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    Software How-To

    Greater Than Code

    For a long time, tech culture has focused too narrowly on technical skills; this has resulted in a tech community that too often puts companies and code over people. Greater Than Code is a podcast that invites the voices of people who are not heard from enough in tech: women, people of color, trans and/or queer folks, to talk about the human side of software development and technology. Greater Than Code is providing a vital platform for these conversations, and developing new ideas of what it means to be a technologist beyond just the code.
    Featuring an ongoing panel of racially and gender diverse tech panelists, the majority of podcast guests so far have been women in tech! We’ve covered topics including imposter syndrome, mental illness, sexuality, unconscious bias and social justice. We also have a major focus on skill sets that tech too often devalues, like team-building, hiring, community organizing, mentorship and empathy. Each episode also includes a transcript.
    We have an active Slack community that members can join by pledging as little as $1 per month via Patreon. (https://www.patreon.com/greaterthancode)

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    Latest Episodes:
    277: Joy Is Activism – The Power of Ritual and Intention Apr 06, 2022
    Show notes

    00:44 - Pandemic Life Politics Healthcare Society Work 13:58 - Jay, Happiness, and Fulfillment Personal Development and Self-Discovery Brené Brown Glennon Doyle Elizabeth Gilbert Nihilism Manifestation Gratitude & Daily Journaling Morning Pages EarlyWords 29:09 - Witchcraft & Magic Intention and Ritual Terry Pratchett Franz Anton Mesmer The Placebo Effect Zenify Stress Relief Drink Effort and Intention Reflections: Mandy: Everyone should journal. Reflect on the past and bring it to the present. Damien: Bringing magic into non-magical environments. Aaron: Ritual, intention, reflection, alignment. This episode was brought to you by @therubyrep of DevReps, LLC. To pledge your support and to join our awesome Slack community, visit patreon.com/greaterthancode To make a one-time donation so that we can continue to bring you more content and transcripts like this, please do so at paypal.me/devreps. You will also get an invitation to our Slack community this way as well. Transcript: DAMIEN: Welcome to Episode 277 of Greater Than Code. I am Damien Burke and I'm joined with Aaron Aldrich. AARON: Hi, I am Aaron and I am here with Mandy. MANDY: Hello, everybody. I'm Mandy Moore and today, it's just the three of us! So if you came expecting more than that, I'm sorry. [laughter] We’re what you get today, but hopefully, we can have a great conversation and we were thinking that we would talk about all the things. I'm doing big hand gestures right now because there's been so many things happening since 2020 that are still happening and how our perspectives have changed. For one, I, myself, can tell you I have grown so much as a person in 2 years. And I'm curious to hear how the two of you have been living your lives since the pandemic. DAMIEN: [chuckles] Where to begin. AARON: I know. It's such a good topic because I feel like everyone's had so much to change, but at the same time, it's like, okay, so 2 million years ago at the beginning of this pandemic. I'm now my third place, third job since the beginning of the pandemic as well and wow, I came out as non-binary in the middle of the pandemic [laughs]. So that was a whole thing, too. I think the question I asked earlier is how much have you radicalized your politics over the course of the past 2 years? [laughs] DAMIEN: Yeah, yeah. That's been bouncing around in my head since you said it off mic. Every time I hear the word pandemic now, I think about, “Oh man,” I hesitate on how far to go into this. [laughs] Because I look at the techno-anarchist crypto bros and I can I say that disparagingly and I will say that disparagingly because I was like them. [laughs] I filled out a survey today and they asked like, “How do you rate yourself as on a conservative and liberal scale?” I'm like, “Well, I think I'm super conservative.” And I still do and every time I align with any political policy, it's always an alignment with people who call themselves socialists and leftists and why is that? [laughs] Hmm. [laughter] But anyway, that was the part I was trying not to go back into. [laughs] One of the big realizations in living in a pandemic is that healthcare is not an exclusive good. MANDY: What? [laughter] DAMIEN: That is to say that I cannot, as an individual, take care of my own health outside of the health of the community and society I live in. Didn't know that. In my defense, I hadn't thought about it, [laughs] but that was an amazing realization. AARON: No, I think that was a big thing. I think so much of the pandemic exposed the way our systems are all interconnected. Exposed the societal things. Like so much we rely on is part of the society that we've built and when things don't work, it's like, well, now what? I don't have any mechanism to do anything on my own. What do we do? DAMIEN: Yeah. It's so fundamental in humanity that we are in society. We are in community. We only survive as a group. That's a fundamental aspect of the species and as much as we would like to stake our own claim and move out to a homestead and depend on no one other than ourselves, that is not a viable option for human beings. AARON: Right, yeah. Even out here in rural Vermont with animals and things, we're still pretty dependent on all of the services that are [chuckles] provided around. I'm still on municipal electric service and everything else. There's still dependence and we still rely on our neighbors and everyone else to keep us sane in other ways. DAMIEN: Yeah, and I feel like people in rural areas—and correct me if I'm wrong, I haven't lived in a rural area in maybe ever—have a better understanding of their independence. You know your neighbors because you need to depend on them. In the city—I live in Los Angeles—we depend on faceless institutions and systems. AARON: Yeah. DAMIEN: And so, we can easily be blind to them. AARON: Yeah. I think it mixes in other ways. I get to travel a bit for work and visit cities, and then I end up coming back out into the rural America to live. So I enjoy seeing both of it because in what I've seen in city spaces is so much has to be formalized because it's such a big deal. There are so many people involved in the system. We need a formal system with someone in charge to run it so that the average everyday person doesn't have to figure out how do I move trash from inside the city outside the city. [laughter]We can make that a group of people's job to deal with. Here, it's much more like, “Well, you can pay this service to do it, or that's where the dump is so can just take care of it yourself if you want.” “Well, this farm will take your food scraps for you so you can just bring this stuff over there if you want.” It's just very funny. It just pops up in these individual pockets and things that need group answers are sometimes like pushed to the town. You get small town drama because like everyone gets to know about what's happening with the road and have an opinion on the town budget as opposed to like, I don't know, isn't that why we hire a whole department to deal with this? [laughs] DAMIEN: Yeah, but small town drama is way better than big town drama. The fact that half of LA's budget goes to policing is a secret. People don't know that. AARON: Yeah. DAMIEN: Between the LA Police Department and LA Sheriff's Department, they have a larger budget than the military of Ukraine. That's the sort of thing that wouldn't happen – [overtalk] AARON: Don't look at the NYPD budget then. DAMIEN: Which is bigger still, yeah. [laughter] That's not the sort thing that would happen in a small town where everybody's involved and in that business. AARON: Yeah. It happens in other weird ways, but it's interesting. This is stuff that I don't know how has, if it's changed during pandemic times. Although, I guess I've started to pay attention more to local politics and trying to be like, “Oh, this is where real people affecting decisions get made every day are at the municipal levels, the city level.” These are things that if we pass a policy to take care of unhoused, or to change police budget, this affects people right now. It's not like, “Oh, wow, that takes time to go into effect and set up a department to eventually go do things.” It's like, “No, we're going to go change something materially.” It's hard to compare the two because the town I'm in rents a police officer part-time from the next [laughs] municipality over. So the comparison to doesn't really work. [laughter] DAMIEN: Everybody knows exactly how much that costs, too. AARON: We do. I just had to vote on it a couple Tuesdays ago. [laughter] DAMIEN: So then I think back to how that has impacted – I'm always trying to bring this podcast more into tech because I feel guilty about that. [laughs] About just wandering off into other things. But I think about how that impacts how I work in the organizations I work in. Hmm. I recognize I'm learning more about myself and how much I can love just sitting down with an editor and churn out awesome code, awesome features, and awesome products. That brings me so much joy and I don't want to do anything else. And what we do has impact and so, it's so beneficial to be aware of the organization I'm in what it's doing, what the product is doing, how that’s impacting people. Sometimes, that involves a lot of management—I do a lot of product management with my main client now. But also, in other places, you would look at, “Well, okay, I don't need to manage the client's finances”. Not because that's not as important, it's because other people are doing it and I trust how they're doing it. That's something I haven't had elsewhere. The advantage of being with a very small organization is that I have these personal relationships and this personal trust that I couldn't get at one of the vampire companies. What'd they call them? FAANG? AARON: Yeah, FAANG. We've been talking about this because FAANG, but Facebook and Google changed their name. So now, is it just MAAN? DAMIEN: Yeah. AARON: I mean Meta, Alphabet, Apple, Amazon, Netflix, right? DAMIEN: I'm all for the right of individuals to choose what they're called; I don't know if I'm willing to extend that to Facebook and Google. AARON: [laughs] Yeah. DAMIEN: Remember, was it Altria? AARON: Oh, Philip Morris. DAMIEN: Philip Morris, right? AARON: Yeah. DAMIEN: They were just like, “Oh, everything we've been doing is so horrible and harming to society for the past several decades, we'll just change our names and people will forget about it.” AARON: That was Philip Morris. Altria didn't do any of that. DAMIEN: Yeah. Altria didn't do any of that. [chuckles] Yeah, I remember that. AARON: Yeah. I'm curious because I think it's changed for me a bit over this time, too. But I'm curious for folks that have had a sensitivity change to the types of company, not necessarily types of companies, but like, I'm more sensitive to who I'm working for. I think my list of no, I won't work for the X company [chuckles] has probably grown throughout the pandemic and I'm definitely much more critical. Part of it's probably because as in tech we're sort of at an advantage, it is high demand right now and we can be a bit picky about where we work, but I definitely have been [laughs] lately. Much more careful about I'm not just willing to work with anyone. I want someone that's got reasonable values. I interview other companies a lot more and I want to make sure product is not causing harm generally speaking and make sure I get a lot more value alignment out of leadership team and things like that. I don't know if other people have had a similar experience. MANDY: Unfortunately, I haven't had that experience. I'm still working for whoever will give me money. [laughter] But I wish I could do that and I'm currently looking. I mean, I've been trying to break into a full-time DevRel career for I guess, 2 years now and I guess, I'm actively looking. Oh, here we go. If you’re hiring, let me know. [laughter] I guess I am. I'm looking for that job that I'm really feeling fulfilled in is right now I'm not feeling that and I think it's because of the pandemic, I've really stopped to think about what I want in my life and how I want to feel. I want to be happy, I want to be passionate about my job, and I want to wake up and not feel scared to open my computer because – [overtalk] DAMIEN: Wow. MANDY: Are they going to tell me they no longer need my service? DAMIEN: Right. MANDY: And it's been demoralizing really, for me recently, especially because I tried to join a developer relations Slack group just a few months ago and they rejected me flat out and they're like, “You do not work in dev full time. You cannot be a part of our group,” and I'm like, “Oh.” So now I'm like, “Hmm, what do I do in tech?” [laughter] I thought I'd been doing DevRel before DevRel was cool. I'm going to humble brag for a minute, but I have single-handedly put this podcast together and put you people together that you didn't even know and you love each other. You get that vibe. I can tell who's going to get – you're going to love this person and you're going to like – [overtalk] DAMIEN: Oh man, you not only put this podcast together, but you are the sustaining force. You are the heart of it. You are the thing where that all the panelists that are connected to. You are one who gets all of the mechanical, everything besides talking in mics. You do everything else and you're maintaining all these relations with these developers. [laughter] MANDY: I never even wanted to be on mic. I just started doing it because everybody was busy and I was like, “I guess I have to step up.” [laughs] DAMIEN: Whatever it takes to get it done, right? MANDY: Well, yeah. I feel like the topics on this show that we talk about are important and they're even important outside of tech that hence, the whole name: Greater Than Code. There are more things out there than our jobs and our work and I just want to be happy. I want to be fulfilled and I want to be passionate about something and so does my dog. AARON: That was a shift for me, too. That was definitely one of the roles I was in during the pandemic and realized my struggle with it so much was it was clashing with that. It wasn't fulfilling for me, it was clashing with my core values, and it was just like, “You know what, I can't do this anymore.” [chuckles] I'm no longer in a place where I have the energy to do a thing I don't like doing, or don't have some care for. There's always something you don't like doing. There's always some crap around every job that like don't like to do or you have to deal with something, but I'm no longer at a place where I can have a whole job that rubs me the wrong way. MANDY: Yeah. It's hard for me. I should feel great about this, but I'm known as the podcast girl. If you have a tech podcast, you should talk to Mandy, but I'm not just a podcast editor! I do so much more than that. I do operation, I do product management, I do writing; there's so much more that encompasses who I am in tech than the podcast girl. I feel like not a lot of people know that and maybe that's my fault because I guess, I haven't really done a good job of putting myself out there to be like, “Hey wait. But I'm –” because for me, it's still a hustle as a single mom. I have to pay the bills. So it's like, I wish I could be more discerning with the jobs that I take and who I work for, but I don't know. I'm just one of those people of the universe. What will be, will be and if it's meant to be, it'll come to me. [laughs] So I don't ever really actively seek and that's probably half of my problem. DAMIEN: Mm. That's funny because I didn't know all those things about you. I pitch you as a podcast producer and again, I live in a LA, I'm involved in the entertainment industry at a slight level, and the word producer there is very, very powerful and very important. A producer is an executive. A producer is person who gets things done, who makes it happen. I'm not entirely sure what a producer does, even though I've done it. MANDY: I'm not even sure what a – [laughs] DAMIEN: Right, because it's never the same thing. MANDY: No. DAMIEN: It's whatever it takes and that skill. AARON: Yeah. DAMIEN: That being able to be know enough about…

    Full show notes at the publisher

    276: Caring Deeply About Humans – Diversify The Medical Community with Jenna Charlton Mar 30, 2022
    Show notes

