Podcast appearances and mentions of matt wallaert

Ever wondered how to design products that truly change behaviour? In this episode, we sit down with Matt Wallaert, applied behavioural scientist, author of Start at the End, and founder of BeSci.io. He's the brains behind helping global organisations build behavioural science into their DNA. Oh, and he has a quirky twist, he only wears secondhand clothes sourced from an eBay script. Yes, really.

The cybersecurity industry often fixates on “behavior change,” expecting users to take on unrealistic tasks instead of designing safer, smarter systems. Matt Wallaert (founder of BeSci.io and author of Start at the End: How to Build Products that Create Change) explains behavioral science isn't about forcing behavior change. Instead, it's about understanding people so a thoughtfully-designed system can influence more secure outcomes.Whether you're a UX designer, a security engineer, or a CISO, you influence security behaviors. Here's how you can move towards more secure outcomes:Stay Ahead of Threat Actors: Cybercriminals use behavioral science to their advantage. People designing the security user experience must not only catch up but outpace them.Define Clear Outcomes: Don't just say “we want users to be secure.” Know exactly what behaviors you want and why. Vague goals lead to vague results.(as Matt explains, saying things like “I want people to be more secure” isn't helpful. In fact, many people don't know what “more secure” means in the context of their product or organization).Ask Better Questions: Use tools like the “sufficiency test.” For example, sure, it might be nice if users created complex passwords—but users don't necessarily have to be the ones doing it. Why can't the system create a complex password for them (as password managers do)?Understand promoting and inhibiting pressures. These concepts will help you design systems that are more resilient because they are built with people in mind. There are reasons people do and do not do things—when you understand why, you can develop systems that will be more effective in encouraging the behaviors you want. Security practitioners: tired of being perceived as the “department of no”? Matt explains how behavioral science can help you better collaborate with cross-disciplinary teams.Bonus: UX designers, after this episode you may never create another persona.

We got to learn from behavioral science expert, Matt Wallaert! Over the past two decades, Matt has led behavioral science at Microsoft and Frog Design, and currently advises Fortune 500s on how to create products that help people make good changes. He joined us on Zoom for a lunch & learn - an incredible opportunity we're excited to share with you all as this week's episode. We discuss: (00:24) Understanding behavioral science & how it applies to building product (09:05) Matt's favorite behavioral statement from Uber + steps to create one (20:53) The sufficiency test: Is submitting bugs the behavior we want to change? (31:10) Matt recommends partnerships based on Jam's behavioral statement (33:23) The #1 mistake Matt sees when companies implement behavioral science (35:13) The 5 behavioral archetypes for Jam bug reporting + why people buy M&MsSubscribe to Building Jam on YouTube, Spotify, and Apple Podcasts. New episodes drop every Friday at 10AM ET. See you there!

Matt shares his perspective on personas and why he favors behavioral archetypes. He discusses the strengths and pitfalls of personas, the role of behavioral science in UX research, and alternative methods for building empathy beyond traditional research.

Every organisation, including yours, is in the business of behaviour change. But is your organisation willing to try new ideas, test and learn, experiment? In this episode, James talks to author and behavioural science pioneer Matt Wallaert about Don Draper, Steve Jobs, actuaries, toddlers, and the power of humility.  There's even a bit of David Attenborough thrown in for good measure. 

