 Ahoi! Este é o Hello in Czech. Estás gostando do Drupalcon? Sim. Estás aprendendo algo novo? Sim. Estás vendendo novos amigos? Estás vendendo novos amigos? Porque esta é a essencia do Drupalcon, né? Há 2 anos que nós estávamos felices, e nós estávamos capazes de conceder virtualmente, mas eu posso te contar que náxing compara a isto. Náxing compara a estar aquí e ver o energínio na esta sala. E se estávamos felices e aso. Meu nome é Alex Moreno. Eu sou advogado do drupalcon, xe o Pansión. As pessoas me dão o que os advogados do drupalcon, os advogados do drupalcon. Náxing, nós somos unidos entre o marketing, o desenvolvimento e o software, e nós tentamos produtos como advogados, porque nós precisamos ser o advogado do drupalcon. É o que o advogado, o que é o absurdo, né? E o Pansión me dava a colegio da companhia e eu reserti o drupalcon. E que era o brínar. E eu não estaria capaz de mostrar-te todo o drupalcon como conda eu gostaria, mas se eu tenho que te dar algumas highlights, eu vou mostrar-te multa-dö, por exemplo, o autopilot ou a upstream. Imagine que tens os environments que podes encontrar no drupalcon dos náxing-branches de fíjela, e no drupalcon, te testa, Unha aprobada, unha shareda com o teu colegio, com o teu PM, QA's, e then you take the environment down. Ou imagina, todo o que te adorabas sobre multisite, remove the things that you hate about multisite and add the things that you would love to have on multisite. This is upstream, it's shared code base with containers per site e con a capacidad de ter flexibilidade de customar os sites na level site. Ou imagina que tu queres ir para a producción. O que os desenvolveres, o que nós fazemos? Porque os nossos dedos, nós não fazemos na pantheon, nós temos unha robot colegio autópilot que faça unha testa visual e agresión para ti e se algo xerra, detecta que há unha diferença, que algo xerra, e o despliementa e o asu. Xerra-te que tu queres que isso faça? E tu decideis, o botón blu que nowa é rosa, xerra-te que xerra-te en producción ou xerra-te que tu queres que se despliepa e fixar algo? Xerro-te que introduzir o teu speaker de quinoa porque é a raza que tu estás aqui. Xerro-te que venha para o booth ou registra o pantheon.io. Xerro-te que venha para o colegio solúcio que se vea tan rápido para o totu. So let me talk about, very briefly about the person that I am introducing, she attended a tech conference nine years ago and when people confuse her with a white dress, she decided to start, I'm going to try to pronounce this, whole kids marketing good, which means marketing, girls in marketing. She has been a trainer for more than 3,000 people and met with our 300 companies a year. She has one podcast trained spotting where she does predictions about the future and I couldn't believe this. She considers herself an introvert but as an English teacher she learned how to speak in front of people. Please give me a big applause for your keynote speaker, Paulina Loichenska. Thank you, it's really lovely to be here. I have one favor to ask you at the beginning of my talk. Could you turn to the person sitting next to you or in front of you or behind you and introduce yourself? Say hi and introduce yourself, 30 seconds. Perfect, I hear you, I see you shaking hands, I see you waving at each other. The other day I read that people only come to conferences to meet other people and not to listen to keynote speakers. So I'm really happy that we have it over with. In 2016 fake news was announced to be the word of the year. Donald Trump was elected and we learned the hard way that not everything we see or hear is true. We have always thought that we are very good at spotting fake news. That only not so smart people believe things like this. And that's exactly our mistake. University of Toronto did a study and they found out that 70% of people are over confident when it comes to spotting fake news. It's our own cockiness that makes us not so smart. We just tend to trust fake news. We no wonder because fake news are often really comfortable. They are the nice truths that we are telling ourselves. They are the ones that align with our world view. The guy is not calling you because his mom is in the hospital. He's probably not calling you because he doesn't want to see you again. And those are the fake news that we are telling to ourselves. As Alex said, I meet over 300 companies a year. And I spot those fake news all the time. And I realized they are not only for my personal life but they are also for business. So in my presentation I am going to walk you through the nine topics that I encounter most often. I will teach you how to spot the fake news. And I will also show you how you can battle them. Maybe tomorrow, maybe on Monday, but straight away. So first one, everyone in my company knows what to do. We have a clear vision. Could you raise your hand if you agree with this statement? Great. Congratulations to those who didn't raise their hand. You just passed the test, is the first fake news. Congratulations to those who raised their hand and it's actually true because you are among the 14% of product teams that have a clear vision. Everybody else is dead lost. Why is that that we are so lost when it comes to having clear vision and clear strategy? Because so often our vision feel like this Dilbert cartoon. It's a list of tasks covered in astrology terms. And don't take me wrong, I love astrology. I mean, I'm as a very other girl. Talk to me, you know, after to speak, but it doesn't, it shouldn't be in business. So you are asking me why do we actually need this? You know, maybe it's a good program to do at the team building, but why should we bother with having a vision other than a list of ongoing tasks covered in astrology terms? What if I told you there is a direct correlation between the clarity of your vision and the financial state of your company? You would suddenly start paying attention, right? And it's no wonder that there is a direct correlation between those two. Because if your team knows where you are heading, if they know the north star where you are going, they can be more proactive. You don't need to micromanage them. If they can be more proactive, then they come up with more ideas. Therefore your company can be more innovative. If they can work on their own ideas, then they are less more likely to be invested in the company and they are less likely to leave you. So no wonder there is a direct correlation. Do I have any founders or owners of the agency sitting in the room? Ok, cool. I'll talk to you later. When we think about the vision and I hear you thinking like, ok, I understand it. There is a direct correlation between the finance and the clarity of the vision. So tell us how do we do that. Tell us how do we graph that one sentence that we are going to put on the hiring posters or in front of our reception desk. I have really bad news. For me vision is not one sentence. It's something that's a DNA of your company that is executed on a daily basis. There is a joke that if you are a keynote speaker and you don't include Patagonia as a case study, you will not get invited again. So I'm going to include Patagonia. Because I think they are a perfect example of having a clear vision that really translates into everything what you're doing. Their founder was a climber and he saw how the environment is not very well in a very good state. So he decided to start a company that would protect the environment. If you buy a t-shirt from them, it's probably from a recycled material like recycled plastic bottles or something like this. If that t-shirt turns down, you can bring it back to the store and they will repair it for you. So you don't need to buy any other t-shirt. And it's not only about the product where it shows the DNA of the company. If you visit their headquarters, they flush the toilets with brain water. They have solar panels on the roof. And they go to a team building. They go to a demonstration against climate change. They even started their own