 Today, we have Yaakov back. For those of you who have joined us yesterday, would know him as the person who brought the advice monster and asked us not to do it. And then we have his co-host today, Jeremy. Today, they're going to bring us the session by the name Co-Create the Emotional Culture in your organization. It's a 90-minute workshop, and it's going to be really, really great. Just a quick note that there is a discuss box on the right-hand side where you can add your questions. And since it's a workshop, there'll be breakout sessions, which I will announce to you guys when Yaakov and Jeremy are ready to do that. So over to you guys, and the stage is yours. Jeremy, could you share your screen? And probably then I'll leave the stage to you guys, just to make sure everything's there. And your camera as well. All right. Thank you, Vinci. Kia ora, everyone. Good morning, good afternoon, good evening, depending on where you are today. In this session, you will hear how we can co-create the emotional culture in your organization. My name is Yaakov. I come from Poland originally, but for the last six years, I've been living in beautiful New Zealand. I'm an agile coach and agile coaching trainer. And right now, two emotions are dominating in me. I'm not sure if you can see it in the camera, but I'm showing a card that's helpful. And I feel helpful hoping that this session can be helpful for you guys. I hope that I can deliver some value to you and you can use some of the learnings with your teams and with your organizations. And I also feel uncomfortable right now, firstly, because presenting is not something I do every day. So that's probably a bit uncomfortable, but also because I cannot see you. I don't get the feedback of if you are actually liking what you are talking about, if I cannot see if you are nodding, if you are looking around. So that's a bit uncomfortable as well. So this is me. That's how I feel right now. And I am not alone today, though. Hi, Jeremy. Hello, Jacob. Hello, everybody out there in the internet world. Jeremy, could you say a few words about yourself? Yeah. So as Jacob said, my name is Jeremy. And I used to be a professional cricketer, actually, which I think is kind of interesting considering we're doing this in India. And I actually visited India in 2005 to play cricket in my former life. And now I run this business called Riders and Elephants. And I design card games for businesses. And one of those card games we're going to go through today. And I'm obsessed with making really complicated things simple. I also suffer really badly from anxiety. And I'm feeling super anxious and uncertain right now because of similar things to what Jacob said around not being able to see anybody's faces. But I'm also feeling really optimistic and energized by the opportunity to share this game and have conversations like the one we're going to have together today. Yeah. Cool. Thank you, Jeremy. And also, we have Finsie with us in this session. She will be helping us with the technical side. Right. I think we should move on to the next slide, Jeremy. Nice. And then this session will be full of activities. Full of activities for you to play with the concepts we are talking about. And the first activity is going to start in a minute. We would like to invite you to reflect on this question. How have you felt in the last week? Have a think about what has happened in the last week and how have you felt in the last week? And to help you with this, we have a set of cards that can help you. So Jeremy, yep, cool. Thank you. So here you can see black cards. And on these black cards, you can see names of emotions, like welcome, care, kind, unloving, and so on. Try to, again, reflect on the question, how have you felt in the last week? And pick one black card that describes how you felt in the last week. If you have a post-it and a pen, that's awesome. Maybe use it to make an out and choose one card and write it on the post-it. We will give you maybe a minute to do it. Yeah, 60 seconds. Quick and sure without failing the segment. Yeah, try not to overthink it. I'll pick the card as well. Yeah, I've got mine as well. How much longer? Maybe 15 seconds longer? Yeah, yep. Cool, all right. So these are the black cards. Jeremy, can you show the white card? Right, so we have a different list of emotions here. So the same question. But this time choose also one of the words from the black card, from the white card, sorry. So pick on one card that best describes how you felt in the last week. And again, choose the name of the emotion and write it on a post-it or a piece of paper. And again, 60 seconds to pick one. Okay, I've got mine. Jeremy, do you have yours? I've got mine too, yeah. Cool. So I'll go first, I'll show you mine, eh? Yeah, go, go, yes. Just to give an example of what we've got. And so people can see these cards hopefully, but I've got supported for my black card. And I'm feeling really supported because this week we've actually had two or three conversations with the Agile India crew, Finsi and her team, helping us get ready to run this session. And that's helped me to feel uber supported, super supported. On the flip side, I felt really anxious. I touched on that briefly before. I felt really anxious about how this session is gonna go and how it's gonna translate in the virtual world because unfortunately, obviously, we can't be there in person. So this week, yeah, I felt really supported by the Agile India crew, but then also my own anxiety kicking in around how we translate this current session to the digital world. What were your two, Javi? Yep, I've got encouraged. I just joined a new company and I joined two and a half weeks ago and I must say that the onboarding experience has been really great. And I felt very encouraged by everyone and I'm very happy that I changed the jobs. And I also at the same time felt disconnected because as I mentioned, I'm from Poland and the COVID situation in Poland is not the best and it's getting worse and worse and I'm feeling disconnected from my friends and family back in Europe. I hope that you could see more or less what this activity is about and you would like to invite you to do the same. In few minutes, we will, with Fancy's help, you will be joining breakout rooms. And in the breakout rooms, there will be five or six of you in the breakout room. Take 60 seconds each to share a story about why you chose your two cards. So say what was on your black card and explain quickly briefly why you chose this card and then tell us or share what was on your white card and explain why you chose this card. Okay. Jeremy, did it make sense? Yeah, exactly right. Just a 60-second story about why you found each of those cards. Yeah, so you will have, you will have five, six people per breakout room. You will have maybe seven minutes altogether for the whole group to share. So make sure you give space to everyone to share their emotions. Cool, all right. So what you had a chance to experience was what we call weekly retro activity or weekly retro check-in. This is an activity that you can do very easily with a team as an icebreaker or as a checking exercise. So you can imagine yourself when you're running a session with a team, it could be a retrospective, but it can be any other session as well. And you could just ask the team, how are they feeling right now or how have they felt in the last week? And they choose one of the black cards and one of the white cards, and then you can invite them to share their emotions and quick brief description why they felt this or what is behind the card. And that's a great way to bring people closer. And in a few minutes, Jeremy will explain a bit more why it is so powerful. This can also be done individually. So something that I do every Friday, I have in my calendar half past three PM, I have weekly retro with myself and I look at these cards and one of the things I do is I try to identify how have I felt in this week? What are the dominant emotions? The positive ones and the negative ones. And I try to do a bit of reflection. Why did I feel this way? How did they react when I was feeling this? And how can I feel the positive emotions more often and what can I do about the negative emotions? Could I have done something differently and how I can improve next week? So you can easily run this with yourself or with your team. Yeah, as a nice breaker or a check-in exercise or just a retrospective. Cool, over to you Jeremy. Nice, yeah, thanks for your check-in. So that was the ice breaker or the weekly retro exercise and what I thought I'd quickly do is just take 60 seconds to tell you about what