All language subtitles for John Deere Files & Collaboration _ Files & Collab - Working out Loud!-20240212_110251-Meeting Recording-en-GB

Right. So moving on,

here's our objectives for
today's session. So this one is,

um, less about the actual
technical features of Microsoft

apps and more about actually
spreading the information and

skills that you're learning in
this programme to your

colleagues being a digital
champion. So our objectives are

looking at how we can develop
trust among your colleagues

using your influencing skills.
Well, we've got when delivering

sessions here, but really we can
say

within meetings or
conversations, encouraging team

cooperation during sessions,
meetings, day-to-day and

applying the Microsoft tools
when influencing a change of

behaviour.

OK, so let's go for a definition
of influencing to start with,

and it's probably not what most
of us are thinking. So what

we're talking about is, well,
what influencing was before

social media took over the word.
And so it's really about having

an effect on the character
development or behaviour of

someone or something, or the
effect itself. So

it used to be that selling was
what, UM, marketers did and

advertising did. And then social
media came along and people were

trying to sell products but
calling it influencing. So there

used to be two separate things,
but Instagram and all the rest

of them have kind of hijacked
the words. So we are not talking

about selling where we think we
can define selling as trying to

get someone to change their
behaviour or buy

something for benefit to
ourselves, whereas influencing

is really, um,

aiming to give people tools or
skills to actually, um, benefit

themselves. And so I mean, I
think of mostly what I do for a

living training as helping
people to get their stuff done

and make their lives easier. And
so really, I think we're asking

you to become sort of mini
versions of that within your

colleagues and your organisation
and use the skills and

technology that you're learning
about to help people get their

stuff

going to make their lives
easier.

OK, so let's move on,

if I can work out how to it.
There we go. OK, so as they

start activity in the chat, can
you name somebody who has

influenced you? Maybe it is
someone on social media, maybe

it's a manager or a parent or a
friend or has anyone influenced

the way that you are and and why
is that do you think?

Now who can I name, I think I
can actually name my manager

Kelly, here. Um, she's she's
really influenced me, I think

to,

um, be confident, to work out
loud and speak up.

Um, So she's influenced the way
that I collaborate with others

in my organisation and actually
kind of

share skills and knowledge. So
yeah, she's she's very

encouraging. So that was good.
Um,

anybody else got a way that
somebody has influenced you? OK,

thank you. So, um, my current
manager has encouraged me to

learn new technologies. Yeah,
excellent. So

yeah, they've, they've
encouraged that wonderful

anymore. Before we move on,

OK, we'll see if we get any more
coming up. I'll let you think

about that one further
yourselves, right. So we have a

bit more about So what is
influencing, So we've got a few

words which we can apply to this
here. So inspiring now I think

we probably all have quite a
good definition of inspiring,

but within the business world
there is a lot of change. We

know that Microsoft is always
introducing new features and

sometimes

changing the way that things
work and technology changes and

business ways of working change.
But

we all get comfortable in the
way that we do things and think

about things

day-to-day. And so people can be
quite resistant to change. And I

I think something that we can
do, um, hopefully we can manage

change going on and kind of be
excited about new things which

make life easier and so on. And
so kind of help people to get

over the natural resistance to
change, to explore and kind of,

yeah, enjoy. And well, hopefully
we are

helping you to be role models.
And so this is really about

demonstrating, um, the use of
the tools and technologies

you're learning. Not just saying
you should do things this way,

but actually doing things this
way. We say walking the walk as

well as talking the talk. So
yeah, are you sharing documents

using links rather than
attaching to emails?

I'm trying to think of other
things. Um, are you working out

loud in teams channels instead
of sending emails? That sort of

thing now? Encouraging. Yeah, we
are supporting people to make

changes. And actually, I think
it's there's always a good space

for, well, just praising people
when they when they do well.

Yeah, if if someone does
something cool or learns a new

thing, you know, tell them
you're impressed, that it's cool

that they're learning a new
thing. Or if they've had a real

success, then why not post about
it on Fever Engage or in a team

that you know this person has
had a real success here? Why not

encourage each other?

And hopefully we are all still
remaining flexible because of

course

things are going to change and
actually we might have an idea

about how is the best way to do
something, but we're not

actually always right that that
is the best way to do something.