investment fund where they invest into projects and companies that are protecting the environment. And last week, the owner announced that he's giving all his money into a trust fund that has one vision. And you know what I'm going to say, protecting the environment. It's all everywhere. This is for the founders out there. I hear you thinking. Yeah, but I'm quite clear with my vision. This is the reason why I started a company. It feels like a tattoo. I am clear what we should do. Bad news? Your team doesn't. Yes, you might be very clear on that. But imagine that junior programmer that joined you a week ago probably that one sentence that was written during his onboarding session is not enough. If you don't talk to everyday tasks as connected to your vision, they are lost into this onboarding document. They are lost in the intranslation. This is one of the most recent Google for startup studies. And it shows that the most effective founders, that the most successful leaders talk to their people about their mission and vision every day. It shows that you have to really talk to the people in order to inspire them. So what you can do today to avoid this? There are two things. First, gather your team and have a look at the document about your vision of your company and talk about what does it mean, actually, those words that you put down. Have you put down consumer centric? Does that mean that you send birthday cards to your clients? Does that mean that you know them in person? Does that mean that you pick up the phone every time they call? Does that mean that you would do an extra length when it comes to completing a project? What does that mean? Talk about it. And next time when you are introducing a new feature or a product or something, talk about how it actually connects to your vision. Explain that to your team that this is what it means to be consumer centric and this is why we are doing it. Second thing. When I ask you, could you show me your product vision? Could I read it? Often the answer is, you know, we don't need it on the paper. It's in our hearts. It's in our minds. You know. No. It needs to be written on the paper. Because if you have it written on the paper, then you actually are better at formulating the vision yourself. Then you are better at getting feedback from the other stakeholders in the company. And when somebody new joins your company, they actually read your visions and they can be really at speed with you in no time. Also those product vision statements can serve as a learning path. So you can come back to them and actually see what happened in a different direction, what went wrong, and you can actually learn from them. So those are the two things. 55% of startups fail because of people problems. In the second place is a business model which only accounts for 10% of failed startups. 55% is the highest reason why startups and companies in general fail. So paying attention to your people should be as important as paying attention to your product roadmap or to your sales strategy. And still we tend to believe that company culture is something that happens during pizza parties on Fridays. It's not. It's something that's engineered and crafted. I'll show you why you should pay attention and why building that company culture is a pure business decision. A few years ago we worked in an agency and we did a huge study where we were trying to find out why some companies innovate and why some don't. And we asked small startups we asked huge corporations we were really trying to find out what is it that will stop innovation in your company. And we expected everything. We expected bureaucracy, we expected the lack of resources and then there it was. It was internal communication. There was the number one reason why companies can't innovate. And again it's no wonder that it's an innovation blocker because if people in your company don't talk to each other they don't give each other feedback. They start creating silos in the companies that probably fight against each other and the communication flow is not flowing. So what you can do today in that study what we found out that the most innovative companies have one-on-ones with their people at least twice a month. At least twice a month. What does one-on-one mean? It doesn't mean reporting to your boss it means a two-way conversation. It was a dialogue how the person was doing how they are interacting with the other team how are their relationships within the company. And so on. Second one. Feedback. I come from a country where we hate feedback. We fear feedback more than anything else. Running out of beer is like first but feedback is after that. Like really feedback. Because in the 90s all the managers kind of the new managers that were coming to the country they said I want to give you feedback and shout it at you for ten minutes. And so you learned the hard way that feedback is something to avoid. And it took me years to learn that feedback is actually something really great. And to unlearn that fear I realized that I need to teach my team how to give each other feedback daily. And really daily. So we give each other feedback after every meeting. And after every meeting we would use a simple framework. It consists of two sentences. I like, I wish. I like that you came on time I wish you would have prepared more. And that's an easy way how to incorporate feedback into everything that is happening. Third one. Again for my founders and owners of the agencies out there. I know when I tell you to over communicate you feel like you are going to throw up. Because your calendar is full of meetings your slack channel is booming your inbox is full. It's just like you feel the communication is like there is so much. But imagine that junior marketer he probably doesn't know that much as you do. And so the best companies actually introduce like really physical spaces, physical meetings or tools how to actually encourage that communication how to encourage that spread of the news in the company. So they have all hands they have a special slack channel dedicated to celebrations they have a talk show whenever a new person joins the company so anybody can ask them. So there are things that are stuck in the calendars of those people and not something that we believe is going to happen just by the fact that we share the same office space. And last but not least higher HR. And I hear you thinking we are a team of five people why do we need HR? Mark Endersen from the investment fund Endersen Horowitz one of the biggest investment funds in the world says that the biggest mistake of all startups is hiring HR too late. It's because when you are five people you can process everything but suddenly you are 20 people and it gets harder and then you are 50 people and it's just too late to implement all the communication channels and everything. And I think if we stop thinking about HR department as the hiring and firing department and maybe start thinking about them as the learning and development department and internal communication department you can build a business case for that one. Talking about HR I think this is one that is a most common mistake when we post an ad on a job site and we are like yeah, we are waiting for the people to start sending CVs. If I told you that I sit at home and I'm waiting for my boyfriend to suddenly appear at the door like hundreds of them you would probably laugh at me but you don't laugh at each other when you tell me that yeah I posted it on Monster I posted it on LinkedIn and now I'm waiting for people to come. Hiring doesn't happen organically it's the yogurt you had for breakfast today. Like there's nothing organic about hiring. Especially in today's market talent shortages are at 15 year high. We are lacking tech workers and I know I don't need to tell you and great resignation is really making an impact across all industries but especially in tech. But we are so focused on hiring that we actually tend to forget people who are working in our company. An average employee leaving your company could cost you 200% of their annual salary just finding somebody new training them, replacing them getting them on board with you. So we stopped thinking about those because we are so obsessed with hiring new people. And again I talked to a lot of you outside the auditorium and you told me like I really love the company being my company. 