we're gonna go through today over the next sort of, what have we got hour left, hour and a bit left? So it's gonna be as interactive as we can make it. I'm all about helping people learn by doing. So there's gonna be less theory. I don't like to pile people up with theoretical frameworks or approaches, but make it more practical and so we can practice these conversations and we're gonna teach you these four practical activities. You can go away and use with your teams straight away. So my hope and Jakob's hope is that you'll feel confident and brave to be able to walk away and use the tools immediately to have really powerful conversations within your teams. And yeah, as we said, have a pen and paper or a post-it note really, because you don't unfortunately have the physical cards so we're gonna take you through how to do it with remote teams. Because you can run these activities like we're doing now with remote teams. You don't have to be face-to-face, which is I think part of the really cool thing that we can continue to do this with remote teams. But before we get into the next three activities, I thought I'd just take maybe five to 10 minutes to give you a bit of a, or tell you a bit of a story about why motion matters in the workplace and where this game has come from and what it's all about. Cause there's probably over 100,000 people around the world having these conversations in their workplaces now, which is really heartwarming for me because there's still a lot of stigma around these types of conversations. But I thought I'd go back to where this all began. And about five years ago, I was working for a brand agency, so brand design and strategy. And we were charging clients a lot of money for projects, but I also felt we're over-complicating things a lot. And that frustrated me and made me really cynical of our work. And I was struggling to even articulate through our clients some of the concepts we were working through. And I'd come across some really amazing card games for businesses. And one of them was called The Brand Deck. If anybody's seen The Brand Deck, you'll know exactly what I'm talking about if you haven't gone look it up cause it's a really amazing tool. And The Brand Deck, there was a hundred terms and you use the game to decide what your brand attributes were. And I love the interactivity of it. I love how it simplified a complex conversation. And at the time I was working with customer experiences and I started designing a game called the Customer Experience Deck. And the Customer Experience Deck had a hundred feelings in it. So similar to the feelings you've just seen on that sheet on the screen there. And what we did is you go through the cards and you pull out the things you wanted your customers to feel and the things you don't want your customers to feel. Cause my theory was that if we can figure out what we want our customers to feel then we can have a conversation about how we can make them feel more of the pleasant and how we can help them avoid the unpleasant. And I designed that game and I took it to a friend who worked in HR and she was the head of people and culture for a big multinational company here based in New Zealand. And she said, that's great, but I don't have customers. My customers are my people. And I thought that was a really amazing moment. I thought, wow, why don't we change this game? And instead of asking what do you want your customers to feel? Why don't we make the game? How do we want our people to feel? And then if we can decide as a leadership team or as a coach how we want our people to feel and not feel then I think it makes for a really easy discussion to go how we then get to help our people feel those pleasant things and avoid or manage with unpleasant things. And that was the start of this emotional culture deck game but on the flight on the way home from Auckland where I was meeting Brooke I read an HBR article which is called Manage Your Emotional Culture. And it was by two amazing professors in the US called Mandy O'Neill and Sigal Basad. And it turns out they've been studying for 25 years why emotion matters and how emotion works in the workplace. And in that article there was one really amazing line that just sort of hit me and made me sort of the hairs on the back of my neck stand up because it just unlocked everything. And that line was that most organisations don't care how their people are or should be feeling at work. And that really resonated with me because in my working career we'd focus so much on values, purpose, mission and behaviours but we hadn't focused on the emotional aspect of organisations and what their studies over 20 years have shown is that how significant the impact emotions have on people how people perform tasks, how engaged and creative they are and how committed they are to their organisations and also how they make decisions. And that really struck me because I think intuitively I'd understood that but I didn't realise that there'd been so much research into the space. But the reality is most companies tend to focus on shared values or behaviours and that set the overall tone for how employees think and behaviour work and I'm sure we've all been in teams where we've had conversations around team values and team behaviours but very rarely do we talk about team emotions or individual emotions in the workplace. And their research also said that it's important that we talk about values and behaviours but the other critical part to help people think and behaviour is the emotional culture. So how people feel at work. And Mandeo Nio and Sigal Basad coined this term emotional culture. And emotional culture influences employee satisfaction, motivation, connection, engagement, burnout, teamwork even hard measures such as financial performance and absenteeism. So all of these things that we can measure are influenced by how people feel in the workplace which really blew my mind. Positive emotions are consistently associated with better performance, quality and customer service. And negative emotions like group anger, sadness, fear and the like usually lead to negative outcomes including poor performance and high turnover and maybe that might not be rocket science or it might not be a regulatory to you but there's a lot of people in the world who dismiss the notion of emotion in the workplace or emotion in life not realising the impact that they have that we can measure and has been measured for 20 years. And what Sigal Basad and Mandeo Nio said was that when leaders ignore or fail to understand emotion they're glossing over a vital component of what makes organisations tap and their companies and people suffer. But when leaders are really inspired leaders recognise emotions in the workplace and shape them they can better connect and motivate with their employees. And I've paraphrased, that's paraphrasing a lot of their research and I wanted to share that with you word for word so you could really feel what they were talking about but if my question too that I ask myself constantly so I've been using this game for six years I've used it with thousands of thousands of people and had conversations about emotions in the workplace with thousands of people and I still ask myself this question so if emotions are so critical to our work why don't we talk about them at work? And I think I've uncovered a few reasons why over the last six years or five years and the first one is that I've noticed that people want to talk about their emotions at work they just don't know how to do it and that's a really important thing because a lot of leaders come to me and say our people won't talk about them or they don't want to talk about them or they're afraid to but I've realised that people do, they don't know how and it's because we don't have the labels. We don't have the labels to talk about our emotions at work or at home and when we don't have the language we can't talk about them and why that matters is that this game which you guys can download for free and start using with your teams this game gives us the labels and what happens when you have the physical cards is a really amazing thing called transference and I can transfer my feeling or my emotion onto this card and it makes it far easier to talk about and I think we had a question there, Jacob, from somebody who was there, it was from Sandeep asking it takes courage to share one's emotions how do we encourage people to do that and the really important thing I've come to realise over the last five years is that we have to give people the labels and it's the smallest thing but it has the most disproportionate impact and when we give