(00:04-00:24) THE REMOTE GENERATION
IDI remotes. Welcome from all over the world. Andy Pace, of course, from Minneapolis. Mike has some iKey again from Helsinki.

(00:26-00:42) THE REMOTE GENERATION
You can unmute here. It's a webinar time. But anyway, you can use the chat, guys. So if you want to share with your peers where you come from, use the chat. You have the chat just below the React menu where you can also start

(00:42-00:57) THE REMOTE GENERATION
to share some nice emoji reaction and send love to me, send love to the community and send love to our speaker who will keep you a bit mysterious before the revolution.

(00:59-01:26) THE REMOTE GENERATION
So, because it's a new season of Creator, so we have some modest changes. Oops! Of course, starting by the end is not the good... The best is to open the season. But let's start from page number one. We are the remotes are back for 10 more crazy creators. And believe me, you don't want to miss any one of them.

(01:27-01:55) THE REMOTE GENERATION
And for this first episode, we have a new site for you. We have a very nice icebreaker. It's possible for you on Butter, using Butter Team, to have an interaction, connection with your audience. Here, you just have to click on the smaller ballads that match the most your mood. And then you can say a word to explain, you know, maybe who you are, why you are happy. And yeah.

(01:56-02:23) THE REMOTE GENERATION
It's just a nice way to introduce the session and let the participants come. Many registrations, so you can go now. Of course, that is on the top. I'm making my contribution. Of course, we still use Creator Guests. You can also bring your contribution.

(02:25-02:54) THE REMOTE GENERATION
You have to click on the picture, select the body, click on it, and then after, you can have some details. Coloration, joy, fun, depth, as usual. Okay, a couple of more seconds if you want to play. I see we have more and more participants now. Okay. Hi, Tobias. Hi, Lara. So...

(02:56-03:19) THE REMOTE GENERATION
Let's move to the next steps. I mean, the ice is already wrecked or melt from a long time from now. You know you're joining to Air Generation webinar. Air Generation is a young and vibrant community. We're here to inspire, to connect, and to learn from tools, techniques, AI, entrepreneurship,

(03:19-03:36) THE REMOTE GENERATION
We're the place, the site of the Mural community, where we're exploring a new way of working. And of course, yeah, this community has advanced, a newsletter, a lot of stuff. Plus, yeah, and you can join if it's not already done.

(03:36-04:04) THE REMOTE GENERATION
You just have to scan with your mobile from the QR code and you can join for free. The global community with over than 5,000 followers of professional operator innovator from more than 15 countries. You'll have, of course, always access to exclusive webinar and workshops. And believe me, it's a place where you can accelerate your growth with mentors that are always ready to spare and share some things.

(04:06-04:27) THE REMOTE GENERATION
And besides any good community, there's Breadbanners. We are once again for New Year's. We are sponsored by the Miro Community Events. Most of you are coming from the Miro Community Events. Now you're already a fit in the Generation Community.

(04:27-04:54) THE REMOTE GENERATION
Yeah, of course, it's too loud, as usual. But, of course, this environment could not happen without tools such as butter that provide those great environments to have fun, to listen loud music, and, of course, to have wonderful remote experiences. And, of course, Undiscovered is our banner to provide full remote or hybrid job opportunity in

(04:54-05:19) THE REMOTE GENERATION
tech, design, and product for the member of our community. And because a community is a gift, we can have for this next season, once again, three winners at the end of this session. The most engaged participant will receive a 30 euro coupon for our template gallery.

(05:19-05:48) THE REMOTE GENERATION
including most of our creators' dedicated framework. So to win, it's very easy. You just have to have a chat, have a reaction on the emoji react menu. You can send lots, you can send love, you can send whatever you want, but everything is counted and it will help me to design who is the winner, who are the three winners that will be, of course, announced tomorrow.

(05:49-06:12) THE REMOTE GENERATION
And if everybody is ready to go now, you just have to click on the thumbs up picture or send a thumbs up, whatever you do. And I guess, yeah, I guess the mysterious creators, they are all waiting. They're all waiting for you now. So let's go and dive to my introduction.

(06:13-06:24) THE REMOTE GENERATION
And of course, let's have some focus for our creator of the day. Sorry, just let me adjust the layout.

(06:27-06:54) THE REMOTE GENERATION
And I'm done. Okay. So, guys, I'm super excited to welcome our next creator. She's Dara Runik. If you read, of course, LinkedIn or if you are reading, you know, the registration pages, you know already something about her. She's a team architect. She spent over 15 years turning organization into high-performing team across the six continents.

(06:54-07:19) THE REMOTE GENERATION
And basically, there's something you should know and you should love about Daria. She has survived to Deloitte, believe me. But she has survived also to lead steam to wars, financial crisis, and also the COVID. Secret weapon, very easy. She's practiced Tai Chi Chuan with what she called the best mindful and productivity school she's ever attended.

(07:19-07:44) THE REMOTE GENERATION
Honestly, when you see how she brings that Zen-like flow to Teams Dynamics, it will make all sense for you. Daria has one mission, help our male leader stop firefighting and build teams that actually run themself. Her Qlik framework provides to transform any group into a self-sufficient powerhouse in 60 minutes.