Today's conversation revolves around the importance and challenges of goal setting within organizations. It highlights how identifying and articulating real problems can be transformative, turning abstract desires for growth into concrete plans for improvement. Host Victoria Guido and special guest Evan Hammer discuss the nuances of leadership and organizational self-awareness, emphasizing the need for honesty and a growth mindset when addressing weaknesses. They touch on Evan's role as an OKR Coach in fostering alignment, focus, and excitement around goals, particularly in small to mid-sized companies. Evan shares his enthusiasm for goal setting and believes his passion can inspire others. He points out the positive outcomes when employees engage with goals that address problems they care about. Victoria and Evan agree that success is not solely measured by hitting OKRs but also by engagement and alignment within the team. They discuss the ideal organizations for Evan's work, which include small to medium-sized companies seeking to improve focus and alignment, as well as start-up teams needing more straightforward goal statements and go-to-market strategies. Evan also recounts his experience as a Techstars mentor, noting that a common issue across companies is the lack of clear goals, and he emphasizes the power of focus as a lever for growth. Follow Evan Hammer on LinkedIn (https://www.linkedin.com/in/evanhammer/) or X (https://twitter.com/evanhammer). Visit his website at evanhammer.com (https://evanhammer.com/). Follow thoughtbot on X (https://twitter.com/thoughtbot) or LinkedIn (https://www.linkedin.com/company/150727/). Become a Sponsor (https://thoughtbot.com/sponsorship) of Giant Robots! Transcript: VICTORIA: This is the Giant Robots Smashing Into Other Giant Robots podcast, where we explore the design, development, and business of great products. I'm your host, Victoria Guido. And with me today is Evan Hammer, OKR and personal goals coach. Evan, thank you for joining us. EVAN: Thank you for having me. I'm excited to be here. VICTORIA: Wonderful. Me too. And I wanted to ask you first, before we dive into business, tell me a personal goal that you've achieved recently that you're most proud of. EVAN: I guess a couple of months ago, I did a 100-mile loop of Mount Rainier. So, it was a 10-day backpacking trip. My younger brother, I went with him, and it's the kind of thing he does more regularly. Yeah, it was something I was kind of excited to do but really unsure of, and worked super hard between the gear and the training and just, like, the mindset. But it was also just awesome being out in the woods for ten days. VICTORIA: I also love being out in the woods for long periods of time. I guess, like, how long did your brother plan this trip for? And how long were you involved before you decided to go? EVAN: You know, it was something he was planning to do since the spring. He won a lottery to be able to do it. And I was going back and forth for a few months. And I think it was just maybe in the end of June where I was like, okay, I'm doing this. I need to put together a gear list, figure out a training plan. I live in Fort Greene in Brooklyn. And it was a lot of, like, waking up early and going up and down the steps in Fort Greene Park, which is, like, you know, 6, 10 flights of steps, something like that outdoors -- VICTORIA: [laughs] EVAN: With a heavy backpack on for two to three hours, like on weekends. VICTORIA: Oooh. Wow. EVAN: Yeah, it was one of those things I was like, you know, you don't know when you do something like this how it's going to go until you're there doing it or how your body is going to respond. So, it was a little bit of, like, trying to train as much as possible but also being aware that I just have to deal with whatever will happen on the trip. VICTORIA: I love that, at first, it sounds sort of, like, fun. Like, "Oh, do you want to go on this trip with me?" And you're like, "Yeah, okay." And then you look at the training plan, and it's like, "We'll wake up at 6:00 a.m. every day and walk up and down ten flights of stairs [laughs] with a heavy backpack on," you know, like, "Oh okay, [laughs] a lot of prep work to have this trip." [laughs] EVAN: It's fun in that you're doing something amazing, and it's beautiful. And it was just one of the more beautiful places I've ever been. It was really interesting and meaningful to me to kind of be detached from everything that I normally do and just focus on being in the woods and hiking these mountains. But yeah, you don't know how it's going to go. So, it's like you're putting yourself in an extreme physical situation. I think that's anxiety-inducing, and it feels good and is healthy and protective to train for it. VICTORIA: I agree. Yeah, I mean, I totally relate to that. I'm a rock climber and hiker myself. And sometimes I spend all this time, you know, on gym memberships, climbing in the gym, running up and down hills. And then, I get all the way out to rock, and I'm about to start my climb, and I'm like, why am I doing this? [laughs] This is a lot of work to get to this point. But then it is all fun, and it's super worth it. And I always feel restored whenever I come back from being a long time in nature. It's really great. I think maybe to get towards, like, a metrics conversation that we talk about a lot in climbing is the type of fun something is. So, there's three types of fun levels. Have you heard this framework before, Evan? EVAN: I have not. VICTORIA: Okay, so there's three levels of fun. Level one fun is, like, you're having fun while you're doing it. We're, like, laughing and enjoying recording a podcast together. Like, oh my God, it's so much fun, super easy, not stressful. Maybe it was a little stressful for you, I don't know. [chuckles] It's a little stressful for me. Level two fun is it's a little difficult while you're doing it, but you're still looking back on it and having fun, but you're never really in any kind of intense danger, right? Like, you're going on a backpacking trip. It's relatively within your health expectations, and the trail is walkable. You're not, like, going to fumble and fall down a cliff. It's level-two fun. So, you're mostly enjoying it. Like, it's kind of difficult, and there's some effort involved, but it's still fun. Level three fun is when it's very dangerous, and you're really scared the whole time [laughs], and, like, you maybe, like, could have died. But looking back on it, it's fun. So, how would you rate your Mount Rainier trip? EVAN: It's funny because we actually...we didn't come up with the levels, but we spoke about how when you're hiking, often, in your head, you're just trying to figure out how much longer you have to hike as if the whole point was not to be hiking. And then you finish hiking for the day, and you're like, "Oh, that was so great. I'm so looking forward to waking up tomorrow and hiking some more." VICTORIA: Yeah [chuckles], exactly. EVAN: That fits the level two fun pretty explicitly. VICTORIA: That's great. Yeah, it's a very, you know, I've found it to be pretty useful. And, you know, as I get older, I tend to try to avoid level three fun more often [laughs]. Like, I don't really need to be frightened [laughs]. I have enough stress in my life. I don't need to also endanger myself too aggressively. But, you know, everyone has their own risk level as well, right? Like, someone else might think the type of climbing and hiking that I'm doing is level three fun, but, for me, it's more...and, like, there's other things like skateboarding and riding a bike where, for me, is level three. I'm scared and [laughs] -- EVAN: Right. And I think you also frame level three as, like, sort of physical safety. But, you know, people have different risk tolerances and classifications across the board. So, like, for me, I try to stay away from things that I would consider physically dangerous. But I'm very comfortable, like, taking financial or social risk, where I know other people have an inverted kind of spectrum where, like, social risk is, like [laughs], you know, is a terror to them when physical risk doesn't seem that scary to them, you know, so... VICTORIA: That's so interesting. And especially for me, I do a lot of networking. And I'm, of course, been really active in San Diego Startup Week this week. We're recording this in October. So, for some people, going to an event where there's going to be hundreds of people, you maybe have met some of them before, but you really don't have a buddy that you are coming to this event with. You're on your own. You're going to have to walk up to people, start conversations, figure out who is who, and, like, find your people. That's terrifying for a lot of people. And they're like, "Absolutely not." [laughs] EVAN: Well, it's interesting how, like, level one and level three can be inverted. I went to a conference last fall by myself, and I actually had some voice issues. So, I couldn't talk for a little bit before this, so it was like...or even that well, during, you know, it was kind of an environment that I think a lot of people might be feeling like, oh, that's level three social experience. And I just remember how much fun I had there. Like, for me, it was totally a level one thing. But, you know, there's definitely moments on this hike where I was like, oh, this is level three. This feels physically scary, even though most of the time it wasn't. VICTORIA: Yeah, no, I think it's helpful. So, maybe that helps us segue a little bit into telling me more about what you do and how you came to do what you do. What's your background? EVAN: What do I do? I'll give you, like, a list of the things that I do. I will say I help people focus and maybe communicate better. You know, the list is, like, I am an OKR coach, right? That's objectives and key results, coaching business leaders on how to set goals and get everybody aligned towards the same goals. I do personal goals coaching, and that's, like, helping individual people set goals that are meaningful to them and live more intentionally. I'm a Techstars mentor, where I mentor companies. And I also do, like, a fractional head of product role. And it's a little all over the place. I mean, it's something that, obviously, a lot of that is, like, business coaching but really focused around focus and how you can use goal setting to accelerate growth for a business or an organization or for yourself personally. VICTORIA: How did it get started? What led you to be the coach that you are today? EVAN: Yeah, you know, I get asked this question. And I feel like there's a story about how I kind of tested goal setting. I was a founder. I went to Techstars in, like, 2013. And I was running the company. So, I had to, like, mess around with goal setting and then ended up being at Codecademy and Vimeo. They were doing OKRs. And there were certain things I liked and certain things I didn't. And there was, like, this progression. But I think the truth is that I just really like systems and organizing things, and I think I've always been like that. And OKRs are a way of taking something that's really messy, which is, like, a group of people running together in some direction and saying, "Oh, well, what if we come up with, like, some agreed plan here, and some rules, and some guidance? And we can split this out between what, like, the company and the organization is doing versus what individual people are doing or what the department's doing." I think I just find that process comforting. It's just, like, gleeful for me to be working with people on how they're going to focus and organize themselves, and then also how they're going to communicate that focus to each other, which I think is, like, a key part of people staying on the same page. VICTORIA: I love that. And I really want to dig into some examples of OKRs and maybe even get some free OKR coaching for myself on this episode. But, you know, but with your background, I wanted to start with looking at the founder experience versus being someone in a larger organization. How do you bring in that context of where you are in your journey into how you think about setting goals for an individual? EVAN: I think it's a hard question for me because my viewpoint on how goal setting and strategy and achievement in organizations has changed over this whole time, right? So, I was a founder, then at these larger organizations. I think I've tried to synthesize some, like, through line rather than difference between them. So, let me start there. I think when you look at a founder, or a founding team, or a larger organization, the key thing to figure out is where you're going and coming up with really clear goals. And then, depending on the size of the organization, there's different tactics you can use, right? So, if you're a founder, it might be just sitting down with your co-founders once a week, having a clear Northstar metric, and having a clear goal, and then everybody's running, and that works. Zoom to a 100-person company, which is, like, I probably focus on, like, 20 to 100-person companies. And now you have a lot of confusion between departments because you have people who are working on very different parts of the business. So, I think OKRs, at that point, are really great because it is this, like...and we will talk more about OKRs. But it's this cascading goal-setting technique where you have company goals that everybody understands and agrees to, and then each department is carving out how they're going to support that, which is, like, less necessary for a small company. But I still think the key thing is to know what you want, what your biggest problem is in getting there, and what your approach is going to be in overcoming that problem, which is, you know, is, like, I guess, strategy 101. VICTORIA: I like that. And it's funny; it makes me think of a tarot card layout. That's a situation I'll come and approach. Anyways, I wanted to get, like, down to the basics. I think we said OKRs earlier, but what is an OKR, if you can define that? EVAN: Yeah, so objectives and key results. An objective is any goal you have, so that can be launch a feature, revamp your sales process, or achieve some sort of milestone or some capability, right? So, often, that's, like, build a new department, or come up not just with a specific feature but a new offering, like launch a whole product line. Anything that's important to you can be a goal. It should be clear and inspiring. And that's the objective piece. Key results answer the question: how will you know if you're successful in reaching that goal? That might be if you're building a new department, a certain number of hires. If you're launching a feature or want to have a new offering, that might be some KPI for the product team, like, you know, onboarding rates or retention rates. VICTORIA: Yeah, and let's maybe even go into a real example: myself, I'm a managing director here at thoughtbot. People who aren't familiar with thoughtbot...I'm sure everyone listening has [laughs] familiarity with what we do as a product and business consultancy. And our team at Mission Control, the goal was to innovate on our approach to how we were deploying and managing software. So, over 20 years, the trends and modernization of infrastructure was something we wanted to be a part of, and we wanted to enable and accelerate not just our own development teams but our clients' teams in deploying software securely and efficiently and meeting everything that we need to do. Like, it's an incredibly complex environment. And there's lots of choices to make. So, that's, like, the big vision of what we're trying to do at thoughtbot. It's a new service. It's touching not only our internal processes but also, like, the growth of our business overall. So, what I've done as a managing director I talk with my team. I work with the CTO of thoughtbot, Joe Ferris. He's my acting director [chuckles] on identifying what is our overall approach? What's our strategy? So, one of the things we do at thoughtbot, one of our strategies, is to put content out there. So, we want to build stuff that works for us, and we want to share and talk about it. And we believe that by putting good stuff out there, good stuff will come back to us [laughs]. So, really just increasing the amount of blog posts, increasing the amount of open-source contributions and [inaudible 13:03] people we talk to and hear about what their problems are. We think that that will be an indicator for us of whether or not we're being successful in growing this business. So, that's just, like, one small strategy, but I've got five other ones if you want to talk about them. EVAN: Yeah, I mean, you highlighted a large goal that you have, and then some of the, like, sub-objectives in reaching that goal. And you could imagine key results being metrics along number of blog posts, audience size, number of readers, engagement. I mean, all those have different values, depending on what your goals are. VICTORIA: Exactly right. Like, there's the overall leading indicators we have of, like, whether or not we're successful as a business [laughs], which is, like, revenue, and, like, margins of profit, which really aren't going to change. And as a company, we don't change our policies or things that often to where those costs are ultimately going to change. It's all about, like, are we bringing in new business? Are we retaining the clients we have? And are we able to sustain, you know, work that centers around this problem area? So, that kind of, like, makes our goal tracking, like, the numbers month to month somewhat easy. Although those individual strategies and how they all line up to meet, that is something I think I'm curious to hear about how you facilitate those discussions with teams. How would you, like, begin an engagement with a team where you have a company like thoughtbot [laughs]? How are you going to coach us to get better at our goals? EVAN: Well, one thing I do is I pull apart KPIs, Key Performance Indicators, from OKRs, which you actually implied. KPIs are metrics you use to judge the health of your business, when OKRs are the goals that are going to transform your business. They fit well together. But, you know, for a founding team, they're still trying to figure out, well, how do we actually measure if this is going well? What does that mean? And I have a whole technique for that. But for a larger company, something like thoughtbot, you probably have pretty clear KPIs for the business and for each department. And you can look each month to make sure that those are in a healthy band or each week. And then, when you go to set goals, one of the things you can say is, "Hey, what's not working well? Why are the KPIs not where they should be?" And there's other ways of coming up with good goals, but I do think that's one of the starting points for goal setting. Another one, and I'm curious if you all have this here, is, like, a sense of what's holding back your growth. So, if you have a clear goal of growing your business year over year; usually, people in different departments have a sense of what challenges they're facing in executing towards those growth goals. And, fundamentally, there's usually some sort of competitive or market conditions or customer conditions that are concerning to you as a business in terms of where you're currently at. So, do you all have that type of, I guess, angle on thoughtbot's growth at all? VICTORIA: You know, for me, it's my first year as managing director. And experiencing how thoughtbot does planning, I appreciated our approach this year was to ask each managing director more like a retro style, like, "What should we do more of? What do we like doing? What didn't really work, and what should we do less of? And what other things do we want to start doing?" So, it's kind of similar to start, stop, continue but, you know, just really reflecting on, like, what's working? What should we do more of? What doesn't work, and we should just stop [laughs], or change, or figure out how to improve? And then, what should we start doing? And what kind of new behaviors do we need to practice and learn to build a better system? Which I think when you talk about what's holding people back, I think it's difficult to understand in a complex organization of 100 people how all these departments work together and how they contribute and support teams. So, I'm curious, from your experience, and you like to come in and organize and get focused, so if you have that level of complexity in an organization, how do you start to get people organized and understanding how they all work together and what's working and what's not? EVAN: Yeah, that's a good question. I might punt that to the second half of my answer here and answer an earlier question [inaudible 17:08] how we get started. Because I think that actually comes up as, like, the second piece. I think the first piece is, like, when I start with an organization, I usually sit down with the CEO. Maybe there's a founding team. Maybe it's a leadership team. And I try to understand their vision for where the company's going and, one, how clear and actionable it is. So, does it feel like, oh, I get exactly how they're going from point A to point B