72% of tech workers are considering changing jobs soon. You are not safe in this environment. Especially where there is Amazon and Meta throwing those big salaries at your people. You are not safe. So what can you do? Go to your Spotify. When I open my Spotify account it will probably look very different than your Spotify account. Apart from the fact that I will have much more Backstreet Boys on my playlist than you do I will have different musicians I will have different repeat songs and so on. And the same applies to your people who work in your company. They all have different Spotify accounts. They all have different motivations for staying or leaving your company. For some of them it's a salary. For some of them it's a work life balance. For some of them it's a fact that they can take their dog to the office. By the way 90% people after Covid said if their company didn't allow them to take their dog into the office they're going to quit. Think about it. Or there can be a motivation of learning on the job and really having great people around. So there can be so many things that you can think about. I'll guide you through free case studies of companies who have understood that when you are hiring you are not hiring people but you are hiring people with special needs with different Spotify accounts. Google was very famous for hiring really long time. It took them 6 months before they would give you an offer. And if you are a senior person you just don't want to wait even though it's Google. So what they did was that senior people don't want to wait and they shortened their hiring process in order to last maximum 45 days. This allowed them to be competitive on the market. By the way the upcoming generation Gen Z are not willing to wait more than 2 weeks to get an offer. Another one CDN77 is a Czech startup and they were hiring developers as everybody does. And they have done research and they found out that tech people hate meetings. They just hate that. They want to sit at the computer work but don't do meetings. So if you go to their hiring website one of the big benefits next to going to the gym or food vouchers will be zero meeting policy. You don't need to go to any meeting if you work for us. And last but not least I talk to a lot of you and you're like there are no people in the market. There is nobody else to hire. But then I look at your job ad and you're basically looking for a unicorn. Like somebody who knows three programming languages graduated from Harvard and Stanford holds an MBA and speaks English, German and Arabic and probably something else. You know you are missing out for example on women. There is a Mackenzie study that says that women only apply to jobs if they fulfill 100% of the requirements on the job ad. For men it's enough 60%. So you're probably getting a lot of CVs from guys. Yes you are. But there is a reason for that. So for example Yelp was among the companies that audited their hiring process and they made sure for example that women get ask the same questions as men on the interviews because they usually get asked different questions like what are you doing going to do if your kids are sick? They have a debt or they audited the process in order on the hiring committee to be more women. So you don't only face men in the committee and so on. So you can really move it in order to hire more people of color in order to hire more women and so on. So what can you do today? Ask your employees how they are doing if they are thinking about leaving soon. And don't trust them if they say no. Just make them happy because this is something. Think about how you could create a tailor made experience not only in your job postings but also in your company. Can you introduce the zero meeting policy already for the existing employees? Do it. Can you introduce having dogs in the office? Do it and invite me. And last but not least please hire diverse team. And I'm going to say that again hiring diverse team is a business decision. According to Harvard business review study diverse teams are 170% more innovative than the teams who are just mono. I talk to some of you and ask you what do you do? And you replied we build websites true, technically true but it's the same way if I asked you what's Tinder and you would answer it's a dating app that's technically true but for me Tinder is a place where I can find the prince on the white horse and spend the rest of my life with and probably 20 babies 20 puppies it's something different and the same goes for your company when Slack was launching they forbid their people to talk about them as a group chat system they said nobody on the market is shopping for group chat system but what they are shopping for is 75% less email they are shopping for more effective communication when your clients are shopping for you they are not buying your dream of building websites they are buying their own dreams they are buying that community they are buying a blog that gives them a shot of being a writer they are buying a startup that allows them to leave the corporate job they hate they are not buying websites but it's no wonder that we believe that our clients are buying websites if we don't ever talk to them only one in five product teams regularly talk to their customers so it is quite understandable that only 50% of product team feel that what they are developing actually reflects customer needs but what if we actually started talking to our customers what if we actually started understanding them then we could understand what are their jobs, pains and gains and we could create our customers and we could create campaigns products and features they will actually want to buy and they will love if we did that we could create a sale strategy that actually sells and sticks and also if you let your people talk to the actual customer they will be more productive and happier in the company as shows this Adam Grant study this is after five minutes of talking you have 171% of increase in productivity because you see your work in action so for me one of the first things is call your clients, call your customers go for a coffee with them and ask them how they are doing what's their dream, how their business is actually expecting this economic crisis coming how they went through covid and so on second thing introduce continuous product discovery it means that you are doing research while programming you are not doing research only once a year or because Pavrina said it you are doing research continuously and you are continuously implementing the findings into your product and last but not least try to include all the team members or at least everybody who is interested slightly interested at least what they can do they can shadow a UX designer they can talk to a sales team and discuss the win and loss spreadsheet why did they lose the client why did they win the client you can have a briefing with customer care and they can tell you what people are asking about and it can be like such an empathy one of the best things I have seen with the teams I was working with was that every Friday the programming team instead of listening to Spotify they listened to customer demos while they were programming that built so much empathy with the consumer that they were developing for by the way if you have any questions you can use the app send the questions and we will talk about them in the Q&A session so if you are thinking about something put it in the app and we will discuss it next fake news our marketing strategy is to be a love brand no no the other day I talked to a company I asked them what is your target group who