So hopefully we can remain
flexible and actually work with

our team and our colleagues and
take on good ideas that other

people have as well. OK, so
next.

Oh my God, didn't realise it
goes round.

OK, we have a rotating brain.
Um, right. Next slide,

right. So now you may well have
heard of a rather famous author,

Dale Carnegie, and he wrote the
book How to Win Friends and

Influence People, which is quite
old now, but it it's it's just

got some really good ideas in
and so a few of the tips which

he has given which maybe we can
put into use,

I'm not sure about the first
one. Remember that the person's

name is to that person the
sweetest and most important

sound in any language. Well,

yeah, I think it is good to
remember people's people's names

and to to use their names.
However, if you've ever seen

someone on TV, I'm thinking of
someone I saw on TV recently who

uses the other person's name in
every sentence. It really

doesn't sound natural. It sounds
quite weird. So yeah, I think

remembering people's names and
addressing things to them is

great, but don't go overboard.
Now if we want to influence

people, ideally we are

actually genuinely interested in
them in in their opinions, their

their thoughts, their interests.
And so yeah, that that helps us

to be an influencer.

Now be a good listener is an
interesting one. You you might

think that influencing is all
about talking um about putting

your point of view and the
things which you have to tell

people to the front. But we we
really need to make sure we are

actually listening as well and
hopefully actively listening to

find out. OK, so my my colleague
here who is is struggling with

technology. So what? What is
going wrong for them and and

what are they

actually want to achieve? Um.
And hopefully then then we can

actually give them some helpful
advice which will solve their

problems rather than just
talking at them of the things

which they should be doing

and write. Smile smile has
become really interesting in the

digital age. So yes, smile at
people is great. However, in the

digital age, I know that in
training people often want to

have their cameras off because
it feels like a bit of a one way

conversation. However, I would
encourage you in meetings and

conversations with colleagues to
actually have your camera on

because it does give you those
facial expressions and

just the ability to kind of, um,
feel a bit more in relationship

with other people. And of
course, emojis and gifts, well,

we use those at changing social
a lot. So

I think 75% of us work remotely.
So I live 4 hours journey away

from the office and I only go
there a few times a year and we

work almost entirely in teams
and even during kind of lockdown

it was, it was all working in
teams. But we actually have

really good relationships with
each other. And I think it's

partly because, well, we're in
meetings with cameras on quite a

lot, but also we do use emojis
and gifts just to kind of

express feeling

or um, just give someone a smile
as you're making some comment or

something. So yeah, I I would
encourage you to use those, of

course, appropriately,
appropriately within a business

context. I wouldn't send a
message to clients that I don't

know well with emojis in.
However, to my colleagues, yes,

GIF all the way. So yeah, make
sure you judge that

appropriately for the business
communication you're using.

Now hopefully if if we are
wanting to influence people to

start using new technology
features which will help them or

change their way of working, we
do need to look at it in terms

of the other person's interests.
So our interest might be to do

well as a digital champion to
get people to use the new

technology. But most people
again, it comes back to the

getting their stuff done and
making their life easier. So I'm

I'm quite a fan of

seeing the way that people work
and trying to spot pain points,

the things which are annoying or
take them loads of time or are

very inefficient, and then being
able to suggest things which

actually might help with that.
So it can be as simple as rather

than someone adding up a whole
line of figures on a calculator

on their phone, showing them how
they can do a formula in a

spreadsheet. Or instead of
emailing a document

around to several people for
their comments and then getting

all the different, um, edited
documents back and having to put

them together, show them how
they can share a document and

ask people to comment in that
one so they've still got one

original copy. So yeah, I would,
I would encourage you to, to

think and talk in terms of other
people's interests and see how

we can help them solve their
issues.

OK.

Any questions? So far I've been
talking a lot,

not seeing anything in the chat.

OK, right now. Next I have a
one. I can get the slide to

move. There we go. Oops, stop,
stop. Sorry, I have a video to

show you

now. This is, uh, just under 3
minutes and it is a a really

interesting video on leadership
and um, effective following. So

see what you think. Let me put
that to the beginning and I'll

play it again.

Their audio. Seriously. Ohh I'm
so sorry. I must. I was sitting

here thinking did I remember to
share the audio and I didn't.