people the labels it unlocks their ability to talk about this and this is where this game came from and in this game we encourage people to lead us to answer the question how do we want our people to feel but then I also realised that we should actually go to our people and ask them how they would like to feel and not feel it work because my hope is that as a leader if I know what Jacob wants to feel and not feel then I feel as if it's my job to help him feel more of the pleasant and help him manage and cope when he feels the undesired or unpleasant ones and vice versa as well but the other thing I've come to realise and one of my biggest insights over the last five years is that we catch each other's emotions like the common cold and this concept is called emotional contagion and maybe if you've heard of emotional contagion before hit the thumbs up button and I'll get a feel for how widely known this is but I stumbled across this researcher also from Mandia Neal and Seagal Basad and why having these conversations about emotion in the workplace is important is that if you're a leader and you're displaying certain emotions then your people are more likely to catch those emotions and unfortunately as leaders or as coaches because we're on display more often and people are looking at us more often we're even more contagious and so managing one's own emotion and being more self-aware about our own emotional drivers the pleasant and unpleasant is really important to how our team performs but also vice versa because as a leader we'll catch the emotions of our people, of our teams and this is why this conversation is really crucial because we can and you will have come across leaders who say we have these values and we have these behaviours and why aren't we living up to them and we'll have constant conversations about that but often the thing that's overlooked as I said is how we feel, our emotion and those things will have the biggest impact on our team's performance without us even really knowing it and so after about five years or so we've now, yeah, we've now used in this game with all these people around the world but the most important thing is it's unlocking really important conversations in teams and Yaku has been a big part of this journey and he's been using it with teams around New Zealand and the world as well and we're gonna take you through three more exercises that you can do with your teams to help create more connected, empathetic and high-performing teams by using a game like this to have conversations and I think the final thing, Yaku, before we move to the next activity is that you might notice I'm really purposeful about talking about it as a game and I'm deliberate about that because a lot of people are hesitant or they're unsure about this and by calling it a game it lowers people's aversions to it or reduces people's barriers a little bit because I don't suggest we've got this scientific method and approach that's been studied by thousands of people over 25 years and this is the framework because that can overwhelm people. I just say we've got this game and we use it in a game like Manor. Funnily enough I might share this story quickly, Yaku, but in a workshop I ran a couple of years ago I had a fellow in the room with his hands behind his back and his feet on the table and he looked at the game and it says the emotional culture deck and he said I don't have any feelings, mate, all I feel is contempt and apathy for the world and I then quickly said well you do feel things, right? You feel contempt and apathy and he goes oh yeah and so you all come across people who don't who think that this isn't important but by leaning into the game and nudging people to play with this game you'll find it opens up so much connection and meaning. So what we're gonna do is we're gonna take you through, as I said, three more little activities and we want you to try these at home or wherever you are right now in the world and get a feel for how they work because I'm hoping you'll be able to then take them away and use them with your own team straight away and change how you might connect with your teams and so the next activity we're gonna take you through is called the Intention Setting Activity and so it's sort of that inverse of the weekly retro. So in the weekly retro activity you thought about what happened last week and you picked one black card and one white card for how you felt last week. In this version of the activity we're gonna think about the upcoming week. So what's happening this week? So between let's say between Wednesday and next Wednesday for us and what we're gonna get you to do is think about your next week, so the next seven days and just wherever you are right now have a look at the screen and pick one to three black cards that best describe how you want to feel in the next week and then just take a pen and a paper and write down the three cards you've chosen. If you've got a book of Post-it notes write them down on a Post-it note. I like to write one per Post-it note. The reason why it works really well if you write it on a Post-it note just as a little tip here means that you can hold it up to the camera like it is a card, even though it's not a card obviously it's a Post-it note. But yeah, we're gonna give you two minutes gut feel, intuition, two minutes to pick one to three black cards that best describe how you want to feel in the next week and then write them down on a bit of paper and once you've done that, put them in the chat box. So come back to the public chat box and just write down the three things that you want to feel in the upcoming week and we'll give you two minutes from now. So people are coming in so curious like how did I play for? I love that. Curious, we're curious is confident, optimistic. Great question Rajesh. No, you can't choose them all unfortunately. The challenge is to only pick one to three and quite specifically and purposely because of course you're gonna want to feel them all because they're all pleasant or you might think of them all as pleasant but we need to have some sort of critical focus so we can check back in on ourselves potentially at the end of the week or if you're doing this with one of your teammates you can check back in and find out how they went. So yeah, one to three. And this is very similar to what we do with teams, right? So with teams we want the team to be focused on the user story or the specific work that they are doing or on the improvement actions. We don't want them to start everything at the same time. So that's why we work with product owners to have priority and to tell people what the focus should be, what the goal should be. So this is similar. If you choose everything you're choosing nothing. So it's good to choose something so that you can focus on this and then reflect on this. Nice. Yeah, there's some really interesting. This is very cool. Thanks for sharing these. Keep sharing them if you're doing this because Curious has come up a lot and it's really fascinating. You can imagine if you're doing this as a team and you then start to notice that people are picking the same cards. So there's alignment or if people are picking different cards why they might be all picking different ones. Yeah. And in itself is interesting. Okay, so we'll give you 30 more seconds just to, if there's anybody else still to put their pick their top one to three. Kind and proud. I love that. Okay, nice. And so what we'll do. So that's part A. So you've just labeled the top three things you want to feel for this upcoming week. And now you might sort of get the drift here. Now we're gonna pick the unpleasant cards. So think about the same week, this upcoming week and pick one to three white cards that best describe how you don't want to feel this week but you might from time to time. And that's a really important caveat to this question here. So the one to three white cards that you don't want to feel this week but you know you will experience in the upcoming week. And so for me in this upcoming week it's gonna be really insecure. I don't want to feel insecure but I know I'm going to be because I'm running a really big session with 80 people in the next week. So your job now, I'm gonna give you two minutes to pick up, we'll give you two minutes. No, I think we lost the slide, Jeremy. It's coming back now. Oh, it's back, it's back, of course. We're gonna give you two minutes to pick one to three white cards for what you don't want to feel this week but you might from time to time. And write them on a piece of paper again and then put them in the chat box. All right, we started getting something. We