    01:09 - Jenna’s Superpower: Being Super Human: Deeply rooted in what is human in tech The User is Everything 04:30 - Keeping Focus on the User Building For Themself Bother(!!) Users Walking A Mile In Your Users Shoes - Jamey Hampton 09:09 - Interviewing Users (Testing) Preparation Identifying Bias Getting Things Wrong Gamifying/Winning (Developer Dogs & Testing Cats) Overtesting 23:15 - Working With ADHD Alerts & Alarms Medication Underdiagnosis / Misdiagnosis Presentation Medical Misogyny and Socialization Masking Finding a Good Clinician Reflections: John: Being a super human. Jacob: Forgetting how to mask. Jamey: Talking about topics that are Greater Than Code. Jenna: Talking about what feels stream-of-consciousness. Having human spaces is important. Support your testers! This episode was brought to you by @therubyrep of DevReps, LLC. To pledge your support and to join our awesome Slack community, visit patreon.com/greaterthancode To make a one-time donation so that we can continue to bring you more content and transcripts like this, please do so at paypal.me/devreps. You will also get an invitation to our Slack community this way as well. Transcript: JAMEY: Hi, everyone and thanks for tuning in to Episode 276 of Greater Than Code. I’m one of your hosts, Jamey Hampton, and I'm here with my friend, Jacob Stoebel. JACOB: Hello, like to be here. I'm with my friend, John Sawers. JOHN: Thanks, Jacob. And I'm here with our guest, Jenna Charlton. Jenna is a software tester and product owner with over a decade of experience. They've spoken at a number of dev and test conferences and is passionate about risk-based testing, building community within agile teams, developing the next generation of testers, and accessibility. When not testing, Jenna loves to go to punk rock shows and live pro wrestling events with their husband Bob, traveling, and cats. Their favorite of which are the two that share their home, Maka and Excalipurr. Welcome to the show, Jenna! [chuckles] JENNA: Hi, everybody! I'm excited to be here with all the J’s. [laughter] JAMEY: We're so excited to have you. JOHN: And we will start with the question we always start with, which is what is your superpower and how did you acquire it? JENNA: On a less serious note, I have a couple of superpowers. One I discovered when I was a teenager. I can find Legally Blonde on TV [laughter] any kind of day [laughs] somewhere. It's a less valuable superpower than it used to be. But boy, was it a great superpower when you would be scrolling and I'm like, “Legally Blonde, I found it!” [laughter] JAMEY: I was going to ask if one of your superpowers was cat naming, because Excalipurr is very good. It's very good. [laughs] JENNA: I wish I could take credit for that. [laughter] Bob is definitely the one responsible. JAMEY: So it's your husband superpower, cat naming and yours is Legally Blonde. Got it. JENNA: Mine is Legally Blonde. [laughter] I also can find a way to relate anything to pro wrestling. JAMEY: I've seen that one in action, actually. Yes. [laughter] JENNA: But no, my real superpower, or at least as far as tech goes is that I am super human. Not in that I am a supremely powerful human, it's that I am deeply rooted in what is human in tech and that's what matters to me and the user is my everything. I'm not one of those people who nerds out about the latest advancement. Although, I enjoy talking about it. What I care about, what gets me excited, and gets me out of bed every day in tech is thinking about how I can solve a deeply human problem in a way that is empathetic, centers the user, and what matters to them. JAMEY: Do you feel like you were always like that naturally, or do you feel like that was a skill that you fostered over your career? JENNA: I think it's who I am, but I think I had to learn how to harness it to make it useful. I am one of those people who has the negative trait of empathy and when I say negative trait, there's that tipping point on empathy where it goes from being a powerful, positive thing to being something that invades your life. So I am one of those people who sitting in a conference room, I can feel the temperature change and it makes me wiggle in my seat, feel uncomfortable, get really awkward, and then default to things like people pleasing, which is a terrible, terrible trait [laughs] that I fight every day against. It's actually why remote work has saved me. But I've had to learn how to take caring about people and turn it into something that's valuable and useful and delivers because we can talk about the user all day and take no action on it. It's one thing to care about the user and to care about people. It's another thing to understand how to translate that care into something useful. When I learned how to do that in testing, my career changed and then when I learned how to translate that to product, things really started to change. JAMEY: That's amazing. JENNA: Thank you. [laughs] JACOB: I feel like so often at work I sit down at 9:00 AM and I'm like, “Okay, what do our users need in this feature, or how could this potentially go wrong and hurt our users?” And then by 9:20, everything's off the rails. [laughter] As work happens and here's a million fires to put out and it's all about things in the weeds that if I could just get them to work, then I could go back to thinking about to use it. You know what I mean? How do you keep that focus? JENNA: So part it is, I don't want to say the luck, but is the benefit of where I landed. I work for a company that does AI/ML driven test automation. I design and build experiences for myself. I'm building for what I, as a tester, needed when I was testing and let's be honest, I still test. I just test more from a UAT perspective. I get to build for myself, which means that I understand the need of my user. If I was building something for devs, I wouldn't even know where to begin because that's not my frame of reference. I feel like we make a mistake when we are designing things that we take for granted that we know what a user's shoes look like, but I know what my user's shoes look like because I filled them. But I don't know what a dev shoes look like. I don't know what an everyday low-tech user shoes look like. I kind of do because I've worked with those users and I always use my grandmother as an example. She's my frame of reference. She's fairly highly skilled for being 91 years old, but she is 91 years old. She didn't start using computers until 20 years ago and at that point, she was in her 70s. Very, very different starting point. But I have the benefit that that's where I start so I've got to leg up. But I think when we start to think about how do I build this for someone else and that someone isn't yourself, the best place to start is by going to them and interviewing them. What do you need? Talk to me about what your barriers are right now. Talk to me about what hurts you today. Talk to me about what really works for you today. I always tell people that one of the most beneficial things I did when I worked for Progressive was that my users were agents. So I could reach out to them and say like, “Hey, I want to see your workflow.” And I could do that because I was an agent, not a customer. They can show me that and it changed the way I would test because now I could test like them. So I don't have a great answer other than go bother them. Get a user community and go bug the heck out of them all the time. [laughs] Like, what do you mean? How do you do this today? What are your stumbling blocks? How do I remove them for you? Because they've got the answer; they just don't know it. JAMEY: That was really gratifying for me to listen to actually. [laughter] It's not a show about me. It's a show about you. So I don't want to make it about me, but I have a talk called Walking a Mile In Your Users’ Shoes and basically, the takeaway from it is meet them where they are. So when I heard you say that, I was like, “Yes, I totally agree!” [laughs] JENNA: But I also learned so much from you on this because I don't remember if it's that talk, or a different one, but you did the talk about a user experience mistake, or a development mistake thinking about greenhouses. JAMEY: Yes. That's the talk I'm talking about. [laughs] JENNA: Yeah. So I learned so much from you in that talk and I've actually referenced it a number times. Even things when I talk to testers and talk about misunderstandings around the size of a unit and that that may not necessarily be global information. That that was actually siloed to the users and you guys didn't have that and had to create a frame of reference because it was a mess. So I reference that talk all the time. [laughs] JAMEY: I'm going to cry. There's nothing better to hear than you helped someone learn something. [laughter] So I'm so happy. [chuckles] JENNA: You're one of my favorite speakers. I'm not going to lie. [chuckles] JOHN: Aw. JAMEY: You're one of my favorite speakers too, which is why I invited you to come on the show. [laughs] JENNA: Oh, thank you. [laughter] Big warm hugs. [laughs] JOHN: I'm actually lacking in the whole user interviewing process. I haven't really done that much because usually there's a product organization that's handling most of that. Although, I think it would be useful for me as a developer, but I can imagine there are pitfalls you can fall into when you're interviewing users that either force your frame of reference onto them and then they don't really know what you're talking about, or you don't actually get the answer from them that shows you what their pain points are. You get what maybe they think you should build, or something else. So do you have anything specifically that you do to make sure you find out what's really going on for them? JENNA: The first thing is preparation. So I have a list of questions and that time with that user isn't over until I’ve answered them. If it turns out that I walked into that room and those questions were wrong, then we stop and time to regenerate questions because I can bias them, they can bias me, we can wind up building something totally different than we set out to do, which is fine if that's the direction we went end up going. But I need to go into that time with them with that particular experience being the goal. So if I got it wrong, we stop and we start over. Now, not everybody has to do that. Some people can think faster on their feet. Part of being ADHD is I fall into the moment and don't remember like, “Oh, I wrote myself a note, but there's also” – I just read a Twitter thread about this today. I wrote myself a note, but also to remember to go back and read that note. So [laughs] all of those little things, which are why I really hold to, “I got it wrong. We're going to put a pin in this and come. Let's schedule for 2 days from now,” or next week, or whatever the appropriate amount of time is. There have been times – and I'm really lucky because my boss is so good at interviewing users so I've really gotten to learn from her, but there have been times when she'll interview a user and then it totally turns the other direction and she goes, “Well, yes, we're not building this thing we said we were going to build. I'm going to call you again in six months when I'm ready to build this thing we started talking about.” Because now the roadmap's changed. Now my plan has changed. We're going to put a pin in this because in six months, it may not be the same requirement, or the same need. There might be a new solution, or you may have moved past that this may be a temporary requirement. So when we're ready to do it, we'll talk again. But the biggest thing for me is preparation. JAMEY: I have a question about something specific you said during that near the beginning. You said, “They can bias me and I can bias them,” and I wonder if you have any advice on identifying when that is happening. JENNA: When it feels like one of you is being sold? JAMEY: Mm. JENNA: So early in my career, before I got into tech, I worked in sales like everybody who doesn't have a college degree and doesn't know what they want to do with their life does. Both of my grandfathers and my father were in sales. I have a long line of salespeople running through my blood. If I realize that I feel like, and I have a specific way that I feel when I'm selling somebody something because I like to win. So you get this kind of adrenal rush and everything when I realize I'm feeling that. That's when I know ooh, I'm going to bias them because I'm selling them on my idea and it's not my job today to sell them on my idea. I know they're biasing me when I realize that I'm feeling like I'm purchasing something. It's like, oh, okay. So now I'm talking to somebody who's selling me something and while I want to buy their vision, I also want to make sure that it makes sense for the company because I have to balance that. Like I'm all about the user, but there's a bottom line [laughs] and we still have to make sure that's not red. JOHN: So you're talking about a situation where they maybe have a strong idea about what they want you to build and so, their whole deal is focused on this is the thing, this is the thing, you’ve got to do it this way because this would make my life the most amazing, or whatever. JENNA: Yeah, exactly. Or their use case is super, super narrow and all they're focused on is making sure that fits their exact use case and they don't have to make any shifts, or changes so that it's more global. Because that's a big one that you run into, especially when you're like building tools. We have to build it for the majority, but the minority oftentimes has a really good use case, but it's really unique to them. JOHN: What's the most surprising thing you've taken away from a user interview? JENNA: I wouldn't say it's a surprise, but probably the most jarring thing was when I got it wrong the first time and when I got it wrong, I was really wrong. Like not even the wrong side of the stadium, a different city. [chuckles] Like a different stadium in a different city wrong. [laughs] It caught me off guard because I really thought that what I had read and what I understood about the company that I was working with, the customer that I was working with. I thought I understood their business better. I thought I understood what they did and what their needs would be better. I thought I understood their user better. But I missed all of it, all of it. [laughs] So I think that was the most surprising, but it was really valuable. It was the most surprising because I was so off base, but it was probably the most valuable because it showed me how much I let my bias influence before I even step into the conversation. JOHN: Is there a difference between how you think about the user when you have your product hat on versus when you have your tester hat on? JENNA: Oh, absolutely. When I have my product hat on, I have to play a balancing game because it's about everybody's needs. It's about the user's needs. It's about the business' needs. It's about the shareholders’ need. Well, we don't really have shareholders, but the board's needs, the investors’ needs. And when I'm testing, I get to just be a tester and think about what do I need when I'm doing this job? What solves my problem and what doesn…

    Full show notes at the publisher

    275: Making Change Happen – Why Not You? with Nyota Gordon Mar 23, 2022
    Show notes