This is terrible. I will do this
again. Hang on. The problem is

how I've shared my screen and I

I kind of messed up sharing my
screen. So sorry about that

right? Let's try that again.

OK, so I am sharing that screen
and I do have the sound on. OK,

so I'm sorry. I'm going to put
this back and

at least I'm gonna try and put
this back. Come on. Alright,

stop sharing. OK, let's open
this up in YouTube. I think that

will improve matters.

Stop. OK,

this is all going horribly
wrong.

Stop.

Right. Calm down, Alice. We can
make this work. OK, so I'm going

to put the thing back to the
beginning. I'm going to turn the

volume up a bit, and let's hope
I've actually managed to be

competent this time. Learned a
lot about leadership and making

a movement.

Then start to finish in under 3
minutes and dissect some

lessons. First, of course, a
leader needs the guts to stand

alone and look ridiculous. But
what he's doing is so simple

it's almost instructional. This
is key. You must be easy to

follow. Now here comes the first
follower with a crucial role. He

publicly shows everyone else how
to follow. Notice how the leader

embraces him as an equal. So
it's not about the leader

anymore, it's about them,
plural. Notice how he's calling

to his friends to join in. He
takes guts to be a first.

You stand out and you brave
ridicule yourself. Being a first

follower is an underappreciated
form of leadership. The first

follower transforms a lone nut
into a leader. If the leader is

the Flint, the first follower is
the spark that really makes the

fire. Now here's the 2nd
follower. This is a turning

point. It's proof that First has
done well. Now it's not a lone

nut and it's not two nuts. Three
is a crowd and a crowd is news.

A movement must be public. Make
sure outsiders

be more than just the leader.
Everyone needs to see the

followers, because new followers
emulate followers, not the

leader. Now here come two more
people than three. More

immediately. Now we've got
momentum. This is the tipping

point. And now we have a
movement. As more people jump

in, it's no longer risky. If
they were on the fence before,

there's no reason not to join in
now. They won't stand out, they

won't be ridiculed, and they
will be part of the in crowd if

they hurry. And over the next
minute, you'll see the rest

prefer to stay part of the crowd
because eventually they'd be

ridiculed for not joining. And
ladies and gentlemen, that is of

how a movement is made. So let's
recap what we've learned. If you

are a version of the shirtless
dancing guy all alone, remember

the importance of nurturing your
first few followers as equals,

making everything clearly about
the movement not you. Be public,

be easy to follow. But the
biggest lesson here Did you

catch it? Leadership is over.

Yes, it started with the
shirtless guy and he'll get all

the credit. But you saw what
really happened. It was the

first following that transformed
a lone nut into a leader.

There's no movement without the
first follower. See, we're told

that we all need to be leaders,
but that would be really

ineffective. The best way to
make a movement, if you really

care, is to courageously follow
and show others how to follow.

When you find a lone nut doing
something great, have the guts

to be the first person to stand
up and join in.

Right. So

once we managed to make that
work, um,

this video it's is used a lot in
training because it's such a

great example, um showing in
action. So most of us are

probably not leaders, we are
probably not senior management.

Some of you may be. However what
this showed is that by being the

first followers kind of
demonstrating how to join in and

learn how to do it and do the
new thing, we are really being

influencers. So I think kind of
our call as influence is, is not

to be the shirtless

are you doing the dance
initially, It's to be the early

people who had the courage to
join in, have a go and learn how

to do it. And when other people
saw this, then they had also

found it much easier to join in
themselves and learn how to do

it. So that's kind of our call
as digital champions really to

be the people who have a go join
in, be courageous and encourage

others to come with us as well.

OK, so moving on

right now, what makes an
influential champion? Well,

we've got three things here to
think about. So the growth

mindset is a bit of a catch
phrase you might have heard

before. And this graphic,
actually, I need to turn my into

a laser pointer. OK, so this
graphic here is really showing

us.

Some of the things which the
growth mindset includes, So it's

basically believing that I am
not too old to learn. UM, I can

train my brain, I can improve.
Um, feedback is constructive.

There's always a Plan B. It's
it's kind of being willing to

learn new things, try new things
and grow. And some of us kind of

reached the point in life where
we feel we've had enough of all

that. But

hopefully we can encourage our
colleagues

that they are able to grow and
learn new things and be inspired

really.