(07:45-08:08) THE REMOTE GENERATION
so if you're tired to micromanaging or your team keeps waiting for your green lights on everything this session is going to be a game changer let's dive into from chaos to click welcome to daria and with my first question daria who are you and how did your journey shape your perspective on what team actually needs

(08:09-08:38) Daria Rudnik
Well, thanks, Boris. I mean, thanks for the introduction. And thank you all for joining. I'm very happy to be here. And if you're not here, if you're watching this recording, welcome. I love talking about teams. So thanks for having me here. Like a few words about myself. My background is in HR and organizational development. I used to be, I started my career in Deloitte, which is good. I mean, I love that. But then I moved to chief people officer for mostly tech and telecom companies.

(08:38-09:07) Daria Rudnik
And within that experience, I had a lot of cultural transformations. We were set in offices in other countries. And again, there were financial crises. There were wars. I mean, there are wars, unfortunately. COVID and lots of things happening with those organizations. And throughout this work, my learning experience, my personal coaching and consulting experience, I found out that leaders are not

(09:07-09:33) Daria Rudnik
able to take it all. I mean, it's too much. The speed of change is too much. The priorities, there are so many priorities. They cannot handle it all. And leaders, especially good leaders, I mean, well-intentional leaders, they want to support their teams. And they think that by doing a lot of work and by making all of the decisions, that's how they support their teams. But they're burning themselves out.

(09:34-09:57) Daria Rudnik
And not only themselves, they're burning their teams out as well because the teams are lacking this connection. And I started exploring this idea of team versus leadership. And I mean, I'm telling you, like the era of heroic leadership is gone. We don't need heroes. We need empowered teams because agile, flexible,

(09:57-10:25) Daria Rudnik
empowered team can move much faster and they can keep this energy together, like taking this burden from leader to take all the decisions, to make all the steps and to actually, excuse me, to motivate, engage, like set goals, control and be an administrator for the team. So that's my belief, like teams is something that will save organizations of the future.

(10:25-10:44) THE REMOTE GENERATION
Yeah, organization of the future. And it's very alive. And that could be my second question. You have guided organization to major crises, wars, and even COVID. What does extreme situation teach you about, you know, team resilience that, you know, on a normal time is not revealed?

(10:47-11:05) Daria Rudnik
tell you two stories like one story is a bank i was working for a bank and and this bank uh was during this financial crisis in 2008 or something uh and and they had a very clear mission and purpose they knew exactly what they want to do they they

(11:06-11:35) Daria Rudnik
They were just setting up their offices in a new country and they wanted to keep their clients happy there. They didn't want to expand. They didn't want to kind of introduce new products. They wanted to have to keep their clients happy during those hard times. And that actually helped them focus on their internal processes, restructure their internal processes and like survive, like at least for at least some part of that. Unfortunately,

(11:36-12:06) Daria Rudnik
At the end, they didn't make it, but this period was very motivational for the team. It was very motivational for the clients. They managed, they succeeded in their goal to keep the work of the bank for a few years. What happens next is the decision of the headquarters, but it was a successful example of how a team with a strong purpose and good teamwork managed the situation.

(12:06-12:33) Daria Rudnik
While the other situation is the cloud computing company, who are very nice people. I mean, they've been working together for 15 years. I mean, the top management team, they were friends and they had dinners at each other's houses. But they didn't have structure. They didn't have the goal. And when the COVID hit first and then when the war between Russia and Ukraine started, it also impacted them as well.

(12:33-12:58) Daria Rudnik
And they didn't make it like this straight away. All the team members who used to be kind of friends, they started to protect themselves from whatever was going to happen. They were not protecting the organization or organizational goal, but they were protecting themselves. And they were gone within, I don't know, a few months. So if everything is fine when the times are good, it doesn't mean anything.

(12:59-13:19) Daria Rudnik
You need to be prepared what will happen with your team when the times are tough. And if you have strong team purpose, if you have connections, if you know how to work together, if you know how to make decisions, if you grow together, that makes you a great team and that helps you survive those tough times.

(13:19-13:37) THE REMOTE GENERATION
But I really, you know, I really push the idea, like, and it will be also a great introduction to the next question. You know, how many times I work for, you know, aerospace, banks, insurance, or even public organization, and

(13:37-13:57) THE REMOTE GENERATION
At the end, the external consultant or the expert was more focused on making the company win better than the team themselves, trying just to survive the governance. And everybody was fighting each other, even in a normal time. So, yeah.

(13:57-14:25) THE REMOTE GENERATION
in a stressful time or a COVID time. It was just insane how the people were just trying to make not the team or the company survive, but just the department survive. So I think most of the participants know that kind of situation. But this next question is very, for me,

(14:25-14:50) THE REMOTE GENERATION
relevant for the discussion, you say that most teams aren't really teams. They're just a group of individuals working in parallel. How do you spot the difference in five minutes on being a team, working on a team, or being a group of people working side by side? That's really a great and very important question.