have blocked just alone, just reactive blocked, alone insecure and stuck, controlled restless stuck. Nice, thank you. Yeah, brilliant. And a really simple follow up question if you're doing this in a one to one all worth if you're doing it as a team is what might cause you to feel those things? And we're gonna take you through some of those questions a bit later on but the really important part here is labeling these as you go through this, I'll share this story around the labeling and for a long time, people asked me why should we go through the white cards? Why should we have a really uncomfortable conversation or a difficult conversation? Cause sometimes it's easier not to have this conversation or some leaders are worried about what it might bring up within teams or what it might trigger. And for a long time, I actually didn't really have it definitely not a scientific reason but not a rational reason for why we should do it. I only just knew because I've done it for four years how powerful it was doing it and watching people label them and how transformed it had been. But then really recently, I started reading a book by Mark Brackett, Dr. Mark Brackett and he's the head of, he started the emotion, the Center for Emotions at Yale. And he talks about what happens in our brain when we label unpleasant emotions and when we're labeling these unpleasant things, it actually moves from our Omegudala, that part of the brain to our prefrontal cortex. And so by labeling unpleasant feelings or unpleasant emotions, we actually reduced unpleasantness of them. Quite simply, that is the most powerful reason why we should be going through these white cards in our teams because our teams do and we do face unpleasant things on a daily basis. Yet labeling them as Dr. Siegel said, you have to name it to tame it, but labeling them reduces the unpleasantness of them. And especially when you're doing it as a team. I think that's very powerful. My answer, I'm not knowing the research, my answer to this question would be, well, yes, there is a risk if we start talking about this, but what is the risk if we don't talk about this? Mm-hmm, yeah. You know, at least now we know what's happening, we make it transparent. Yeah, it's a great- We're covering some of the deeper issues. Yeah, it's a really great question. And then as a team, or you individually out there have just come up with your top three, you've just labeled those things that you know you might be experiencing this week. And so now you can move or nudge yourself into a growth mindset or a proactive mindset and think about the things you might be able to do to manage and cope when you do feel those things this week because you've just been able to label the fact that you might experience them from time to time. So that's the intention-setting activity. Those two activities we've taken you through in that first half of our session here, the weekly retro and the intention-setting activity are the two simplest ways to nudge our teams, to talk about emotions in the workplace in a really non-intrusive, fun, interactive way that they won't be expecting. That really, really gives you insight into where people are right now in their lives, outside of work and their lives inside of work and also helps you understand what they might be facing in the upcoming timeframe. So, yeah, the simplicity of those two conversations is really gonna start to open up and connect your teams in a way that they might not have done before in regular kick-off sessions or weekly meetings or whatever the frequency of the meetings are you working. So Jakob, you are gonna talk us through some of the ways that you've been unleashing emotions in your agile coaching practice using these tools. Yes, I've been using the game for maybe two years now, Jeremy, I think I met you in October 2018, I think. So it's been two years and I use it in many, many companies with teams with leaders. And I want to share with you some of the examples of how I use it with specific example of specific teams and what problems we're trying. So I'm using this game. On this picture, you can see a team at their New Zealand. This is one of their sustainability teams and this was an existing team. It was very, very well established team. They were working well together as they had a clear purpose, but at the same time they never had a chance to establish what was important to them. And we run this exercise in two different sessions. In the first session, something really amazing happened. So we did ask the similar questions due to the questions that you went through. And in the first session, they shared their individual emotions, how they wanted to feel and how they didn't want to feel at work. And at the end of the session, you could feel that there was this unique atmosphere of excitement, compassion and unity, something that rarely happens at work. And I don't know somehow because we are in this together, we are sharing our deep emotions, what was happening in our hearts, we kind of connected on a different level. And at the end of the session, one of the team members, she said, I feel this war on butterflies in my belly. And then she asked everyone if she could give them a hug. And basically we ended up hugging each other. Even I was being hugged, even though I was not part of the team. You know, this overwhelming emotion was flowing in this room. And in the second session, this team agreed on what was important to them as a whole team. So in the first session, they were talking about what was important to them as individuals. In the second session, they went to the level of a team, the whole team. And they decided what specific behaviors they wanted to introduce to emphasize the positive emotions. And they also decided what behaviors they wanted to stop so that they can stop feeling their negative emotions. And again, that was very powerful. One of their actions, because they wanted it to be optimistic as a whole team, one of the actions was that they wanted to start sharing some positive sustainability news that they could hear from other companies. And that was one of their actions on Monday when they were coming to their stand-up, they would share, someone would share what has happened in the world, that is optimistic about sustainability, about ecology, about saving the climate and so on. So that was amazing. I was coming to the stand-up and they were sharing all of these positive stories. Next team, next team was, it was a digital agency who was always busy to do, to do or always too busy to do any reflection. You know how it is from project to project from client to client. And you can see there was maybe dozen of them and you can see them playing with the cards on the table. And I run a retrospective exercise with them to create a space for reflection. And they fully embrace it. They could finally, for the first time, they could feel, they could hear how much under pressure their CEO felt. They got to feel what the sales team, why the sales team hasn't been able to deliver what they were supposed to deliver. They could celebrate how much they enjoy the feeling of community and of togetherness. And at the end, they came out with specific actions based on the emotions they shared. Again, they were very powerful. It took us I think about two hours to go through this exercise. And these were most of these people were software developers. So normally, or usually we think about software developers as people very introverted. People who, you know, you would never talk about the emotions with these kind of people, but that's very untrue. This is our bias and our conviction about developers. This is what we think. It's often not true. So give people a chance so that they can actually open up and give them also a space to reflect because that's what introverts need. They need this moment of silence. They can reflect and they can tune in to their inner selves, tune in with their hearts and actually have a bit of reflection and then they can share what's happening. Another team, this is a team that was brand new. They were just, we are doing a bit of team chartering, team lift-off activity. And you may know the team canvas that many teams use and we are using team canvas as well as a kind of basis for setting up the team. And in the team canvas, there's a section to create common values. What is important for us? What values are we going to live by in the team? And this team, they use the emotional culture deck, the game to help during the team lift-off to come up with the values, to establish the common values. And we use the emotions that they chose to be our guide to understand what