:58:39.390 ⇒ 00:58:46.580 Samuel Roberts: I was gonna say, have we… have we done, like, fun, like, outside of work kind of activities, like, virtually at all?
324 00:58:47.380 ⇒ 00:58:48.400 Uttam Kumaran: No.
325 00:58:49.060 ⇒ 00:58:50.780 Uttam Kumaran: Not really.
326 00:58:50.780 ⇒ 00:58:57.109 Samuel Roberts: Yeah, one thing I remember, seeing was people just, like, having, like, a little… what was it?
327 00:58:57.850 ⇒ 00:59:01.070 Samuel Roberts: they were playing just, like, GeoGuessr teams,
328 00:59:01.540 ⇒ 00:59:18.380 Samuel Roberts: And it was… it was fully virtual. I saw my friend doing it at his company, and it was… it was, like, you know, everyone hopped on, and everyone was able to pay, and it was just, like, one of those things, like, everyone could do it virtually, everyone could do it remotely, and it was just, like, a little fun, you know, hour, kind of, you know, outside business hours to just, like.
329 00:59:18.380 ⇒ 00:59:22.779 Samuel Roberts: Get together, the way it might be, like, you know, going out for a drink after work, or, you know, having a…
330 00:59:22.980 ⇒ 00:59:31.300 Samuel Roberts: an event kind of thing, and there… I guess my point is just, like, there are ways to do that, if we wanted to, do that in a virtual way, in a…
331 00:59:31.350 ⇒ 00:59:45.200 Samuel Roberts: you know, remote-friendly way. There’s plenty of games online to play, like, something that just creates a little bit of, like, okay, we’re gonna let loose a little bit, get a little more comfortable with everyone, have a reason to interact with people you might not normally in the company, like in other teams or something.
332 00:59:45.540 ⇒ 00:59:45.910 Uttam Kumaran: Yeah.
333 00:59:45.910 ⇒ 00:59:49.719 Samuel Roberts: So I think it’s definitely something worth thinking about, you know.
334 00:59:50.060 ⇒ 00:59:53.509 Samuel Roberts: Not, like, a mandatory sort of thing, but just, like, a… whoever…
335 00:59:53.810 ⇒ 00:59:56.580 Samuel Roberts: You know, wants to sign up for this, you know.
336 00:59:56.700 ⇒ 01:00:00.200 Samuel Roberts: Game night kind of thing would be, you know, let’s see it, so…
337 01:00:00.220 ⇒ 01:00:00.980 Uttam Kumaran: Yeah.
338 01:00:01.310 ⇒ 01:00:05.369 Samuel Roberts: See if, like, how much the engagement would be for something like that, or…
339 01:00:05.370 ⇒ 01:00:06.140 Uttam Kumaran: Yeah.
340 01:00:06.140 ⇒ 01:00:07.369 Samuel Roberts: What the appetite is.
341 01:00:08.150 ⇒ 01:00:14.379 Samuel Roberts: You know, it’s also one of those things, you don’t want to pile on too much, like, other things to people, but there’s a balance there between, like.
342 01:00:14.820 ⇒ 01:00:22.419 Samuel Roberts: Okay, we had a good week, let’s do, you know… Separate, less work-oriented thing.
343 01:00:23.520 ⇒ 01:00:29.860 Samuel Roberts: But yeah, you don’t want to overburden people, because I’ve seen that too, where it’s like, everyone feels they need to be involved in something every, you know, whatever.
344 01:00:30.680 ⇒ 01:00:35.219 Samuel Roberts: You know, but yeah, I think there’s definitely something there, on the fun element.
345 01:00:38.340 ⇒ 01:00:39.120 Uttam Kumaran: Okay, cool.
346 01:00:40.900 ⇒ 01:00:41.460 Rico Rejoso: Yep.
347 01:00:43.410 ⇒ 01:00:48.190 Rico Rejoso: My end, there’s, like, Same thing that we have before.
348 01:00:48.420 ⇒ 01:01:02.960 Rico Rejoso: like, a Roblox type of game that everyone, like, where we can meet, virtually. And, you know, we play, like, games, more like available, like, casino games, you know, we interact using that, using that game. I’m not sure.
349 01:01:03.940 ⇒ 01:01:04.950 Samuel Roberts: Interesting, yeah.
350 01:01:06.660 ⇒ 01:01:07.190 Rico Rejoso: Paint.
351 01:01:07.290 ⇒ 01:01:12.929 Rico Rejoso: So, I think that sums everything for this chapter. I’ll be providing a summary.
352 01:01:12.960 ⇒ 01:01:27.659 Rico Rejoso: And, yeah, and sharing your documents probably on the Slack. I forgot to post the initial or the week one for it, but I have both, shared on Slack. Thank you so much for joining for today’s book club meeting, guys, and for sharing your thoughts and notes for each chapter.
353 01:01:29.280 ⇒ 01:01:31.290 Uttam Kumaran: Thank you, thank you for hosting, yeah, I’m excited for the next.
354 01:01:31.290 ⇒ 01:01:34.569 Samuel Roberts: Yeah, definitely, thanks for hosting. This was… I’m glad I got to be part of it this time.
355 01:01:34.570 ⇒ 01:01:37.999 Rico Rejoso: Thank you. Thank you so much, guys. Have a good one, guys. Happy weekend.
356 01:01:38.660 ⇒ 01:01:39.030 Samuel Roberts: You too.
357 01:01:39.030 ⇒ 01:01:39.620 Mustafa Raja: Bye.