(14:51-15:10) Daria Rudnik
we use the word team way too often. Like what is a team? Like the product team, the functional team, project team. I know we get together to create it, like to organize a party, a team, organization is a team, enterprise is a team. I mean, we're using it too much, but,

(15:11-15:29) Daria Rudnik
What really makes a team is you need to have three things to be a team, to be called team. One of them is you need to have a shared purpose. Absolutely. If there is no shared purpose, something that only you, only this group of people can do together, it's not a team.

(15:30-15:59) Daria Rudnik
The second thing is the team needs to be interconnected. I mean, you cannot reach that purpose if you're working individually without like talking or collaborating to each other. You're just a work group. And sometimes it's fine. I mean, you split the task, you do what's needed, you combine the task, and then you have, you bake a cake like that. Someone cuts bananas, someone would scream, and you have a cake no matter what happens. You don't need a team to bake a cake. But to work in a complex, ever-changing environment, you need collaboration and cooperation,

(16:00-16:28) Daria Rudnik
and communication and lots of nice words I'm starting to see. So like interdependence is the second element of a real team. And the third one is structure. Like what is, like who's on your team? Like with the team that I, the example I shared before, the one that had very nice relationship. On top management team was something between five to 15 people and no one knew why.

(16:28-16:56) Daria Rudnik
Like this meeting, we invite this number of people. For this meeting, we invite that number of people. For this meeting, we invite those people. And they never, like they were the same. And it creates, okay, why are we together? Like what makes us a team? What's our purpose? Like how do we collaborate? How do we make decisions? How we work together if people are constantly changing? So team needs to have a structure and clear boundaries.

(16:57-17:01) Daria Rudnik
So it's purpose, it's interconnection and it's structure.

(17:01-17:30) THE REMOTE GENERATION
Okay, so that's very interesting. And reading that, I'm just starting to think about that last post about Generation 101 team. We are just so distributed, so without a clear vision and dependency and cooperation and a minimum viable structure, nothing would be possible to rise and grow this community worldwide. And

(17:30-17:58) THE REMOTE GENERATION
You know, it's exactly when you just put in those couple of seats, it's night and day and the thing just starts to happen. So, yeah, very, very, very true. Guys, I have now because I see the people starting to snore or to cut the camera. So I have some small game for you guys. You have one minute to let me know what's your biggest team leadership challenge right now.

(17:58-18:26) THE REMOTE GENERATION
Of course, this poll is provided by Butter Video and Butter Scene. If, of course, you want to have this great session interaction, just reach our partner picks and you will have some offer and free trial to this platform in our community. So I'll give you a minute on this. And of course, because it's a generation, we need some sounds. So let's go with small music.

(18:30-18:59) THE REMOTE GENERATION
Here you go. Yeah, you just have to click and select. All of them, yes, you can. When you're done, don't forget to submit your answer.

(19:03-19:33) THE REMOTE GENERATION
so we still have 10 participants in the film I see dad is dancing but I don't hear the music so I just hope it's not still out now but seeing people have fun online is yeah it's possible okay one five seconds to go

(19:35-19:44) THE REMOTE GENERATION
Okay, the music is back for me. Okay.

(19:46-20:05) THE REMOTE GENERATION
we're done and the poll. And so you see teams working in silo. It's exactly everything we have talked about the question number three, you know, that what will make a big difference to have not people working separately in a silo, but working at once. So,

(20:05-20:23) THE REMOTE GENERATION
Thank you so much. Of course, all this content will be, I guess, sent into the chat. No, I'm not sure. That's time. Let's follow up with you, Dariel. So let's get back to our classical layout. We have a question in the chat. I mean, do you want to answer that now or like...

(20:23-20:50) Daria Rudnik
Okay, let's take this question in the chat. Yeah, I just love the question like Jeremy asked. And it's actually basically like one of the top challenges, like working in silos. So how do you make sure people get interested in the work that others are doing while you already have too much work? There are two answers to that, like that I can give you now. One is the activity that we're going to do later today, which is very important. That helps with that.

(20:50-21:12) Daria Rudnik
The other one, I'll tell you a story. And it's a story about a project management team I was working with. They had very different people on the team. They had lawyers. They had engineers. They had, I mean, project managers, like purely project managers. It was a very diverse team. And they were leading complex tech projects. And they were...

(21:12-21:40) Daria Rudnik
Like we all are overloaded and kind of tired. And again, it was COVID. They were remote. They felt disconnected. So what they did is like, we had a few coaching sessions with them. And what they did is they, they started working in Paris. Like for example, the first lawyer, like in the, in the project phases, the first comes lawyer. Then the second comes engineer. Uh,

(21:40-22:00) Daria Rudnik
So the lawyer and the engineer, they work together on the same task that lawyer does. It means that engineer knows everything that lawyer does and lawyer knows pretty much something that engineers do. It feels like they're doing more work and then it goes further on. They paired up, they were joining other people's functions.