was important to them. It allowed us to share what was going on in our hearts and share our past experiences as well and to draw the vision of the future of the team, how do you want to fill in this team? And we started talking, how are we going to call out if we start filling these negative emotions? What are some of the coping mechanisms that we need to put in place? And how we can encourage the positive emotions? So from this, it's helped us create the values for us. It also helped us create the working agreement, specific behaviors that we valued and specific behaviors that we didn't want to see. So these are three different activities that we can use with already established teams, also with teams who don't, who feel that they don't have time for reflection. You can use it with software teams, you can use it with business teams and you can use it for team leave jobs just like here. And another way to use it, I think that should be on another slide, yes. So that's a way how to, after running an exercise like this with a team, from time to time, you may want to check in with the team and see how they're doing, how they are feeling. So this is an example that, again, I use with one of the teams. On the left, you can see the names of six positive emotions that they chose for themselves, how they wanted to feel as a team. It was inspired, supported, welcome, involved, appreciated and open-minded. And what we did is that I asked them to rate, to look back at the last two weeks, or maybe it was a month, it doesn't matter, to look back at a couple of weeks and rate how often did they feel inspired, supported, welcome, involved, appreciated and open-minded. And one was, I'd never felt it, and five was I was constantly feeling it. And they rate themselves. Every person came to this board, they got the dots, they were rating how often they were feeling these emotions. And after this, we started to talk about, why didn't we really feel any of these emotions too often? And what patterns they could see, and what were we going to do about this? How can we be more supportive to each other? How can we feel more inspired? How can we appreciate each other more? We had all of these conversations so that we could start building the emotion culture we want to have. So I hope that these some examples could give you some inspiration, what you could be doing with your teams since we were with this game. And I've been using, as Jeremy mentioned, you can use it with remote teams as well, so that's also possible. Well, it's question time. Yeah, let's just do maybe, I suddenly realized we're running out of time, but let's maybe just take a couple of questions and see what's come up. And the first question is, how different is it when compared with mood marble? Jacob, I don't know what mood marble is, so if you know what it is, you'll be able to answer that question, mate. Well, I think I do know, well, what comes to my mind is that you could use, in a team room, you could have a kind of a jar maybe, when people can put blue marble when they are feeling good and positive and red marble when they are feeling bad. Okay, I'm not sure that's what this means here. Okay, if that is a, that's a really cool game. And I like the notion of it, but the one really important thing when talking about feelings or emotion in the workplace is getting as granular as possible without naming them. And if it's just good, bad, or not so good, or green, orange, and red, then we don't really allow ourselves to regulate or to interrogate or to label them in a way that we can use them. And so by giving people labels, by helping people find the label, it really helps us understand what's going on at a deeper and also superficial level. Another question, will this work in a team with this low level of trust? Really good question, Rajesh. And it's really important that we use this game with teams in low levels of trust. And there's a really beautiful book called You Are Not Listening by Kate Murphy. And I've just finished reading it. And in that book, she mentions this line that vulnerability precedes trust. And that really stopped me in my tracks as well. And I thought that is, that's a really beautiful way of talking about trust because if vulnerability precedes trust, nudging our people to label how they feel, so anxious alone or free and supported, that's nudging our people to be vulnerable, which is the step before trust. And so giving people these labels and nudging them to be vulnerable is a really important step on the ladder to reaching or to creating trust. And because it's a game as well, it's easy for people. The name of the book is called You Are Not Listening by Kate Murphy. Write that in there. Another way to approach low trust environment is invite people just to share the name of the emotion. They don't have to share the whole story behind it. Sometimes even just sharing the card with the name of the emotion is enough for people to be involved in this and help them open up a bit. If not now, maybe a bit later, but it can be the start of the journey to open up and to start building the trust. Yeah, yeah, exactly, right? And that builds on the question here from Rajesh saying, will people be honest when they, I think, will people be honest in sharing how they really feel? And there's two really important parts to that. And this will be the last question before we move on, but there's two really great questions, there's two parts to that. One, we always nudge and encourage the leader to go first. And I'm a huge believer in reciprocity. It's the opposite of Simon Sinek's leaders eat last, but in this situation going first encourages reciprocity from our teams. And when I go first and talk about why I'm feeling anxious or why I don't wanna feel anxious and the reasons, then I'm being vulnerable and we're asking our people to be vulnerable in return. And so it's really important the leader goes first. The part B of this is that this game, or talking about emotions in this game is not a silver bullet. It's not going to automatically fix or solve or open up everything. But the more we have these conversations, the more vulnerability we show, the more we connect and slowly the more we trust each other to then be even more open and honest. But the most important thing is starting and by giving people the labels and starting the conversations over time we become even more open and become even more honest. So leaders going first is really important. And then nudging people through more moments of conversation to talk about this is important. Yeah. So yeah, really great questions. I think we'll move on for now, Jakob and then we're gonna have some more time for questions as well. So the third exercise we're gonna take you through is actually the original exercise or one of the original exercises in our game. And why this is really important is that we're gonna and you are going to now actually answer this question. How do I want to feel at work? So the first two activities we did were team-based activities that you could do on a weekly, fortnightly or monthly basis. But now we're going to look inwards and explore some self-awareness and why I think this is really important, especially from a coaching perspective or a management or leadership perspective is that we have to manage our own emotions before we can manage our teams. I don't know who said that quote, but I love that quote and I'm unashamedly stealing it but sharing it with you and this is part of that. And so this question, think about this question, how do I want to feel at work? And what we're gonna get you to do here is go through the cards again and we're only gonna give you two minutes to do this. Go through the cards again and individually pick three black cards that you need to feel to be successful. So this is in your work overall, realistically in your work overall, pick three black cards that you need to feel to be successful and the question in the actual physical game that we answer is my success relies on me feeling this. And so my number one thing, I'll just give the example now, you're free. The number one thing I need to feel in my work to be successful is free. When I'm feeling free, I'm the most successful that I can be. So we're gonna give you two minutes to go through all the black cards again and pick out your three black cards that you need to feel to be successful. And then you can write them down on a piece of paper so you have a copy of it. But then once you've written them down, also add them in the chat box as well so we can get a feel for you all going through it. And somebody's already done that quickly which is really cool. So