to point C, or is it a little bit murkier? And trying to nail that down. And sometimes I do, like, a strategy workshop around that. But the next piece is understanding if they have a clear plan for the next quarter, next year. When I come into companies, I'm doing OKRs quarterly. So, even if they don't have a clear strategy, we still need to set goals for the next quarter. I then have them just kind of draft goals with not that much guidance here. I might do some sort of training so everybody, like, understands what OKRs are. And then, you know, I do...and this is a common thing, I think, like, my background is in product, is trying to understand the root cause of things. So, usually, there's some goal that I can ask. And, usually, there's a goal that's, like, something that seems very strategic, like a new offering, or changing how the business is organized, or it's very growth revenue-oriented. Those are, like, the two types of goals that people usually come up with. So, there's a lot of just, like, asking why this is valuable, and kind of going up the ladder, down the ladder asking why it's valuable, and understanding what their root motivation is for doing this. And then going the other direction and saying, "Oh, if we did this, then what would happen?" And trying to just understand how they're thinking of this goal and how it fits in a longer chain of events. And, usually, through that process, we shift the focus point. So, it's rare that somebody comes up with, like, exactly the right goal. I think when they start understanding what would the effect be of that goal, sometimes one of those things is the actual goal. Or if there's a root cause, it doesn't always mean that we go to the root cause, right? If somebody wants to, like, fix their onboarding, and that's really, like, their whole focus point, you know, when you say, "Why?" and they talk about helping a certain customer get more focused. And then you may say, "Well, why?" And they say, "Oh, well, you know, we have this revenue model that involves helping them, and we make money." And "Why?" "So we can grow our business at a certain clip." And that's the arc that we build. That doesn't mean we go to, oh, well, you're trying to make more money faster. That might not be really what the focus should be for the quarter. So, we have to always start just trying to, like, dial in with what the right angle is. That's both...I think you want to choose the thing that's the most fundamental to the business that still feels attainable and focusable, if that's a word, in the short term, right? That's like, oh, this is a good target for a quarter or a year, if you're doing it on an annual basis. So, that's, like, how I usually get started with folks, which, you know, depending on how much thought there is around strategy, like, it goes in different ways. Sometimes, the company has a very, like, clear strategy, and then everything I said works pretty smoothly. And you get to a goal very quickly that you kind of orient the company around. If the strategy is either not explicit or maybe the CEO has a different vision for it than, you know, CTO or the head of sales, then there's more negotiating between folks and getting on the same page. And I think that's a whole, like, can of worms that we can dive into, but that's, like, a different type of exploration. VICTORIA: Yes, I love all that. I have so many follow-up things I want to ask. Just to play it back a little bit, too, I really resonated with some of what you're saying around it's kind of better to draft it; just write it. Like, the act of planning is more valuable than the plan itself. Like, get as close as you can as fast as you can [laughs]. That makes sense. Like, something that feels, like, good enough and, like, kind of go with it and, like, see how it goes. You know, like, I think that's a mindset that can be difficult to implement in an organization, especially if there's been, like, past trauma with, like, not meeting your goals. And how does that flow down to the organization? EVAN: That's a hard thing. VICTORIA: And it makes me think of, like, what you started with, like, talking about getting to the root of what's happening. Like, what are the motivations of individual people? Like, what's happened in the past? Like, trying to take an approach that's...I prefer blame-aware to blameless. You can't get away from the tendency to blame people. So, you just have to accept that that happens and kind of move on and, like, quickly go past it [laughs] and just, like, really get to, like, what are the facts? What does the data say about this organization? So, anyways, I think that that was where I went to. I think -- EVAN: One thing I did...I started with a new company; I guess, two or three quarters ago around the OKR coaching. And, you know, I think there was this expectation. We've been doing OKRs. There's issues we need you to come in and solve and fix everything. And the tone I tried to set was, hey, I'm not here to set great goals for you. You're going to set the best goals you can. And I'm here to help support that process and teach you a lot about goal setting. And we're going to do this every quarter. And after two or three quarters, things are going to start becoming a lot easier. People are going to communicate better. Everybody's going to be on the same page. And it's going to feel like, oh, we're getting really good at goal setting. And then, like, I try to set that tone when I start working with the CEO of, like, the point here is to make your whole leadership team good at goal setting so that you have this skill as an organization, rather than set just the right goals with the right language in the right way right now, right? We want to timebox everything. So, we're moving forward using this tool to make progress throughout the quarter, and then each quarter, revisiting it and getting better. MID-ROLL AD: Are you an entrepreneur or start-up founder looking to gain confidence in the way forward for your idea? At thoughtbot, we know you're tight on time and investment, which is why we've created targeted 1-hour remote workshops to help you develop a concrete plan for your product's next steps. Over four interactive sessions, we work with you on research, product design sprint, critical path, and presentation prep so that you and your team are better equipped with the skills and knowledge for success. Find out how we can help you move the needle at tbot.io/entrepreneurs. VICTORIA: And I'm curious if there's anything else when you're evaluating whether or not someone might be a good fit for the work that you want to do with them. Are there, like, some red flag, green flag energy that you check for with executives when you're deciding whether or not to work with them? EVAN: Yeah, there are two flags that come up; one is, are they clear with what they're saying? I think a lot of leaders want to sound good. So, that doesn't mean that they need to be clear right off the bat. But in a conversation where someone says, "This is our vision," and you say, "Hey, I don't understand X, Y, and Z," or "This part didn't make sense to me. Can we dive into it?" And yeah, if someone through a conversation can be really clear about what's important to the company and where they're going, I think that's, like, key. Because if someone's talking around issues all the time and when you kind of bring up things they don't really address it, it's very hard to make any progress. It's like, you know, the lack of specificity ends up being a defense towards maybe dealing with some of the difficult conversations. But, like, at the end of the day, like, one of the major things that happens with goal setting that makes it, I think, feel exciting to people when it does—it always feels exciting to me [laughs]—when it feels exciting to other people is that they say, for the first time, "Oh, this is actually the thing holding us back. This is the problem. Yeah, we want to grow our business." But when you say, "Well, what are all the things you do to grow your business?" All of a sudden, you start talking through things, and someone says, "Hey, this is the real problem. This is why we're struggling to grow our business." And, you know, that transforms the conversation. People who are avoiding being specific, that can be really hard. That's one thing. And the other thing is around responding to feedback. And, you know, you can just...and this is a common interview question, right? You can ask somebody, "What do you think the weaknesses of your organization are?" And if somebody doesn't know, but they're, like, open to it, that's, I think, totally fine. But if it seems like they're constantly kind of, like, filibustering the answer there, it's like, hey, the main thing you're bringing me on to do is to make sure that you communicate the weaknesses of your organization to everybody else because that's what goals are about. They're about overcoming the weaknesses of your organization. So, those are two areas. And they also speak to, like, I think, rapport with the people that I'll be working with. VICTORIA: I agree. And I like that, you know, you're asking really for people, are you going to be honest about what's happening in your organization? Are you honest with yourself about where you're not doing well? And I think I also pay attention to the language people use to describe those problems. And are they really speaking with a growth mindset or a fixed mindset? Because that's a really hard thing to change [laughs]. Naturally, I think people who are good leaders and run successful companies have a growth mindset. So, I think that's usually there. But that would be some yellow-flag stuff for me. EVAN: You know, when people are looking to hire an OKR coach, they usually already are looking for improvement. And it's not like they're hiring a product manager, right? You have to be saying to yourself, hey, I believe that if we did better around goals, our company would grow better. We'd have better focus. We'd have better alignment. Like, there's already a belief that people have that is usually pretty self-aware of the limits of both the people there and the organization where it's at today, and they're looking for help. So, I think I come across what you brought up more in individual people on a leadership team that, like, feel more coachable or less coachable depending on how interested they are around expanding how they think about things and growing. And, you know, obviously, [inaudible 27:01] lots of opinions that are wrong, and I love the disagreement that comes up there. But you want to, you know, you want to be speaking to people that are generally open to learning through a conversational process. VICTORIA: Right. Yeah, I think it's like a confirming thing. Like, if they're reaching out to a goals coach, they probably do have a growth mindset. And if the top leadership does, then that means that there's an opportunity for other people to come along as well. So, I like opening it up that way and getting people to get specific about their goals as well. I think that's a real challenge. Like, it's either too vague or too specific, not inspiring enough. Some people still bring up SMART goals with me. I like to prefer HARD goals, but you probably need those. And I'm curious if you're familiar with those acronyms. I can spell them out. And I'm sure you've heard of both of these [laughs]. A lot of people are familiar with the SMART goals and the specific, measurable, actionable. I forget what the Rs and Ts are. But then HARD goals are heartfelt and more around, like, the big vision. And it's something that you want to get people excited about, which is something that you said earlier. Like, how do you get people excited? And some people would think of a corporate goal-setting event as a level three fun [laughter]. So, how do you make it more like a two or a one? EVAN: I don't know, a lot of what I hope I offer to folks...and I've gotten good feedback here is that I enjoy goal setting a lot. So, talking through all these problems, talking through challenges, doing workshops, having these conversations. Like, whenever I'm doing that, it's my favorite thing to be doing. So, I think, hopefully, some of my joy just rubs off on the people around me. Because I do think talking to somebody who's excited about what you're talking about is helpful. The other thing is, usually, at a decently small company, under 100 people, I'm working with the CEO and the leadership team; you know, people are there because they care about the company. They care about the mission of the company. They care about the people in the company, and they care about the growth of the company. So, I get why goal setting has, I think, can have a bad rap. But if you're fundamentally solving problems that people care about, there should be some, like, glee that comes in when people say, like, "Oh, yeah, I thought this was going to be about, like, how do we grow more? And that felt very generic to me." And it turns out when we actually think about how we grow more, and we talk through what's holding back our growth and what we can do to overcome that, and we have the top few ideas that we've all come up with, usually, those feel really relieving to people. And there's a company I'm working with now that I think is struggling to shift their target market a bit because...and there's awareness that the target market needs to shift, but there isn't so much knowledge around the new target market. There's a lot more knowledge around the old target market. And so, we're doing a bunch of research and talking to folks. And I know once we're able to say, "For this target market, we need to do X," there is going to be, like, a huge amount of excitement and relief at the organization because people will feel like, oh, we've crossed that bridge, that bridge that we were kind of in the middle of crossing and didn't really know where the other side was. We now can see that other side, and we're going there. So yeah, I think there can be a lot of excitement around this stuff when it's real, and it's important work that you're doing. VICTORIA: Right. Like, maybe there's a good factor of, like, how do you measure if what you've done with a company is successful? Is there a glee scale that you [laughs] use to evaluate? EVAN: You know, for me, it's still probably more subjective than I want it to be. You know, I'd love it to be like, what percentage of people's OKRs did I [laughs] hit each quarter? And when I work with them, it gets better. But I think that's, like, a pretty short-sighted view in terms of my role. So, you know, I'm looking for people who were maybe disengaged to be more engaged, people who didn't see the value of OKRs to see and be able to articulate how their daily work is different because of the OKRs we set. Yeah, and obviously, there's excitement when we're solving real problems. And we're changing the problems each quarter, and people are seeing growth increase. You know, like, all that stuff, I guess there's, like, a tangible excitement with. But I hope folks can, like, just connect the dots between the work, which can be tedious work around goal setting and negotiating with people. And often, it pulls you out of other day-to-day work that you're doing, especially for a small company, with the excitement towards the end of the quarter of reaching these goals and moving on to the next challenge. VICTORIA: I think that's great. I think that was a perfect answer. It's kind of not always easy to know what [laughs]...like, sometimes there's a sense of it, like, you have a feeling, and sometimes you can get data to back that up. And other times, you know you're doing the right thing by the people's faces around you at the end of the workshop [laughs]. So, I think that's great. And so, maybe my final question would be is, like, what would be the ideal organization that you would want to work with? Like, who's your ideal customer right now? EVAN: Yeah, I guess I have two ideal customers based on these, like, two things that I'm doing. In terms of the OKR coaching, I usually look for CEO or founding team of a company that's now, like, 20-plus people who's saying, "Oh, we have these departments," or "We have this leadership team. And we need to really get all on the same page at the beginning of the quarter because then everybody's going to consistently be talking to each other but has other people that they need to organize." That's definitely for the OKR coaching where, like, 20 to 30 people is where that starts. That probably goes up to 100 in terms of where I focus. For the other work I do as a Techstars mentor and the coaching I do through that, that's really for founding teams. And that's more focused on how do you take your vision and make that a clear goal statement, which is around, like, behavior change, usually, in a certain population you're targeting? How do you turn that into a go-to-market plan? How do you turn that into a product roadmap? So, for that, that's just much smaller teams. I actually think that work often needs to be done at larger organizations, too. That's, like, a common thing that comes up. And that can bleed into strategy at large organizations. But yeah, I know that's probably a pretty broad bucket, but groups of people that believe that focus is a key lever towards faster growth. VICTORIA: Thank you for that. And I guess I said that was my final question, but I'll add two more questions. Can you share an anecdote from being a mentor at Techstars that you think will be interesting for our audience? EVAN: I think I was struck the first time I did the mentoring. They do, like, a Mentor Madness. So, it's like, you know, six companies in a row, and every company they all have different challenges. But a lot of them, it's, like, helping them articulate what they're doing a little bit more clearly. And often, there's a question around sales and growth and maybe fundraising. So, there's just, like, a focus in that direction. And I found that every company, even though they had kind of different questions, I was giving the same answer to, which was, I don't think your goal is clear to you or to me. And so, there's this framework that I would use with each company that there was, like, this aha moment. And I picked this up from a person named Matt Wallaert. It was a book, "Start at the End." It's called a behavioral statement. And it's when population wants to motivation, and they have limitations, they do behavior as measured by data. And the kind of conceptual version is, oh, you're trying to get some group of people to change their behavior. And that's only going to happen if you can tap into a motivation that happens to them as frequently as the behavior you want to change. So, it's like a formalization of that. And each group, I'd like bring up the statement; we work on filling it quickly. And there was just, like, a clarity that would develop around what they were doing and how to orient themselves both on the growth and marketing side and on the product development side. I guess it just struck me how much that little framing was transformative to [laughs] accelerating both focus and alignment but, more importantly, like, getting somewhere that they wanted to get to. VICTORIA: It sounds almost like building a mental model of what you're trying to do [laughs], right? Like, it was a mental model that you referenced in your mind that helps you make decisions every single day. So, I really appreciate that. And we are about out of time. So, let me ask you, is there anything else that you would like to promote today? EVAN: Sure. Looking for a couple more OKR coaching clients for the new year, and just happy to chat with anybody who has questions around OKRs or goal setting for their organization. I also do personal goals coaching, which is a little different from the OKR coaching that I help individual people with their goals. But it's also similar. It's a lot of like...it's a lot more, like, reflection, and getting to know oneself, and coming up with goals that are really meaningful. And then the other half of, like, I think you alluded to this earlier around systems. Like, how do you take a goal that's important to you and actually act every day in ways that move you towards that goal? So yeah, interested in talking to people about both of those. I do some workshops as well, so people can reach out to me at evan@evanhammer.com. I can also put anybody on my mailing list. I do some workshops around both those things. VICTORIA: Wonderful. Thank you so much, Evan, for joining us today. You can subscribe to the show and find notes along with a complete transcript for this episode at giantrobots.fm. If you have questions or comments, email us at hosts@giantrobots.fm. And you can find me on Twitter @victori_ousg. This podcast is brought to you by thoughtbot and produced and edited by Mandy Moore. Thank you for listening. See you next time. AD: Did you know thoughtbot has a referral program? If you introduce us to someone looking for a design or development partner, we will compensate you if they decide to work with us. More info on our website at tbot.io/referral. Or you can email us at referrals@thoughtbot.com with any questions. Special Guest: Evan Hammer.