(22:01-22:18) Daria Rudnik
It feels like they were doing more work, but by understanding what other people are doing, they had less like back and forth. They made decisions faster. They understood like what they're doing better and actually reduced the work and spread out the process.

(22:18-22:42) Daria Rudnik
So that's part of the question, how you structure your work so that people need to work together. If they don't need to work together, they're not a team. I mean, they can reach out, they go individually, it's not a team. Why are you together? Why are you working in the same team? Structure your work the way that people interact and that makes it easier and faster for them.

(22:42-23:05) THE REMOTE GENERATION
Yeah, I think that's very interesting. We're taking maybe another direction, but, you know, we are also, besides breaking the silo, as everybody said, you know, silos are part of the process. You just have, I think, to design the silo to be more oriented to the impact you want to generate, because there will be always

(23:05-23:21) THE REMOTE GENERATION
you know when you will be up to uh five to six to ten people organization uh they will be silo it's natural so so yeah besides the break the silo we need to think about how you are structuring the people and

(23:21-23:41) THE REMOTE GENERATION
Moving to another topic, it's like, you know, most of my practitioners in session, they are struggling with AI and prompt engineering because they are very poor prompt architects. They lack to organize the data. And finally, when you're organizing the data for your

(23:41-24:01) THE REMOTE GENERATION
agent or your AI sidekicks. It could be the same work of design that's organizing the people working in a team. And at the end, when you have a poor organization in your LLM, you have poor results or all the time you have to patch or to re-explain 100 times

(24:01-24:18) THE REMOTE GENERATION
something and yeah I feel some similarity by you know making organizing the work for human and in the near future or starting to organize the work for robots because you know they're already part of the game

(24:19-24:45) THE REMOTE GENERATION
We have a couple of more minutes for the last question. I think it's very interesting. But we have the playground that everybody is waiting for. So let's move a bit to your Qlik framework. It promised to transform in 60 minutes any group into a self-sufficient team. What does that Qlik moment actually look like? Thanks.

(24:45-25:11) Daria Rudnik
Well, 60 minutes is kind of ambitious, but yeah, you can explain it in 60 minutes, definitely. But it's a long work overall when you need to work to design the team. And I mean, I love what you said. You need to structure and you need to design how teams work. Teams are not happening just by themselves. That's why I call myself team architect, because it's about designing how people work together, designing the work processes, the structure and everything.

(25:12-25:26) Daria Rudnik
So what I do with Teams and what like five stages we're going through is like clear purpose. Again, I mentioned that it's important for the team to have shared purpose that they are willing to contribute to.

(25:27-25:52) Daria Rudnik
Then it's linking connections. It's a critical part. That's why we're talking about that you need to break down the silos. And it's not just silos within the team. Linking connections are connections that team members have with their stakeholders. And I was working with a cybersecurity team once who had like, and the leader had very, very bad performance engagement. I mean, the engagement survey results.

(25:53-26:21) Daria Rudnik
People felt disconnected, although the leader was amazing. Like she was helping them out. She was giving feedback. She was providing coaching, one-to-one coaching for them. She was very committed to make that work good. And she also took all the responsibility of talking to stakeholders, negotiating with stakeholders, and did that instead of their team members. So team members were isolated from their stakeholders and felt lonely and disconnected and disengaged.

(26:21-26:45) Daria Rudnik
Once she realized that and started to connect team members to stakeholders directly without her being in every conversation, they started to feel like the purpose, they're not doing it just for themselves. They're doing it for the sake of other people of the organization. So linking connections is a critical part, both within team members, as well as with the stakeholders within the organization.

(26:46-27:11) Daria Rudnik
The third pillar is integrated work. So it means how we work together, team norms, team charter, how we hold our meetings, how we interact with each other, how we structure our work. Teams need to agree on that and say, yes, that's how we work together. And that's how we don't work when we don't want to pick up phone after hours. Or maybe we do, depending on the team. So they need to agree on that.

(27:13-27:36) Daria Rudnik
The fourth one is collaborative decisions, how teams make decisions. And the fifth one is knowledge sharing, how teams share knowledge, get feedback, ask for feedback, give feedback to each other and grow together. So that's basically what CLIC is, clear purpose, linking connections, integrated work, collaborative decisions and knowledge sharing.

(27:36-28:03) THE REMOTE GENERATION
Okay, I think we are all ready to click. Just one more question because I think it's an interesting question we have from Vivian Jouty. How do you make the teamwork where you have some strong personality, who are competent, but not willing to work together? You can click. Then I ask you the question, why is this person on the team? Yeah.

(28:03-28:28) Daria Rudnik
And again, I'll tell you another story. I have lots of stories. And that's basically the click moment for the team. It's a manufacturing company and they were producing some, I don't know, napkins or stuff. And they invited me to make their executive team a real team because they had some internal conflicts.

(28:28-28:57) Daria Rudnik
And they came up with the rules of how they want to work together, things that they support and they want to see more, behaviors that they want to see more in their team, and behaviors that they don't want to see in their team. And when we finished this engagement, and I don't know, four or six months from that time, the CEO came to me and said, my team has decided to fire one of the, like, basically the, it was a sales director. Why?