is your customer and they replied women 20 to 8 years old I was doing a face palm because literally if you think that your target group is women 20 to 8 years old you end up doing products and campaigns looking like this if you think that your target group is women 20 to 8 years old you will actually start thinking about them as if they were a user a faceless something without any emotion and if you don't have an emotion you can't stick your messaging you can't stick your brand anyway it will just slide but what I want you to do is to start thinking about your customers about your clients as if they were people they actually are people probably start thinking about them as people with their emotion, their stories and their needs once you start doing them you will suddenly find a perfect niche you will suddenly find somebody who you don't need to persuade to buy your thing but who will be so happy to find you and who will be like jumping on you with the money this is a quote from the twitch founder so I kind of guess he's right he got it right once you have that niche I hear you saying ok but what if we are missing the business potential what if we are missing a lot of clients all great companies started with the niche all great companies all straight focused on product managers at startups they focused on young tech employees only in san francisco sub-stack focused on veteran online newsletter writers how many people are dead and my company we started with targeting only young ambitious female marketers in proc that's like 50 people now we are 30,000 only because we started small there is a way how you can identify your perfect niche by seeing only one product or one type of behavior there is only one product that Tesco needs to see in your basket in order to say that you are a foodie at the sun dried tomatoes because if you are not a foodie you would not pay $15 for ugly tomatoes if you are a foodie you know that dried tomatoes are great with a quiche and pasta and you are so excited to have them so there is only one moment in your customer journey in order to identify the customer that is perfect for you once you have that niche you need to start pushing you need to oil your growth engine and start going what is a growth engines there are four types of growth engines out there there are four strategies how you can acquire new clients first is virality then SEO then paid ads and then you have sales virality we often think as viral as like a viral tiktok video that went viral no, virality in my world is growth hacking it's a conscious decision to build something in your product that spreads the word of mouth so for example when Dropbox launched they had this reveler program that allowed them to grow LinkedIn, they were so good because they actually got into your outlook contacts and sent them an invite to that social media site SEO means that people who are looking for your product are actually able to find you if they are looking for an answer they are able to find it on your website when Quora started they had so many landing pages for questions like how do I scale my business does elephant sleep on the floor or something like this when Yelp was starting they had so many landing pages for restaurants and exciting businesses in your neighborhood they ended up coming to them third one I always say if you don't know how to solve something put a lot of money on it so yes, paid ads booking.com was one of the companies that really allowed to grow with Google Ads they started in very early when the Google Ads were starting and this is how they got so big and last but not least to a lot of you that's in the audience sales when Prop Hub was launching they went door to door to every restaurant and they said hi do you want to work with us when Udemy was starting they went one by one to top experts and they said do you want to launch a course with us so that what they have in common all those companies is exactly what that Lennis quote said they chose a primary growth engine to chose only one of them they were not trying to chase all of them in one basket when I see you and your company and you have an account on Pinterest Twitch, Twitter, Youtube, Facebook Instagram I'm wondering how do you have time to manage them all so choose one and be great at it choose one that really fits your company if you are outgoing choose sales if you are more technical choose virality and so on once you have that growth engine decision start pushing in order to sell a car you need to have 900 interactions with your client 900 interactions in order to sell that simple white t-shirt for ten dollars you need to have 14 interactions with a consumer imagine how much time you need actually to build trust and sell that website it's a lot of time and everybody who works in B2B marketing and B2B sales will tell you that this is a kids book illustration that it's actually far more complicated than this so thinking that you will do sales just with one Facebook ad or just with attending one conference is not going to do it it will take time so what you can do today agree who's your niche I really love framework that's called jobs to be done that allows you to find people who are actually your perfect consumers choose a primary growth engine choose what you're good at and push on that and focus don't try to do everything don't try to jump on every digital media site that you find in B2B sales we often confuse people for companies if somebody turned us down that means the whole company turned us down if somebody said no that means they said no forever but that's not actually true so many times it means that that one person said no but there are other people who might be shopping in for your product in the same company maybe the HR department needs your product or maybe marketing department needs your product also the fact that they said no now doesn't mean that something will not happen in six months or a year that will change their minds in my world there is no B2B or B2C it's only a human to human business and if you start thinking about your customers as humans and with their needs you will actually understand that they have different personas that they have different needs people who are buying your product who are going to pay for your product people who are going to use your product on a daily basis and people who are going to influence the purchase of the product and each of them have a very different motivation and a very different KPI so usually the CTOs want an easy implementation the CMOs want publicity the users want them want it to easy to buy and everybody what they are looking for is fulfilling a KPI to get their yearly Christmas bonus so for me mapping your stakeholders and understanding their needs and KPIs and I usually when I am in a sales meeting and I ask what are your KPIs could you share with me to fulfill them that's my question before I start talking so mapping your stakeholders and then creating materials for those different needs and different personas with different messaging so for example a programmer you are talking to at the company has a PDF that he can forward to the CFO so he actually understands that you can save money with your tool instead of the programmer pitching it to him 10 meses the e-commerce has grown at the same speed in the last 10 years the world is fast just right now it's accelerating so fast that we should understand that our strategy is going to change all the time I mean this is true maybe only at the wedding altar but not in business like everything is changing constantly the acceleration is fast and every technology adoption is faster than the one before it's running so fast I think that we feel like we don't know what to do with that it's just like what's happening what's happening what if I told you that you can actually predict the future transporting agencies like WGSN claim that they have a 95% certainty when it comes to predicting what will happen in 10 years and they are not talking about COVID but