    01:47 - Nyota’s Superpower: To hear and pull out people’s ideas to make them more clear, actionable, and profitable! Acknowledging The Unspoken Getting Checked 07:15 - Boundaries and Harmony 10:35 - News & Social Media Addiction Filtering Bias 18:54 - The Impact of AI 23:00 - Anyone Can Be A Freelance Journalist; How Change Happens Chelsea Cirruzzo’s Guide to Freelance Journalism Casey’s GGWash Article About Ranked Choice Voting First Follower: Leadership Lessons from Dancing Guy | Derek Sivers 40:13 - The Intersection of Cybersecurity and Employee Wellness: Resiliency @selfcare_tech Reflections: Casey & John: “A big part of resilience is being able to take more breaths.” – Nyota Damien: You can be the expert. You can be the journalist. You can be the first mover/leader. Applying that conscientiously. Nyota: Leaving breadcrumbs. This episode was brought to you by @therubyrep of DevReps, LLC. To pledge your support and to join our awesome Slack community, visit patreon.com/greaterthancode To make a one-time donation so that we can continue to bring you more content and transcripts like this, please do so at paypal.me/devreps. You will also get an invitation to our Slack community this way as well. Transcript: PRE-ROLL: Software is broken, but it can be fixed. Test Double’s superpower is improving how the world builds software by building both great software and great teams. And you can help! Test Double is hiring empathetic senior software engineers and DevOps engineers. We work in Ruby, JavaScript, Elixir and a lot more. Test Double trusts developers with autonomy and flexibility at a remote, 100% employee-owned software consulting agency. Looking for more challenges? Enjoy lots of variety while working with the best teams in tech as a developer consultant at Test Double. Find out more and check out remote openings at link.testdouble.com/greater. That’s link.testdouble.com/greater. DAMIEN: Welcome to Episode 275 of Greater Than Code. I'm Damien Burke and I'm here with John Sawers. JOHN: Thanks, Damien. And I'm here with Casey Watts. CASEY: Hi, I'm Casey! And we're all here with our guest today, Nyota Gordon. Nyota is a technologist in cybersecurity and Army retiree with over 22 years of Active Federal Leadership Service. She is the founder, developer, and all-around do-gooder at Transition365 a Cyber Resiliency Training Firm that thrives at the intersection of cybersecurity and employee wellness. Welcome, Nyota! So glad to have you. NYOTA: Thank you so much for having me. I appreciate you. CASEY: Yay! All right. Our first question—we warned you about this—what is your superpower and how did you acquire it? NYOTA: My superpower is to hear, pull out people's ideas, and make them more clear, more actionable, and more profitable. DAMIEN: Ooh. NYOTA: Yeah, that's one of my friends told me that. And how did I get it? I'm a words person. So I listen to what people say, but I also listen to what they don't say. CASEY: What they don't say. NYOTA: Yeah. CASEY: Can you think of an example? NYOTA: Like that. Like when you did that quiet thing you just did, I saw that mind blown emoji because there's a lot in unspoken. There's a lot in body language. There's a lot in silence. When the silence happens, there's a lot when someone changes the topic, like that stuff is a lot. [chuckles] So I listen and I acknowledge all of that. Maybe we all hear it, or don't hear it depending on how you're processing what I'm saying, but we don't always acknowledge it and respect it in other people, DAMIEN: You have to listen to the notes he’s not playing. [laughter] Do you ever have an experience where things that are not said do not want to be heard? NYOTA: Absolutely. But that's part of acknowledging and so, you can tell when people are like, “I do not want to talk about that.” So then I would do a gentle topic change and not a hard left all the time, because you don't want to make it all the way weird, but it may be like, “Oh, okay so you were talking about your hair, like you were saying something about your hair there.” I try to be very mindful because I will get in your business. Like, I will ask you a million questions. I'm very inquisitive and maybe that's one of my superpowers too, but I'm also aware and I feel like I'm respectful of people's space most times. CASEY: I really like that in people when people notice a lot about me and they can call it out. When I was a kid, my family would call me blunt, not necessarily in a bad way, but I would just say whatever I'm thinking and not everyone likes it right away. But I really appreciate that kind of transparency, honesty, especially if I trust the person. That helps a lot, too. NYOTA: I was just saying that to my mom, actually, I was like, “You know, mom, I feel like I need a different quality of friend,” and what I mean by that is my friends just let me wild out. Like I ask them anything, I say anything, but they don't kind of check me. They're like, “Well, is that right, Nyota?” Like, Tell me, why are you saying it like that?” But they just let me be like ah and I'm like, “Mom, I need to be checked.” Like I need a hard check sometimes. So now you're just letting me run wild so now I'm just seeing how wild I can get. Sometime I just want maybe like a little check, a little body check every now and then, but I try to be mindful when it comes to other people, though. It's the check I want is not always the check that other people want. CASEY: Right, right. DAMIEN: What is it like when you're being checked? What happens? NYOTA: It's hard to come by these days so I'm not really sure [chuckles] when I'm getting my own, but I'll ask a question. I'll just kind of ask a question like, “Well, is that true?” people are like, “This world is falling apart,” and you know how people are because we are in a shaky space right now and I'm like, “But is that absolutely true for your life?” How is everything really infecting, impacting what have you being exposed to in your own life? So as we have the conversation about COVID. COVID was one of my best years as far as learning about myself, connecting with people better and more intimately than I ever really have before and we're talking virtually. So things are going on in the world, but is it going on personally, or are you just watching the news and repeating what other people are saying? JOHN: That's such a fascinating thing to do to interrupt that cycle of someone who's just riding along with something they’ve heard, or they're just getting caught up in the of that everything's going to hell and the world is in a terrible place. Certainly, there are terrible things going on, but that's such a great question to ask because it's not saying there's nothing bad going on. You're not trying to be toxically positive, but you're saying, “Let's get a clear view of that and look at what's actually in your life right now.” NYOTA: That part, that part because people are like, nobody's looking for crazy Pollyanna, but sometimes people do need to kind of get back to are we talking about you, or are we talking about someone else? DAMIEN: That's such a great way of framing it: are we talking about you, or are we talking about someone else? NYOTA: Yeah. CASEY: It reminds me of boundaries. The boundary, literally the definition of who I am and who I care about. It might include my family, my partner, me. It’s may be a gradient even. [chuckles] We can draw the boundary somewhere on that. NYOTA: Yeah, and I think we also get to speak even more than boundaries about is it in harmony? Because I feel like there are going to be some levels that are big, like my feelings are heard, or I'm feeling like I just need to be by myself. But then there are these little supporting roles of what that is. I think it's as you see, some parts are up and some parts are down because sometimes when it comes to boundaries, it's a little challenging because sometimes there has to be this give and take, and your boundaries get to be a little bit more fluid when they have to engage with other people. It's those darn other people. [chuckles] DAMIEN: But being conscientious and aware of how you do that. It's a big planet with a lot of people on it and if you go looking for tragedy, we're very well connected, we can find it all and you can internalize as much of it as you can take and that's bad. That is an unpleasant experience. NYOTA: Yeah. DAMIEN: And that's not to say that it's not happening out there and that's not to say that it's not tragic, but you get to decide if it's happening to you, or not. NYOTA: Right. DAMIEN: And that’s separate from things that are directly in our physical space, our locus of control, or inside of the boundaries that we set with ourselves and loved ones, et cetera. NYOTA: Because it's so easy to – I say this sometimes, guilt is a hell of a drug because sometimes people are addicted to guilt, addicted to trauma, addicted to a good time and not even thinking of all the things that come with those different levels of addiction. So I think we get fed into this news and this narrative, like we were speaking of earlier a of everything's bad, this is a terrible place, everyone's going to hell. Whatever the narrative is the flavor of the moment and there's so many other things. It's a whole world, like you said. It's a whole world and I think the world is kind of exactly what we're looking for. When I was in the military, every town is exactly what you need it to be. [laughter] Because if you're looking for the club, you're looking for the party people in little small towns. But I could tell you where every library was. Don't call me nerdy because I am, but I don't care. All right. I could tell you where every library was. I could tell you where every place to eat. I could tell you all of those things, but then you'll ask me like, “Where's the club?” And I was like, “There's a club here?” Because that's not what I'm looking for. That's not the experience that I'm looking for. So I would dare say every place is exactly what you're looking for, what you want it, what you need it to be. CASEY: We're talking about the news a little bit here and it reminds me of social media, like the addiction to news, the addiction to social media. In a way, it is an addiction. Like you keep going to it when you're bored, you just reach for it. That's the stimulus, that’s your dopamine. I think of both of those, news and social media, as a cheap form of being connected to other humans. A bad, low quality, not a deep connection kind of thing. But what we all would thrive if we had more of is more connections to others, which like community, authentic relationships with people. But that's harder. Even if you know that and you say that's your goal, it takes more work to do that than to pick up Facebook app on your phone. I deleted it from my phone six months ago and I've been happier for it. [laughter] NYOTA: Like delete, delete? Like delete? CASEY: Well, it is on my iPad in case I have to post a shirt design into a Facebook group. I'm not gone gone, but I'm basically gone and I know that I don't interact on it and it's boring. I don't post anything. I don't get any likes. I don't even want to like anyone's post and they'll say, “Oh, you're on.” I don't do anything. Like once every three months, I'll post a design. NYOTA: Is that for every social media channel? CASEY: I'm still on Twitter. NYOTA: Twitter. CASEY: I'm still on Twitter and LinkedIn kind of for business reasons. But if I could drop them, I think I would, too. NYOTA: Did you say if you could? CASEY: If I could drop them and not have business repercussions. NYOTA: Mm. DAMIEN: This sounds like a great idea to make more profitable. NYOTA: [laughs] I'm thinking does a lot of your business come from –? I feel like LinkedIn is social, but. CASEY: I wouldn't say that I get new business from these necessarily, but I do end up with clients and potential clients and people I've talked to before saying, “Ph, I saw that thing and now that I saw you wrote a blog post about doing surveys for an engineering org, now I want to talk to you.” NYOTA: Mm, okay. CASEY: Like that is pretty valuable and when I'm writing something like a blog post, I want to put that somewhere. But anyway, I am happier that I'm off of Facebook and Instagram, which I wasn't getting as much value out of. Other than connection to people, the shallow connection to people and instead I switched to messaging people. I have text message threads and group chats and those are much more intimate, much more stuff being shared, more connection to those individuals. NYOTA: I agree with that. What about you John? Like what is your relationship with social media right now? JOHN: So I've always been sort of arm’s length with Facebook. So it's been just like eh, I check in every week, maybe just sort of see. I scroll until I lose interest, which is 10 minutes the most and then those are my updates. That's all I see and then occasionally, I'll post a meme, or something. I don't really do a lot there. Usually, I keep it around just for the people that I'm in touch with that are only on Facebook and I only have connection to them. But you bring up an interesting point about there's a positive and a negative to being able to filter your social media. For example, with Reddit and Twitter, you only see the stuff for people you're following and/or the subreddits that you're subscribed to. So you can very much customize that experience into something that isn't full of most of the crap people experience on Twitter, or Reddit. So there's that positive there because you can craft a world that's maybe it's all kitten pictures, maybe whatever, and post about programming, whatever it is. But you do have the problem of filter bubbles so that if you are in something that's a little bit more controversial, you do end up with that echo chamber effect and lots of people jumping in, or if you're in a sub that's interesting to you, that's also very contentious and the threads go off the rails all the time, but you can control that. You can see like, “Well, no, get it out of here. I don't need to deal with that static.” I rely on that a lot to sort of focus in on what I'm using it for, whether it's keeping up with specific friends, or specific topics and then trying to filter out as much of the things I don't want as possible. NYOTA: Is Facebook's your only social media channel? JOHN: No, I'm on Twitter. I don't usually post a lot, usually just retweet stuff and read it. NYOTA: That's kind of lame a little bit. I'm not saying, I’m just saying that your social media choices – [laughter] DAMIEN: Wow. NYOTA: But I think you're are right, though. I'm a lot better off for it because I did find myself going down a social media rabbit. It was easy for me to cut off the news. I actually stopped watching the news in 2007 when I became an officer. They were like, “As an officer, you have to watch the news. You have to be aware of what's going on in the world,” and I was like, “Oh, okay,” and then I walked away from that lady and I was like, “I'm not watching the news anymore.” DAMIEN: Hmm. NYOTA: Because I felt like she was trying to trick me in some kind of a way, but you get what you need. If it's…

    Full show notes at the publisher

    274: Managing People Versus Servers with Arpit Mohan Mar 09, 2022
    Show notes

    02:03 - Arpit’s Superpower: Tenacity Tenacious D 05:03 - Managing People vs Servers Establish Consistent Language and Shared Level of Understanding Written Word Following Up User Manual (Persona Investigation) Consensus Algorithms: Single Sources of Truth & Responsibility Independent Failures: Build and Establish Trust Conway’s Law Somathesis – Collective Problem Solving: Music, Science, Software - Jessica Kerr Reliability & Uptime Reflections: John: Meeting minutes and clear communication is a form of active listening. Mae: Thinking about trust in terms of reliability and uptime. Arpit: Collective Problem Solving: Music, Science, Software - Jessica Kerr Mandy: Tenacity. This episode was brought to you by @therubyrep of DevReps, LLC. To pledge your support and to join our awesome Slack community, visit patreon.com/greaterthancode To make a one-time donation so that we can continue to bring you more content and transcripts like this, please do so at paypal.me/devreps. You will also get an invitation to our Slack community this way as well. Transcript: PRE-ROLL: Software is broken, but it can be fixed. Test Double’s superpower is improving how the world builds software by building both great software and great teams. And you can help! Test Double is hiring empathetic senior software engineers and DevOps engineers. We work in Ruby, JavaScript, Elixir and a lot more. Test Double trusts developers with autonomy and flexibility at a remote, 100% employee-owned software consulting agency. Looking for more challenges? Enjoy lots of variety while working with the best teams in tech as a developer consultant at Test Double. Find out more and check out remote openings at link.testdouble.com/greater. That’s link.testdouble.com/greater. JOHN: Welcome to Greater Than Code Episode 272 of Greater Than Code. I’m John Sawers and I’m here with Mae Beale. MAE: Also here with us is our show creator, Mandy Moore. MANDY: Thanks, Mae! I’m Mandy and today, I’m here with our guest, Arpit Mohan. From unscrewing his childhood Tamagotchi to taking apart a computer, Arpit has always tinkered with technology. But while working on a mobile game that went viral seemingly overnight, Arpit realized he was on to something big: a way to put customizable app tools directly into developers’ hands. So he and two co-founders created Appsmith, an open-source project built by engineers for engineers. With Appsmith, Arpit can do what he loves most: using technology to help people accomplish more. Welcome to the show, Arpit. ARPIT: Thank you so much for having me. Super glad. MANDY: We like to kick off the show by asking all of our guests: what is your superpower and how did you acquire it? ARPIT: One of my superpowers is I am tenacious. I am really, really tenacious. You give me a problem to work on, you give me something, especially a measurable problem to work on, and I will ensure that it'll get done. I'll keep thinking about it. I'll keep chipping away at it. At some point of time, it'll get done. Maybe because I'm a little competitive by nature and to me, it seems that most problems, or most things are accomplishable if you just kind of stick with the problem, you continue to work on it, and that's what I've done right from childhood. So yeah, I think that's one of the things that I've always excelled at. JOHN: You say that you've always had that from childhood. When did you realize that that was the thing that you were doing that was different from maybe how other people approach problems? ARPIT: Well, once I graduated from university from my undergrad, that's when I started up our first company back in 2010 and while every startup founder hopes and wishes that you only have to ever start up once in your life and that's the one startup that becomes a unicorn, a billion-dollar company, gives you the exit so you can retire on a beach. Unfortunately, that did not pan out for us. While the first startup was a mild success, lukewarm success, I would call it at best, me and my other co-founder, we kind of kept at it for about 12 years now and so, Appsmith is actually officially the third company that we are working on and maybe I think the 30th, or 40th product. I just lost count of number of products that we've built, we've launched, we've failed at miserably for a large part of them and seen a lot of success with some of them like the mobile game in the past. So a lot of startup founders tend to start up once, or twice and then give up and maybe move on to a corporate job. But that's when I realized that if you keep at something, if you keep continue to do something, you start to fractured luck and at some point, lady luck does smile at you. So I think just the startup journey is when I realize that tenacity is something that a lot of people lack. MAE: I love it. Arpit, I keep – are you familiar with Tenacious D? Yeah, absolutely. Tenacious D, a fantastic movie. Love the music especially at the end where he kind of sings with the devil, I think. It's a really, really good song. [laughter] Although, I wouldn't probably tattoo on myself, but yeah, I love the movie and the actor. Jack Black, right? MAE: Yeah, yeah, yeah. I kept wanting to call you Tenacious A so, that's your name for me now. ARPIT: Absolutely. MANDY: So Arpit, we invited you on the show today because you wanted to talk about managing people versus servers and I'm interested in this topic because, because I want to figure out what do you mean by that? ARPIT: Yeah. So as engineers, there's always a lot of mind space and thought that goes into how we write, or manage a code, manage our infrastructure, and manage our server. But managing servers is actually the easy part of up because if a server does not work, or it's not to your liking, you can always reboot the server. You can get a different server and with AWS, or Azure, or any other cloud, it happens with the click of a button. Unfortunately, or fortunately, people are much trickier. You can't just reboot a person and that's what actually makes managing people, working with people, leading people a much more interesting experience and it also is a lot of learning that happens with everybody that you work with because the same person evolves over time. So even if I'm working with you, Mandy, over here, we may be working together for 5 years, but the Mandy of 5 years ago is a very different person from what she is today. An Ubuntu system 16.04, you keep it on for the next 30 years, that is exactly what you will have. So the amount of learning that you have when you're managing a server is constant, or it plateaus up after a while. But the interesting part about people is that there's always something new to learn about your colleague, your partner, or just humans in general. That's what I find very, very interesting about the difference between servers and people and why they might be two slightly different sides of the coin. But I think there is a lot to be learned, or a lot to be derived from engineering principles when we deal with people. For example, there's a lot of literature around how to manage a distributed system. A distributed system is nothing but a cluster of servers, or a lot of servers that form a cohesive unit and operate as one. So when you do a google.com search, you are actually hitting some large cluster of servers posted by Google, but is presented to you as a single Google search. All these servers are operating as a cohesive unit. We can derive a lot of learnings from how a company, or engineers manage these large clusters of servers and how we can cohesively manage a large group of people to act as one towards a common goal, towards a common outcome, and that is something that I find very fascinating. MAE: I agree completely. I love and am fascinated people. And I would add to your list of always new things to learn as also about one's self. Like we too are changing and/or most people don't have a good lock on exactly [chuckles] who they're, what they're doing. So a lot of constantly changing variables is super fun place to be. Have you, Arpit, taken this analogy any steps further of like – and so, there's this system upgrade that we apply, or I don't know, have you explored any deeper into this analogy? ARPIT: Yeah, absolutely. This is something I've thought about a lot and something that I try to practice in our day-to-day job. Appsmith is an open source project. We deal with a lot of people, a lot of contributors, and a lot of community users as well on a daily basis and we are globally distributed across the planet. So a lot of learnings that I've had as a distributed systems engineer, I've tried to apply it to Appsmith the project and to the work that we do on a day-to-day basis. One of the immediate examples is that whenever you have a distributed system, a very important aspect of it is having a consistent language, or an interface where two microservices can talk to each other. So if I have a service, a microservice A and a microservice B, for them to communicate with each other, there is a predefined interface that is well defined. This applies to people as well, that whenever you are interacting with multiple other folks in the team, if you don't have a shared language, you don't have a shared understanding of the topic at hand, the problem at hand, that's when things start to go awry. So one of the first things to actually do, whenever you start working with anybody for that matter, is establish a level, a consistent language and a consistent interface so that both the parties are always on the same page. They're always if I say X, you understand exactly what I mean and it’s not like you have a different version of X in your head as compared to what I have. A lot of times, for humans especially, the illusion of communication is that it has happened and that's what I do whenever a new contributor, or a new person joins the team, that's the first thing that we kind of sit and do is, “Oh, what's our terminology. What's the level of understanding that we have with each other?” And we just spent the first few days, or weeks just establishing the shared level of understanding with anybody new in the team. It begins with something as basic as having a consistent language. So that's one of the principles. MAE: I suspected that you are going to have some more detail on that. [laughter] I'm so glad I asked and honestly, I would love to hear the outline of how to translate distributed server management to very human focused, human serving management practices. This is super cool. JOHN: Yeah. Actually, before we dive into that, there's one follow-up I'd love to get before we jump off is you have any techniques, or things that you do on a basis to verify that everyone's gotten onto that same page, that the two either individuals, or teams, or groups, or whatever have gotten to that point, or have maintained that sync on their understanding of what they're working on? ARPIT: Yeah, actually, there are a few tactical things, or signals that you pick up on. The first is going back to the basis of all human knowledge, which is the written word. At the end of a particular discussion, or a meeting that you have with somebody, if you share the meeting notes, or minutes of the meeting with the other person. Immediately, the words that are used in the minutes are typically a translation of what the writer has understood, or what the writer is taking away. If there are differences, or discrepancies in the keywords that are being used. For example, let's say, we are talking about an authentication system. In an authentication system, a user role, or a user policy in different systems might be interchangeably used. They might mean the same thing, or different things to you, or me, or whatever, but inherently, if wherever we are talking about roles—like in Google Drive, you have an editor role and a commentator role, and a viewer—versus a policy like a commenter policy, or a viewer policy. So immediately, if the writer is using the word policy, then you know that oh, the keywords that are being used are not the same. That means we're not yet on the same page. That means the writer is probably thinking of something else. They may, or may not be on the same page. We don't know yet. You kind of have to dig deeper and be like, “Oh, why did you use the word policy? What did you actually understand when we talked about the roles when we were talking about?” So the written word is the first thing that I would probably look out for. JOHN: Hmm. ARPIT: The other one is following up where you constantly have, again, it goes back a little bit with distributed systems. So a TCP handshake, the HTTP protocol that we have, a TCP handshake, it's literally a handshake. So there's a SYN and then there's an ACK. The client establishes a connection and the server then acknowledges that the connection has happened. During a conversation, you always try to get an acknowledgement from the other person that, did you understand what I just said, or am I making sense to you, or is this too complicated? So on and so forth. So you look for other signals like a head nod, a confused expression, wide eyes, or just a verbal confirmation that hey, am I making sense? Like right now, did this make sense to you guys? JOHN: Yeah. It immediately struck me that you're talking about an active listening behavior there that's verifying that the right things are being communicated. But it also struck me that meeting minutes are a larger form of active listening for the meeting and not just for an individual set of exchanges and in between two people. Thinking about it that way is actually really helpful to me because it's something I'm practicing to get better at and lumping that meeting summary under that category makes it feel better to me as a thing that I can do. ARPIT: Yeah. Meeting minutes are typically treated with a little bit of – are given, for lack of a better word, a very step treatment, step sisterly sort of treatment where it's just like, oh, this is what we talked about. But I think just if you go through a bunch of the past X meetings, you'll start to see your trend show up and overall, it represents the shared understanding of the entire group and how that understanding has evolved over a period of time. So we go back and read a lot of fast reviews just to see that oh, how have we evolved in our thought, or in our language. MAE: Another one on the initial and maybe this is going to show up in some of your later examples. I apologize if [chuckles] that's the case, but one thing I've tried to adopt, or encourage to some success is a user manual. Even though a lot of people are still figuring themselves out, generally do have an awareness of here are some ticks I have, here are some things that I respond well to, when I hear this, it makes me think that. Those sorts of translations also can go a long way. So it's very similar to your suggestion, just instead of an interpretation of what just got said, a meta level of it. ARPIT: Yeah, absolutely. And that's still the beauty of interacting with other people is that nobody gives you that user manual and with every person, it's an investigative exercise to figure your version of that person's user manual, or the persona that you are to me, like what me is to Arpit is very different from what me would be to her partner, or to her colleague, or to her parent, for example. So everybody has very different user manuals of me, or of a person and they're very different persons and for everybody that you meet, it's literally an investigatio…