(28:57-29:26) Daria Rudnik
because this sales director didn't follow the rules we accepted. It wasn't the decision of the CEO. It wasn't kind of the voting system. It's the team who initiated this conversation and they decided that this person is not part of the team because they don't follow the rules that they all agreed on. So if you have that person, ask yourself, why is this person on the team? If this team is not collaborating with the others, what do you want to sacrifice?

(29:28-29:56) THE REMOTE GENERATION
Yeah, but I think that's, you know, we are also connected, managing a team, to bring his brand thoughts about, you know, being courageous, having the courage to, yeah, to be disagreed, to also, at some stage, to fire some part of the team that is, you know, not ready to collaborate. I think collaboration is really everything. If there's no collaboration,

(29:56-30:23) THE REMOTE GENERATION
Everybody is just trying to, you know, it's remind me, I don't know if you remember, there was a, you know, graphic animation from Spotify, Engineering Culture. There's two wonderful videos on YouTube where you're explaining what kind of design or metrics, you know, alignment and vision and how the good leader finally, they don't say how the people need to build a bridge to cross the river. They're just,

(30:24-30:53) THE REMOTE GENERATION
you know, needs to be on the other side on the river. And so the team, you know, decides, is it a bridge? Is it whatever? So that's very interesting. And I think everybody is ready now to experiment the clique. And, yeah, it's time. It's time for the playground you are all waiting for. So ready, guys? We are now dropping into a mirror world.

(30:54-31:12) THE REMOTE GENERATION
the mirror board you like from the Air Generation. And as a very short introduction, we have also it's all the introduction time from the playground. Daria, what do you want the participants to share with you today?

(31:13-31:42) Daria Rudnik
Well, first of all, thanks for all your questions. They're very amazing. I see lots of questions in the chat. Unfortunately, I mean, I can't answer them all now, but I'm happy to do that later on. But for now, I want to ask you a question. So if you could do anything, what's the one thing that would make your team more self-sufficient? What would you change? What's the one thing that would make your team more self-sufficient? And please type it on the

(31:42-32:03) THE REMOTE GENERATION
one of those post-it notes. I'd really love to see your answers. And I'd really love to know what you think about that. So let's put five minutes on the click and let's put some sound to entertain guys. Be creative, share your story. Daria is here to watch and to read and to share.

(32:25-32:44) THE REMOTE GENERATION
listening to everyone i see a lot about vision and purpose and clarity

(32:46-33:13) THE REMOTE GENERATION
I see also that the new Miro emoji reaction on the notes is tremendous. You just have to overlay any notes and click on the emoji symbol. And when you're sending, for example, a claim, you have a drop, a nice animation. And so the people, they can vote and add more. Feels right when you're with me. I'll make you believe.

(33:16-33:37) THE REMOTE GENERATION
Lack of transparency generally when I'm starting to join a small or medium business company for arranging automation or AI.

(33:38-34:04) THE REMOTE GENERATION
When there's a lack of transparency on the data, it's tell you so much about the company and you can see like, you know, nobody know anything about what's happened in the CLO side. It can be very caustic. And in terms of transparency, you don't need to tell that you know everything. It doesn't mean that you know everything. You need to know everything in order to tell people something.

(34:05-34:31) THE REMOTE GENERATION
Like going out to people and saying, hey, I don't know that yet, but here's what we do to find out. Or here's what we need from you to find out is something that is transparency. Yeah. Yeah. Transparency doesn't mean like everybody knows everything about the company. There's some stack of information that have to be dedicated to the people that can appreciate or can be relevant. I think the relevance is very important.

(34:31-34:57) THE REMOTE GENERATION
as the impact that's something i really appreciate in your click is you know everything is focused on you know is it delivering impact yes or no we come from product so we're not working to have a nice nps we are working to generate impact two more minutes to run guys and yeah i see some of you starting to add some emoji stickers

(34:59-35:26) THE REMOTE GENERATION
and of course you can have more than stickers the gif or every reaction are available in the emoji reaction menu just have to click on the miro emoji reaction you have stickers emoji and gif of the duck

(35:29-35:53) THE REMOTE GENERATION
OK, guys, I think we are now almost done. I'll start to share something great with you. Generally, when you're in a brainstorm, you have in five minutes something about 20 notes when it's about

(35:53-36:23) THE REMOTE GENERATION
15 minutes, you can have 15 notes. When it's about 30 minutes session brainstorming, you can have hundreds of notes. So I remember the time at Airbus working after the design sprint, dealing with, you know, the hundreds of notes with the team, with a glass of wine after the first day of workshop, trying to make some, you know, aggregation, correlation, and trying to prepare for the morning, the stuff. Here, Miro, I've invented something great for you.

(36:23-36:45) THE REMOTE GENERATION
so if you're okay let's end up this uh this contribution oops i'm sorry the gong is a bit loud too i'll take you to me in three two one zero let's go uh yeah below the board we have something very interesting okay so in the mirror

(36:46-37:08) THE REMOTE GENERATION
It doesn't seem to be, of course, it doesn't seem to be active. I'm sorry, I'm just struggling with my board. Come on. Okay, it's the full, yeah, it's an overlay. Sorry. So I'll drive you to me now. If I could, yeah.