So um now everybody has
different ways of sharing

things. So willingness to share
is great. So ideally we are kind

of willing to share our
expertise, maybe some of our

time, I mean not loads of our
time, but you know, bits and

pieces of time can be really
helpful and kind of be confident

to,

yeah, actually stand up and well
like the second and third

followers in our dancing video
to start having a go with the

risk that you might make a
mistake with people watching.

But it's it's kind of OK because
if we have a growth mindset,

making mistakes is not
necessarily a particularly bad

thing. So hopefully we can do
things like so things we saw in

the last session, sharing
documents,

um communicating through
comments in the documents. Uh,

storing files, um, in areas
which are clearly labelled maybe

in a team or something, rather
than just adding adding them as

an e-mail attachment.

Excuse me,

right. So next,

so some of the things that we
would kind of encourage you to

do are by using during just your
daily practise. Some of the

things that we learned about in
our last session. So we saw

coauthoring documents, how if
documents are stored in a team

or stored in SharePoint or even
shared from your OneDrive, then

it's possible for several people
to open them at the same time.

Now this can just be useful
because

means if you need to edit the
end of a document and someone

else needs to edit the
beginning, you don't have to

wait for the last person to
finish to be able to open the

document. But it can also be
actually a good way to cooperate

on documents at the same time.
So if you are going to be going

to a meeting where there's a
document which is kind of

referred to in the meeting and
maybe the old way would have

been to e-mail everyone a copy
of that and say right, so

everyone got their copy, can we
open it now and look at the

third paragraph?

Instead of doing that, why not
actually share the document and

all look at the original?
Because then you can actually

make notes in it as you go and
everyone can see what's going

on.

Um, now storing files
considerably for your team to

access. I'm I'm a big fan of
labelling things clearly in

online storage because it's it's
so easy to kind of have things

called,

um, meeting notes and you don't
know which meeting, you don't

know what date it's from or
anything like that. So I would

encourage you to name things
clearly and yeah to to store

files in places where it's easy
for other people to find them

and we had a quick look at
Planner teams and to do and and

kind of how cool that is when
they work together. So yeah why

not see if you are allocating
tasks to people why not see

about using planner and
encourage them to open to do and

see the the tasks appearing
there. So if you can actually

use Planner to delegate and
cooperate, or if it's a a

Manager or someone else

using, um, something else to
delegate Tasks, why not offer to

show them how useful Planner is
for keeping track of tasks and

enabling people to see all of
their tasks from different

people? So yeah, and

yeah, just share. Share your
skills. Share the things you've

learned, even if you are not
super confident in them.

Transparency is the key for
cooperation, and

I would, I would encourage you
to be confident in what you

know, but possibly not too
confident now. We can always

make a mistake. There's
absolutely no problem with

admitting. So I've learned this
new thing and it's called. I'd

like to share it with you

without actually claiming to be
an expert. And I I would

encourage you if people ask
questions that you don't know

the answer to, it's it's
generally best not to guess.

Because if you kind of
confidently guess and say it's

this, you never know if there's
going to be somebody else in the

room who actually knows it
better than you and can point

out that you're wrong and then
you look kind of silly. It's a

lot better to say something
like, well, I'm fairly sure it's

this, but I need to go and check

or just say actually I don't
know that one, um, I'm going to

have to Google that you will
sometimes be in sessions with

me. And if someone asks a really
good question then, and I don't

know the answer, I will say, OK,
not sure about that one. I'm

gonna have to go and Google it.
Or if anyone else would like to

Google it during the session and
let us know, that would also be

fine. So there's there's no
shame in admitting you don't

know something. You're learning
new things too. But you'll find

out.

OK, moving on.