what they predicted is the rise of audio the fact that you are listening to audiobooks or podcasts or that you have Alexa or Google Home at Home they have predicted the rise of sustainability and that we will be passionate about the environment they have predicted people like in Kurdish coming into spotlight they have predicted that we will want to work remotely even before COVID happened so what you can do is actually have a look at those transporting reports I'll be sharing them in my deck and have a look at them and talk to your team how could we respond to the sustainability trend I talked to one of you downstairs at the booth and they offered me a bottle and they said it's because we take care of the environment you know that is exactly kind of jumping on the sustainability trend so think about how you could jump on those how you can react for example to Gen Z coming into place second one we as trend forecasters we use scenarios in order to predict future so we sit down and we say what if this happened and it has really helped me by business I think about what would happen if we grew 200 person next year what would happen if we lost our biggest client what would happen if our whole development team left and I create those scenarios saying ok we will do a b c d e probably none of those will happen but at least I have some pieces to take out when something happen so I have a prediction I know for example how I should be thinking about the investments of my company or how I should be thinking about hiring one of the things I am using is a pre mortem analysis could you raise your hand if somebody has also used it amazing imagine that you are you but a year from now so you are here sitting at the Drupal conference and your business completely failed like everything you know everything failed think about what were the reasons why your business failed was it that your client left was it that you had a fight with your co-founders was it that the economic crisis made you pay for energy bill stand time more I don't know what is it but think about what could be all those scenarios probable or not probable like what could be that that could happen and then prepare the strategies how you could avoid them how you can prevent them so maybe have a call with your co-founders and say hey what's your vision for the company or call your biggest client and say hey how are you doing everything fine what do you want to do next year or think about what would you do and how you could prevent that 95% people consider it quitting during covid it's because we are all tired and burnout and no wonder we are in Ukraine economic crisis everything happening at once and it must be so difficult and imagine how difficult it must be for people who have kids I can't imagine that it must be so difficult so I think we should ditch this idea forever it should go into the recycling bin the idea that if we work harder and play harder we can do it all honestly that shouldn't be here anymore and especially I'm talking to the founders out there again you're a 50% more person likely to suffer from a mental health issue than everybody else in this room you are twice more likely to suffer from depression and anxiety and twice more likely to commit suicide it's because of all the pressure that is on you and yet we as founders and CEOs we love taking on the new projects we just kind of start jumping like puppies after everything that is out there we do love it so for me when I talk about prioritization I always say it's self care I don't do self care like massages and essential oils and meditations no it's prioritization because for that is me saving my own mental health if you learn how to prioritize I don't care if you use rice model or cano or what type of models you use but just prioritize and prioritize for the sake of your team and teach your team to prioritize because this exhaustion is really leaning on all of us and we need to fight with that one of my favorite things what Google does is a funeral because I know for me as a founder I often love those projects and I kind of they become my babies and I don't want to let them go and yes all the prioritization models say that I should let them go but I'm like yeah but there was so much energy in them and what they do is on November 2nd on Dia Des Muertos they organize a funeral for all the projects that they are letting go and they are like you know they are saying like yeah we put a lot of energy in there it was great it was great working on that but let's burn it and next time somebody comes to the office and say shouldn't we take that project again they're like they're ghosts they're dead and all I think it's such a nice ritual maybe it will not work in your company I just love it and I think it's a very symbolic gesture so first thing I would love you to do once you get outside of this room is ask yourself how are you are you tired are you burnout how are you because I think there is this cliché about putting an oxygen mask on your first in the airplane that is actually true that's why it's a cliché because it's true once you fix yourself I mean go to therapy or something then try fixing your team ask them how they are doing do an happiness survey take them for a beer ask them about their personal life how are they doing coping having small kids and at the same time working remotely how has the recent divorce affected them or something ask them with my team I would have a Monday morning check-in and I would ask we would do a circle and everybody would say how their weekend was how are they feeling and some people would say yeah I went to this great party I got drunk, you know, all funny and some people would say I broke up with my boyfriend and suddenly you built this empathy within your team you know that you can't push on the person that just broke up and I think this is a way how to really bring that sense of empathy into your team and last but not least prioritization and there is a word in Czech that's musim there's a pressure to do something in English you actually have two words for the same meaning and that is have to and must and if you're learning English you realize that they have a different meaning those two words have to is doing something from an external pressure you have to fill your taxes must is doing something in internal pressure that means I must call my grandma and when I'm prioritizing I'm thinking about keeping the balance between the heftos and must in my life so I don't actually lose the things that I must do, I want to do after all those nine fake news I have one piece of heart truth for you only one intense startups survive the first year we smile and sing they don't survive you are more likely to fail than not but for me it's not about winning, it's not about selling the company and becoming filthy rich and marrying Angelina Jolie it's about finding the people that you meet on the way, it's about learning new things it's about growing as a person and that is exactly why I asked you at the beginning to say hi to the person sitting next to you because they can become a friend that supports you on the journey they can become a mentor for you or they can become a co-founder of your next business thanks a lot for fighting those fake news with me and here's the deck and I'm looking forward to the discussion and your questions thank you yes, we are going to sit down thank you for a very good talk and she said it earlier there is an app where you can ask questions but we also do have microphones so that's also a very nice thing to do is to stand up and actually do ask question live but I have a maybe it is starting off I have a couple of questions that are I am thinking about after your talk and one being you talk about no meetings or no meeting policies but still giving feedback and we are all working or many of us are working in remote teams where sometimes the daily is the only time of the day that I actually meet someone and I'm curious to hear is this really like that or are the