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    273: Motorcycling Adventures with Kerri Miller Mar 02, 2022
    Show notes

    02:28 - Kerri’s Superpower: Having an Iron Butt The Iron Butt Association 06:39 - On The Road Entertainment FM Radio Country Music Community/Local Radio Roadside Attractions The World Largest Ball of Twine Mystery Spot Mystery Spot Polka 15:11 - Souvenir Collection & Photography Fireweed Ice Cream Clubvan Lighthouses National Parks 25:42 - Working On The Road 27:37 - Rallies, Competitive Scavenger Hunts Traveling Salesman Problem 30:40 - Tracking, Tooling, Databases Penny Machine Locations Penny Costs 1.76 Cents to Make in 2020 35:36 - Community Interaction; Sampling Local Specialties Cinnamon Rolls Salem Sue, World’s Largest Holstein 38:40 - Recording Adventures Kerri’s Blog: Motozor Stationary & Sassy (Jamey’s Podcast) 41:46 - Focus / Music Bandcamp Steely Dan Neil Peart (Rush) 42:22 - Directed Riding vs Wandering/Drifting Reflections: Mandy: Taking time to enjoy yourself is SO important. Jamey: Get started! Create a map, now. Coraline: Permission to go down rabbit holes: wander aimlessly, and explore. Aaron: If I’m not having fun, why am I doing this? Resetting expectations to your purpose. Chelsea: Making “it didn’t always look like this!” stories accessible to folks. Kerri: It’s a marathon. You can’t do a lot of things in a single step. We have traveled far from where we began. Greater Than Code Episode 072: Story Time with Kerri Miller This episode was brought to you by @therubyrep of DevReps, LLC. To pledge your support and to join our awesome Slack community, visit patreon.com/greaterthancode To make a one-time donation so that we can continue to bring you more content and transcripts like this, please do so at paypal.me/devreps. You will also get an invitation to our Slack community this way as well. Transcript: CORALINE: Hey, everybody and welcome to Episode 273 of Greater Than Code. You may remember me, my name is Coraline and I’m very, very happy to be with y'all today and to be with my friend, Jamey Hampton. JAMEY: Thanks, Coraline. I'm also excited to introduce my good friend, Aaron Aldrich, and it's our first time co-hosting together so I'm excited about that, too. AARON: Oh, Hey, it's me, Aaron Aldrich. I'm also excited. I'm so excited to host with all these people and I will introduce you to Chelsea. CHELSEA: Him folks. I'm Chelsea Troy and I am pleased to introduce Mandy Moore. MANDY: Hey, everybody. It's Mandy. And today, I am here with one of my favorite people! It's Kerri Miller, and you may know Kerri as an engineer, a glass artist, a public speaker, a motorcyclist, and a lackwit gadabout based in the Pacific Northwest. Generally, she's on an epic adventure on her motorcycle somewhere in North America. Will she meet Sasquatch? That's what I want to know and that's why she's here today because we're not going to talk about tech, or code today. We're going to catch up with Kerri. If you're not following Kerri on these epic adventures, you need to be because I live vicariously through her all the time and you need to, too. Kerri is a prime example of living your best life. So without further ado, Kerri, how are you?! KERRI: Oh my gosh. With an intro like that, how can I be anything but amazing today? Can I just hire you, Mandy just to call me every morning and tell me how exciting I am? MANDY: Absolutely. [laughter] KERRI: No. I'm doing really, really well. The sun actually came out today in the Pacific Northwest. I've been telling people lately that if you want to know what living in Seattle is like, first go stand in the shower for about 4 months [laughs] and then get back to me. So to have the sun bright and it’s 53 outside, it’s amazing. AARON: 53 does sound amazing. It's been like so far below freezing for so long here that I've lost track. Every once in a while, I go outside and it's like 30 and I'm like, “Oh, this is nice!” [laughter] JAMEY: Are we going to ask Kerri the superpower question? Because I feel like she's come on and answered it a bunch of times already. [laughs] We could ask her about Sasquatch instead. MANDY: I mean, I thought her superpowers were having epicly awesome adventures, but maybe she has a different answer. KERRI: Well, in the context of this conversation, I think that my superpower is being able to sit on a motorcycle for ridiculously long amounts of time. CORALINE: Kerri, would you say you have an iron butt? Is that what you call that? KERRI: Yes. I mean, of course, the joke being that I belong to a group called the Iron Butt Association, which is dedicated to promoting the safe and sane practice of long-distance endurance motorcycle riding. So the only requirement to join, besides having the defective gene that makes you want to sit on a motorcycle for hours and hours on end, is to be able to ride a 1,000 miles on a motorcycle in 24 hours, which once you do it once, you very quickly decide if you ever want to do it again and if you do decide you want to do it again, you are one of the ingroup. AARON: What's a reference point for a 1,000 miles? That's a number that I only know conceptually. KERRI: Let's see. It is a 1,000 miles almost exactly from Seattle to Anaheim to the front door of Disneyland. It's a 1,100 miles from Boston to Jacksonville, Florida. CORALINE: Oh, wow. KERRI: It's 2,000 miles from my house in Seattle to Chicago. JAMEY: What made you feel like you wanted to sit on a motorcycle for that long? KERRI: I don't really have a short answer for that, but I'll give you an honest answer. I mean the short answer is the jokey one to say, “Oh, I've got a defective gene. Ha, ha, ha.” But when I was in – I grew up in the country and had a lot of a lot of struggles as a teenager and the way that I escaped from that was to go get in my car and drive around the back roads of New England. Dirt roads, finding old farmsteads and farm fields and abandoned logging roads and that gave me this real sort of sense of freedom. When I moved out to Pacific Northwest—no real friends, no family out here—I spent a lot of time in my car exploring Pacific Northwest. I had a lot of those same vibes of being by myself and listening to my good music and just driving around late nights. When I got into to motorcycling, I rediscovered that joy of being by myself, exploring things, seeing new things, and if I wasn't seeing something new, I was seeing how had changed this week, or since last month, or since last few years since I've been through a particular region. And my motorcycling is basically an extension of that, it's this sort of urge to travel. A desire to be by myself under my own control, my own power, and to learn and discover new stories that I'm not learning just by sitting in my apartment all day. I work from home. I've worked remotely for 8, or 9 years now, so anytime I get to leave the apartment is a joy and adventure, but doing so for longest ended periods of time just lets me see more of the world, expand my own story, and learn the story of others as I travel. Being a single solo lady on a motorcycle, I'm instantly the object of interest wherever I stop and it doesn't help that I have rainbow stickers and all sorts of stuff all over my bikes. My motorcycle helmets are crazy pink, rainbow reflective, got unicorn horns, and things all over my bike, so people see me as being super approachable. Every time I stop for gas, or to get a burger, or a soda, or something, people come up to me and they want to tell me their stories. It's usually about the motorcycle, they're really interested about. It's usually middle aged and old men come up to me to say, “Oh, I had a motorcycle when I was in college and then I got married and had a kid.” You can kind of see them deflate a little bit. Or I've had lots of kids come up because it's covered with stickers and a lot of the stickers, they're all kind of at a kid eye level. They see them and they get really excited, they want to come over and talk to me. With rainbow bandanas and everything, I think I look safe as a biker. I'm not dressed in black and skulls and so, people see me as approachable and they want to come up and talk. So there's a lot of those great interactions that I get to have with people along the way. CORALINE: And you said at the beginning, when you were driving around the Pacific Northwest, you were listening to your good music. Do you also listen to music on the motorcycle and some of those have fancy speakers in the helmet and all that sort of stuff where you just go quiet and just listen to the road? KERRI: Honestly, over the course of the day, because I will ride 18, 20 hours a day if you just let me go and if I'm trying to make distance, I'll do that. It's kind of a mix, but for the most part, I actually do listen to something. The last few years, I've really embraced and tried to understand and integrate into my personal identity, having ADHD and how does that manifest for me and I found that if I'm riding my motorcycle and I'm not listening to something, my mind wanders. But weirdly, if I'm listening to something, then I'm paying attention and focused, patrolling the motorcycle and being safe and then whatnot, which seems paradoxical. But that's just how my brain works. So I pretty much always have something going. Until recently, I had a Spotify playlist with about 1,800 songs on it that was rotating through. I tried to do audiobooks and podcasts, but that's a little tricky with all the wind noise and whatnot. I'm trying to protect my hearing. Other than that, I also listen to a lot of FM radio, which is great. So I have opinions on country music now, which I never thought I was going to have opinions on that at before. Yes, country music is great. It's all over. Even in Seattle, we have country music, bars, and whatnot, but you don't just walk down the street in Seattle and hear country music. You’ve got to kind of seek it out and so, I haven't been exposed to it. So listen to a lot of FM country as I cross the vast planes of America and I've also used that to discover a lot of this rebirth that's happened in the last decade of community radio. A lot of small communities have their own low power, super local FM radio you can only pick up for 20 miles at a stretch. So if I'm passing through a town and I see a sign for K, B, C, or whatever it is for some small town, I immediately tune to it. it’s always somebody who's just like, they're not a trained professional. They never went to broadcasting school. They don't have that trained radio voice. They're just talking about sheep that got out, or here's a problem with the town water supply, or whatever it is, what local road is closed. That's just an amazing way of even as I'm passing through a place, if I'm not stopping, I kind of get a little bit of a flavor for that. AARON: Well, just thinking that FM radios generally got to give you more of a flavor for the local area that you're at. I always thought of that as the frustration of FM radio when traveling, like, “All my radio stations keep changing. I don't know where to tune!” But at the same time, that's pretty cool. I love that as a positive of what do they listen to over here? What do they listen to over this part of the country? I would imagine even just where different musical genres are on the dial would probably shift around. Or maybe not. Maybe that's just my…coming up with things, but. KERRI: Yeah. You do learn that there are some patterns, like all of the NPR stations, they're all down in the 800s and also, a lot of the religious radio and the top end of the dial seems to be a lot of rock. The big rock stations seem like 107, whatever the end, or something. The best ones, though are the ones that have local commercials because you get a lot of the same like, law firms and drugs that I don't know if I have even the condition, but I should really talk to my doctor, see if it's right for me. But then you'll get local car places, or I got one when I was down south, somewhere in Louisiana and it was for a combination, an airboat rental and barbecue joint? It was amazing. It was absolutely amazing and the guy had this amazing regional accent, which I never hear up here in the Northwest. We have our own accent, but I got a little taste of this real Southern accent and it was the owner. It was clearly the owner just reading a little script that he wrote, “Come on down and rent a jet boat, bring your dog and your dog can go on it and then we'll have barbecue waiting for you when we get off the dock,” and I'm like, “I'm sold.” Like, “I'm going to turn around, go see this guy right now. This is amazing,” and I actually have that business. I keep a map of every interesting place I hear about as I travel and I put a pin there I'm like, “Someday, I'm going to be coming back by this place and I'm going to be hungry for lunch and I'm going to stop. I'm going to stop here.” So advertising works, I guess, is what I'm saying. JAMEY: Will you share that map with us? [laughter] KERRI: I really should. I really should. It's a lot of fun actually because you read these websites, or roadside attractions, or you hear about some abandoned theme park, or something and it's like, that's kind of a cool thing. You read the article and you move on your day, but I add it to my maps and those maps are my GPS unit. As I'm writing, I've got this old screen in front of me and if I see a little pin appearing on the map in front of me, I can say, “Oh, there's this old waterpark over here,” or “Oh, there's that resort over there that I always wanted to see,” or a particular weird statue, or the birthplace of James Kirk, or whatever it is. So I don't have to remember if the computer could do it for me. JAMEY: I was going to ask if you go to things like the world's largest ball of twine and like –? KERRI: Every time. JAMEY: Okay, cool. KERRI: Every time. JAMEY: I'm glad that I understand you enough to know that you would do that. [laughter] CORALINE: Kerri, have you been in the Mystery Spot? KERRI: I have been in Mystery Spot. MANDY: What is Mystery Spot?! CORALINE: I remember Mystery Spot is some kind of a place where they say gravity is out of whack and everything feels sideways and you're super disoriented. They have this whole mythology around it. I've never been myself, but I did pretend that I'd been there by putting a bumper sticker on my car 15 years ago. [laughter] There's this amazing song called Mystery Spot Polka. Can't remember where I read that, but I think that's how I learned about it. MANDY: I will put that in the show notes. CORALINE: I will find Mystery Spot Polka. It is incredible. MANDY: So Kerri, what are some of the coolest places you have visited? Can you give us a top three rundown? CORALINE: And I really hope that cracker barrel is in that top three, Kerri. JAMEY: But which cracker barrel? CORALINE: Oh, cracker barrels are the same everywhere you go. I really believe there's only actually one cracker barrel, the canonical cracker barrel, and it's multidimensional, so. JAMEY: Yeah. You teleport into it? CORALINE: Yeah. [laughter] KERRI: Well, interestingly enough, I won't call this a danger, but one of the side effects of traveling as much I have in the last 4, or 5 years is strange, random flashbacks to stretches of road and you can't remember where they are. So you were just asking about this and I'm thinking about, “Okay, two places I could talk about,” and then I suddenly, unbidden, had this memory of a stretch of road. I can…