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What is holding many banks and credit unions back from just doing the right thing by their clients? The unfortunate reality is that most financial institutions profit off of people's mistakes. But what if they pivoted to banking on positive outcomes instead? Matt Wallaert, Founder of BeSci.io and author of Start at the End, believes everyone in finance has an intrinsic desire to help others. But they're bound to an industry that values measured processes over outcome-driven results, and that needs to change. And behavioral science could be the key to unlock a new perspective for financial leaders. Join us as we discuss: - The abstract nature of measuring behavioral science progress (4:42) - Reducing friction points to make banking better for common people (20:28)  - Why people need to hope before asking for help (34:20) Check out these resources we mentioned during the podcast: - Matt Wallaert - Start at the End: How to Build Products that Create Change - BeSci.io You can find this interview and many more by subscribing to Banking on Digital Growth on Apple Podcasts, on Spotify, or here. Listening on a desktop & can't see the links? Just search for Banking on Digital Growth in your favorite podcast player.  

Behavioral science is the process of taking our audience from the world they current live in the world we desire by motivating, incentivizing and even subconsciously shifting their habits toward positive change. Matt Wallaert, author of "Start at the End" joins me to explain how big consumer brands deploy teams of data scientists, UX specialists, detail-oriented marketers, and even consumer psychologists to design habit-producing products that shift consumer behavior. In the episode, Matt shares how huge brands like Visa and Pepsi match consumer behavior with a business model to monetize consumers... and how they might think about changing it up to drive revenue in new, innovative ways.HIGHLIGHTS: ➤ 1:20 - What is behavioral science?➤ 3:55 - How creators/brands can break through➤ 7:32 - Frictionless experiences➤ 9:22 - Companies = a behavior + business model➤ 14:24 - What if brands don't employ behavioral science?➤ 20:27 - Collaborating with others➤ 22:08 - Examples of behavior science➤ 27:40 - How to apply behavior science in business➤ 33:33 - Subliminal advertising & harmful products➤ 39:58 - The 2022 election & behavior change#behavioralscience #mattwallaert #consumerpsychology▬▬▬▬▬▬▬▬▬▬▬▬▬▬▬▬▬▬▬▬▬▬▬▬⭐

Today on our show, we're talking about behaviors–or, more specifically, the science behind behavior change. Behavioral science is a study of human actions that has roots in many different domains, from economics to psychology, biology and neuroscience. To talk about behaviors, we're joined by Matt Wallaert, Head of Behavioral Science at frog and author of the book 'Start at the End: How to Build Products that Create Change.' Along with training his fellow frogs in the principles and applications of behavioral science, Matt works on multidisciplinary teams to guide clients in improving their own applied behavioral science capabilities, with a focus on making things that make change.Brought to you by frog, a global creative consultancy. frog is part of Capgemini Invent. (https://www.frog.co)Find episode transcripts and relevant info (https://www.frog.co/designmind/design-mind-frogcast-ep-23-the-science-of-behavior-change/)Download the new frog report 'The State of Service Design in the U.S.' (https://info2.frogdesign.com/reshaping-the-workplace)Research: Camilla Brown, Senior Copyeditor, frogAudio Production: Richard Canham, Lizard Media (https://www.lizardmedia.co.uk/)

Today I am beyond delighted to introduce you to my friend Dan Gingiss to talk about how to create remarkable experiences that your customers can't wait to share. Dan is an international keynote speaker and coach who believes that a remarkable customer experience is your best sales and marketing strategy.  His 20-year professional career included leadership positions at McDonald's, Discover, and Humana. He is the author of two books, including The Experience Maker which we will discuss today, and is the host of two shows, the Experience This! podcast and The Experience Maker LinkedIn live show.  While Dan's insights are valuable at any time, it is very much intentional to have this as the last episode of the year. This is a time many reflect on the year that has just ended and think about what they will be doing next. If your plan doesn't already include an improved customer experience and having a business that people can't wait to share about, it should. Listen to today's episode as you consider your customer experience and look to improve it in the new year.  Show Notes: [00:39] Today I am beyond delighted to introduce you to my friend Dan Gingiss to talk about how to create remarkable experiences that your customers can't wait to share. [03:36] Dan shares his experience speaking at Social Media Marketing World for the first time.   [04:30] Dan shares his background of 20 plus years in corporate America.  [05:04] We all know that word of mouth is the holy grail of marketing. It is much better when someone is saying nice things about us than if we are saying nice things about ourselves.  [05:29] A remarkable customer experience is your best marketing strategy.  [08:34] We have so much data on our customers that we don't use and we forget to come back to.  [11:03] Experience can happen anywhere. It is about knowing when to provide the right experience when your customers need it most or don't expect it.  [13:47] There are so many little things that we can do. Some people may advocate to only focus on one side, but Dan (and Melina!) suggest you both get rid of pain points and create positive moments.  [14:26] If we keep focusing on the little things, they absolutely add up to something amazing.  [15:48] We have got to empower all of our employees to truly believe they are in the customer experience business.  [16:56] Become a customer of your own business.  [18:49] Remove pain points and create peaks in your customer journey.  [20:08] If your customer is frustrated with your company, they are going to be more open to a TV commercial or social media ad for your competitor.  [22:16] The WISER Methodology teaches you how to create the kinds of experiences that people want to talk about. You have to be intentional about the experience to make it so someone wants to share it.  [22:55] W stands for witty, I is immersive, S is sharable, E is extraordinary and R is responsive.  [25:18] Millennials and Gen Z in particular want a relationship with the brands they spend their hard-earned money with. In order to have a relationship, you have to have human interaction.  [26:48] We don't have to delight in the same way every time.   [28:57] There is a part of every business where either you do it the same way as everybody else or the same way it has always been done and you can turn it into something that can be an experience when people least expect it.  [30:43] Whenever you can play to peoples' kids or pets, you are going to hit them in the heart.  [32:36] There are lots of opportunities, but we just have to seize them and look for chances when people don't expect it.  [35:07] With gift-giving, make sure you are giving a gift you would like to receive (i.e. don't slap a giant logo on your “gift”).  [37:00] Shareable is the end goal and it has to be strategic and intentional.  [39:27] There are so many opportunities where we can kick it up a little notch and do something unique—it is a great way to stand out. You don't have to spend more, just spend differently.  [40:39] Look for ways to make work more fun and enjoyable.  [42:37] Every communication is an opportunity.  [45:36] Melina shares her closing thoughts.  [48:28] If you enjoy the experience I've provided here for you, will you share about it? That could mean leaving a rating/review or sharing the episode with a friend (or 10!) Thanks for listening. Don't forget to subscribe on Apple Podcasts or Android. If you like what you heard, please leave a review on iTunes and share what you liked about the show.  I hope you love everything recommended via The Brainy Business! Everything was independently reviewed and selected by me, Melina Palmer. So you know, as an Amazon Associate I earn from qualifying purchases. That means if you decide to shop from the links on this page (via Amazon or others), The Brainy Business may collect a share of sales or other compensation. Let's connect: Melina@TheBrainyBusiness.com The Brainy Business® on Facebook The Brainy Business on Twitter The Brainy Business on Instagram The Brainy Business on LinkedIn Melina on LinkedIn The Brainy Business on Youtube Join the BE Thoughtful Revolution – our free behavioral economics community, and keep the conversation going! More from The Brainy Business:

How the cycle of behavioural strategy, insights, design, and impact evaluation can help us build products and services that change behaviour ? How do you react to perception change vs. behaviour change esp. from the lens of advertising ? What would your advice be to Market researchers esp. qualitative researchers (already conducting ethnography) if they are keen on becoming behavioural scientists? How can behavioural science change the world ? Matt answers the above questions and many more as he talks extensively on behaviour science and his mantra of "Behavior as an outcome, science as a process." Matt Wallaert is the Head of Behavioral Science at frog (a Capgemini company) where he is the Executive Director of Behavioral Science. He focuses on helping organizations build their own applied behavioral science capabilities.Please just email him directly at matt@mattwallaert.com or use bit.ly/MattWallaertMeet to schedule a call slot. You can buy his book 'Start at the End: How to Build Products That Create Change' at Amazon on any other place where books are sold https://www.amazon.in/Start-End-Products-Create-Change/dp/0525534423 Jagged with Jasravee is facilitated by Jasravee Kaur Chandra, Director- Brand Building, Research & Innovation at Master Sun, Consulting Brand of Adiva L Pvt. Ltd. Jasravee has over 20 years experience as a Strategic Brand Builder,Communications Leader and Entrepreneur. Please connect with Jasravee on Linkedin at https://www.linkedin.com/in/jasravee/ Email Jasravee at jasravee@theadiva.com 00:00 Introduction to Matt & a Preview 01:40 Everyone can be a Behavioural Scientist 04:00 Cycle of Behavioral Strategy, Insights, Design, and Impact Evaluation 10:54 Applying Behavioral Science to Market Research 16:18 Advertising - Belief/Perception Change vs. Behaviour Change 27:21 Intervention - Tangible or Intangible 29:40 Behaviour Science -Probabilistic vs Deterministic, Applied vs Academic 34:50 Behavior Science is an Optimistic Science, 'Can Change the World' 39:30 Ethics of Behaviour Science - Ethical Challenges & Checks 43:40 Rapid Fire-Personally Speaking with Matt 46:00 Matt's Book & How to Connect with him Follow Jagged with Jasravee on Social Media Website : www.jasravee.com Facebook Page : https://www.facebook.com/jaggedwithjasravee Instagram : https://www.instagram.com/jagggedwithjasravee/ Podcast Page : https://anchor.fm/jagged-with-jasravee Youtube Page : https://www.youtube.com/c/jaggedwithjasravee Linktree : https://linktr.ee/jaggedwithjasravee Jagged with Jasravee, is an initiative of Master Sun, the Consulting Brand of Adiva Lifestyle Pvt Ltd.Website : www.jasravee.com #behaviorchange #behaviouralchange #behaviorscience

Host Brett King leads us off this week with news and a chat with Nigel Verdon, CEO & Co-Founder, RailsBank. Railsbank has some exciting news for consumers. Thereafter we go back to M2020 and learn from industry leaders. David Reiling, Chairman and CEO, Sunrise Bank, a socially responsible bank, and also host of our NextGen Banker, on trends he's noted at M2020 -- BaaS, Crypto. Real-Time Payments, Identity, Data Privacy, Corporate Responsibility. DEI to name a few. Last, an insightful segment with Matt Wallaert, Head of Behavioral Science at frog on how banks can propel change and adoption with behavioral science. Desire, energy and curiosity are not just for the young and hip, leaders need to to encourage curiosity for change and innovation. All behaviors on table for change. Banks can't afford to NOT mess up. https://youtu.be/79xSEI3jNLg