meetings just changing becoming like something else than just the are people still meeting online and talking to each other or what have you been seeing in the companies that you've been I think what we need to realise is that meeting always has two components and it's updating each other on the project or communicating what's on our product roadmap but it's a human part of it and if you jump on the call and you're just without hey how are you and you just go into that and then you say bye then you can start becoming very lonely you start becoming disconnected from that I think it's great for example in one company I worked for at the beginning of every meeting there was something called a check in where you would say how you are feeling everybody on the call and then there was a check out saying what's your takeaway from this with what kind of emotion are you leaving that meeting and that really took 5 extra minutes, 10 extra minutes not more but really let us develop the empathy and I think with remote work it's really easy to do those only transactional meetings like kind of let's get it over with let's do the status in Trello but we are forgetting that we are also humans so making it more personal it's better ok so and you talked about one more thing, you talked about predicting the future and now winter is coming nobody knows what is going to happen in the next few months but not only that there has been, you talked about talent hiring that people have been changing jobs very frequently but we are also seeing the other trend now because people are scared is what's going to happen I live in Germany and if you read the news there probably most of them fake news but if you read the news you actually do get scared of like will we be able to heat our houses and clients talk about that they are starting to cut budget is this, can you protect what's going to happen in the winter and how is this going to affect our jobs do you know anything about this yeah sure I think I will talk in general first and then I'll go back to your part of the question and a detailed one one of those transporting WGSN they released three consumer archetypes and the way how they are going to react to crisis and I think it's really good to kind of maybe go through them and realize that there are different ways how we cope with what's happening out there first type of people are called new optimists and they love crisis I mean it's an opportunity to grow if you think about Covid those were the people who started training for a marathon during Covid those were the people who suddenly lost a lot of weight who started learning how to bake a sourdough bread those were people who were excited to kind of get on the new opportunities use the remote work then you have people who are stabilizers and those are people who just kind of like close themselves and they started kind of behaving only in their local communities and they really missed their work because they missed the office they missed going to the canteen and what they were hoping for was for things to come back to normal and the third ones were the settlers and I think imagine parents with small kids during Covid those are typical settlers there's this sense of overwhelming and there's too much everything and everybody is pressuring and you are trying to handle all the plates and all the juggle balls in the air and what you are looking for is this sense of easiness the clarity, the simplicity so for example if we are talking about how we should communicate and the company the new optimist they are looking for new opportunities new projects to take on new things because otherwise they will be looking for them outside the settlers the stabilizers they are more looking for you offering them reassurance that everything will be fine and the last one is just going for the like do I still have a job ok fine let's not do more emails so I think coming back to your question for us it's important to communicate with our employees what's going to happen now do a scenario with your management team and think about ok what are we going to do if the energy is sometimes more expensive what are we going to do if our sales team can't bring us enough and communicate that to your team assured that everything is fine but also think about all those types of people that you will be addressing think about the new optimist so they will be more likely to stay talk to the stabilizers and say maybe the state of for example work work market is not so shiny and rosy and you should stay with us because this is the stability you are looking for and talk to other people and say hi can we help you with the economic crisis and I think they will be more loyal and in case you would need to for example talk to them about firing some people they will be more understanding and more empathetic to your business decision ok good any questions from the audience because I have a few here in the app but I want to see if there is anyone here you just raise your hand they are walking around with the microphone if you want to ask something Franco asked here a question if the top management does not communicate vision cost your values how can them as a team lead build that on the level of like for their team if they are not getting it from the top management but he still wants to do it so how does that work I think I don't know if Franco is out there but dear Franco I think it's about you can still do it you understand some of it from the management and you can really translate it to your everyday decisions and I think each of us as a manager have this philosophy and this character that we are putting into our decisions daily so I think you can translate it to your team and you say maybe it's kind of you will decide on your team that what you want to build should be consumer centric and you will be really talking about it but also there needs to be some reflection from your management team and we as one note often think that people we should be working for are our teams but who we should be working for are the stakeholders of the company so try to push on them to give you the clarity try to show them the data I showed you today and say I really need that from you because yes I can be playing the game with my team but also if you don't give me this we are losing as a company so yes it's one thing and being very empathetic and very human for them and leading by the example but also make the pressure on the management they shouldn't be able to get away with this so if Franco's boss is in the room then Franco is going to have a serious talk with you later ok so Dan actually wanted to bring a completely different question and that's this is your first keynote for the Drupal community at Drupalcon how are you feeling? I'm feeling really good everybody has been so nice to me and I think I love it and can I come next year please? ok ok we're going to be talking about that later so that was obviously to plug in that in the wrap up ceremony later we are going to be talking about where we are going in 2023 but let's wait with that a bit there are more questions here how do you actually keep the drive this is from Westerly André how do you keep the drive for the team in a long time perspective because people are just usually getting tired for so many things we are just tired now of COVID we are tired of so many things that are happening in the world in Ukraine and so on so how do you actually keep the drive still in this fast moving world? I traveled here straight from a team building with my team and we talked a lot about the future and I think how you can get energy and motivation from your team is actually get them invested in your thing and how do you get them invested by being proactive by giving them the opportunity to come up with new ideas to come up with projects that they could be working on and I think it's no coincidence rule the famous one the 20% of your time that you can dedicate to your site projects that you can work on other projects in the