Patrick McAndrew

Not how little time you spend on them, but how much time you spend on them, how much information flows through them. But I don't think it's enough to just place the blame on the product and the tool. There's something deeper that's happening here. And it's actually much more related to a sense of social security.

Not how little time you spend on them, but how much time you spend on them, how much information flows through them. But I don't think it's enough to just place the blame on the product and the tool. There's something deeper that's happening here. And it's actually much more related to a sense of social security.

And I've been watching this and it's only become clear to me very much so in the last five or six months. If we just look at distributed teams, for example, where you've got, let's just say, a couple of people in Omaha, Nebraska. There's a company that I work with that have a few people there.

And I've been watching this and it's only become clear to me very much so in the last five or six months. If we just look at distributed teams, for example, where you've got, let's just say, a couple of people in Omaha, Nebraska. There's a company that I work with that have a few people there.

And then you have others which are dotted around the country, but their boss and their direct report is there in Omaha. And they get to meet up with each other two or three, maybe four times a year at conferences. Sometimes they get 15, 20 minutes. If it's 20 minutes, 25 minutes is a one-on-one chat that feels like it's enormous. But most of the time it's in a group setting.

And then you have others which are dotted around the country, but their boss and their direct report is there in Omaha. And they get to meet up with each other two or three, maybe four times a year at conferences. Sometimes they get 15, 20 minutes. If it's 20 minutes, 25 minutes is a one-on-one chat that feels like it's enormous. But most of the time it's in a group setting.

So the conversation is more about the collective. Like, what are we all talking about? The person that I'm reporting to doesn't really know me, doesn't really know my true character. They see the analytics of what I do based on the metrics of what comes in. But as a person, who I am as a human being, they don't know me because they haven't had much time with me.

So the conversation is more about the collective. Like, what are we all talking about? The person that I'm reporting to doesn't really know me, doesn't really know my true character. They see the analytics of what I do based on the metrics of what comes in. But as a person, who I am as a human being, they don't know me because they haven't had much time with me.

I've given leadership teams this challenge to spend 45 minutes with their direct reports just on one call. And I've given them questions to ask, which are much more deep. about like who they really are as human beings. And they learn so much about them and realize that their assumptions of what motivated and drove them is so different to what it was.

I've given leadership teams this challenge to spend 45 minutes with their direct reports just on one call. And I've given them questions to ask, which are much more deep. about like who they really are as human beings. And they learn so much about them and realize that their assumptions of what motivated and drove them is so different to what it was.

So that's a norm that people are not really getting to see each other. Now, if I'm in New Mexico and my direct report is in Omaha, Nebraska, I see him or her three or four times a year. My promotion, how much more I'm going to earn next year or maintain my job is dependent on their view of me, how they see me. So how can I prove myself? I make sure I do, I succeed as much as I can in the

So that's a norm that people are not really getting to see each other. Now, if I'm in New Mexico and my direct report is in Omaha, Nebraska, I see him or her three or four times a year. My promotion, how much more I'm going to earn next year or maintain my job is dependent on their view of me, how they see me. So how can I prove myself? I make sure I do, I succeed as much as I can in the

And I also make sure that I am as responsive as possible in my emails and my communication and showing that I'm on. Because by showing that I'm on and that I'm hyper responsive, it's a display in the best way possible that I'm committed and that I'm a worthy human being. And that's what's happening more and more is that we're not engaging deeply with each other.

And I also make sure that I am as responsive as possible in my emails and my communication and showing that I'm on. Because by showing that I'm on and that I'm hyper responsive, it's a display in the best way possible that I'm committed and that I'm a worthy human being. And that's what's happening more and more is that we're not engaging deeply with each other.

So the context of how much we understand of each other is very low. So we invest a lot more of our energy into those low context transmissions of communication, which creates...

So the context of how much we understand of each other is very low. So we invest a lot more of our energy into those low context transmissions of communication, which creates...

this very fragmented and distracted state, because to be not distracted and fragmented is to choose for yourself, is to choose where you're going to direct your energy, where you see that there's things happening outside, but you downgrade their importance because you upgrade the importance of what you want to do and what you see as important.

this very fragmented and distracted state, because to be not distracted and fragmented is to choose for yourself, is to choose where you're going to direct your energy, where you see that there's things happening outside, but you downgrade their importance because you upgrade the importance of what you want to do and what you see as important.

But for the vast majority of people I meet, they have completely downgraded to level zero their importance of what they want and how they want to direct their lives or their business or their day. And they completely upgrade the importance of everything that's happening around them that's coming in because they don't want to miss a thing. Because if they do, it might threaten their job.

But for the vast majority of people I meet, they have completely downgraded to level zero their importance of what they want and how they want to direct their lives or their business or their day. And they completely upgrade the importance of everything that's happening around them that's coming in because they don't want to miss a thing. Because if they do, it might threaten their job.