Product development is about more than just building something new. It's about coming up with an effective solution to a real problem that customers are facing. By effectively addressing their needs, you can attract more positive reviews, encourage word-of-mouth referrals, and drive repeat business in the future.With this in mind, let's explore five of the best product development tips from 281 business books that I've read over the last 22 years as an entrepreneur. Each of these insights can help you build superior products and services for your customers.CLICK HERE FOR THE FULL PRODUCTIVITY TIPS ARTICLE:

Matt Wallaert, the author of Start at the End, is a world-renowned behavior scientist that is teaching people to build products and services that positively change behavior. No Ph.D. required!   We want to hear from you! Can you please take 2 minutes and fill out this brief survey so we can provide you with more content that you love to listen to? _______________ ABOUT THE BLUEPRINT PODCAST: Dr. Erik Korem's podcast, The BluePrint, is for busy professionals and Household CEOs who care deeply about their family, career, and health. Dr. Korem distills cutting edge-science, leadership, and lifeskills into simple tactics optimized for your busy lifestyle and goals. Dr. Korem interviews scientists, coaches, elite athletes, entrepreneurs, entertainers, and exceptional people to discuss science and practical skills you can implement in your life to become the most healthy, resilient, impactful version of yourself.  ​​On a mission to equip people to pursue audacious goals, thrive in uncertainty, and live a healthy and fulfilled life, Dr. Erik Korem is a High Performance pioneer. He introduced sports science and athlete tracking technologies to collegiate and professional (NFL) football over a decade ago, and has worked with the National Football League, Power-5 NCAA programs, gold-medal Olympians, Nike, and the United States Department of Defense. Erik is an expert in sleep and stress resilience, and he is the Founder and CEO of AIM7, a wellness app that provides custom exercise recommendations to improve the outcomes of programs and workouts you already love. It unlocks existing data from wearables and other apps to provide empathetic and scientific guidance that's perfectly in tune with your mind and body. _______________ SUPPORT & CONNECT: Instagram - https://www.instagram.com/erikkorem/ Twitter - https://twitter.com/ErikKorem LinkedIn - https://www.linkedin.com/in/erik-korem-phd-19991734/ Facebook - https://www.facebook.com/erikkorem Website - https://www.erikkorem.com/ Newsletter - https://erikkoremhpcoach.activehosted.com/f/1 _______________ QUOTES: “The key is using stress and being able to adapt to it and improve. That's what high performance is to me, the ability to adapt rapidly so you can achieve your potential. There are five key pillars to creating the conditions for adaptability: sleep, exercise, mental resilience, nutrition, and community/relationships.” Dr Erik Korem   “I maybe have a different concept on leadership. To me, leading is a verb. If you're leading, you're a leader. If you're swimming you're a swimmer, if you're driving you're a driver. If you're leading you're by definition a leader. I define leading as being looked to in a particular moment to make a decision or perform an action based on your unique gifts and abilities. So by that definition, everybody is a leader. All rank and role really describe is how many people are hoping you get it right when it's your turn to wear the weight.” - Clint Bruce   John Danaher on high performance mindset and resilience:  “Whenever you are sparring, your mind will have a given direction of focus. The most basic division is between self focus and focus on the opponent.” - John Danaher on high performance mindset and resilience   Blue Print host Dr. Erik Korem on high performance mindset and resilience:  “In sport, our goal is to develop the most adaptable athletes with the most resilience who can consistently obtain their high performance mindset and potential.” - Dr. Erik Korem on high performance mindset and resilience, host of The Blue Print   John Danaher on high performance mindset and resilience:  “Philosophy was crucial because it is among the best means of developing a problem solving mindset.” - John Danaher on high performance mindset and resilience   Blue Print host Dr. Erik Korem on high performance, performance mindset, and resilience:  “The key is using that stress and being able to adapt to it to improve. That's what high performance to me is: the ability to adapt rapidly so you can achieve your potential.”  - Dr. Erik Korem on high performance, performance mindset, and resilience, host of The Blue Print   John Danaher on high performance mindset and resilience:  “The greatest determinant of the outcome of your matches over time by a landslide is your training and lifestyle mentality. This is the high performance mindset you carry every day as you train and progress.” - John Danaher on high performance mindset and resilience _______________ Hot Pie Media is an on-demand digital audio/video entertainment network with interests primarily in the creation of original, relevant and entertaining podcasts.     See omnystudio.com/listener for privacy information.

In this episode of the QB pod, Sarah and Merle meet Matt Wallaert (Head of Behavioural Science @ frog). We discuss why behavioural scientists should pay more attention to science fiction, how 10-weeks can be enough to complete the behavioural science process, and why the democratisation of behavioural science is essential. Go forth and prosper listener, and remember... behaviour as the outcome, science as the process.   Finding Matt: Twitter: https://twitter.com/mattwallaert?ref_src=twsrc%5Egoogle%7Ctwcamp%5Eserp%7Ctwgr%5Eauthor Linkedin: https://www.linkedin.com/in/mattwallaert/ Website: https://mattwallaert.com/about/   Questioning Behaviour Links: Facebook: @QBpodcast (https://www.facebook.com/QBPodcast) Insta: @questioningbehaviour (https://www.instagram.com/questioning...)  Twitter: @QB_podcast (https://twitter.com/QB_Podcast)  LinkedIn: @Questioning Behaviour (https://www.linkedin.com/groups/8928118/)  Music: Derek Clegg “You're the Dummy”  https://derekclegg.bandcamp.com/

This podcast, created mid pandemic while Owen and Carlene were in early pandemic Exile in Rural CT, explores the world of Trolls old and new. Mary Shelly, the author of the first science fiction novel, has as her antihero the Monster. The Monster is one of our earlier Trolls of great repute. Victor Frankenstein, a young doctor, created this creature of meat and lightning….but that wasn't enough to make him feel included. Our Episode also describes the parallels between excluded-feeling people of our current era, whom we feature as Zoom Bombers. This episode also features Dr. Dickon Bevington, the medical director of the Anna Freud National Centre for Children and Families and our IT Director, RJ Smith, who we are introducing as our sidekick on our Clubhouse show.For our Creator First show, The Frontier Psychiatrists, we are embarking on a path of exploration of the frontiers of the mind and the media. Think classic ReplyAll tech investigation but through the lens of two married psychiatrists instead of PJ and Alex. It's regular home is at 1pm EDT on Fridays. Tomorrow, we will be focusing on gamification on social audio, with a panel of diverse views that include behavioral scientist Matt Wallaert, prominent addiction psychiatrist Dr. Anne Lembke who was featured in the Social Dilemma, Bethania Baciagalupe who is known as “The Pricing Nerd”, digital futurist and prominent social audio creator Brian Fanzo and game designer and therapist Julia Koerwer.. We thought the Zoom Bomber episode would give you an idea of the type of subject matter we look forward to exploring on our show. Also note we have a calendar of all upcoming Frontier Psychiatrist-related and Sphere Club programming and our Sunday night AMA Frontier Psychiatrist show will be continuing and include special guests from mental health, the music industry, athletes and more. We are publishing excerpts in the form of podcasts for our paid subscribers of some of our shows. This is a public episode. If you'd like to discuss this with other subscribers or get access to bonus episodes, visit thefrontierpsychiatrists.substack.com/subscribe

Ever wrestled with the fact that people often make horrible security decisions even though their employers have security awareness programs in place? It's often because we assume that being aware of something should naturally result in better behavior. Well... that's not the case. This episode takes a deep dive into the knowledge-intention-behavior gap where we are confronted with three realities of security awareness. And those realities lead us to the realization that we need to focus on behavior. Guests for this episode are all leaders in the fields of Behavioral Science. They are, BJ Fogg, Ph.D., author of Tiny Habits: the Small Changes that Change Everything, Matt Wallaert, author of Start at the End: How to Build Products That Create Change, and Alexandra Alhadeff, co-author of Deep Thought: A Cybersecurity Story. Guests: BJ Fogg, Ph.D.. -- Behavior Scientist & Innovator at Stanford University. (Personal website) Author of Tiny Habits: The Small Changes That Change Everything. (Amazon link) Matt Wallaert -- Head of Behavioral Science at frog (a Capgemini company). Author of Start at the End: How to Build Products That Create Change (Amazon link) Alexandra Alhadeff -- Behavioral Scientist & Product Manager at The Fabulous. (Personal website) Notes & Resources: BJ Fogg testimony to the 2006 US Federal Trade Commission about the dangers of persuasive technology. Fogg Behavior Model About Nudge Theory Multiple examples of Nudging Great catalog of Dark Patterns Ideas42 cybersecurity-related behavioral science research. Deep Thought: A Cybersecurity Story, by Ideas42. Recommended Books (Amazon affiliate links): Tiny Habits: The Small Changes That Change Everything, by BJ Fogg, Ph.D. Start at the End: How to Build Products That Create Change, by Matt Wallaert Nudge: Improving Decisions About Health, Wealth, and Happiness, by Richard Thaler and Cass Sunstein Inside the Nudge Unit: How Small Changes Can Make a Big Difference, by David Halpern Evil by Design: Interaction Design to Lead Us into Temptation by Chris Nodder Thinking, Fast and Slow by Daniel Kahneman. Transformational Security Awareness: What Neuroscientists, Storytellers, and Marketers Can Teach Us About Driving Secure Behaviors by Perry Carpenter. Music and Sound Effects by Blue Dot Sessions & Storyblocks. Artwork by Chris Machowski.

I denne episode af ADFÆRDSLEDELSE PÅ LYD (NB! episoden er på engelsk), taler Henrik Dresbøll med den superdygtige Matt Wallaert. Matt er adfærdsstrateg og chef for anvendt adfærdsvidenskab hos designvirksomheden FROG med hovedsæde i New York. Vi taler om at sætte adfærden i centrum for forandringsledelse, og gang på gang understreger Matt den vigtige indsigt, at ”adfærd er et outcome, hvorimod videnskab er en proces.” I podcasten folder Matt en videnskabsbaseret proces ud til, hvordan du skaber adfærdsforandringer, der kan implementeres i alle typer af organisationer. Matt Wallart er forfatter til den stærkt anbefalelsesværdige bog Start at the End: How To Build Products that Create Change.