(37:10-37:29) THE REMOTE GENERATION
And in this board, you see we have turning ID into action. It's an action button from Miro. In the better environment, you don't see this button with the title. But on my board, I can just click on it. And what it's going to do,

(37:29-37:54) THE REMOTE GENERATION
It's gonna just take the prompt we have just on the left side from the board. It will assess all the content we have into the Canva and it will apply the prompt and it will start to generate. Okay. I'm sorry. I didn't refresh my Canva. So I feel a bit silly. Always the first day.

(37:55-38:22) THE REMOTE GENERATION
of the worst. So let's do it again. Now I have all the prompt and all the stickers, and now it's going to work. Yeah, sorry. So you see from this prompt, we are generating a synthesis with an action plan based on all the prompts, all the notes that have been shared. And these documents, you can change, you can add some content, whatever you can export into the PDF. And you can now even in every

(38:22-38:38) THE REMOTE GENERATION
component from Eero, you can move into the focus mode when you want to work on a table or a document. So it's really driving your remote collaboration to another stage. So yeah, I hope you enjoyed those kind of

(38:38-39:06) THE REMOTE GENERATION
the AI application. And now I have something for you guys, or maybe it's maybe more Daria that will be pleased to introduce you a degraded version from from the Qlik framework. So Daria, do you want to to to present and introduce this part? Thanks very much. And that's yeah, as I mentioned, that's something that might and should help teams and leaders with work overload.

(39:06-39:30) Daria Rudnik
So this is a tool from part of the collaborative decisions pillar of the Qlik framework. And I describe it in my book, Clicking. And today we're going to try it. I'm sure you know about Eisenhower metrics. Everyone, most people know about that. Somehow it never worked for me. You ask why?

(39:30-39:49) Daria Rudnik
Because most of the tasks go into the do now function, urgent and important. Everything is urgent and important. Like when you are in a corporate environment, you're constantly firefighting and doing stuff. And someone wants this, someone wants that. And you have no time to kind of think. You'll just execute. Yeah.

(39:50-40:18) Daria Rudnik
Sometimes we do things that are important and necessary, but a lot of the times we just do stuff because we can finish them and complete them and we can put this check mark. That's done. That one is done. That one is done. I'm doing a lot of work. I am accomplishing something. I have this feeling of accomplishment by just executing on some tasks and maybe that might not be our top priority. So what I invite you to do now is...

(40:19-40:46) Daria Rudnik
again, to play around with that and use a few tweaks. You can see more details and more tricks for that in the Mirrorverse template. I'm sure Boris will tell about that, right? Yeah. Okay. So for now, let's do this. Please choose one word like this with a task. Just click on that so no one else takes it. And

(40:47-41:16) Daria Rudnik
Think of a very important project that you have that you're working on right now. If you don't have it, I mean, I'm sure you have something, but think of your upcoming week and what you need to do within the upcoming week. And write some tasks on this post-it notes, like write some tasks that you want to accomplish, either for this most important project you're working on, or if you don't have that for your upcoming week.

(41:17-41:44) Daria Rudnik
Just write those tasks and move them around to either do or plan. So do is something that you think you need to do, like urgent. And plan is something that's important but not urgent. You have some time to think about it. Just start doing that now, and I'll be giving you some instructions further on while you do that. So one thing is to create those lists, create this list, put them around, and then we need to critically evaluate all of them.

(41:46-42:11) THE REMOTE GENERATION
i know before the end of the week is tomorrow you have a lot of things to to do in your to do is it a personal or professional so i want to see uh yeah i want to see note and i want to see list and yeah we have 10 minutes on the clock dia for this exercise so i think it will be even uh you know more than necessary so you can really take the time and

(42:13-42:42) Daria Rudnik
I'm thinking I want to put some music, but I know some people, they have some, you know, needs to be focused when they are writing and not being in a too loud environment. So I would be really... Yeah, now we're giving some more instructions. So yeah, I think that would be without the music. And I like really encourage you to use that time. You have eight minutes now of your time to kind of think and plan for your upcoming week. Use it this time. We don't always have that.

(42:43-43:11) Daria Rudnik
This one is a gift from our generation community to you. You have some time for planning. So write as many tasks as you can think of for your project or coming week and put them in either do or plan section. I see some people writing this. Okay, I see someone writing a lot. And most of them are, surprise, surprise, in the do sections. Okay. Okay.

(43:13-43:28) Daria Rudnik
We have lots of free boards down there, so you want to use them without crowding. Don't encourage the people to take the last board from the list. No, no, no, no, no, no, no, no, I know. We're not able to see them.

(43:28-43:56) THE REMOTE GENERATION
I was once in a community workshop on Miro AI. You know, it's just about, you know, three participants. And, you know, we used to have from 30 to 50 participants. So we have a lot of boards. And the guy was like three participants. He was like 49 boards. Someone is always sitting in the back seat. Yes, of course. Okay. I see some people are writing.