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    272: People First – Self-Awareness and Being Excellent To Each Other with Ashleigh Wilson Feb 23, 2022
    Show notes

    02:14 - Ashleigh’s Superpower: Ability To See “The Vision” The Queen’s Gambit 03:35 - Intentionality: “People First” Call Me Out: Intention vs Impact “This Doesn’t Make Sense” Log Emotional Fitness Surveys “Dare To Lead” Book Club 10:55 - Listen Digging in to Defensiveness / Uncomfortableness Little Things Add Up Building Connections and Relationships 15:10 - Building Trust – Why is vulnerability not professional? Alleviating Fear North Star: Being Excellent To Each Other Self Awareness & Emotional Intelligence Discernment Maslow’s Hierarchy of Needs 21:02 - Personal Growth and Development Brené Brown Glennon Doyle Morning Pages The Holistic Psychologist: Future Self Journaling 27:24 - Intersexuality and Identity: How do you show up? Privilege Gender Somatics Safety Solidarity 36:37 - Making and Dealing With Mistakes Taking Feedback Lead With Gratitude Ego Checks 40:05 - Employee Resource Groups (ERGs) Visibility and Understanding Health and Wellness Benefits Sacred vs Safe Spaces / Safe vs Brave Spaces Dan Price 45:52 - Fundraising & Venture Capital (VC) The House of Who Reflections: Mandy: Eating a shame sandwich in order to learn and grow. Chanté: North Star = Being excellent to each other. Ashleigh: Celebrating intersections of identity. Aaron: The “This Doesn’t Make Sense” log. This episode was brought to you by @therubyrep of DevReps, LLC. To pledge your support and to join our awesome Slack community, visit patreon.com/greaterthancode To make a one-time donation so that we can continue to bring you more content and transcripts like this, please do so at paypal.me/devreps. You will also get an invitation to our Slack community this way as well. Transcript: PRE-ROLL: Software is broken, but it can be fixed. Test Double’s superpower is improving how the world builds software by building both great software and great teams. And you can help! Test Double is hiring empathetic senior software engineers and DevOps engineers. We work in Ruby, JavaScript, Elixir and a lot more. Test Double trusts developers with autonomy and flexibility at a remote, 100% employee-owned software consulting agency. Looking for more challenges? Enjoy lots of variety while working with the best teams in tech as a developer consultant at Test Double. Find out more and check out remote openings at link.testdouble.com/greater. That’s link.testdouble.com/greater. MANDY: Hello, everybody and welcome to Episode 272 of Greater Than Code. My name is Mandy Moore, I use she/her pronouns, and I'm here with our new panelist, Aaron Aldrich. Welcome, Aaron! AARON: Thanks! And hey, I'm Aaron. I use they/them pronouns and I am also here with Chanté Martínez Thurmond. CHANTÉ: Hey, everyone, Chanté here. I use she/her/ella pronouns and I am so glad to introduce our guest today, Ashleigh Wilson. Welcome, Ashleigh. AARON: Thank you for having me! Hello, Ashleigh here and I use she/her pronouns. CHANTÉ: Ashleigh is the Founder and CEO of Auditmate, the world's first elevator and escalator auditing system. After discovering that customers were an afterthought to most companies, Ashleigh left the corporate world and founded Auditmate under a "people first" mentality. Ashleigh knows discrimination first-hand as a queer woman working in the tech industry and she aims to create a space where everyone has permission to be human. What a great bio. ASHLEIGH: Thank you. Thanks for having me. CHANTÉ: It's a pleasure. Ashleigh, the first question we ask our is what is your superpower and how did you acquire it? ASHLEIGH: My superpower is my ability to see the vision and it's a bit of a witchy. I don't know where it comes from, but the best visual representation I've ever seen of it as if anyone has seen The Queen’s Gambit and when she can move the chess pieces on the ceiling? When I'm in the zone, and it's often when I'm half sleep, it just connects and I'm like, “Oh, this is how it works,” and I can just see the path forward. I can't force it. [chuckles] I don't get to choose when it happens. It just happens, or it doesn't. But when I get those deep downloads on the vision and the path forward, and then I think the skill that's been learned to couple with that is then how to make a plan to execute it because the vision can be one, but that execution does not work alone. [chuckles] AARON: That's awesome. I like that and I like that you mentioned the skill that gets paired with that. I can relate to a superpower can't exist in a vacuum; it needs some way to be harness and used. [chuckles] ASHLEIGH: Absolutely. CHANTÉ: I love that, too. Aaron, where you're going with that, because what it makes me think about Ashleigh, just reading your bio and kind of getting a preview of some of the things you care about, how have you been intentional about building a people first organization, or a startup in this space and using that superpower and maybe either finding people who compliment you there, or who are distinctly different? But I'd love to hear how you've been intentional about that. ASHLEIGH: Yeah. I think it starts with first of all, when you feel othered in any organization, like coming in and being able to set the culture is like, “Oh, I'm going to do all of these things.” But as Aaron mentioned earlier, it's not in a vacuum and so, I think the intentionality has been, what is the mission? What is the north star? How do we treat each other? And then at every new hire at every new customer acquisition, it then iterates, iterates, iterates, and iterates. You have to be willing to learn, to take feedback, and to eat a shame sandwich every once in a while, when you screw it all up and you have to admit it [chuckles] because it happens every single time. I've been called to the carpet. I think one of the biggest ways that I've been intentional is being communicative about call me out, call me out. I'm never going to know all of the things all the time and I think that my team knows me well enough to know my intentions, but it comes in intentions versus impact conversation. I can only know my intentions unless you tell me how this impacts you. I can't know and so, creating a culture of my team being able to call me out and be like, “Hey, your intention was good. The impact sucked. Let's talk about it.” [chuckles] AARON: What's that like practically to get folks like on that side and able to call you out because I know for – I'm thinking about it and I know I can to jump into any corporate culture, even startup and be like, “Yeah, I feel comfortable calling out my boss on this.” [chuckles] ASHLEIGH: Yeah. I don't think we feel like we have a corporate culture at least yet. AARON: Yeah. ASHLEIGH: But that also took time in creating. So one way that we did it was we have something called that this doesn't make sense log so that people can just document either things in the system, or things in the culture, or things in policies that just are kind of dumb. Like why do we do this this way? This doesn't make sense. This makes my job harder than it should be. The we need to get X done, but you're making us do Y and Z that don't go toward the greater mission. And then also we created an emotional fitness survey for every employee so that each person – and it's left in one place so each person says, “I want to receive praise publicly, or privately,” or “If I need to get feedback, I want to receive it like this,” or these just different questions on how people to be communicated to. I think setting up those conversations as people log in and it's okay to speak up, it's okay to push back, I expect you to push back on me makes people feel more comfortable, but it takes a while. It does. CHANTÉ: I love that. I use something very similar to that for my own consulting business in my firm and it's been something that we really lean into helpful to just make sure that it's transparent and it's a nice reminder as a leader that your answers to questions can change. Giving people permission to say, “You know what, how I'm showing up today is different than how I showed up yesterday, because life.” [chuckles] ASHLEIGH: Totally. CHANTÉ: So I really love that. The other sort of burning thing that I have for you is, because I read that you had been in this business so I'm guessing that you had learned from people and maybe it was a family business. I might have missed that part. I'm curious how doing it your way this time with these sort of principles is different than the way maybe you were mentored to do it, or what you've seen in the past and why that's important. ASHLEIGH: Yeah. I don't know that I had ever seen it modeled before. I was raised in the elevator industry and before that, my stepdad was in the elevator industry and my dad was salesman of any type, door-to-door salesman selling vacuums to cleaners, to cars, to whatever the case may be and I've never fallen in line. I was always the kid in school that was like, “Why do you do it that way? When you can do it this way? Why are we doing this? That doesn't make sense and that doesn't feel good?” And people are like, “Well, we don't really care how you feel,” and I'm like, “But why it doesn't feel good?” Like why do people want to work where it doesn't feel good? This doesn't make sense to me.” That feeling in my tummy has always been so wrong that it's either a hard yes, or a hard no and I'm like, “How do you operate in a hard no all the time?” Why do we expect people to operate in these visceral responses to this? Just watching how teams have responded and how you almost want to beat the individuality out of people to get performance to a certain standard, or something, like that somehow makes it better for everybody to be like that whole homogeny equals happiness saying? It was never true to me and so, I think I always had this if I feel like this, there has to be someone else that feels like this. I cannot be the only one that wants to show up as my true self and talk about feelings in business meetings! I cannot be the only one. This has to exist. I started a Dare to Lead book club at the Elevator office, which [chuckles] I'm sure you can imagine how that went over. Everybody showed up and I was like, “Oh, so y'all want to act like this is okay and that everyone seems okay. But then look at all of these white cis men in my Dare to Lead book club. Huh.” So it just kind of gave me the affirmation that I needed to say, “People do want to feel good. People do want to talk about and this does actually help the bottom line.” CHANTÉ: I personally love it. What I do for my day-to-day is focus on culture and focus on diversity, equity, inclusion accessibility, and organizations, whether it's on teams, products, services, and offerings. I think that people underestimate what it takes to build something that's special, especially there's not a culture budget. There's a budget for recruiting. There's a budget for performance stuff and for growth. But I'm like, “But what is the fascia? What is the stuff that keeps it together?” And it is the culture. I often like to say, as we're thinking about the future of work and building the next iteration of what work should be in decentralized teams working from home, we do need to lean into the sort of the soft skills that are actually aren't that soft, but they're those emotional intelligence stuff. That makes a huge difference. So is there any advice you might have to leaders like you who are like, “Okay, I guess I might read a Dare to Lead book,” or “I might start to prioritize this”? Where can they start, or what are practical things that you've learned along the way in leading your company in this fashion? ASHLEIGH: Listen. Listen is the first one. Listen when you get defensive, because those moments when your team says something to you that seems so small, insignificant, and annoying because you have all of these big things to do and all of the – you're pushing the company forward and there's this little voice that someone was brave enough to say this little thing that you're like, “Ugh.” That defensiveness, that feeling, whatever that small thing is, is probably a big thing, or will become a big thing and being able to own up to whatever it is that's making you defensive, or uncomfortable and truly listening in and digging into what is the root cause of that? Because it's generally, I don't know if you know the saying like something about the wrapper, it's never the wrapper. You get into a fight about the wrapper on the counter, that's never the wrapper. It's not throwing away the wrapper. It's the underlining way of how we are making people feel and for me, it's been about being able to truly dig into those things. The doesn't make sense log came from one of those experiences. My team, we were in these meetings and they would bring up these little things and be like, “Hey Ashleigh, well, what about this?” And I'm like, “It's not the time for that. We're talking about Z. Why are you bringing up A? We're in this super deep meeting about Z and you're talking about A,” and then they were like, “You're not listening to us. You say that you are people first, but you're not hearing us,” which is like a dagger to the heart. It's gutting and I had to sit with it for days because I was like, “I know I'm people first. I know my intention is right. How am I not translating it? How are my actions not matching my intentions?” When I boiled down to it, it was people didn't have an easy way to bring up little things to me and so, those little things would start to get bigger and then they would bring them up in big meetings because my schedule is booked. We don't have water cooler talk. We don't have walking by someone's desk and being like, “Hey, what's happening with blah, blah, blah?” That stuff doesn't exist and so, these little things were starting to get bigger and bigger and bigger and bigger because there wasn't an easy place to just discuss them. So creating one log alleviated so much pain and made people feel heard about, “Hey, this one email has a misspelling and no one's paid attention to it.” Just little stuff. And then the second thing is that we've been starting is more personal time. We started what I call an AuditMate lounge, which is on Fridays and it's just meant to be logging on and just hanging out with each other. It's water cooler time. You can be working, you can be doing other things, but this is not a business meeting. This is not meant to get things done. It's meant to just hang out. AARON: I like that. I just started working at a new company this month and similar to the team I'm on at least, the DevRel has similar like, “Oh, we're just going to hang out for a bit because I'm around,” [chuckles] and whatever. I've really appreciated it because it's something that I feel like when you're in an office, it's easy to lose track of all the time that you spend just being around those people and building those relationships because it's just rolled into, “Oh, I was getting a coffee,” or “Oh, we went to get lunch,” or “Oh, we went to do this,” and “Oh, I walked by a desk and said ‘Hey’ for a few minutes.” But especially with COVID with everyone remote and at home, or remote companies, it's so easy to forget about that stuff and forget about building those connections that are more than just, “Hey, we work on this thing together.” It's like, “Oh yeah, also, we're people. We should hang out and talk about w…

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    271: EventStorming with Paul Rayner Feb 16, 2022
    Show notes