Melissa Perri's guest on this week's Product Thinking Podcast is Matt Wallaert. Matt is a behavioral scientist and a product strategist. He has spent over twenty years applying behavioral sciences to practical problems. He currently holds the position of Executive Director of Behavioral Science at Frog, a Capgemini Company, where he helps organizations build their own behavioral science capabilities.  Here are some key points you'll hear Melissa and Matt talk about in this episode: Behavior change can be applied across many disciplines but its natural home is product. The point of product is to change behavior. [1:09] How Matt got interested in the world of behavioral science. [3:07] What it means to have actual outcomes for customers and how behavioral science can be used to point out what those outcomes should look like. [8:41] When doing behavioral research, segment on behaviors rather than demographics. [9:43] Behavioral statements come at the very beginning, and they describe the end. It's calling into being what hasn't yet occurred. [13:08] Activating someone means to get them engaged. "If people feel like they're creating business value, they'll be super engaged." [17:53] Product leaders need a deep understanding of the human side of product management. [26:08] The best product managers are curious people. They want to know how the system fits together and how all the processes within the system work. [30:00] How product leaders can determine if a person has cognition, and the relevant questions to ask to find out. [30:38] "If you can figure out how to change behavior naturally in the world, I can teach you the science part. I can teach you the process part. I can teach you four stages and competing pressures and all of the tricks and tips and tools that we use to make this work in the modern environment. But you have to want to be that person," Matt says. [35:19] "Product people are not status quo people. It's inherently about difference. It's inherently about change." [36:21] Resources Matt Wallaert | LinkedIn | Twitter

Melissa Perri's guest on this week's Product Thinking Podcast is Matt Wallaert. Matt is a behavioral scientist and a product strategist. He has spent over twenty years applying behavioral sciences to practical problems. He currently holds the position of Executive Director of Behavioral Science at Frog, a Capgemini Company, where he helps organizations build their own behavioral science capabilities.  Here are some key points you'll hear Melissa and Matt talk about in this episode: Behavior change can be applied across many disciplines but its natural home is product. The point of product is to change behavior. [1:09] How Matt got interested in the world of behavioral science. [3:07] What it means to have actual outcomes for customers and how behavioral science can be used to point out what those outcomes should look like. [8:41] When doing behavioral research, segment on behaviors rather than demographics. [9:43] Behavioral statements come at the very beginning, and they describe the end. It's calling into being what hasn't yet occurred. [13:08] Activating someone means to get them engaged. "If people feel like they're creating business value, they'll be super engaged." [17:53] Product leaders need a deep understanding of the human side of product management. [26:08] The best product managers are curious people. They want to know how the system fits together and how all the processes within the system work. [30:00] How product leaders can determine if a person has cognition, and the relevant questions to ask to find out. [30:38] "If you can figure out how to change behavior naturally in the world, I can teach you the science part. I can teach you the process part. I can teach you four stages and competing pressures and all of the tricks and tips and tools that we use to make this work in the modern environment. But you have to want to be that person," Matt says. [35:19] "Product people are not status quo people. It's inherently about difference. It's inherently about change." [36:21] Resources Matt Wallaert | LinkedIn | Twitter

Learn how to Build Products that Create Change. Modern companies today often look like an episode of Mad Men when deciding which products and services they should create. People throw around ideas until one sounds sexy enough to eventually implement. From there, they scale it up and launch it to the public, costing them tons of money in marketing to drive engagement. Even worse, these products and services aren’t what the people want and don’t do anything to positively impact the world. Therefore, Matt Wallaert aims to change the way you look at designing products and services and offers a framework based on his expertise in behavioral science. He believes that the purpose of everything should be behavioral change. The iPhone, for example, has changed the way humans behave and communicate and has impacted the world in ways we never thought possible. If you start with the outcomes instead of the processes and understand why people perform a certain behavior or don’t already perform it, you too can create something just as revolutionary. As you read, you’ll learn what the Intervention Design Process is and how it works, you’ll learn how to identify why your target population is behaving the way they do, and finally, you’ll learn how to design products and services that aim to change the world and the way we behave. Do you want more free book summaries like this? Download our app for free at https://www.QuickRead.com/App and get access to hundreds of free book and audiobook summaries. DISCLAIMER: This book summary is meant as a preview and not a replacement for the original book. If you like this summary please consider purchasing the original book to get the full experience as the original author intended to. If you are the original author of any book on QuickRead and would like us to remove it, please contact us at hello@quickread.com

A good manager needs to identify the levels of wants & needs - this can be done through behavioural planning.In episode 45 I chat with Matt Wallaert on driving behaviour outcomes. Matt is the author of “Start at the end” and former director of Microsoft Ventures. Formerly he was also Chief Behavioural Officer at Clover Health.Matt and me meet in 2018 as we were both speakers at a Conference called “IT Arena”. It was great to reconnect!In the episode we learn from his experiences of driving behaviour outcomes. We touch on:-> Matt Wallaert’s journey on the intersection of behavioural science and product development.-> Why Behaviour design requires a holistic approach.-> Why everyone is shaping user behaviour outcomes in different ways.-> Why you need to align on “success factors” before any design process.-> How do design for a behaviour outcome and consider long term consequences.-> Why behaviour science can be used to increase business and product successEnjoy the episode!Check out more about Matt’s book here: https://www.amazon.com/Start-End-Products-Create-Change/dp/0525534423

Explore your own data with behavioral scientist Matt Wallaert as we riff on feedback, assumptions, money, power, short term thinking and everything else we can cram into 30 rollicking minutes.

Today I am so excited to introduce you to Matt Wallaert, author of Start at the End: How to Build Products that Create Change. One of my favorite quotes from Matt is one that shows how we are kindred spirits. He says, “If behavior is your outcome and science your process, you’re a behavioral scientist. No Ph.D. required.” Matt was one of the first behavioral scientists to leave academia to work in industry, which he has done for over 15 years now. He was head of behavioral science at Microsoft, the first chief behavioral officer in the healthcare industry while at Clover Health, and has done tons of awesome projects along the way (some of which you will learn about in today’s episode).  During our conversation, we discuss lots of concepts that have past episodes on the show, including those on anchoring, relativity, how to finally change your behavior, how to experiment, and many more  Show Notes: [00:43] Today I am so excited to introduce you to Matt Wallaert, author of Start at the End: How to Build Products that Create Change. [03:28] Matt shares his story and how he got interested in behavioral science.  [05:06] After taking a second psychology class in college, he became addicted to science and started doing a lot of applied work.  [07:56] He left Clover Health in March and ended up moving to California for a year of adventure.  [09:41] He has decided in his next role that he wants to spend most of his time pivoting an organization to behavioral science.  [11:01] Advances in data science and user research have prepared younger project managers to fully embrace behavioral science.  [13:12] People often don’t think of the implications of the things that they say.  [13:30] Every industry has its own beliefs about what can’t be changed (listen to episode 126 for Melina’s tips on fixing this in your organization). [14:51] Behavioral science can be used in good ways and in bad ways (ethics matter!).  [16:49] It is really hard to write a complete behavioral statement from the beginning.  [17:17] Matt shares about the GetRaised project he worked on.  [19:04] Bias creeps in when we start to do ratings of performance.  [20:28] The difference between junior behavioral scientists and more senior behavioral scientists is just experience. Anyone can learn the framework.  [22:08] A lot of communication is just quick analogy making. It is the ability to find out what someone is interested in and relate that to the thing you are teaching.  [24:37] Our brain is using the same rules and concepts whether we are deciding to litter or choosing a brand of toothpaste.  [25:37] When you try to replicate a lab study in real life sometimes it works and sometimes it doesn’t. The key is that you tried it small before you shared it with everybody. (Get Melina’s tips for creating your own experiments in episode 63.) [26:47] Science is the testing of all assumptions. Diversity can help identify an assumption.  [28:08] Behavioral science is a lifestyle.  [28:59] Academic behavioral science is about the why of the way things are. Applied behavioral science is the changing of the way things are.  [30:20] Almost all misunderstandings across cultural and other kinds of borders are due to a misunderstanding of the pressures that affect that other persons’ life. It almost always makes sense if you understand the context.  [32:06] Melina shares Steve Wendel’s story about a fish in the sand (hear more from Steve in episode 116).  [34:33] It is easier to have a discussion with the people that we can relate to than to have a more difficult conversation.  [35:36] Matt says, “If behavior is your outcome and science your process, you’re a behavioral scientist. No Ph.D. required.” [36:27] Behavioral science thrives when lots of people are doing it and doing it a little better every day. If it does not put behavior as an outcome, it is not behavioral science.  [37:05] Behavioral science is about creating a specific outcome in advance and then using science as a process.  [39:46] Get your own copy of Matt’s book, Start at the End: How to Build Products that Create Change. [42:32] Don’t forget to take advantage of the year-end sale going on now. Thanks for listening. Don’t forget to subscribe on Apple Podcasts or Android. If you like what you heard, please leave a review on iTunes and share what you liked about the show.  Let’s connect: Melina@TheBrainyBusiness.com The Brainy Business® on Facebook The Brainy Business on Twitter The Brainy Business on Instagram The Brainy Business on LinkedIn Melina on LinkedIn The Brainy Business on Youtube More from The Brainy Business: Master Your Mindset Mini-Course BE Thoughtful Revolution - use code BRAINY to save 10% Get Your FREE ebook Melina’s John Mayer Pandora Station! Listen to what she listens to while working. Special Year-End Sale

Tom Waterhouse in conversation with behavioral scientist, author and entrepreneur, country boy and inveterate curser, Matt Wallaert.

Futurist Trond Arne Undheim interviews Matt Wallaert, behavioral scientist and author of Start At The End: How To Build Products that Create Change.In this conversation, they talk about how the field of product design has evolved, the value of experimentation, discovery of cutting edge products, who does it well, corporations and startups, and how the future of product design is steeped in science.The takeaway is that behavioral science should be an obligatory part of product design and it cannot be an afterthought. Right now, most companies are overweight on data scientists and underweight on behavioral scientists, even though they are both needed in equal measure for a product to succeed.After listening to the episode, check out Matt's most recent book as well as his social media profile:Start At The End: How To Build Products that Create Change http://bit.ly/MWStartAtTheEndMatt Wallaert http://www.mattwallaert.com/Matt Wallaert (@mattwallaert) https://www.linkedin.com/in/mattwallaert/ The show is hosted by Podbean and can be found at Futurized.co. Additional context about the show, the topics, and our guests, including show notes and a full list of podcast players that syndicate the show can be found at https://trondundheim.com/podcast/. Music: Electricity by Ian Post from the album Magnetism. For more about the host, including media coverage, books and more, see Trond Arne Undheim's personal website (https://trondundheim.com/) as well as the Yegii Insights blog (https://yegii.wpcomstaging.com/). Undheim has published two books this year, Pandemic Aftermath and Disruption Games. To advertise or become a guest on the show, contact the podcast host here. If you like the show, please subscribe and consider rating it five stars.

In today’s episode of The Decision Corner, we are joined by Matt Wallaert, a pioneer in applied behavioral science and a serial entrepreneur. Matt has over a decade of experience applying behavioral science to practical problems, ranging from startups to Fortune 500s to an array of prosocial side projects. He has given hundreds of talks on the science of behavior change, including appearances at the United Nations and South by SouthWest. Recently, he brought behavioral science into healthcare management as Clover Health’s Chief Behavioral Officer. There, he directs one of the world’s largest behavioral science teams, combining qualitative researchers, quantitative researchers, and project managers. His book, Start at the End: How to Build Products that Create Change, proposes a science-based process to create behavior change that can be implemented in organizations of any size and industry. In this episode, we discuss: His experience bridging the divide between multiple spheres where behavioral science has begun to take root Several metaphors for the process of democratizing behavioral science Figuring out whether a company needs a consultant, an agency, or if behavioral science should be used internally. How to discern talent among newcomers to behavioral science Equalizing opportunities in a still developing field Helping people find unique and meaningful career paths

Want to learn how to build products that create change? This book will help you get clear on how you want customers to use or engage with your product.  And then it will help you design the product in such a way that it's more likely to cause the desired outcome.If you're an entrepreneur, product manager, or anyone else interested in building products to create behavioral change, I recommend that you consider reading START AT THE END by Matt Wallaert.Want to leave a COMMENT or watch the VIDEO edition?► https://youtu.be/JPFyQEd1DdkWant to pickup a copy of START AT THE END?Buy It On Amazon ➜ https://www.amazon.com/dp/0525534423/THE 10 BEST BUSINESS BOOKS

COMMENT CRÉER le PRODUIT PARFAIT ? L'objectif sera de voir en moins de 10 minutes comment créer le produit/service PARFAIT pour ton audience en appliquant une technique précise inspirée des grandes entreprises à succès. S'INSCRIRE A LA NEWSLETTER LE NECTAR

Learn how to Build Products that Create Change Modern companies today often look like an episode of Mad Men when deciding which products and services they should create. People throw around ideas until one sounds sexy enough to eventually implement. From there, they scale it up and launch it to the public, costing them tons of money in marketing to drive engagement. Even worse, these products and services aren’t what the people want and don’t do anything to positively impact the world. Therefore, Matt Wallaert aims to change the way you look at designing products and services and offers a framework based on his expertise in behavioral science. He believes that the purpose of everything should be behavioral change. The iPhone, for example, has changed the way humans behave and communicate and has impacted the world in ways we never thought possible. If you start with the outcomes instead of the processes and understand why people perform a certain behavior or don’t already perform it, you too can create something just as revolutionary. As you read, you’ll learn what the Intervention Design Process is and how it works, you’ll learn how to identify why your target population is behaving the way they do, and finally, you’ll learn how to design products and services that aim to change the world and the way we behave. *** Do you want more free audiobook summaries like this? Download our app for free at QuickRead.com/App and get access to hundreds of free book and audiobook summaries.