(43:57-44:25) Daria Rudnik
Let's give it about like about one more minute for you to think about it. And then we'll use some of the tricks from, from this enhanced Asian hero metrics framework. Okay. I'm doing well. I know the best. And, uh,

(44:27-44:30) THE REMOTE GENERATION
CSO, Chief Sticker Officer of the session.

(44:47-45:17) Daria Rudnik
And you can do the same thing with your team, and you actually should do the same thing with your team when you're planning team tasks. So you can get together, create the list of all the tasks, and put them on the board so that everyone knows what you're working on, what the priority is. Okay, I see some people have done their work. They have some tasks in the do section, some tasks in the plan section.

(45:17-45:47) Daria Rudnik
So that's the first step. And that's what actually most people finish when they do the Eisenhower metrics. But I wanted to critically think about your tasks. So now you see those arrows with numbers, one, two, three, four, five. So use them and think of the level of impact each task has on the overall result of your project.

(45:47-46:15) Daria Rudnik
One has the biggest impact and five has the lowest impact. And move those stickers around to understand what are the most impactful tasks and where they landed. So when you do that, let's say you see something. No, I mean, okay, you can use one, two, three.

(46:16-46:44) THE REMOTE GENERATION
You can use one to three, but to evaluate Tobias, the impact, you should use a one to five like this. You have a more refined evaluation. Like the one to three should be more like the quick wins, like what you start to do first. And whenever you see number five under your do section, ask yourself a question. Why the task with less importance

(46:45-47:06) Daria Rudnik
is on something that's urgent and important. And that's a great way to reevaluate your task, reevaluate the importance of what you're doing and move your tasks around. And maybe you'll remove something from the do section. And maybe you'll remove something from the plan section, move it to do section or drop section or whatever, like, or something else.

(47:07-47:31) THE REMOTE GENERATION
On the other way, Daria, when you found some plan tasks that impact number one, you should consider to move it to the do if it's not urgent, but it's maybe what will provoke, I think, the biggest changes in your team output. So you can move things around.

(47:33-48:02) Daria Rudnik
And then once you finish with the one, two, three, four, five stickers, there are one, two, three stickers. Again, that's another trick that you can use to critically evaluate the tasks. We have 24 hours a day and we're not gonna work all those 24 hours. We have eight hours of work time and we wanna do only the things that are critically important. So those three are something that you put on your do list

(48:03-48:28) Daria Rudnik
to identify three things that you definitely want to do, that you'll definitely need to complete. And only once you've completed those, you can move to the rest. The best thing would be to remove everything apart from those one, two, three from the do section, but at least you understand which tasks you do first and which you work on later.

(48:29-48:53) Daria Rudnik
So by doing that, by critically evaluating those tasks that you have on your board, by moving them around, by having meaningful conversation with your team, you're reaching several goals. So first of all, you reduce the workload. It might take some time at first, but when it becomes a habit, it becomes much easier. So you reduce your workload. You focus on what's important. You focus on what really makes a difference.

(48:54-49:09) Daria Rudnik
you have meaningful conversations with your team and you let the team decide. I know someone was writing about team taking initiative and taking responsibility. That's the part where they learn how to do that. That's the, because again, uh,

(49:10-49:39) Daria Rudnik
We never work in teams, like school is not a team, family is not a team, university is not a team. The first time we join a team is when we join a workforce. And then when we're expected to be a team player, work with a team, be a good team member, how do we do that? So by having those structured conversations, prioritizing tasks, deciding on the team, you teach your team members to be accountable for the decisions,

(49:39-50:02) THE REMOTE GENERATION
to be great team members. Okay. I think we are almost, yeah, touching the end of the exercise. Some are still documenting tasks and now it's time to evaluate impact and top three tasks. Yeah, I see some people did that already.

(50:03-50:28) Daria Rudnik
So we have both. We have the impact. We have the, like, top three tasks. We have a question for you from Roots, Daria, about, you know, this is teamwork, right? So the whole team collect tasks and we evaluate together? Well, it could be both. It could be your individual. If you're planning your individual work, you can do it individually. But I'd love, like,

(50:28-50:56) Daria Rudnik
for teams to do that as well, because you have team tasks and you have tasks that you're doing together. I mean, you're collectively involved and you prioritize them together. So you as a team, what do you need to focus on first? It means that if someone is responsible for certain tasks, everyone else knows that this person is busy because they are working on something that's really important and impactful. So it can be both individual and teamwork exercise.

(50:58-51:22) Daria Rudnik
Interesting. So we're... The different kind of numbers, like the one, two, three, four, five is the impact. If you measure the impact, I mean, you can choose, you can have three impacts as well. And one, two, three is the top three tasks that you choose. Why I insist on three, because I mean, otherwise it becomes too much. If you have, if you focused on three, you'll definitely be able to make it.