Ohh, this is a tricky one. There
is roughly A1 in 2000 chance

that a disliked leader will
produce the most effective

results. Now this is actually on
the basis of research. There's

been people who've done research
in all sorts of companies of

large and small sizes to see how
much being liked actually

produces good results, and it's
quite shocking how much it

influences the results that a
leader can produce. Now, this

doesn't mean that

we have to go and kind of, um,

do exactly what everybody else
wants to make them like us. Um,

now actually the the company
that Sam and I work for changing

social, one of our our core
values is lovability,

which can sound a little
strange, but it's it's really

about trying to embody the
positive qualities that come to

mind. So making sure that kind
of we are honest and positive

with people, that we praise
people when things go well that

we don't kind of

knock people down when things
don't go so well. Two, actually

generate a good rapport because
we're much more likely to have

influence and get good results
if actually we are kind of

someone who is likeable. Now not
all of being like all within our

control, there are always people
who will not like us, but you

know we can do our best. So as a
champion, this could look like

being approachable or open to
helping people regardless of

their level. So

maybe it means being open to
helping someone, uh, who's very

junior, or even helping someone
who's senior. Um, just because

you know, you know some skills
and you could give them some

skills.

OK,

next, right. So it be good to
think about. So how how do you

think you might have influenced
somebody else recently? Anybody

got any examples of how you
might have influenced somebody

else recently?

I'm gonna tell you one. So this,
this, this might embarrass them,

but Sam's joined us fairly
recently, so I think I've

probably been influencing him
over the last few weeks. Um,

just introducing him to the way
the changing social way of doing

things, of how we we run our
sessions, the kind of

relationships we have with our
clients and so on. I don't know

whether that's been a good thing
or a bad thing. We'll let him

tell you later when I'm not
listening. But yeah, so

having a new member of staff in
the office and actually kind of

introducing them not just to the
business processes but to

actually the the culture of the
team and how you work together

is quite a good example of that
really.

OK. Next,

right. So using influencing
skills when delivering sessions,

now this makes it sound very
formal like delivering a

training session, but it's kind
of things which we can do even

when we are in a part of a team
meeting or something or maybe

you do actually lead some
meetings or are asked to give

input into certain meetings. So
there's things that we can do

during that to again be
influencers for good

things like, yeah, demonstrate
your expertise, be prepared to

actually show people and tell
people the, the things that

you've learned which might help
them. And hopefully, yes, we we

can be reasonably prepared. But
we kind of do our best there

now, giving people what they
want. Well, I think quite a lot

of that is explaining to people
what is the purpose and the

benefit of the thing you want to
tell them about. So

just telling people you need to
start sharing documents in teams

and stop emailing attachments,
it's great, but they won't do

it. But if you could explain to
people why, it will actually be

better for them to share
documents in teams and have a

single point of truth and make
it easier and quicker to

collaborate. And if you can
explain to them why it would

actually benefit them to share
documents and teams instead of

emailing attachments, then you
can give them what they want

because you've explained to them

why this is going to be a
benefit.

Valuing people. Always a good
one. Um,

not everyone is good with
technology. Not everyone finds

it easy or something, but
actually, you know, valuing

people and listening to their
questions and answers,

not making anyone feel stupid is
is always a really good thing to

do. But just you know, being
open and encouraging and if

someone is kind of struggling
then maybe have a chat with them

after the meeting and see if
there's any way you can kind of

help them feel a bit more
confident about stuff. Now

actively listening. I think
we've mentioned this before.

It's it's very much about not
just listening, but actually

kind of listening and maybe
asking a follow-up question or

if the

needs to be kind of an answer
which needs to come later,

actually making sure you do do
what you've said and get back to

them later. So, yeah, I would
encourage you to actively listen

and reflecting is is quite a
good thing. So having a growth

mindset,

so if by any chance you are
delivering a session, why not

ask for some feedback? Was this
useful? Is there anything else

you would like to know? You can
use a course, polls, in teams

meetings, I'm sure we will come
to those more as we go on. But

yeah, doesn't have to be a big
formal form, but if you can just

ask people for kind of their
feedback and then we can use

that to grow as well, as well as
modelling the growth mindset.

OK, so how can we be influential
now? I'm going to send you off

into breakout rooms in a moment,
which is of course demonstrating

another rather cool teams
meeting feature we can use. So

the questions are, how can you
use some of today's ideas to

extend your personal influence?
How have you already been

influential as a digital
champion? And do you expect to

face barriers to being
influential?

So I'm going to be sending you
to breakout rooms. It will take

you there automatically and in 5
minutes it will bring you back

again. So when you arrive in the
breakout room, I would encourage

you probably to turn your camera
on and and talk to your

colleagues and see if you can
come up with some good

suggestions here. OK, so let me
see if I can make these breakout

rooms work.