    00:58 - Paul’s Superpower: Participating in Scary Things 02:19 - EventStorming Optimized For Collaboration Visualizing Processes Working Together Sticky (Post-it) Notes 08:35 - Regulation: Avoiding Overspecifics “The Happy Path” Timeboxing Parking Lot Inside Pixar Democratization Known Unknowns 15:32 - Facilitation and Knowledge Sharing Iteration and Refinement Knowledge Distillation / Knowledge Crunching Clarifying Terminology: Semantics is Meaning Embracing & Exposing Fuzziness (Complexities) 24:20 - Key Events Narrative Shift Domain-Driven Design Shift in Metaphor 34:22 - Collaboration & Teamwork Perspective Mitigating Ambiguity 39:29 - Remote EventStorming and Facilitation Miro MURAL 47:38 - EventStorming vs Event Sourcing Sacrificing Rigor For Collaboration 51:14 - Resources The EventStorming Handbook Paul’s Upcoming Workshops @thepaulrayner Reflections: Mandy: Eventstorming and its adjacence to Technical Writing. Damien: You can do this on a small and iterative scale. Jess: Shared understanding. Paul: Being aware of the limitations of ideas you can hold in your head. With visualization, you can hold it in more easily and meaningfully. This episode was brought to you by @therubyrep of DevReps, LLC. To pledge your support and to join our awesome Slack community, visit patreon.com/greaterthancode To make a one-time donation so that we can continue to bring you more content and transcripts like this, please do so at paypal.me/devreps. You will also get an invitation to our Slack community this way as well. Transcript: MANDY: Welcome to Episode 271 of Greater Than Code. My name is Mandy Moore and I'm here today with a guest, but returning panelist. I'm happy to see Jessica Kerr. JESSICA: Thanks, Mandy. It's great to see you. I'm also excited to be here today with Damien Burke! DAMIEN: And I am excited to be here with both of you and our guest today, Paul Rayner. Paul Rayner is one of the leading practitioners of EventStorming and domain-driven design. He's the author of The EventStorming Handbook, co-author of Behavior-Driven Development with Cucumber, and the founder and chair of the Explore DDD conference. Welcome to the show, Paul. PAUL: Thanks, Damien. Great to be here. DAMIEN: Great to have you. And so you know, you are prepared, you are ready for our first and most famous question here on Greater Than Code? PAUL: I don't know if I'm ready, or prepared, but I can answer it, I think. [laughter] DAMIEN: I know you have prepared, so I don’t know if you are prepared. PAUL: Right. DAMIEN: Either way, here it comes. [chuckles] What is your superpower and how did you acquire it? PAUL: Okay. So a couple of weeks ago, there's a lake near my house, and the neighbors organized a polar plunge. They cut a big hole in the ice and everyone lines up and you basically take turns jumping into the water and then swimming to the other side and climbing out the ladder. So my superpower is participating in a polar plunge and I acquired that by participating with my neighbors. There was barbecue, there was a hot tub, and stuff like that there, too. So it was very, very cool. It's maybe not a superpower, though because there were little kids doing this also. So it's not like it was only me doing it. JESSICA: I'll argue that your superpower is participating in scary things because you're also on this podcast today! PAUL: [chuckles] Yeah, there we go. DAMIEN: Yeah, that is very scary. Nobody had to be fished out of the water? No hospital, hypothermia, any of that? PAUL: No, there was none of that. It was actually a really good time. I mean, being in Denver, blue skies, it was actually quite a nice day to jump into frozen. MANDY: So Paul, you're here today to talk about EventStorming. I want to know what your definition of that is, what it is, and why it's a cool topic to be talking about on Greater Than Code. PAUL: Okay. Well, there's a few things there. So firstly, what is EventStorming? I've been consulting, working with teams for a long time, coaching them and a big part of what I try and do is to try and bridge the gap between what the engineers, the developers, the technical people are trying to build in terms of the software, and what the actual problem is they're trying to solve. EventStorming is a technique for just mapping out a process using sticky notes where you're trying to describe the story of what it is that you're building, how that fits into the business process, and use the sticky notes to layer in variety of information and do it in a collaborative kind of way. So it's really about trying to bridge that communication gap and uncover assumptions that people might have, expose complexity and risk through the process, and with the goal of the software that you write actually being something that solves the real problem that you're trying to solve. I think it's a good topic for Greater Than Code based on what I understand about the podcast, because it certainly impacts the code that you write, touches on that, and connects with the design. But it's really optimized for collaboration, it's optimized for people with different perspectives being able to work together and approach it as visualizing processes that people create, and then working together to be able to do that. So there's a lot of techniques out there that are very much optimized from a developer perspective—UML diagrams, flow charts, and things like that. But EventStorming really, it sacrifices some of that rigor to try and draw people in and provide a structured conversation. I think with the podcast where you're trying to move beyond just the code and dig into the people aspects of this a lot more, I think it really touches on that in a meaningful way. JESSICA: You mentioned that with a bunch of stickies, a bunch of different people, and their perspectives, EventStorming layers in different kinds of information. PAUL: Mm hm. JESSICA: Like what? PAUL: Yeah. So the way that usually approach it is, let's say, we're modeling, visualizing some kind of process like somebody registering for a certain thing, or even somebody, maybe a more common example, purchasing something online and let's say, that we have the development team that's responsible for implementing how somebody might return a product to a merchant, something like that. The way it would work is you describe that process as events where each sticky note represents something that happened in the story of returning a product and then you can layer on questions. So if people have questions, use a different colored sticky note for highlighting things that people might be unsure of, what assumptions they might be making, differences in terminology, exposing those types of unknowns and then once you've sort of laid out that timeline, you can then layer in things like key events, what you might call emergent structures. So as you look at that timeline, what might be some events that are more important than others? JESSICA: Can you make that concrete for me? Give me an example of some events in the return process and then…? PAUL: Yeah. So let's say, the customer receives a product that they want to return. You could have an event like customer receive product and then an event that is customer reported need for return. And then you would have a shift in actor, like a shift in the person doing the work where maybe the merchant has to then merchant sent return package to customer. So we're mapping out each one of these as an event in the process and then the customer receives, or maybe it's a shipping label. The customer receives the shipping label and then they put the items in the package with the shipping label and they return it. And then there would be a bunch of events that the merchant would have to take care of. So the merchant would have to receive that package and then probably have to update the system to record that it's been returned. And then, I imagine there would be processing another order, or something like that. A key event in there might be something like sending out the shipping label and the customer receiving the shipping label because that's a point where the responsibility transfers from the merchant, who is preparing the shipping label and dispatching that, to the customer that's actually receiving it and then having to do something. That's just one, I guess, small example of you can use that to divide that story up into what you might think of as chapters where there's different responsibilities and changes in the narrative. Part of that maybe layering in sticky notes that represent who's doing the work. Like who's the actor, whether it's the merchant, or the customer, and then layering in other information, like the systems that are involved in that such as maybe there's email as a system, maybe there's the actual e-commerce platform, a payment gateway, these kinds of things could be reflected and so on, like there's – [overtalk] JESSICA: Probably integration with the shipper. PAUL: Integration with the shipper, right. So potentially, if you're designing this, you would have some kind of event to go out to the shipper to then know to actually pick up the package and that type of thing. And then once the package is actually delivered back to the merchant, then there would be some kind of event letting the merchant know. It's very hard to describe because I'm trying to picture this in my mind, which is an inherently visual thing. It's probably not that interesting to hear me describing something that's usually done on some kind of either mirror board, like some kind of electronic space, or on a piece of butcher's paper, or – [overtalk] DAMIEN: Something with a lot of sticky notes. PAUL: Something with a lot of sticky notes, right. DAMIEN: Which, I believe for our American listeners, sticky notes are the little square pieces of brightly colored paper with self-adhesive strip on the back. PAUL: Yeah. The stickies. DAMIEN: Stickies. [chuckles] I have a question about this process. I've been involved in very similar processes and it sounds incredibly useful. But as you describe it, one of the concerns I have is how do you avoid getting over specific, or over described? Like you can describe systems until you're talking about the particles in the sun, how do you know when to stop? PAUL: So I think there's a couple of things. Number one is at the start of whatever kind of this activity, this EventStorming is laying out what's the goal? What are we trying to accomplish in terms of the process? With returns, for example, it would be maybe from this event to this event, we're trying to map out what that process looks like and you start with what you might call the happy path. What does it look like when everything goes well? And then you can use pink stickies to represent alternate paths, or things going wrong and capture those. If they're not tied back to this goal, then you can say, “Okay, I think we've got enough level of detail here.” The other thing is time boxing is saying, “Okay, well, we've only got half an hour, or we've only got an hour so let's see how much we can do in that time period,” and then at the end of that, if you still have a lot of questions, then you can – or you feel like, “Oh, we need to dig into some of these areas more.” Then you could schedule a follow up session to dig into that a little bit more. So it's a combination of the people that are participating in this deciding how much level of detail they want to go down to. What I find is it typically is something that as you're going through the activity, you start to see. “Oh, maybe this is too far down in the weeds versus this is the right level.” As a facilitator, I don't typically prescribe that ahead of time, because it's much easier to add sticky notes and then talk about them than it is to have a conversation when there's nothing visualized. I like to visualize it first and lay it out and then it's very easy to say, “Oh, well, this looks like too much detail. So we'll just put a placeholder for that and not worry about out it right now.” It's a little bit of the facilitation technique of having a parking lot where you can say, “Okay, this is a good topic, but maybe we don't need to get down in that right now. Maybe let's refocus back on what it is that we're trying to accomplish.” JESSICA: So there's some regulation that happens naturally during the meeting, during interactions and you can have that regulation in the context of the visual representation, which is the EventStorming, the long row of stickies from one event to the other. PAUL: Right, the timeline that you're building up. So it's a little bit in my mind, I watched last year, I think it was on Netflix. There was a documentary about Pixar and how they do their storyboarding process for their movies and it is exactly that. They storyboard out the movie and iterate over that again and again and again telling that story. What's powerful about that is it's a visual medium so you have someone that is sketching out the main beats of the story and then they're talking it through. Not to say that EventStorming is at that level of rigor, but it has that kind of feel to it of we're laying out these events to tell the story and then we're talking through the story and seeing what we've missed and where we need to add more detail, maybe where we've added too much detail. And then like you said, Jess, there's a certain amount of self-regulation in there in terms of, do we have enough time to go down into this? Is this important right now? JESSICA: And I imagine that when I have questions that go further into detail than we were able to go in the meeting, if I've been in that EventStorming session, I know who to ask. PAUL: That's the idea, yeah. So the pink stickies that we said represent questions, what I like about those is, well, several things. Number one, it democratizes the idea that it's okay to ask questions, which I think is a really powerful technique. I think there's a tendency in meetings for some people to hold back and other people to do all the talking. We've all experienced that. What this tries to do is to democratize that and actually make it not only okay and not only accepted, but encourage that you're expected to ask questions and you're expected to put these sticky notes on here when there's things that you don't understand. JESSICA: Putting the questions on a sticky note, along with the events, the actors, and the things that we do know go on sticky notes, the questions also go on sticky notes. All of these are contributions. PAUL: Exactly. They value contributions and what I love about that is that even people that are new to this process, it's a way for them to ask questions in a way that is kind of friendly to them. I've seen this work really well, for example, with onboarding new team members and also, it encourages the idea that we have different areas of expertise. So in any given process, or any business story, whatever you want to characterize it as, some people are going to know more about some parts of it than others. What typically happens is nobody knows the whole story, but when we work together, we can actually build up an approximation of that whole story and help each other fill in the gaps. So you may have the person that's more on the business, or the product side explaining some terminology. You can capture those explanations on sticky notes as a glossary that you're building up as you go. You can have engineers aski…

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    270: Trust Building and Authenticity with Justin Searls Feb 09, 2022
    Show notes