Behavioral psychology has typically been used to help therapists provide effective counseling and designers build better products. But we all can benefit from insights about how our brains work. When we apply these lessons to our own work, we can positively impact our teams and our organizations.  Matt Wallaert is a behavioral scientist working at the intersection of technology and human behavior. A multi-exit entrepreneur and product expert, he is passionate about focusing on behavior as the outcome of everything we build. He is the author of Start at the End: How to build products that create change and no matter where he is, Matt will be in cowboy boots and gesturing wildly.  Matt and I talk about behavioral psychology and what happens when you think about management as a service, how to use promoting and inhibiting pressures to guide behavior and create an ideal environment, how to set objectives and run pilots to measure process and outcomes, and gather learnings and so much more.  Read the related blog article: Try These Behavioral Science Strategies For Managing Team Behavior. Join the Modern Manager community (www.mamieks.com/join) win 1 of 5 copies of Start At The End: How to build products that create change. You must be a member by April 14, 2020 to be eligible.  If you work for a nonprofit or government agency, email me at mamie@mamieks.com for 20% off any membership level. Subscribe to my newsletter to get episodes, articles and free mini-guides delivered to your inbox.  Help me write my new book! I’m researching what makes a manager great to work for. Share your story and experience at www.managerialgreatness.com Help spread the word, too! Share the link with friends and colleagues.  I want to work directly with you! Learn more about my one-on-one coaching services or complete this intake form to see if coaching is the right next step for you. (www.mamieks.com/coaching) KEY TAKEAWAYS It’s difficult to manage people if you haven’t articulated what behaviors are desired and why. Promoting pressures make something easier and more likely, while inhibiting pressures make something harder and less likely. As a manager, you can influence behavior by designing promoting and inhibiting pressures. Develop yourself and others to have both deep expertise and broad interests. Spend time learning in your area of specialty and learning in a wide variety of topics even if they’re unrelated to work.  Col

Behavioral psychology has typically been used to help therapists provide effective counseling and designers build better products. But we all can benefit from insights about how our brains work. When we apply these lessons to our own work, we can positively impact our teams and our organizations.  Matt Wallaert is a behavioral scientist working at the intersection of technology and human behavior. A multi-exit entrepreneur and product expert, he is passionate about focusing on behavior as the outcome of everything we build. He is the author of Start at the End: How to build products that create change and no matter where he is, Matt will be in cowboy boots and gesturing wildly.  Matt and I talk about behavioral psychology and what happens when you think about management as a service, how to use promoting and inhibiting pressures to guide behavior and create an ideal environment, how to set objectives and run pilots to measure process and outcomes, and gather learnings and so much more.  Read the related blog article: Try These Behavioral Science Strategies For Managing Team Behavior. Join the Modern Manager community (www.mamieks.com/join) win 1 of 5 copies of Start At The End: How to build products that create change. You must be a member by April 14, 2020 to be eligible.  If you work for a nonprofit or government agency, email me at mamie@mamieks.com for 20% off any membership level. Subscribe to my newsletter to get episodes, articles and free mini-guides delivered to your inbox.  Help me write my new book! I’m researching what makes a manager great to work for. Share your story and experience at www.managerialgreatness.com Help spread the word, too! Share the link with friends and colleagues.  I want to work directly with you! Learn more about my one-on-one coaching services or complete this intake form to see if coaching is the right next step for you. (www.mamieks.com/coaching) KEY TAKEAWAYS It’s difficult to manage people if you haven’t articulated what behaviors are desired and why. Promoting pressures make something easier and more likely, while inhibiting pressures make something harder and less likely. As a manager, you can influence behavior by designing promoting and inhibiting pressures. Develop yourself and others to have both deep expertise and broad interests. Spend time learning in your area of specialty and learning in a wide variety of topics even if they’re unrelated to work.  Collaborate with your team to design tests or experiments for how you make the experience at work better. Be clear about the outcomes the team is responsible for to ensure the experiments support the outcome achievement.  Reflect on the experiments and iterate based on the learnings.  Use both outcome goals and process goals. Outcome goals describe the final state or achievement while process goals describe actions you take.  Measure performance based on outcome goals. Use process goals to help you understand why outcomes are being achieved (or not). Write a behavioral statement that explains the behavior you desire for which population under what circumstances (motivation and limitations).  Teams struggle to work with other teams when it’s unclear where the boundaries are and who is responsible for what. A behavioral statement can make it easier for everyone to understand your team’s role. Good standardized processes open up creativity and enable greater autonomy. It reduces the cognitive load on your brain and allows your mental energy to be focused on the important and valuable topics. KEEP UP WITH MATT Website: mattwallaert.comTwitter: @mattwallaert mamie@mamieks.com