So

I am going for rooms. Let me
show you what I'm doing here.

OK, so I have got Hello Sam,

Let's assign participants to
rooms now. I'm going to have

fewer rooms, actually.

What's the number of people? So
I'm going to remove a couple of

rooms.

OK, let's remove 2 rooms,

right? And then I'm going to
tell it to assign people to

rooms,

right? So let's go shuffle. Sign
people randomly. Everyone save.

OK

everyone is being assigned and
then I am going to send you

there. You will see a timer in
the corner which will tell you

how long there is until you come
back again.

You've all still seemed to be
here

happening.

Why are you all still here?

Ohh no. Now people are going.
There we go.

Play

Hello everybody. Welcome back.

Like, come back,

OK, so I hope you, uh, enjoyed
the breakout room experience, um

and had some conversation. So
couple more things to go through

at this point,

right. If I can make the slide
move on, there we are.

OK. So actually there is one
thing I want to do here, which

is just mute people who aren't
me. So we don't have background

noise. OK. There we go. Right.
OK. So um, kind of the points to

take away from some of this for
keeping our mind on our

influencing side. So yeah,
remember, of course you can

always ask for help. You've got
the Digital Champions team and

yes, we would be really happy

to, um, answer any questions or
help you out there. And yeah,

we'd really like to do that.
It's quite good to gather

feedback. So polls in teams I
think might work better than

actual forms. And unless you are
delivering a formal session to

kind of tell people how to do
stuff,

it's always good to, um,
sometimes take a step back and

think about, so which ideas are
the best? We've still got some

background noise. How can I sort
this out?

Let me see if I can get rid of
that

there. Let's try that. OK?

Um, yeah. So taking a step back
and considering which ideas are

best can be good. Celebrating
everyone's success. I am a big

fan of celebrating people's
successes, praising people,

telling others when something
has gone well for your

colleagues or when they've done
a really good job. Um, yeah, we

we do that a lot in changing
social. We have a whole, um Viva

engaged community for that where
we just kind of shout out when

our colleagues have done a
really good job or been really

helpful

and hopefully, yeah, we can

take the growth mindset on and
be the best version of

ourselves,

right? So

we are coming to the end. So
hopefully we have covered some

of the ways which you can
develop trust among your

colleagues and use influencing
skills. If you have the

privilege of delivering a whole
session, great. But otherwise,

just in our day-to-day work, in
meetings we attend, in

colleagues that we work with,
and hopefully you can encourage

team cooperation during
sessions, meetings, day-to-day

and so on, and apply the
Microsoft tools you've learned

about so far.

And of course, there's much more
that we will be learning about

as we go through these sessions.

So do you have any questions for
me at this point?

Ohh, I saw it was very slow to
move us to break out rooms,

which shortened our time. Yes,
sorry about that. I'm not sure

why that took a long time. That
was not what I was expecting.

Normally goes a bit quicker than
that. Any questions though?

OK, in that case,

I think we have reached the end.
Um, thank you very much for

coming. I do hope this was
helpful. Now I need to put a

link to the feedback in the
chat, so

hang on a moment while I find
the text for that.

Uh, let me put that in the chat.

OK, right. Um are there
reference lines or accessibility

document examples I can share
with my teams?

Well I'm we're very happy to
share this slide deck with you.

Um, I'm not sure how useful it
is because we tend to make these

rather full of bullet points.
So. Right. OK, been having to

create my own content. OK. So
Michelle, I think the best thing

to do would be mentioned that in
your Digital Champions team to

the Community manager because I
think they may well have some

resources which they could give
you immediately

to enable you to kind of, um,
use that sort of thing. So yeah,

talk, mention it in the Digital
Champions team and we will do

our very best to help you out
there. Yeah, I've actually been

asking for that, Alice and I
haven't been able to get

anything at this point. So I'm
looking for our point of contact

or some references to get back
to us if we could because I'm

having to create content to
share with others. So you've

mentioned that in the Digital
Champions team. Yes, I have. OK,

right. In that case, I will take
this comment away to my

colleagues

and ask them to contact you
directly

and we'll see what we can find.

OK. So

uh, I think we have reached the
end. Thank you all very much for

coming. Um, have a great rest of
your day and goodbye everybody.

Thank you.