(51:23-51:52) THE REMOTE GENERATION
when everything is urgent and nothing is urgent anymore. So, guys, thank you for this contribution. But life is made with a 15 shade of gray, and there's something more we need to reveal with Daria. So I'm very, very pleased to introduce the last efficient design over matrix available in the Mirrorverse right now. And you see from the level of impact and the top three tasks,

(51:52-52:22) THE REMOTE GENERATION
We have more tricks to, of course, to refine. Is it your task or your team task? Do you want to present and to comment? I'll take everybody to me in three, two, one, now. Do you want to comment, Daria, about, you know, the full metrics we have designed with Chloe and the team? Well, as I mentioned, that's the template as part of the, you know,

(52:22-52:45) Daria Rudnik
Collaborative decision pillar of the CLIC framework you can find in Amiraverse, which explains five. We did two tricks now for Eisenhower metrics. It explains five tricks you can apply to have decisions, meaningful conversations with your team. You don't have to do all of them, but once you do one or two of those tricks, you'll have more understanding of your tasks.

(52:45-53:10) Daria Rudnik
And again, I invite you to check out the book that I wrote, Clicking, which describes every five pillars of the click framework, including this enhanced Eisenhower metrics and many other tools that you can use to make your teams more self-efficient, high-performing, break down the stylus, help them take responsibility and initiative, and actually free your time for more strategic work.

(53:12-53:34) THE REMOTE GENERATION
But think about it, you have only 60 minutes to read the book now. No, seriously, I want also to announce that Daria's first book clicking is now available on Amazon. So you'll see on the right side of this documentation, you have a black arrow to show where you can get your mirrorless copy.

(53:34-53:56) THE REMOTE GENERATION
And if you're curious about the book, you can review on, of course, on Amazon. I think if you have the Kindle thing, it's almost for free. So there's no way you're not getting this book inside your bed in the next couple of days, guys.

(53:56-54:21) THE REMOTE GENERATION
So Daria, this is almost the end. We have a very, very nice time with you. There's now just something I want you, of course, participants. It's the first episode from this new season. And as usual, the Miro community is waiting your tough from this session. We have here a short link.

(54:21-54:40) THE REMOTE GENERATION
where you can give your opinion. You just have to open. It's a notion form. It's just what went well, what we can improve, and your overall satisfaction, no more than three minutes. So I really encourage everybody to the link doesn't work, OK?

(54:40-55:02) THE REMOTE GENERATION
Okay, I'll put the link directly into the chat for the courageous guys and members that want to participate. But yeah, really appreciate to have your feedback from, you know, everything we have learned from the first and last season. This new season has some more improvement, but we will improve over...

(55:02-55:22) THE REMOTE GENERATION
every season so in every session so guys i'm super happy to uh yeah have this successful um successful launching with with daria we have a lot of participants uh you will have the replay next week into uh of course on linkedin but also on our circle hub

(55:22-55:38) THE REMOTE GENERATION
And yeah, that's a small present from the Miro Academy. If you want to learn more about how you can use Miro AI to improve your facilitation, you'll find a lot of different video where you can improve your practice.

(55:38-55:59) THE REMOTE GENERATION
So, yeah, thank you so much, Daria. If you are five minutes and some participants want to have some questions, it's the time where I disable the mute. So anybody here can unmute and ask anything to Daria. We have five minutes.

(56:03-56:17) THE REMOTE GENERATION
So, Inga, you can unmute and say thank you to Daria, but we have your thoughts in the chat. Thank you so much. Of course. Bye. Yeah, we have a vegan. I'll give you the word.

(56:20-56:49) THE REMOTE GENERATION
Hi, thank you so much. This was a great presentation and really appreciate you sharing the Miro tools. I really like this tool. I was reading the book, Five Dysfunctions of a Team, and it really shows how the teams are dysfunctional, but I'm still struggling how to implement and have my team dysfunction-free. So it's always a challenge. So thanks for giving me some insights here. Yeah, thanks. It's a great book. Yeah, yeah. Hopefully those tools will help you to, like,

(56:49-57:15) THE REMOTE GENERATION
make your team more high-performing and the way you want it to build. If you have another question, you can ask in the queue. You'll see on Butter, on the left side, you have the queue, and you can ask for a question. Thank you, Vigan. The link to the mirror is not working, they say. Come on.

(57:15-57:43) Daria Rudnik
good day. Anyway, if you think of any questions, I mean, I know there were some questions that unfortunately we couldn't answer in the chat, but if you have any questions, I'm open to connection on LinkedIn. Just connect with me on LinkedIn. Send me a message. I'd be happy to chat. Yeah, I love talking about teams and how to design amazing teams. And here's a link for the Mirrorverse. Sorry, guys. I don't know what's happened this morning. Everything was really on time and

(57:43-58:12) THE REMOTE GENERATION
Yeah, we also have this board published yesterday. So when it's not a rush, we're late. So Adelaide, you're covered now with the link. And if it's everything for today, so we can, as usual, it's time to say goodbye. Nice and smooth sound. Bye-bye, guys.

(58:13-58:18) THE REMOTE GENERATION
Thanks, Daria. Thank you. Bye-bye, guys. You were awesome.