company and I think that's how you keep the excitement the fact that you talk about it you have the opportunity to shine and you also have an opportunity to do something that really excites you first thing second thing I talk to them a lot about their future and I'm not afraid to ask my team what do you want to do when you leave this company and how long are you going to stay in this company and I want an honest answer and if they say I want to stay here a year because I want to work for an international advertising agency I will think about how I can make their CV better so they can actually go and work for that agency I'm thinking about how I can help them achieve that goal so they give me all that energy for that year that they are staying with me and I think that's another thing to understand what's their motivation what kind of role are you playing in their field and last but not least some people will be always super active and energetic and happy and some people will not and that's a fact it's like Pinterest a lot of people are adding pictures other people are just browsing in Pinterest so it's some people will be kind of not joining your team building and not being excited and so on but that's the fact of it and that's normal some people react differently so what I really like and I come from a country that we are 350,000 people and what was really interesting for me when I moved to Germany is that everybody not everyone but very many people in Iceland at some point in their time they've been excellent at something and so we have this mentality that we are the best that's just like what we believe and when we are my husband said to me like but regardless of who I meet that person has always been like the Icelandic champion in dart the Icelandic was in the national team in that is anybody in your country that has not actually exceeded in something and then I thought back it's actually a lot of history that is there in that country and Germans actually do not really like to talk about them being the best in anything and that's a historical thing so for me coming into a a great country that has like amazing people very smart and they are just always thinking that they are actually not very good that surprise me a lot and I do think that and when I think about it from a company perspective it goes a little bit to what you said is that how can you find the niche because we are all good in something you know we just maybe not necessarily know what that is and I do think that's the responsibility of the management to try to figure that out but also of you as an employee of the company to actually also try to figure out where you can shine because if you shine you get this positive you know feeling and that you like actually you have achieved something and that is something that I have learned from Iceland but where I try to like say be the best you you can be you know and try to figure out that for yourself and that's also your responsibility not just the manager's responsibility can I add one thing I come from a country where you are not supposed to shine my mom I told her I'm giving this talk at the Drupal con I'm so excited and she said oh I completely hate it you know I don't think you should show your face out there and it's my mother you know so we are not very keen on having champions in my country but so for me it's very difficult to fight my own nationality and especially having an imposter syndrome but what I what I developed as a tactics I learned it from Beyonce and Beyonce when she goes on stage she has a different persona Sasha fears and Sasha fears is fears on stage and so whenever I need to be a champion in something and go somewhere and talk in front of people or say oh we are very good at this or I'm very good at this I pretend I'm Zlatan Ibrahimovic and I truly hate it I truly love that guy and like you know and it helped me and before going on stage I would be like oh I'm so stressed and it's adorable and I'm Zlatan and I can do it so maybe you don't have this Icelandic upbringing but create your own Zlatan and just go out there and be Zlatan and that little bit that's great so that brings me a little bit to the questions around diversity and you talk about feedback in your talk you know give others feedback now we are here from very different cultures and I just told you about two cultures being the Scandinavia and I'm the best in everything I'm doing and then the German conservative person and then you go to Spain where they are also having their culture and in Eastern Europe you go you know everyone is so different and that's in my opinion a big challenge when we give feedback because if you get a feedback often from a person in Germany it's very direct it's like you know you did wrong please correct it or from our colleagues in Ukraine too we've seen the same there but in Spain they sometimes often go around it and like you know hey I'm thinking so how do you have any tools or tricks of how we can actually because I don't want to sound like harsh to the other person and I also don't want to like start to think oh I'm talking to you and then I have to be very soft I'm talking to you and then I can't be harsh Are there any tools of how you give that feedback to different people kind of people I think the key to giving good feedback is giving it very very often and talking about an actual situation that happened you know if you have a one on one with your team once in three months then you are telling me something some kind of an emotional overview it's really like you don't care much about your feedback but if you are telling me straight away after I came late to the meeting or after I didn't prepare to the meeting I wish you would have prepared for that I get feedback immediately and I start paying attention and I will share one thing that really helped us in one agency I worked for whenever we had a one on one with our manager we were supposed to prepare a presentation ourselves about our own failures and we would present it to the manager so I would say in the last three months I achieved this I think I was failing this and so on and the reason why it was not based on some kind of an emotion was because I was collecting feedback on myself every day of those three months so after every meeting we would go and we would give each other a sticky note those pink ones saying I like that you came on time I wish you would have prepared and I would put it on a special notebook and after three months when I was preparing that presentation for my manager I would have it full of those sticky notes and those were true and those were the 360 feedbacks that we are all after and those were the true things and I would be seeing that it keeps repeating that I keep coming late and we would be actually discussing that and we would not be discussing something that only my manager sees so I think feedback should be based on something that actually happened and it sounds very natural but it's not often true and so thank you for that again any live questions no one ok we have more here so we have ten minutes left yes wait wait wait you have to get the microphone come come run run thank you I think he needs an applause for being the first one who got the courage it's an easy question I didn't do my homework I wanted a little more information about your company and how it has grown you said you went from 50 to some thousand can you give us a little more insights so nine years ago I went to the tech conference and they stopped me at the registrations and they said the cloakroom for the waitresses is over there I was a speaker and I went on stage and they introduced everybody like hey this is Jack he's from Google this is Karel he studied at the University of Cambridge and then I was on stage and they said oh this is Pavlina this is the only girl we have here and you know and I got really pissed I started googling and I found out that only three percent of creative directors at advertising agencies were women that there