we'll give you, yeah, about a minute and a half now. So do okay. Appreciate a joy and humble. It's really beautiful. Appreciate it. Free joy and ease. Arathi, you've got great as well. That's same as me. We're on the same page. We both need to feel free at work to be successful. Brave, confident, proud. I love that. Hopefully as you're going through this exercise, you're having a few light bulb moments as well. Humble, connected, energised. Appreciate supported, wonderful. And as you're going through this, imagine if you were doing this with your own teams, with your own people, and finding out from them how do they want to feel in their work. You might not, you might be surprised or might not be surprised. This question doesn't get asked at work a lot. Yeah, I think it's one of the most meaningful ways to connect with our people and also help them feel engaged. Optimistic supported at ease from Art Trash. Cheaton inspired, connected, appreciated, wonderful. This is amazing. Yeah, brilliant. Okay, a few more. We'll give you 30 more seconds just to, for those who are just picking their final one or two, humble, kind, inspired. Okay, brilliant. So we're going to move to part B, which you probably will have been getting, continue to get the feel of, but now we're going to talk about the unpleasant cards, so the white cards. So this is individually picked three white cards. You don't want to feel at work, but you might from time to time. So just quickly, where this differs from the intention setting or the intention setting one is that, this is more holistically. So when we do the intention setting, we're setting a timeframe. So it might be a week or two weeks, and we're really specific about using that in that moment of time. But now you're just going to pick overall, holistically speaking, the top three cards that you don't want to feel in your work, but you might from time to time. And so my number one thing, I don't want to feel in my work, but I do a lot, not just from time to time, but a lot is anxious. And my second one is alone. And I do feel that from time to time, which is kind of ironic because I do work for myself and we only have a small team. But those are the two things I don't want to feel in my work, but I do from time to time. And so now you're going to do the same thing and we'll give you a couple of minutes now to write down and then put in the chat box. The three feelings or motions that you don't want to feel at work, but you might from time to time. Jakob, what are your three, your top three things that you don't want to feel in your work, but you might from time to time? I don't want to feel confused. When I hear different messages, especially from leaders, and very easily getting confused, I don't want to feel insecure, or no, there is a different one. What is on the card here? Oh, defensive is another one. I don't want to feel defensive. I know I can easily get defensive when someone has a different opinion or when someone gives me feedback. And I'm working on getting to be less defensive. So this game, it allowed me to understand that I don't want to feel this and it helped me understand that I often do feel this. And now I have this kind of trigger moment in my mind as soon as I get defensive, I'm much more aware of that I'm getting defensive and I can choose, do I do something about this? Or do I keep going, being defensive? And sometimes I can now successfully allow myself not to be defensive, which is amazing. It doesn't always work that way. Sometimes I get very deeply defensive, but more and more often I'm feeling that I can win with this. So yeah. Nice. Another story I had that was in one of the workshops and this is a story I like to share is that one person in the workshop day, he shared that sometimes at work, he doesn't want to feel, but from time to time he might, is powerless. And he shared the story how at home he had a teenager and this teenager was making him feel powerless. And he was bringing this emotion with him to work. And at work he was also feeling powerless. So this emotion from one place was being transferred to another place. And after sharing this, I could see how the team changed in the next couple of weeks where they offered him much more support. They also much more, that there was more kindness and more compassion in this team. And they were helping him to feel more supported, which is very powerful. Yeah. Yeah, that's extremely powerful. And such a small thing as well to be able to name that and share it if you're leading in vice versa. Yeah. Okay, so everybody's, it seems like lots of people of anyway have come up with their top three and put them in there. So if you've written them down as well, so you keep that list, but you'll be able to come back to this and do it again. And what I wanted to quickly show you all is my top five. So we for this exercise got you all to pick three. Generally speaking when I play this game with people I get people to pick five, but some people only want to pick three and that's fine or they might want to pick seven and that's fine too. I generally say don't pick more than seven though because of that conversation at the start, if you have so many become overwhelmed as well and we can't focus on any of them, but these are my top five things that I want to feel in my work. I need to feel in my work to be successful. So free, inspired, brave, thoughtful and rebellious. You might have started to gather by now feeling rebellious is the rebelliousness in me is because I feel as if I'm fighting a whole industry here who focuses solely on purpose, vision and values, cognitive culture, but completely neglects the bit that governs how humans behave, which is emotions. And so I need to feel really rebellious in my work personally because we're fighting against the status quo in a sense. So those are my top five and I'm only showing here quickly my top five for the things I want to feel, so the black cards, but imagine if all your teams had a list of this as well and if, Yacob, my hope is that if you knew my top five, which you do, which you do obviously, and you are my manager or leader or coach, that on a daily basis, a weekly, monthly basis, you'd help me feel more of those things and find out what triggered me to feel those things. And vice versa, when you know that I don't want to feel anxious and alone, or that story of that person feeling powerless, that's how you might help me to overcome that. Yes, totally. Yeah. So that's the self-awareness piece and that's really important, I think, at an individual level, not only as a coach and understanding our own emotions as a leader, but also then finding out from our team what drives them, what makes them tick. In a way, that's not just a personality questionnaire or a Myers-Briggs thing where it tells you who you are and what you're about. I'm a big believer in autonomy and giving people choice and control. And we're able, as individuals, to go through this game and pick the things that are most important to us and what drives us. So it's a really, really powerful but simple exercise. I want to quickly show you just what I've done with the team recently. So I work with a lot of cricket teams, being an ex-cricketer and still knowing the game. And this was a women's cricket team here in Wellington. And we've gone through this for three years with the team, but this was last season. And every player has come up with a list of their top five things they want to feel in their cricket season. And this includes the coaches, the playing staff and the support staff. And so they've all gone through this, but then they've also done it as a team and come up with the top five for their team. And so as a team, they want to feel, well, their success relies on the team feeling supported, proud, thoughtful, fun-loving and inspired. And the team environment, the culture of the team, they don't want to feel doubt alone and uncomfortable. And so you can imagine how powerful this is within a sports team when the coaches understand the emotional drivers of their players. And they can then use that to have ongoing conversations, coaching conversations, not just to technical skills, which anybody can learn technical skills, but these emotional intelligence and EQ skills and understanding these things is really important for high-performance athletes and high-performing teams in the corporate world as well. So let's go to the next slide. So question time, let's take, we've got 15 minutes left, which is probably enough time actually to take a couple of minutes of questions. Do you reckon, Jakob? Yeah, there's actually one question from Dolly. How would it