    How to Trust Again – Justin Searls Why has trust become so rare in the software industry? Developers don't trust their own ability to program, teammates don't trust each other to write quality code, and organizations don't trust that people are working hard enough to deliver on time. This talk by Justin Searls is a reflection on the far-reaching consequences distrust can have for individuals, teams, and organizations and an exploration of what we stand to gain by adopting a more trustful orientation towards ourselves and each other. 01:57 - Justin’s Superpower: Having Bad Luck and Exposing Software Problems 04:05 - Breaking Down Software & Teams Shared Values Picking Up on Smells to Ask Pointed Questions Beginner’s Mindset RailsBridge 12:49 - Trust Building Incremental Improvement What Got You Here Won't Get You There: How successful people become even more successful by Marshall Goldsmith Credibility Reliability Intimacy Selfless Motivation Authenticity Detecting Authenticity Laziness Does Not Exist 29:14 - Power Politics & Privilege Leadership Empathy Safety Exposure; “Don’t Cross The Net” Masking 42:06 - Personal Growth & “Bring Your Whole/True Self” RubyConf 2019 - Keynote: Lucky You by Sandi Metz How to Trust Again – Justin Searls This episode was brought to you by @therubyrep of DevReps, LLC. To pledge your support and to join our awesome Slack community, visit patreon.com/greaterthancode To make a one-time donation so that we can continue to bring you more content and transcripts like this, please do so at paypal.me/devreps. You will also get an invitation to our Slack community this way as well. Transcript: PRE-ROLL: Software is broken, but it can be fixed. Test Double’s superpower is improving how the world builds software by building both great software and great teams. And you can help! Test Double is hiring empathetic senior software engineers and DevOps engineers based in the United States and Canada. We work in Ruby, JavaScript, Elixir and a lot more. Test Double trusts developers with autonomy and flexibility at a remote, 100% employee-owned software consulting agency. Looking for more challenges? Enjoy lots of variety while working with the best teams in tech as a developer consultant at Test Double. Find out more and check out remote openings at link.testdouble.com/greater. That’s link.testdouble.com/greater. JACOB: Hello and welcome to Episode 270 of the Greater Than Code podcast. My name is Jacob Stoebel and I'm joined with my co-panelist, Mae Beale. MAE: And I'm joined with another panelist, Chelsea Troy. CHELSEA: Hi, I'm Chelsea and I'm here with our guest, Justin Searls. He's a co-founder and CTO at Test Double, a consulting agency on a mission to improve how the work writes software. His life's work is figuring out why so many apps are buggy and hard to use, why teams struggle to foster collaboration and trust, and why it's so hard for organizations to get traction building great software. The Test Double Agents work with clients to improve in all of these ways and more. Hi, Justin! How are you today? JUSTIN: Hello. I'm great. Thank you so much for having me. CHELSEA: Of course. So we like to kick off our sessions by asking you, what is your superpower and how did you acquire it? JUSTIN: Well, one superpower might be that I like to give counterintuitive answers to questions and [laughs] my answer to this would be that I have really, really bad luck software and hardware. My entire life has just fallen over for me left and right. Bugs come and seek me out. In college, I was in the computer science program and so, I was around a lot of computers, like Linux data centers and stuff, and I think I went through either personally, or in the labs that I used 20 hard drive failure years in 4 years. People started joking that I had an EMP around me. So I started to just decide to lean into that not so much as an identity necessarily, but as a specialty of root cause analysis of like, why do things fail? When I see a bug, what does that mean? And to dig in to how to improve quality in software and that then extended to later in my career, when I was working on delivery teams, like building software for companies and institutions. That meant identifying more root causes about what's leading to project failure, or for teams to break down. Now I'm kind of moving, I guess, popping the stack another layer further. I'm starting to ask what are the second and third order consequences of software failing for people having for others? I see this in my family who are non-software industry family members, when they encounter a bug and I'm watching them encounter a bug, their reaction is usually to think that they're the ones who screwed up, that they're stupid, that they just can't figure it out. I'm literally watching software that somebody else wrote far away just fail and that's just no good, right? So I think that the fact that I just so easily expose problems with software and sometimes the teams that make it almost effortlessly, it's really given me a passion and a purpose to improve and find opportunities to just make it a little bit better. MAE: When you talk about software and/or teams breaking down and you're mentioning bugs. So I'm assuming that that's mostly what you mean by breaking down? I'm curious if you have kind of a mental model of software always breaks down these four ways. Teams always break down these three ways. I don't know if you have any reference texts, or things that you've come across as far as like a mental model for what is the world of breaking down? How do we characterize it? JUSTIN: That's a great question and I feel like having been basically doing this for 15 years now, I should be prepared with a better answer. I've always resisted building I guess, the communicative version of an abstraction, or a framework for categorizing, simplifying, and compartmentalizing the sort of stuff that I experience. In some ways, my approach [laughs] is the human version of machine learning where I have been so fortunate, because I've been a consultant my entire career, to be exposed to so many companies and so many teams that that has developed in me a pattern recognition system that even I don't necessarily understand—it's kind of a black box to me—where I will pick up on little smells and seemingly incidental cues and it'll prompt me to develop a concern, or ask a pointed question about something seemingly unrelated, but that I've come to see as being associated with that kind of failure. I think your question's great. I should probably spend some time coming up with quadrants, or a system that distills down some of this. But really, when I talk about bugs, that is a lagging indicator of so many things upstream that are not necessarily code related. One of the reasons I want to be on the show here and talk to you all the day is because I've been thinking a lot about trust and interpersonal relationships starting with us as individuals and whether we trust the work that we're doing ourselves, or trust ourselves to really dive in and truly understand the stuff that we're building versus feel like we need to go and follow some other pattern, or instructions that are handed to us. To kind of try to answer your question more directly, when I see teams fail, it usually comes down to a lack of authentic, empathetic, and logical targeted relationships where you have strong alignment about like, why are we in this room? Why are we working together? How do we best normalize on an approach so that when any person in any role is operating that is consistent with if somebody else on the team had been taking the same action that they would operate in the same way so that we're all marching in the same direction? That requires shared values and that requires so many foundational things that are so often lacking in teams as software is developed today, where companies grow really fast. The pay right now is really, really high, which is great, but it results in, I think a little bit of a gold rush mentality to just always be shipping, always be hustling, always be pushing. As there's less time for the kind of slack that we need to think about—baking in quality, or coming back to something that we built a couple weeks ago and that maybe we've got second considerations about. Because there's that kind of time, there's even less time sometimes for the care and feeding that goes into just healthy relationships that build trust between people who are going to be spending a third of their life working together. CHELSEA: You mentioned picking up on little smells that then lead you to ask pointed questions. I think that's really interesting because that kind of intuition, I've found is really essential to being a consultant and figuring out how to ask those questions as well. Can you provide some examples of situations like that? JUSTIN: Yeah. I'll try to think of a few. I had a client once that was undergoing—this is 10 years ago now—what we called at the time, an agile transformation. They were going from a Waterfall process of procuring 2 year, $2 million contracts and teams to build big design upfront systems that are just thrown over a fence, then a team would go and work on it, and then it would go through a proper user acceptance testing onto something more agile, I guess. Adopting Scrum and extreme programming, interpersonal process, and engineering practices. That was just meant to be more, I guess, iterative of course, innovative, collaborative, more dynamic, and able to let the team drive its own destiny. All that sounds great and you walk into the team room and they just invested millions of dollars into this beautiful newly restored historic building. I sit down with everyone and I look at them and they've got the cool desks at the time and cool open office because those were still considered cool. I sat down and I couldn't help, but—[chuckles] this is real silly. I couldn't help but notice that there was a pretty strong smell, [laughs] body odor throughout the whole room and it wasn't one person. I'm not picking on somebody here. It was that the interpersonal relationships were so afraid, the fear of failure was so strong, and the deadline pressure that had been exerted from on high was so overwhelming that there was no safety in the room. People were just scared at their job all day long and it was having a material impact that only an outsider who's walking in at 2:00 PM on a Friday detect because everyone else had acclimated. So I walked in and I was like, “Well, what do I –?” [laughs] Obviously, I'm not going to be like, “Hey, it stinks in here.” I’ve got to figure out a way to understand why do people feel unsafe and maybe I didn't have that sentence go through the voice in my head, but it definitely put me on a path towards to maybe the less privileged people in the room, the people who are not the managers to understand what's really going on, what pressures are they under? MAE: I love that the example includes legit real smell. So many times, especially in our industry and part of what this podcast is counteracting, is getting in touch with the fact that we are people and humans. Anyway, I love that you brought [chuckles] that home that way. Also, I wanted to say from earlier, I wasn't trying to corner you into expecting to have a philosophy. I thought you might and it was worth asking. But I recently got asked a similar question about my management philosophy and which authors do I appreciate most, or something. I've been a manager for 25 years and I'm like, “Uh. I don't know. I figure out what is needed and then I deal with that.” I don't understand how to answer. So I just want to give some – pay you back and apologize. I didn't mean to get you – [overtalk] JUSTIN: Not at all and it becomes one of those you know it when you see it. I struggle with this a lot because somebody introduced the concept years ago of beginner's mindset to me where sometimes if I'm a beginner at something, the best person to help me is not the expert—the person who's been doing it for 20 years. It’s somebody who's just a few hours, or a few days, or a year, or two ahead of me because they can still remember what it felt like to be where I am right now. Because I talk a lot, because I tweet a lot, because I show up in a lot of places, and I have an outward facing sales role to potential clients and candidates, I meet a lot of people who come to me and they're like, “How do I learn how to code?” And I'm like, “I can tell you the 15-year version of this story, but it's probably going to be really depressing.” I've taken as a responsibility to like try to—and I need to do a much better job of this—be armed with either resources, or people that I trust, that I can refer folks to so that I'm not totally leaving them hanging. MAE: I love that and yes. Speaking of teaching people how to code and what you said, there's a name for it that I'm forgetting about being a teacher. If you are closer to the student, you actually are a more effective teacher. So there's just two comments. The first one is I'm a part of RailsBridge I helped found the Southeast regional chapter. So if anybody, any listeners out there still want to learn how to code, or are having that same, I don't know how to tell you about my [chuckles] zigzag story and ideally, they wouldn't all be depressing, [laughs] but I'm sure they all include some real low moments. But RailsBridge, which is bridgetroll.org, has recurring events where people can go all over the country and obviously, in pandemic times it's not as much in person, but yeah. And on the comment about teaching and when you mention talking to the people with the least privilege in the room, I'm just really sensitive and appreciative of your sensitivity to power politics and how much they impact so much of what is happening and trust. So for anybody out there who's being asked to help new people and you feel like you're still the new person, you're probably in a better position to help. So just want to offer some encouragement there. I have personally found a lot more confidence in helping people who are just behind me and that anytime you're teaching, you're learning. So just want to put those in. I love that actually your answer, instead of a quadrant, is really just the one word of trust and I appreciated the ways in which you were mentioning trust can be different things. Trust in what you're building. Trust in who's asking you to do it. Chelsea asked for a couple examples and I interrupted. So I apologize, but what are some trust building exercises that you have encouraged, or examples? Maybe even continuing that same story. Six months later, was it a fresher air in there and what are some things they did to make that happen? JUSTIN: Yeah, that story, like so many teams and companies in our industry, didn't undertake the redemption arc that I wish I could convey. I think in fact, to see a big picture problem and the desire to connect that with a big picture tidy solution, a future state where it's all rainbows and unicorns and everyone really getting along well. Sometimes that sets, for me personally and when I see consultants who are less experienced, who can see that end state in mind and they know maybe the top three hit list of stuff that needs to happen to help that organization get to where they need to be. We can sometimes set the bar so high for ourselves in terms of expectations of like, what does it mean to help the…

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    269: Being Your Authentic Self – Turning Adversity Into Power with Nikema Prophet Feb 02, 2022
    Show notes

    00:51 - Nikema’s Superpower: Connecting To People Through Authenticity & Vulnerability Background in Dancing The Ailey School Shift to Tech Having Babies ADHD Diagnosis (Neurodivergence) Masking 28:02 - Seeing People For Their Whole Selves; Facilitating Safe Spaces Nikema’s Founder Journey Remote Work & Homeschooling Pop Schools School Can Be Damaging to Children The Purpose of School Self-Directive Education 51:38 - Impostor Syndrome Isn’t Natural; The Tech Underclass Bias & Discrimination Equity & Accessibility Reflections: Damien: Connecting through authenticity. Arty: Even when you’re scared, stand up and speak. Chanté: Our youth is our future. Nikema: Making real connections with other people. This episode was brought to you by @therubyrep of DevReps, LLC. To pledge your support and to join our awesome Slack community, visit patreon.com/greaterthancode To make a one-time donation so that we can continue to bring you more content and transcripts like this, please do so at paypal.me/devreps. You will also get an invitation to our Slack community this way as well. Transcript: ARTY: Hi, everyone. Welcome to Episode 269 of Greater Than Code. I am Arty Starr and I'm here with my fabulous co-host, Chanté Martínez Thurmond. CHANTÉ: Hello, everyone, and I'm here with our fabulous friend and co-host, Damien Burke. DAMIEN: Hi, and we are here with our guest, today, Nikema Prophet. Nikema Prophet is a software developer and a community builder based in California. Her current projects are a book to be released in 2022 and hosting conversations on Twitter that highlight Black and neural diversion perspectives in the tech industry. Welcome to the show, Nikema. NIKEMA: Thank you for having me. DAMIEN: What is your superpower and how does you acquire it? NIKEMA: My superpower is connecting to people through authenticity. I acquired it by practicing standing up and speaking—speaking from my heart in front of others—and I had to overcome very painful, debilitating shyness to do that. CHANTÉ: I love that you started with that because Nikema, it doesn't seem like you're shy and I think even on your Twitter account, you're louder on Twitter than you are in person. I find your presence to be really lovely and a voice that our community so very much needs. When I found out you were going to be on the show, I got excited and did my research and did all the things we normally do and found a whole bunch of stuff about you. But before we get into those exciting parts, I am a person who loves to orient people to who you actually are to bring you into the room and just tell us a little bit more like, who are you besides the titles? Where are you living? Where are you from? The things that you do for joy, and if your job is one of those things, tell us about those. So just curious, who you are and then we can get into the things that you're doing now. NIKEMA: I really do need to sit down at some point and write down the story that I want to tell about myself because I tend to make it very long. So I'm going to try to keep it brief. [chuckles] But I am Nikema Prophet. I was born and raised in Sacramento, California. So I'm definitely a California girl. Sacramento is the capital city, but it's not super exciting [chuckles] as a place to grow up. There's a lot of government jobs. People say, “Get that state job, get those benefits, you're good.” Government jobs, healthcare, a lot of that. But I grew up and probably starting when I was a preteen, like 12, 13, I decided that I wanted to be a professional dancer. So that was my life goal. No plan B. I'm going to be a dancer. I'm going to get out of this small town and I'm going to go dance, which is funny because I did say that I am very shy [laughs] so I always struggled with being self-conscious and I never felt like I was really dancing full out, as we say. I always felt like I was holding back, but I think looking back it was the dance that saved me in a way. It gave me something to look forward to. It got me moving. Also, my parents were really cool about this, looking back on it, because we didn't have money for daily dance classes, or anything like that. They allowed me to go to schools that had arts program. So there were some magnet schools, or something like that that had these art programs. So actually, through elementary school, I was in the so-called gifted and talented program, which is a term that I really dislike [chuckles] because even at the time, it felt like it was segregation. [chuckles] It felt like it was money kind of rerouted to mostly white kids. The way that my program worked, it was we were our own class in a school that had gifted classes and regular classes. So it was very segregated, like we were in our own class, we would go from grade to grade with mostly the same kid, and my class was mostly white kids. I was always one of less than a handful of Black children in the classroom and the surrounding school, the so-called regular kids, were not that demographic. They were busing in the GATE kids to go to this school. So I left the GATE program in middle school to go to a school that had an arts program. I'm a December baby so I was kind of always older than most of the kids, because my birthday was, I don't know where the cutoff was, but if you weren't 5 by a certain day, then you would go the next year to kindergarten, or something like that. So I was always kind of older. I went to this school, left the gate program because I wanted to dance and ended up having just 1 year of middle school because I had one semester of 7th grade, then one semester of 8th grade because I had already had like those gifted classes. The classes were too easy once I got to the regular program. So I decided back then and my parents supported me in going to these schools where I could dance and I could take daily classes for free. I said that I think it saved me because it was regular physical activity. I always struggled with depression and I was even starting to be medicated for it in high school and thinking back, if I didn't have that dance practice, I think I'd probably be in much worse shape than I was and it wasn't good. [laughs] So I think now as an adult, I'm grateful that I did have that one thing that I was holding onto, which was like, I'm going to go dance. Also, it was that one thing where I kind of had to force myself to, even if it wasn't full out, even if it wasn't what I felt was my best effort, it was still performance. It was still putting yourself out there and I still deep down inside knew that I wanted the attention of other people. I didn't want to be hidden and yeah, I didn't want to be hidden away. I wanted to be noticed. I do look back at that as dance is what saved me in my adolescence [chuckles] because I was a bit troubled. So I did have a major accomplishment when after high school, I was accepted to two dance programs. One was Cal Arts in California, California Institute of the Arts, and the other was The Ailey School in New York. Of course, I took The Ailey School because it's Ailey. I don't know if there are dance people who are listening to this, but Alvin Ailey was a very influential Black choreographer and the company, the Alvin Ailey dance company is amazing. So I was super excited to number one, get out of Sacramento and go to where the real dancers are like New York and Ailey School. I actually graduated high school early, too. I graduated in January of that year. I didn't even attend my graduation because I hated school so much. Took the rest of that year off and I went to that summer program at The Ailey School, the Summer Dance Intensive. That was cool. I'd never been around so many Black dancers in my life. So many people of color. It was so amazing to me to be in a ballet class and almost everyone was Black. That was not my experience in Sacramento. And then I was going to start the regular semester in school in that fall and that was fall of 2001 and in fall of 2001, 9/11 happened in New York. So that rocked my world. I was living in New Jersey at the time and getting to school became very difficult and I eventually dropped out. I didn't even finish that first semester of dance school and at the time, I kind of thought, “I'm not giving up on my dream. This is just too hard, but I'm going to go back to dancing. I'll keep it up. I'll dance outside of school.” And I tried that for a while, but it's really hard to do that just on your own without the support, the structure, and the financial aid because it was a post-secondary program. I took out loans and things like that to attend. So doing that all on your own is pretty hard and that was pretty much the beginning of the end as far as dance was concerned. After leaving The Ailey School, I never danced full-time again. I came back to it like taking classes here, or there, but I never went back to full-time professional dance career aspirations. So that was a turning point in my life. I didn't want to leave New York. So I tried to struggle through it, tried to make it there. [laughs] Didn't actually work. I haven't talked to anything about my tech background, but that was always in the background. Like my no plan, B plan was to be a professional dancer, but I also always really loved computers. We had a computer in the house when I was in elementary school, which looking back that was a privilege. Most people didn't. I think we had internet, AOL. [chuckles] I remember those discs they would send in the mail, we had that. CHANTÉ: [chuckles] I remember those, too. Those were fun. [laughs] NIKEMA: Yeah. I was in a Twitter Space yesterday and Gen Z folks were in there and they were like, “Yo, you used to dial to the internet?” Like, “You actually made a phone call to connect to the internet?” And then – [overtalk] DAMIEN: I still remember the sound. NIKEMA: Yeah, and then they were like – two of them were talking and they were like, “Girl, Google it, it's crazy.” [laughs] So it's wild to think we used to measure internet in hours and if you had 10 hours and that was up, then you were off the internet. So I thought that was – [overtalk] CHANTÉ: I remember before somebody would, at your house, they would pick up the phone and then disrupt the connection. NIKEMA: Oh, oh, right, right, right. Or you have the one phone line for calls and internet so you can't. Yeah. So it was just funny, the generational difference of always knowing high speed broadband and all that. It's like, we measured this in hours [laughs] and we had to dial a number to get on. So we had a computer and internet access when I was pretty young and I would make webpages and stuff back then. Even through middle school and high school, I would take computer classes, but that was not the thing I wanted to do as a career and I was also looking at it more from a visual arts perspective, because I'm also a visual artist. Back when I was making webpages, I think the class I was in was web design and I think back then, my web design class in high school was on the colorful IMAX. I think it was the first version of IMAX. So it was web design and back then when I was looking at careers where I could use those skills, I thought it was graphic designer. I didn't know anything about a web developer. I don't even know if they were calling it that back then, but I thought graphic designers were the people who made websites. But I also took a programming class in high school, which was in the math department. So I always had an interest and even in New York, when I left dance school, I wanted to major in computer science, which I turns out, I didn't have the math prerequisites to even get into that major. I ended at pre-calculus. That's all to say that while I wanted to be a dancer and that was my only goal, I always had an interest in tech and I always had an interest in programming. I used to make my own websites back when we did have that home computer and the dial-up internet. So it was always something that in the background I enjoyed doing. It wasn't I want to do this as a career because I was going to be a dancer. So 9/11 was one of those life changing moments and then the next one came. While living in New York, I got pregnant. I was actually in school when I got pregnant and life in New York was kind of almost stabilizing because I had a job as a pharmacy tech. I was in school. My parents—here's another privilege alert. My parents had bought me a co-op, something like a condo. I don't think they call it that out here; I never heard the term until I got to New York. I had a co-op studio apartment where I could walk to my classes at Brooklyn College. Things were starting to stabilize and then I got pregnant and I decided okay, I'm pregnant and I'm going to have this baby. So that was another life-changing moment and I was pregnant for a while [laughs] and I decided that I needed to go home. I needed to go be where my loved ones were and I needed that support from my family. So left the apartment vacant [laughs] and went home and while I was pregnant, I started my web developer certificate at the junior college because I was like, “Okay, the dance thing is probably not going to happen and I'm going to have to support a baby now. This is a career that I could do and I could be a mother and I can work from home.” My child was born in 2007 so I was thinking about remote work in 2007 and almost banking on it, like this is what I'm going to do. I was enrolled in that web developer program, which was something like a 1-year certificate. You could do the associate’s degree, if you wanted to. But I didn't, I did the certificate and it took me 4, or 5 years to complete that certificate, that 1 year certificate because I was primarily a mom. I had a baby in 2007 and then I had a baby in 2008. So for several years, it was chaos and two babies and I don't know. I almost want to say it was almost – I don't know what it's like to have twins, but I felt like it was probably worse to have one a year apart because it's like they're both babies, but they're at slightly different developmental levels and you just have just all babies. [laughs] CHANTÉ: I can relate, Nikema because I do have twin boys and it is really hard. Like you're describing here, I had to be with my family and I needed to take time off to be a mom first and it was really humbling. I have a sibling who I’m really close with in age and my mom always says, “I don't know what was worse: having the two of you so close in age, or you having twins.” [laughs] So it's debatable. I don't know. But either way, it is very tough. NIKEMA: Yeah. So I was depending on – and that's part of why it took so long because I was a mom and online classes were not as widely available as they are in 2022 back in 2007. I just took all the online classes I could and the ones that weren't online were hybrids so it was a few hours. My mom would watch the kids, or something while I go to school for a couple hours a week. There was a lot of privilege in my story, but there's also a lot of struggle [chuckles] because I was not diagnosed with ADHD until last year [chuckles] and that's not something that you just catch. It's been with me my whole life. Having to go through school, go through jobs, and all these things with undiagnosed and untreated ADHD, it makes the late diagnosis bittersweet. Because you've built up this idea of yourself and oh gosh, I'm going to start crying. But you built up this idea of yourself and it's always been hard, but you didn't know that it wasn't supposed to be that hard, yo…

