Ben Taylor

Well, put yourself in their shoes. If I said... I mean, I'm also not like, this is not a test, right? I'd go back and say, hey, think human. I'm going to help them in that prompt. I don't want them to have this native answer. I think any person in any room with rare exception can be told to think about how it makes you feel and how it would make them feel, and they're able to do that.

Well, put yourself in their shoes. If I said... I mean, I'm also not like, this is not a test, right? I'd go back and say, hey, think human. I'm going to help them in that prompt. I don't want them to have this native answer. I think any person in any room with rare exception can be told to think about how it makes you feel and how it would make them feel, and they're able to do that.

Well, put yourself in their shoes. If I said... I mean, I'm also not like, this is not a test, right? I'd go back and say, hey, think human. I'm going to help them in that prompt. I don't want them to have this native answer. I think any person in any room with rare exception can be told to think about how it makes you feel and how it would make them feel, and they're able to do that.

It's just getting them to do that and having them actually like take the time to think no different than my team, carve them out, give them time to think about it, make it part of the process, make it the first part of the, you know, that first sprint in that cycle of that release that we're doing towards devoting, you know, whatever you want to call it, time boxing, you know, giving them space to do that is no different for an interviewee or an agency or somebody that works for me.

It's just getting them to do that and having them actually like take the time to think no different than my team, carve them out, give them time to think about it, make it part of the process, make it the first part of the, you know, that first sprint in that cycle of that release that we're doing towards devoting, you know, whatever you want to call it, time boxing, you know, giving them space to do that is no different for an interviewee or an agency or somebody that works for me.

It's just getting them to do that and having them actually like take the time to think no different than my team, carve them out, give them time to think about it, make it part of the process, make it the first part of the, you know, that first sprint in that cycle of that release that we're doing towards devoting, you know, whatever you want to call it, time boxing, you know, giving them space to do that is no different for an interviewee or an agency or somebody that works for me.

You've got to devote the time to build it into how you're going about that day to day. Yeah.

You've got to devote the time to build it into how you're going about that day to day. Yeah.

You've got to devote the time to build it into how you're going about that day to day. Yeah.

No, I think people want to. That's actually one of the easier things. Giving them permission and saying, think about how people feel and care about things is such a natural human thing.

No, I think people want to. That's actually one of the easier things. Giving them permission and saying, think about how people feel and care about things is such a natural human thing.

No, I think people want to. That's actually one of the easier things. Giving them permission and saying, think about how people feel and care about things is such a natural human thing.

Yeah. They want to do it. So that's not the problem. It's the leadership question. It's the hey, this is going to yield results because I'm attached to numbers and numbers equals output equals. It's getting that idea away from leadership and getting the space. So it's usually managing upward for me, frankly, that's more difficult.

Yeah. They want to do it. So that's not the problem. It's the leadership question. It's the hey, this is going to yield results because I'm attached to numbers and numbers equals output equals. It's getting that idea away from leadership and getting the space. So it's usually managing upward for me, frankly, that's more difficult.

Yeah. They want to do it. So that's not the problem. It's the leadership question. It's the hey, this is going to yield results because I'm attached to numbers and numbers equals output equals. It's getting that idea away from leadership and getting the space. So it's usually managing upward for me, frankly, that's more difficult.

It's not as much the folks that are actually I'm asking to go do the work and think about these things that way. They're willing and able to do it. Okay. I mean, let's give a real example. What's easier to do? Go tell me how you think that person is feeling and help me validate it and go talk to them.

It's not as much the folks that are actually I'm asking to go do the work and think about these things that way. They're willing and able to do it. Okay. I mean, let's give a real example. What's easier to do? Go tell me how you think that person is feeling and help me validate it and go talk to them.

It's not as much the folks that are actually I'm asking to go do the work and think about these things that way. They're willing and able to do it. Okay. I mean, let's give a real example. What's easier to do? Go tell me how you think that person is feeling and help me validate it and go talk to them.

Or give me a very needle moving piece of content that's going to drive revenue on this thing, which is a question that gets asked. It's like, I mean, I kind of know, but let's start to think about it. And it's so much easier to sit and think about how people feel and think about things instead.

Or give me a very needle moving piece of content that's going to drive revenue on this thing, which is a question that gets asked. It's like, I mean, I kind of know, but let's start to think about it. And it's so much easier to sit and think about how people feel and think about things instead.