have to share these with peers? Do you think it would make the same impact as sharing with coaches and managers? Nice, what's your experience with that, Jakob? Yeah, I think that's totally, that's one of the examples I was just showing about the powerless emotion that one person shared. Then it was the team gathered around this person and provided the support. I think that's very powerful. If you can understand how your peers want to feel and don't want to feel, you can change how you behave, you can start better understanding your interactions and you can better understand what you can offer to another person and what they expect from another person. And you can just build your own empathy for the people around you. Yeah, I think it's incredibly powerful. I'm really fresh off running a whole bunch of stuff with cricket teams, the men's and women's teams, but seeing them sit around in a group and share their individual emotional drivers was so powerful. Not only just understanding the label, so not wanting to feel anxious or alone or wanting to feel supported, but then the stories that come behind that and the really important story is not just picking, not only picking up, but then asking why you want to feel that way and what would cause you to feel that way. So those things become really powerful ways to understand each other and connect with each other rather than just purely saying I want to feel, I don't want to feel anxious or don't, or do want to feel supported. Yeah, Rajesh, I think it's more powerful when we share with peers. I think exactly right, yeah, exactly right. So maybe let's do one more question, Yaakov. How do you, this is from Vinaya. How do you help people open up to share something so personal? Safety and trust are big factors to enable this. Yeah, really good question. And it's one that for me anyway, Yaakov comes up a lot and it might for you as well. Screen there is how do you help people to open up and what's really important in the virtual world, it's slightly different. So I didn't design your name for the virtual world. This has always been, for the first four years of its existence, been a physical card game. We've had to turn it into a virtual card game because of COVID, which has been a great pivot. But what you find if you do have the physical cards is that gives people the courage and there's that transference. I mentioned it briefly before, this notion of transference where you transfer what you're feeling onto the card which gives you permission. So there's naturally permission in this game. It's built into this game by accident. And there's a thing called a three point conversation which is really powerful and that if Yaakov and Maya are talking together in a coaching conversation or just any conversation, that's a two point conversation. Yaakov being one point, myself being the other. But as soon as I bring a card into this, especially one that has an emotional, that's the third point and it becomes really easy to project onto that and then open up and share something that I wouldn't normally share if I didn't have this third point or the card to be able to do that. So don't underestimate how powerful having physical artifacts to transfer what we're talking about onto to enable the safety and the trust piece. I think there's one more question where I think is a long question but the answer should be relatively quick. The question is from Rob about using it with non-native speakers. And do we have a version with different languages or do you think that non-native speakers would maybe be frustrated or anxious when using this? Yeah, awesome question. So we've got it translated at the moment into a couple of different languages. We're only just starting on the translation journey but we've got it in Italian, Spanish and German and we're working on French. And we've done that to answer that very question because native people who have English as a second language potentially sometimes struggle to find the nuance and the meaning. However, I wouldn't underestimate if you have no option just starting with the English version and nudging it. And sometimes that can actually reduce people's reduce people's fear of it and increase the engagement in it because there's another aspect of problem solving within the game. So it actually creates a really nice little by-product conversation which then allows us as like a Trojan horse to have this conversation. So we are translating into different languages. However, because we don't have it in every language in the world there's still some difficulties with that. And I know we've sold this game into 42 countries around the world and not all of those are English-speaking countries. So I do know that non-English native speaking people are using the game with really great success. And talking about how they feel in English even though it's not their first language. But yeah, great question, Rob. And one we're constantly working on. Of course, there's more one, shall we? Yeah, so last one, and I think potentially maybe even my favorite conversation it might be one of your favorite ones as well. Like a conversation around emotion lead change, how we help our teams navigate change through the lens of emotions at work. And at the heart of this conversation is this notion that change is not a decision of the mind, but of the heart. And that's really important because normal change conversations or transformation conversations at work or in teams are based mainly on the functional aspect of change, the structural element of change, not the emotional aspect of change and change is such an emotional thing. And so this game works really well to have those conversations as leaders and with our teams. And the question we can ask ourselves is what do we want our people to feel through this change or transformation? So many of you at the moment will be going through going through a change or some sort of transformation in your team or a transformation project. And we often bring teams of agile coaches or scrum masters together to have this conversation. And you can also bring functional teams together and you ask the question, our success relies on our people feeling this. And so I thought, let's give this a go for the last activity, which you can then take away and use yourselves and experiment to play with. But the question is, think about a transformation you're leading at the moment. If you're not leading one at the moment, think about one you've gone through. Sorry, there's a typo there, apologies about that. That should say, or have gone through. And then answer this question, how do you want your people to feel? So pick the top three cards and then write them into the chat box. So think about the transformation you're leading at the moment or one you've been through and then pick three black cards that best describe how you want your people to feel. And the question we're essentially asking there is our success relies on our people feeling this through the change. So we'll give you two minutes, I think. So we've got nine minutes left. So we'll give you two minutes to do this. Pick your top three, then put them in the chat box and have a conversation and then we can have a conversation about those. I think that's a very powerful question. And it doesn't, it's the most powerful when you are starting a transformation, but you can do it also when you are in the middle of it. It can help you reflect how you're doing and how you're approaching the transformation. And it can also give you some insight if the transformation is not going well or not according to your plan. It can give you an insight why it's not going according to your plan. I feel that when we talk about change, we talk about change management and how we drive change. Drive change, it sounds for me like driving a car, like driving a machine, driving a resource, right? And we forget that there is a human emotional side of change that we should take into account. So asking how do we want people to feel during this change? I think that stuff can bring the humanity to the whole change process. And we can stop thinking about driving a change, but more how we can take people on this journey with us so that they can feel positively about this change. Now some of these, some of them are coming through now. People are running down their top three. If you're doing this in a workshop with a group of leaders, you could do top three to five. You could do five if you wanted. We're just doing three for this particular exercise, but the beauty of this game and these conversations are you can hack them and change them and edit them based on your team situation