were nine percent of speakers at tech and marketing conferences at that time who were female I found out that only five percent of women start companies and they start startups and I realized one other thing that whenever I go to a conference I don't talk to other women I guess because you know I was looking for a husband so it's like a competition so I decided to create lunch organize lunch during one of those conferences and I invited all women who joined the conference to join me I agreed with my brother that he would do a dress up so I'm not there alone and 50 women came and we started talking and we said we want to be in touch and that's how first we started as a Facebook group and one of the women who attended was a journalist from a marketing magazine and she published an article like women started talking to each other and I gave her an interview saying there should be more women on stages and the other day like in a week a guy called me and he said you know I read that interview interesting inside I want some women on stage do you know any women and I say yeah of course and I sent a message to that Facebook group we created asking hey anybody wants to give a speech at that conference about Google analytics and all those women who were like really good and awesome they were like you know I'm not very good at it I know I've been in this industry for 25 years but I'm probably not good at it and I don't have the presentation skills so I called Google I booked a meeting room I called my friend who is a presentation skills coach and we organized our first training ever and we created we thought 30 women how to present and how to go on stage and this is how we became educational companies and then more people started coming to the group more people were asking for trainings more people were coming from the industry and now we are that has over 30,000 women last year we trained over 10,000 people and we really 50% of our trainings are at scholarships so they are dedicated to women who are maternity leave who are unemployed who are older so the job market doesn't want them and that is how we grew so it really started and grew because I was super pissed and I found out that I'm not the only one I hope I'm answering your question so we have we have another one thank you hi there thanks for the speech I'm interested in your insights on what changes remote working and partial remote working will make for businesses and in particular business buying decisions can I rephrase the question to make sure that I got it right what's the difference between the remote work and in person work like when it comes to those decisions exactly so for many businesses they've had procurement rules that involve people in rooms making decisions are they see each other face to face regularly to discuss how business will procure things and now that's not happening anymore they might see each other once every three months so do you see any changes in how that might affect procurement in particular but business in general too thank you I'll take some of the topics I talked about for example when it comes to company culture I think it needs to be even more conscious when some of your team is working remotely you need to be more conscious about the one-on-ones you need to be more conscious on creating space where people could actually network and brainstorm with each other when it comes to hiring I think you need to be conscious about the fact that anybody you can hire anybody from anywhere in the world so maybe your salaries need to be competitive not just on the check market but on all the market in there I think when we are talking about the importance of communicating your vision it needs to be an extra push for that so you really need to organize much more often those meetings and those tasks but also I think it's about implementing tools I think there are great tools there is Product Board for Product Roadmap there are Asana, there are all the other things and really utilizing all those structures and one of the things that I really loved was from Base Camp how they are using writing in order to be asynchronous and in order to get on the one page Jason Friedman he wrote a book about it and it's I think easily downloadable for free and he writes about the fact that for example when he's making a decision he's making an A4 about the decision and that's how truly everybody can read it and how to get everybody on board so I think it's a big question I tried to pinpoint at least some of the case studies but I will be super happy to talk about it later so we have time for one more question anyone that wants to take on that question now's the time I have more here so I can continue ok so we talked about you talked about prioritization and the question is for Elias what is your preferred method for prioritization and how can you also convene to your employee we don't want to micromanage your employees too and you now prioritize for yourself and you also prioritize for your company but you also at the same time how do you prioritize just let's talk about it from your perspective I think there are two ways one thing is I use the vision is it aligned with our vision is helping us to create the impact we want to make so are we really getting more women on stage are we really getting more women on the job market and if it's not adding to that impact number if it's not adding to that vision we are not doing that and a second thing you asked me about my favorite prioritization framework I would for example love rice you can read about it on intercom web page and the rice the R stands for reach how many people can you reach with that decision impact, the business impact how much impact it will have on your business and C is for confidence how much do you trust yourself on those two numbers that you stated previously and E is an effort how much time are you going to invest in that and I think so often we are very good at lying to ourselves about how this is going to change the world how this product feature is going to do it and I think in cooperating that confidence part is such a good one when you are talking about prioritization so that's one for example I would do so thank you and maybe the last thing to be the question of how do you feel like now you come to this is your first triple con and how do you feel that we are doing in terms of diversity and including here the diverse spirit of having what are you in comparison with the tech conferences that you've been to and tell us your honest answer I love it, I think it's really good it's definitely I have met women in the bathroom that never happened at the tech conference so thanks a lot for that also it's more busy here it's definitely more busy thanks a lot for your women at Drupal awards I attended that and also diversity and inclusion team here is really great and we had a great discussion so I truly admire that and I hope you can be an inspiration to other conferences in tech I think so too thank you Paulina thank you for coming thank you customer expectations always shifting changing reinventing and the path to digital transformation is always evolving to meet them this requires integrating new technologies communicating and deploying across a myriad of touch points devices and channels which is why you need a digital experience platform as a central technological foundation for digital customer experiences Acreas Open DXP gives you the ability to seamlessly integrate back end systems across it all backed up by the flexibility of Drupal and the market leading environment for developers and marketers so you can build and deliver experiences to the right people at the right time it's the freedom to create new capabilities without starting over to roll out multiple campaigns in any language to build and pivot and build again giving you cross channel continuity across the entire customer journey putting monolithic solutions behind you and getting out in front of customer demand that's the power of Acreas DXP