 Hi everyone, and it's nice that you're here listening to me talking about nurturing a first disciplinary professional culture. Well, that's a bit heavy. I can barely pronounce that. Just putting it simple, I'm here to talk about one wide-angle perspective on forming professional teams. At the same time, this is sort of a guideline to getting better on what you do. It has absolutely no time to get background. I've just collected some information. Hopefully in a meaningful way. I have twice went with some external leaders and I'm hoping that this all makes some sense to you. This is actually what I do as a designer as well. First off, I'm looking into professional performance from three angles. The first one is professional skills. By this, I mean the heavyweight arguments you are going to drop on the table when you are describing yourself, for example, when you're applying a job. On the other hand, as an employee, you are demanding these skills from the people who are working with you. This is definitely not a comprehensive base. And please don't be afraid if your area of expertise is not mentioned in here. There are people who truly are focused on one single area of expertise and there are jobs like that too, and that's totally okay. But I bet that quite many of you can actually successfully work in more than one area. One area might be your main expertise. Perhaps you have formal education background which supports that. And the other ones you might have learned by working. Your special interests might broaden your expertise. And what's really nice is that there are people whose expertise overlaps yours. And these are the people who are really fun to work with because they truly seem to get what you are meaning although you don't exactly work with the same, exactly the same things. They just apply what you mean to their area with a great success. They are really great people. Okay, the second handle is your supportive, more general skills. And I think that the medium of these is quite underestimated. These skills are also something you probably mentioned in your job application when you describe yourself as a person. But these are not your personality and these are not properties of personality. These are definitely skills and they can be learned. And the third handle is your personality. Which can of course be described with many personality theories or models. I just picked one for one here. It's simplified Myers-Briggs model. And I picked this because from community functions it emphasizes how we perceive the world and how we make progress. So that's probably why it's quite useful in working life. Just putting it simple, each person acts typically somewhere here in these four axes. You can show extreme tendency to one word and another end here or if you can show more balanced behavior which would be somewhere in the middle. This is actually not how strongly you manifest the behavior. It's a point of how heavily introverted person you seem to be. That thing has to do with other personality-building books. For example, some people talk something about community energy. Your temper might do something to that. And there are some previously mentioned supporting skills that actually help you to recognize your behavior. But what I can say is that often these extreme inclinations they tend to make your life really difficult. So for the second thing, let's put this information together. It's basically put together every time a working team is here. And this is the basic traditional or school way. Which is simple because we just need to decide what areas of expertise is needed and just pick the guys for the source. And then the project manager will take care of the people who are lacking in their support skills. And should we talk something about chemistry between people? What chemistry? I mean, the support, we should get over that. When you look at this image here, it's obviously how communication-heavy this kind of network can be because do these people even speak the same language? Should we use the project manager here as an agent running between these areas? Of course we already recognize that there are those people who have skills more than one area. And lucky us if they pick them here because at least they will have us to solve some of these communication problems or challenges. Plus they are the people who are nice to work with. Here's the alternative view. This is something that I actually borrowed from Nisami Poimala. I have to let you know that he's maybe a Microsoft guy so we were, well, seriously, his method for team building is quite nice. He's addressed quite strongly that we let teams believe themselves. And of course at least many of you who work as a freelancer you have at least some sort of a chance to do this. What this does, it takes care of the chemistry issues, for sure. And perhaps when people trust, perhaps these people who get to do this they also can trust that the supportive skillset is good enough when they get to work with people who they actually know. For every project we still need to do the basic thing, identify the requirements in these areas. But then comes the difference. He wants us to trust those people with more than one information. Find the least amount of people that offers all the requirements. This sounds nice to me because it must mean savings. It doesn't mean just money, for example, communication. It's much more economical in that way. It means fluid communication because people understand each other and we get lots of people who are actually going to work with this one project. And even the one occasional single expertise expert is not alone here either because his expertise will overlap at least one another person. That's because it's beautiful. Now I have just one short set from a personal perspective. Work with the people who you want to work with. This is really nice and easy. You could say it's comfortable. Work with the people who you want to know better. And I have to say that this is a bit of a curve for us inwards, at least. Work with the people who can teach you. This is definitely much more economical than getting a muted rate, for example. Know your skillset and develop it consciously. Work in the projects that challenge at least one of your secondary professional skills. Work in the projects that challenge at least one of your supportive skills. And find books to help you out if you find getting better by yourself challenging. There are lots of them there, but mostly self-help, I guess. Solidize your weak support skills with teamwork and technology. But I'm not saying that you have to be us. I mean, be responsible of your own doings and ask for help and give credit to people. Give credit to where it belongs. Especially develop your self-awareness and self-knowledge, because these are sort of essential supportive skills. And the last thing, you have to understand which supportive skills help you to smooth the spikes of your personality. It will definitely help you to solve the conflicts in a constructive way. And overall, it makes more confident. Yeah, now it's time for a fist bump. And thank you. Thank you, guys.