or how much time you've got as well. So you can get quite creative with how you have these conversations once you have the construct. Somebody asked, I wish there was empowered. So in the actual game, there's blank cards. So down the bottom, there's some blank cards. So you can actually add in blank cards. So you could add in powder in there if you liked. I wish we had way more time. Yeah, I could, to keep going through some really great questions, but we, what we got to, what was that? Sorry, go on. Here you go. I was gonna say, what we might do is I'll, I'll go to the next part and, because we've only got six minutes left, I imagine they're probably not, we're probably not allowed to break the rules. The rebelliousness and my wanting to feel rebellious doesn't really extend over to breaking the conference rule. The question you would then, and you can ask yourselves, and I encourage you all to go away and maybe play this with yourselves and finish this exercise. It is, what don't we want our people to feel through this change or transformation? That's an equally important question to ask yourself. So there might be a bunch of things we don't want them to feel. We don't want them to feel alone or uncaring or overwhelmed. And if that's the case, well, how do we manage, how do we help our people manage and cope when they are feeling that through the transformation or the change? Normally we focus on what we want people to do. Like Jakob says, we focus on driving the car and driving action rather than exploring the emotional drivers, the things that govern how we behave. And so this is, I think, hopefully going to be a really powerful discussion that you can start having with other coaches or with other leaders inside your teams. Because we don't have much time to do this, we won't actually get everybody to do this part of the exercise. But as I said, you're going to be able to download these slides and use these cards yourself so you can come back to this yourself when you get to it. But do you want to touch on a couple of more of these? Yes, I can quickly go for them. This one is an example of an emotional culture change that we had, again, at their New Zealand. And this was, we had 60 people in one room and we wanted these people to tell us how they want to feel in the company. So we were talking about, we asked them to identify the emotions they want to feel. And at the end of the workshop, they identified six emotions they wanted to feel. And again, great energy. And from there, we started looking at different experiments that teams wanted to start doing so that we can start feeling these emotions more often. And on the next slide, it's a more personal note. This is an exercise I did with my wife. And we sit together and we did the, we asked questions, you know, what are the success of our relationship depends on me feeling supported, equal, connected, and so on. And we also talked about how we don't want to feel in our relationship. And we created this and it's actually still on next to our door. And we go back to this from time to time and it's an awesome way to build empathy and build better relationships. So that's another way how we can use it. Yeah, I love that. I love it so much. I didn't design this going to be used with for relationships or for schools or for families, but yeah, it's so powerful, the conversation, having it not in the workplace, having it at home even helps us in the workplace because we're developing these skills. We're developing these skills that we can bring into our teams on a daily basis as well. Yeah. So last couple of things, I think this question might have come up earlier on, but it's like, how do we bring all this together? And this is an example of an agile or a community of practice, a big bank here across Australia and New Zealand. And we ran it with all of their scrum masters and a few of the agile coaches. And so we got them together as a team and they decided as a community of practice that they wanted their people to feel supported and encouraged, involved, appreciated and confident. And they didn't want their people to feel overwhelmed, disheartened, intimidated, uncomfortable and anxious. And then we've designed this canvas to then have this so what conversation. So it's all well and good labeling these and discussing them and coming to consensus. But then we've got a bunch of questions we then work together as a team. You can do this individually or as a team to start exploring what these means. So the questions are, we know our people are feeling supported if we see or hear and their answer was the 10 meetings together. And we know people are feeling involved if we hear positive comments and mirroring. And we know people are feeling appreciated if they're being thanked and acknowledged by each other. And then the second question is people will not feel supported if we, I really love exploring undesired behaviors. So we started with the emotion. We know we want people to feel supported but they won't feel it if we do certain things. And then to help people feel these things, what do we need to do? And so we haven't just started with behaviors. We started at emotional drivers and blockers and then we have a discussion about behaviors. And I think that's a really powerful reframing of team of how we lead our teams rather than the general approach of values behaviors and they're not even talking about emotion at all. I wish we had more time to go through this. You can get access to this canvas as well but it's a really simple way to bring the team together to then have the so what conversation. So last two things, Yucka, you've just touched on it there with you using it with your wife, which was so cool. But we've discovered recently that families are using the game more and more, which warms my heart. And actually that's the most helps, makes me feel super proud but also really humbled by this because this young girl, I heard a story. I got an email from a fellow who's using the game and he plays the game with his daughter when she gets home from school. And instead of asking how did your day go or did you have a good day at school? They go through the game and she picks out how she felt at school that day. And it's just such a rich conversation and families are doing it together to find out what they want their family environment to feel much the way you're doing it, Yucka, with your partner. And young kids, the age of seven or eight. And I think if we can have these conversations earlier on in our lives and our family environment, it's gonna then transfer to the workplace and help our teams. But these things aren't taught at school. And so by providing a game for people to talk about something that we don't normally wanna talk about, that we don't normally open up and share, it's gonna have lasting impacts into other areas of life in society. People have asked if you can download the game and you can download this. So if you go to that URL there, ecdeck.com forward slash agile India, you can download the workshop plan, you can download the cards and you'll get a whole bunch of other tips and tricks and how to use it as well. Yucka, I wish we had way longer to share stories and run more exercises. I know, I know. But I believe we can go to one of the rooms after the session and then I can hang out for 15, 20 minutes and ask some questions and I can go a bit deeper if someone wants to join us. Yeah, nice. And I would also upload, that's a good question, can you get the slides? I think they're gonna, agile India recording, I think, you guys are recording, so we'll check that out. Yeah, this is being recorded. The session is being recorded. It'll be uploaded into YouTube as well. You guys will receive an email when it gets uploaded as well. But the deck and the deck and the resources, Jeremy and Jacob, if you'd want to share with the team, if you could send it as an email, we can get in touch with that and we can add it as handouts here. And we can get it uploaded in Confengen as well against your proposal. So we can do, yeah. Awesome, thank you, I think that's us. I think that's us, we run already over time. Thank you everyone for your attention, for your engagement, for going to the chat. Thank you for all the thumbs up, because I can see now it's already over a thousand thumbs up, Jeremy. I think we did a pretty good job. Thank you. Yeah, you guys are receiving a lot of thumbs up. And it's going up. So yeah, I just wanted to say a thumbs up for the wonderful work that you guys did. I mean, personally, I felt a lot more connected to you guys through the session. And I'm sure all our attendees also felt the same.