    Full show notes at the publisher

    268: LGBTQA+ Inclusion Jan 26, 2022
    Show notes

    01:56 - Episode Intro: Who is Casey Watts? Happy and Effective 02:25 - “Gay” vs “Queer” Cultural vs Sexual Black vs black Deaf vs deaf 06:11 - Pronoun Usage & Normalization Greater Than Code Episode 266: Words Carry Power – Approaching Inclusive Language with Kate Marshall Spectrum of Allyship Ambiguous “They/Them” 16:36 - Asking Questions & Sharing Ring Theory Don’t Assume Take Workshops Find Support Set Boundaries Overgeneralization Do Your Own Research – Google Incognito 28:16 - Effective Allyship Reactive vs Proactive Parenting Calling Out Rude Behavior – “Rude!” Overcoming Discomfort; Getting Comfortable with Being Uncomfortable Recognizing Past Mistakes: Being Reflective Stratejoy Celebrate Progress Apologize and Move On Microaggressions: Prevention & Recovery happyandeffective.com/updates Reflections: Mannah: The people on this show are all willing to start and have conversations. Casey: I will make mistakes. I will find more support. Mandy: Reflection is always a work in progress. It’s never done. Keep doing the work. People are always evolving and changing. This episode was brought to you by @therubyrep of DevReps, LLC. To pledge your support and to join our awesome Slack community, visit patreon.com/greaterthancode To make a one-time donation so that we can continue to bring you more content and transcripts like this, please do so at paypal.me/devreps. You will also get an invitation to our Slack community this way as well. Transcript: PRE-ROLL: Software is broken, but it can be fixed. Test Double’s superpower is improving how the world builds software by building both great software and great teams. And you can help! Test Double is hiring empathetic senior software engineers and DevOps engineers. We work in Ruby, JavaScript, Elixir and a lot more. Test Double trusts developers with autonomy and flexibility at a remote, 100% employee-owned software consulting agency. Looking for more challenges? Enjoy lots of variety while working with the best teams in tech as a developer consultant at Test Double. Find out more and check out remote openings at link.testdouble.com/greater. That’s link.testdouble.com/greater. CASEY: Hello, and welcome to Greater Than Code, Episode 268. I'm Casey, and I'm here with co-host, Mannah. MANNAH: How's it going? I'm Mannah and I'm here with Mandy Moore. MANDY: Hey, everybody. It’s Mandy and today, I'm excited because we are doing a panelist only episode. So our host and panelist, beloved Casey Watts, is going to take us through Casey did a LGBTQ panel for Women Who Code Philly a couple weeks ago and it went really great. He offered to do a show to talk about the subject in more depth on the show. So we're here to do that today. So without further ado, why don't you give us a little intro, Casey? CASEY: Sure. I'm going to start by talking about who I am a little bit and why I'm comfortable talking about this kind of stuff. My name's Casey, I'm a gay man, or a queer man. We can get into the difference between gay and queer [chuckles] in the episode. I live in D.C. and I really like my community groups that I'm in to be super inclusive, inclusive of people of all kinds of backgrounds and all the letters in LGBTQIA especially. MANDY: That's awesome. So right there, you just gave us an in. Can we get into the difference between gay and queer? CASEY: Yeah. I love it. People lately use the term “queer” as an umbrella term that represents all the letters in LGBTQIA especially younger people are comfortable with that term, but it is reclaimed. Older people, it used to be a slur and so, like my cousin, for example, who's older than me hesitates to use the word queer on me because she knows that it used to be used to hurt people. But queer people like this as an umbrella term now because it is just saying we're not the norm in gender identity, or sexual, romantic orientation, that kind of stuff. We're not the norm. We're something else. Don't assume that we're the norm and then it's not describing all the little nuances of it. It's just like the umbrella term. So I'm definitely queer and I'm gay. Another distinction that I really like to make and that's cultural versus specifically what the term means. So I'm gay and that I'm attracted to other men, but I don't hang out at gay bars and watch RuPaul's Drag Race like the mainstream gay man does in media and in life. I know a lot of people who love that I'm not comfortable there. I don't like it. I think drag queens are fun I guess, but they're also really catty and mean and I don't like that, and I don't want that to rub off on me personally. Instead, I hang out in groups like the queer marching band which has a ton of lesbian women, bisexual, biromantic people, asexual people, intersex people, and trans people and has all the letters in LGBTQIA and I love that inclusive community. That's the kind of group I like to be in. Some of the gay men there talk about RuPaul’s Drag Race, but it's like a minority of that large group. I love being in the super inclusive cultures. So I'm culturally queer, but I'm sexually romantically gay. So depending on what we're talking about, the one is more important than the other. I have a story for this. Before the pandemic, I got a haircut at a gay barber shop. It's gay because D.C. has a lot of gay people and there's a gym above the barber shop that's pretty explicitly gay. They cater to gay people. They have rainbows everywhere. I got my hair cut and this woman just kept making RuPaul’s Drag Race references to me that I didn't get, I don't get it. I don't know what she's saying, but I know the shape of it and I told her I don't like that and I'm not interested in it. Please stop. She didn't because she was assuming I'm culturally gay, like most of her clientele and it was really annoying and she wasn't seeing me, or listening to what I was saying and I was not seen. But she's right I was gay, but I'm not gay culturally in that way. Does that make sense? That's kind of a complex idea to throw out at the beginning of the episode here. A lot of people take some time to get your head around the cultural versus sexual terms. MANNAH: Yeah. That is interesting especially because with so many identities, I guess that’s true for every identity where there's a cultural element and then there's some other thing. For instance, I’m a Black man and no matter where I hang out, or what I’m interested in, I’ll always be a Black man, but there is associated with both masculinity and specifically, Black masculinity. CASEY: Yeah, and I like the – lately, I've been seeing lowercase B black to mean a description of your skin color and uppercase B Black to mean a description of the culture and I like that distinction a lot. It's visual. Deaf people have been using that for years. My aunt’s deaf so my family has a deaf culture. I'm a little bit deaf culture myself just by proxy, but I'm not deaf. I'm capital D Deaf culturally in amount. Her daughter, who she raised, my deaf aunt, is culturally Deaf way, way more than the average person, but not fully because she's not deaf herself. So there's all spectrum here of cultural to experiencing the phenomenon and I was happy to see, on Twitter at least, a lot of people are reclaiming capital B black. And for me, it's capital Q Queer and lowercase G gay. That's how I distinguish into my head—culturally queer and I'm sexually gay. MANNAH: So one of the things, I've been thinking about this since our intro and for those of you listening, our intro is scripted and as simple as it was like, “Hey, my name is Mannah,” and passing it off to Mandy. Generally, when I introduce myself – I just started a new job. I introduced myself with my pronouns, he/him, because I think it's more inclusive and I want to model that behavior and make sure that people around me are comfortable if they want to share their pronouns. I do think that this is championed by the queer community and as a member of that community, I'd just love to hear your take on people being more explicit with that aspect of their identity. CASEY: I love the segment. Pronouns is a huge, huge topic in this space lately especially. I like to start from here, especially with older audiences that we used to have mister and miss in our signatures and in the way we address letters and emails, and that's gone away. So including pronouns is a lot like just saying mister, or miss, but we've dropped the formality. I'm glad to be gone with the formality, but we still need to know which pronouns to use and it's nice to have that upfront. I like and appreciate it. I try to include pronouns when I remember it and when I'm in spaces where that's a norm. I like to follow that for sure every time there. But I'm not always the first person to introduce it. Like if I was giving a talk and there were 30 older white men in the audience who've never heard of this idea, I might not start with he/him because I want to meet them where they're at and bring them to the point where they get it. So I'm not always a frontrunner of this idea, but I love to support it, I love to push it forward, and help people understand it and get on board. It's like there's different stages of allyship, I guess you could say and I really like helping people get from a further backstage to a middle stage because I don't think enough people are in that space and there are plenty of people getting people who are in the middle stage to the more proactive stage. Like, “We should use pronouns!” You hear that all the time in spaces I'm in. It's possible I can get pushback for that kind of thing, like even meeting people where they're at, and that frustrates because I want to be effective. I don't want to just signal that I'm very progressive and doing the right things. I want to actually be effective. I give workshops on this kind of thing, too. That's where we're coming from for the today's talk. MANDY: I think on the last show, it might have been Kate Marshall who said that normalizing pronouns is really important to do, but not just when there's an obvious person in the room who you're not sure. Maybe we even started off on the wrong foot on the show by not saying, “Hi, I'm Mandy, my pronouns are she and her.” Just adding that in to normalize it would be a really good step, I think. CASEY: Yeah, love it. Here's where I like to come with my role. Say, “Plus one, I love that idea. Let's do it now.” I like to activate the idea once it's in the room, but it takes someone brave to bring it up in the first place and it's a different amount of social energy, maybe in a different head space you have to be in to be that first person. But being the second is also very important and I like to help people understand that, too. If you're the second person, that's still being helpful. Maybe you can become the first person in some groups, but I want to celebrate that you're the second person even. That's great. Yeah, I think that's a good change we could do. MANNAH: You mentioned allyship and I think that that is why am so proactive in introducing myself with pronouns because I do present as a traditional man. Well, maybe not traditional, but I present as a man and I have the ability to deal with some of that pushback. We talk about superpowers on the show. I feel like one of my superpowers is I am willing to engage in those conversations, even if they are difficult. CASEY: Mm hm. MANNAH: So I can use my powers for good by starting that conversation perhaps, or starting to build that norm. Whether, or not I am doing it for anyone in particular, it is important for me to do it wherever we are. So I think that just wherever we can make spaces more inclusive with the way we can conduct ourselves and our language, it's important. CASEY: I have a framework to share that's kind of related to that. So there's a spectrum of allyship—that's my title for it anyway—that goes from an active detractor all the way over to an active supporter of an idea. In this case, the active supporter would be getting pronouns to happen in a space where they're not happening. And then in the middle, maybe you're neutral, not doing anything. In the middle on either side, there's a passive – like you're not doing anything, but you kind of support the idea. You're kind of against the idea, but you're not taking any action. And then on the active part, there's even a split between and being proactive and reactive. So for pronouns, I guess the way I'm self-describing here is I'm a reactive pronoun person. For better, or worse, that's where I'm at on that spectrum and that's where I like to help move things along. So I can talk to people who are more maybe passively against the idea because I'm not so far on the right. I like to use the spectrum for another purpose, which is moving people from one space to the next is valuable and often invisible. If you can get someone to be loudly against pronouns to just be quiet, that's a step forward. You've persuaded them a little bit to go in that direction, or if they’re there to neutral, or neutral to passively supportive, but quiet about it. A lot of this kind of progress with people who aren't active supporters is invisible and that can be really frustrating for people; it feels like you're not making any progress. So for people who are allies and want to be allies, there's a step forward you can do for yourself, which is getting yourself from being reactive to being proactive. But you're not just helping the people in the room, but helping people who could be in the room, or might be in the future. Reactive to proactive. MANDY: I've been doing that a lot with just actually referring to everybody as they/them no matter if I already know how they present, or not. That, to me, is just the most inclusive way to refer to people in general. CASEY: Yeah, that's generally a safe practice, but there are people who don't want to be called they/them. MANDY: Hmm. CASEY: For example, I have some friends who… Let's imagine a trans man who wants to be considered he/him, they are very invested in this and they want the – If you keep calling them, they/them, even if they correct you, “He/him is my pronouns,” then they're going to be upset about that, pf course. But it is a safe, starting point because the ambiguous they is just generally, it’s good grammar, the APA endorses it even. You're allowed to use they when it's ambiguous by grammar rules. But if you know someone's pronouns and it isn't they/them, it's generally better to use those because they prefer it. MANDY: Yeah. That's what I meant. If somebody says to me, “I would prefer you call me she/her, he/him.: But when I'm first, like if I'm even talking to say my dad and I'm talking about work, I would be like, “I have a friend, they did this.” CASEY: Yeah. That's ambiguous day and that's perfectly appropriate there. MANDY: Yeah. But as far as like addressing somebody on a regular basis who wants to be referred to as one, or the other, I have no problem doing that. I've just been training myself to use ambiguous terms because I see and I think it's wonderful. My daughter's 12 and almost all of her friends are non-binary. So when I meet them, or I'm talking about her friends for me, it's just more, I do…

    Full show notes at the publisher

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