Kevin Callahan on Engineering Culture by InfoQ, Matt Wallaert on The Product Science Podcast, Mirco Hering on Troubleshooting Agile, Ryan Ripley on Agile FM, and Adam Tornhill on Maintainable. I’d love for you to email me with any comments about the show or any suggestions for podcasts I might want to feature. Email podcast@thekguy.com. And, if you haven’t done it already, don’t forget to hit the subscribe button, and if you like the show, please tell a friend or co-worker who might be interested. This episode covers the five podcast episodes I found most interesting and wanted to share links to during the two week period starting February 3, 2020. These podcast episodes may have been released much earlier, but this was the fortnight when I started sharing links to them to my social network followers. KEVIN CALLAHAN ON ENGINEERING CULTURE BY INFOQ The Engineering Culture by InfoQ podcast featured Kevin Callahan with host Shane Hastie. Kevin helps people solve complex problems together. Sometimes that looks like Scrum, Kanban, and technical practices, and sometimes that looks like organizational development and strategy. Shane asked about positive organizational development. Kevin says that positive organizational development is an interconnected body of work with the core idea that true sustained change doesn’t happen when we simply try to fix things that are weak or broken. Positive change suggests that you go to the places that are already good and you amplify them and the places that weren’t working so well cease to be relevant. Shane asked what this looks like in practice. Kevin says that, because he is actively inviting people into the room and looking to see what the group already knows together, he finds it energizing and refreshing and people lean into it and feel like they belong there. Shane asked how someone in a position of influence who wanted to create some kind of change in their organization would approach the organization and their people. Kevin likes to start with open questions that get the people to imagine everything was right in the company and ask what people are  doing differently, what customers are saying, what quality is like, and what stories people are telling each other when they don’t think anyone is listening. These positive questions get people to imagine what could be and starts in motion the change effort that makes it possible to achieve the change. You may get answers like “I only want to work four hours a day,” or, “I want six months of paid vacation,” but eventually you may get answers like, “I really wish I had the opportunity to learn more things.” Shane connected Kevin’s ideas to Dave Snowden’s notion of sense-making and asked how you make sense from non-viable statements like, “I want to work four hours a day,” so that you arrive at more viable questions like, “How do I stay at home more?” Kevin says that instead of reacting to non-viable requests by blowing them off, ask follow up questions to build a bigger narrative. You could ask clean language questions like, “What kind of four hour workday? What would come before your four-hour workday? What would come after?” This builds a bigger narrative that helps you respect something that is valuable to this person while still respecting the organization’s collective needs. Apple Podcasts link: https://podcasts.apple.com/ca/podcast/kevin-callahan-on-positive-organisational-design-complex/id1161431874?i=1000462364585 Website link: https://soundcloud.com/infoq-engineering-culture/kevin-callahan-on-positive-organisational-design-and-complex-systems MATT WALLAERT ON THE PRODUCT SCIENCE PODCAST The Product Science Podcast featured Matt Wallaert with host Holly Hester-Reilly. Trained as a behavioral scientist, Matt is Chief Behavioral Officer at Clover. He says he is always fascinated by outliers, those customers that are using his products in unconventional ways. He says that having conversations with these users can sometimes push you in startling directions to build new things or think in different ways.  The behavioral science team is given behavioral outcomes that the company needs to accomplish such as, “everybody needs to get a flu shot,” and figure out what needs to be done to make it happen. They look at two groups of outliers: people who consistently did it and suddenly stopped and those that consistently did not do it and suddenly started. They found that people who get the flu shot for the first time often do so because of the birth of grandchild. This led them to start a flu shot campaign that was personalized to your personal health goal. Instead of saying, “You should get the flu shot for you,” it often said, “You should get it so you don’t get your wife sick, so you don’t get your grandchild sick, or so you don’t get your church congregation sick.” He contrasted this collectivist form of motivation with products like Spotify that are all about benefitting the user directly. Expanding the set of motivations we examine to include people’s willingness to do things on behalf of another person, on behalf of a culture, or on behalf of an identity, he says, is undeveloped in modern product management. If there is a number one product hobgoblin of early founders, it is their belief that the pros outweigh the cons. They massively overweight the pros and massively underweight the cons. But lately, there have been a whole host of startups that are not about providing additional value but simply about minimizing costs, and not just economic costs but also mental attention costs. Finance companies think about their products as “share of wallet”. For, say, American Express, of the financial transactions that a customer performs, they want to know how much of that is going on an American Express card. Their job is to maximize this share of wallet. Similarly, Facebook attempts to maximize share of attention. This is an impoverished view of product-building. Companies like this are leaving off the “I” in ROI. One of the problems of the “share of attention” view of the world, is that it means everyone is in competition with everyone else. Even products that seem far apart, such as a product in the exercise space and one the video game space, are competing for share of attention. Matt thinks people are going to get smarter about where they spend their attention. A whole new product class will come out around automating the things we don’t care about. The rise and fall of Blue Apron, he says, was a dramatic characterization of the misunderstanding of automation. Blue Apron sold the world on automated food. That is not what Blue Apron is. They went on to talk about the desire for statistical significance in every experiment and how the context of the experiment drastically affects how much certainty is really needed. He talked about how most quantitative analysts who see an intervention that is measured to work 80% of the time in the sample of the population measured would say, “I got nothing,” and end the experiment. So Matt says, “Let me tell you about this intervention: It is a tiny pill, dissolves in your mouth, has no side effects of any kind, costs a penny to produce, tastes like unicorns and rainbows, and instantly cures all forms of cancer forever. Maybe we should further investigate this intervention.” He compared his book Start At The End to Thaler and Sunstein’s Nudge. His book is more about how to create a process, a team, and an organization around behavioral science approaches. Instead of running his team as a research organization, he runs it like a factory. This makes it easier for an executive to understand how it all works. He says his book is more a handbook. Half the book is how you go about building the intervention design process and the other half is more advanced topics. He is seeing it being taught in college courses in disparate programs, including business administration, marketing, and implementation science. Apple Podcasts link: https://podcasts.apple.com/ca/podcast/matt-wallaert-hypothesis-great-product-teams-use-behavioral/id1451623431?i=1000462456956 Website link: https://anchor.fm/product-science-podcast/episodes/The-Matt-Wallaert-Hypothesis-Great-Product-Teams-Use-Behavioral-Science-to-Build-Products-That-Create-Change-ea3s54 MIRCO HERING ON TROUBLESHOOTING AGILE The Troubleshooting Agile podcast featured Mirco Hering with hosts Douglas Squirrel and Jeffrey Fredrick. Mirco is the author of DevOps for the Modern Enterprise. They talked about dogmatism. Marco says that he sees Agile and DevOps as a toolbelt to solve problems in organizations but not everyone he works with thinks this way. One of the Agile coaches he once worked with said on his first day, “You shouldn’t call these user stories. They are PBIs (product backlog items).” Mirco asked, “What value would that provide? Nobody was confused about the term user story. If anything, you are now adding confusion.” He sees this kind of dogmatism in many organizations. He says that, for him, being pragmatically agile always comes down to identifying the next experiment and having rigorous continuous improvement. Squirrel asked Mirco how one can help companies that aren’t familiar with agile ideas to avoid the dogmatism and make the pragmatic choices that improve their process. Mirco believes it starts with value stream mapping. This gives you a good visual of the overall process and you can identify bottlenecks, quality holes, and things that take too long. Jeffrey brought up the book Crossing The Chasm and how the early majority change because they don’t want to be left behind and the late majority change because the new behavior is the standard. He asks how, when this is their motivation, do you help the business to get from “we need to be Agile to be Agile” to “having a purpose.” Mirco says that, very early on, you need to ask, “How will we know we’ve been successful?” Mirco sees companies at conferences describe a world where they can do forty deployments a day and have all employees singing and dancing everyday. They are not anywhere close to this ideal. They need to figure out how to see in two months time that they are making progress. They should be able to ask, “What does the business want to do that it can’t do now.”  As a consultant, the very first thing you do is listen. Often they start to tell you some stories. Then you start trying a couple of ideas. You could do a bit of decoupling on the architecture or a bit of Agile coaching on a failing Agile project. You have a large tool belt of tools to choose from. Apple Podcasts link: https://podcasts.apple.com/ca/podcast/devops-for-the-modern-enterprise/id1327456890?i=1000462577701 Website link: https://soundcloud.com/troubleshootingagile/devops-for-the-modern-enterprise RYAN RIPLEY ON AGILE FM The Agile FM podcast featured Ryan Ripley with host Joe Krebs. Ryan was on to talk about the book he co-authored with Todd Miller called, “Fixing Your Scrum.” He says that the book came out of a conversation he had with Todd two years ago about the Scrum anti-patterns that they were seeing in the wild over the past twenty years and how the two of them, as consultants, solve them. Most Scrum books are very theoretical. Ryan and Todd, by contrast, spent only one page on the Scrum framework and jumped right into advanced topics. Joe brought up that Scrum tends to turn into something robotic and oriented around checklists. Joe considers this form of Scrum to be lifeless and low in energy. He finds that nobody leaves the events with a smile on their face and he wonders how the book would help such people. Ryan says that such mechanical Scrum is very common and it is because the principles and values are lacking. It becomes rote and legalistic. He says that he and Todd don’t care that much about Scrum. Instead, they care about empiricism and want to bring forward transparency, inspection, and adaptation, and use the Scrum values of focus, openness, courage, commitment, and respect to make adaptations to products as needed to deliver the right thing at the right time to the right customer. Without having the values in place, empiricism can’t work. Companies have gone to the mechanical version of Scrum to avoid empiricism. Empiricism is table stakes now. Twenty years ago, empiricism was a cute idea that people could dismiss because the blue chip companies were fat, happy, and dumb. Their problem was success. Today, no matter what industry you’re in, banking, taxi cabs, or real estate, there is a startup looking to destroy your market. He asks, “Who would have ever thought the taxi cab industry would be upended by Uber and Lyft? Who would have ever thought that the largest real estate company in the world would own zero real estate and be Airbnb?” Joe asked about the sentence, “The Scrum Master’s work is never done.” Ryan says that the statement comes from the rapid rate of change today. He and Todd believe that the majority of times a Scrum team fails, it is because a Scrum Master is settling. The Scrum Master is tolerating organizational or team impediments.  The reason a Scrum Master’s job is never done is that those impediments morph and change and emerge constantly. Ryan has yet to see a company where nobody leaves, markets don’t shift, and budgets don’t become constrained. As Scrum Masters, our role is to help organizations make sense of the complexity through the use of the Scrum framework and to help teams refocus and reshape what they could and should be doing to serve a customer. Ryan says nothing about the Scrum Master role is about the Scrum Master. When Ryan transitioned from a project manager to a Scrum Master, this part was difficult for him. Back when Ryan was a project manager, everything was about him: he was the one making the decisions, driving people to a date, or getting in front of boards of directors and making a speech. As a Scrum Master, we are in the back of the room watching the dev teams show off their software. None of this is about the Scrum Master. The job is to serve others. Apple Podcasts link: https://podcasts.apple.com/ca/podcast/ryan-ripley-agile-fm/id1263932838?i=1000462512766 Website link: https://agile.fm/agilefm/ryan-ripely ADAM TORNHILL ON MAINTAINABLE The Maintainable podcast featured Adam Tornhill with host Robby Russell. Robby started out by asking Adam about the common traits of a maintainable solution. Adam first likes to see the solution optimized for understanding. Second, he wants to see alignment between the architecture, the team boundaries, and the way the system evolves. Last, he wants the capability to deliver anytime with known quality. In terms of team boundaries, Adam wants to avoid having multiple teams working in the same parts of the code for different reasons because that has a high correlation to quality issues and makes it hard for individuals to maintain mental models of the system. He says you want clear operational boundaries between teams but then you also want each team’s knowledge boundary to be slightly wider so that you are familiar with other parts of the system and know other teams’ members as people. Robby asked what about a separation between a team working on new features and another fixing bugs. Adam is not a fan of that form of separation because it cuts out an important feedback loop. Robby asked what other developers get wrong when discussing technical debt. Adam says that many developers call any code that’s bad technical debt, but to Adam, it is not technical debt unless you have to pay interest on it. With a high degree of technical debt, you tend to see lots of effects on the product roadmap, you get longer and longer lead times, and your end users experience defects that take a long time to fix. Robby asked about Adam’s book on behavioral code analysis, Software Design X-Rays. In behavioral code analysis, the emphasis is placed more on the organization and the developers building the code than on the code itself. You analyze using measurements from version control data and project management data and it is used to prioritize technical debt or reason about social factors of software development projects. Some examples are detecting knowledge gaps in the code, code written by developers no longer present, or uncontrolled coordination needs between different developers in the code. Robby asked what motivated Adam to write the book. Adam says that Software Design X-Rays follows in the tracks of his first book, Your Code As A Crime Scene, which was written to share techniques Adam had been using in his consulting work. The theme for both books is, “How can you make it easier and cheaper to maintain your software?” There are several patterns he uses often. One is the concept of hot spots, which help identify complicated code that we work with often. The data shows that any application can have its hot spots narrowed down to two or three percent of the codebase. This is a positive message that tells us we don’t need to rewrite whole programs but can make big improvements by changing only a small percentage of the product. Robby asked how to prioritize work on technical debt reduction. Adam says to prioritize the most complex modules using hot spot analysis. With slightly more advanced analysis, you can get hot spots down to the function level and get quick wins within days. For your initial refactorings, you should use techniques like mob refactoring to help spread knowledge of how to attack these kinds of problems and get everyone to align on the approach. Apple Podcasts link: https://podcasts.apple.com/ca/podcast/adam-tornhill-prioritizing-technical-debt-behavioral/id1459893010?i=1000463144606 Website link: https://maintainable.fm/episodes/adam-tornhill-prioritizing-technical-debt-with-behavioral-code-analysis-yigwD2Ga LINKS Ask questions, make comments, and let your voice be heard by emailing podcast@thekguy.com. Twitter: https://twitter.com/thekguy LinkedIn: https://www.linkedin.com/in/keithmmcdonald/ Facebook: https://www.facebook.com/thekguypage Instagram: https://www.instagram.com/the_k_guy/ YouTube: https://www.youtube.com/c/TheKGuy Website:

Matt Wallaert is a behavioral scientist working at the intersection of technology and human behavior. He headed product at two successful startups, then Microsoft and Microsoft Ventures, and is now the Chief Behavioral Officer at Clover and author of Start at the End: How to build products that create change, with a slate of pro-social side projects including GetRaised, SalaryOrEquity, and IAskedHer. In this episode of the Product Science Podcast, we talk about how Matt gets his team to focus on the behavior they're trying to change, and his unique research process. Read the show notes to learn more.

Best-selling author and speaker Matt Wallaert explained how behavioral science is being applied to the way products are built nowadays. Great insights into the mix of pure science and modern business in our fresh podcast episode!

Matt Wallaert is a behavioral scientist and entrepreneur. For over ten years, Matt Wallaert has been applying behavioral science to practical problems, from startup exits to the Fortune 500 to an array of pro-social side projects. He's given hundreds of talks on the science of behavior change in this conversation we get into what it takes to build world-class life changing products.

Matt Wallaert () is the Chief Behavioral Officer (CBO) of , a fast growing company that is doing health insurance differently. Matt is also author of the recently published book . He’s former Director and Behavioral Scientist , and before that was the founder and creator of a handful of start-ups. He’s regarded as one of the first applied behavioral scientists in the for-profit sector, many years ahead of the recent wave we’ve entered into now. He has a BA from Swathmore College in Psychology.

Does your company throw around new ideas until one sounds just good enough to execute and scale to everyone? In Start at the End, technology executive and behavioral scientist Matt Wallaert argues that the purpose of everything is behavior change. By starting with outcomes instead of processes, the most effective companies understand what people want to do and why they aren't already doing it, then build products and services to bridge the gap. Wallaert is a behavioral psychologist who has led product design at organizations ranging from startups like Clover Health to industry leaders such as Microsoft. Whether dissecting the success behind Uber's ridesharing service or Flamin' Hot Cheetos, he underscores with clarity and humor how this approach can improve the way we work and live.  To learn more about Matt, visit: https://mattwallaert.com/about/ To learn more about Houston Money Week visit: www.Houstonmoneyweek.org   http://www.cheatsheet.com/personal-finance/how-schools-can-improve-their-personal-finance-education.html/ Financial Advisor Magazine Articles: http://www.fa-mag.com/news/advisors-stay-the-course-amid-monday-s-market-drop-22864.html?section=3  http://www.fa-mag.com/news/on-it-s-80th-anniversaryadvisors-consider-social-security-s-impactfuture-22784.html?section=3 You can listen live by going to www.kpft.org and clicking on the HD3 tab. You can also listen to this episode and others by podcast at: http://directory.libsyn.com/shows/view/id/moneymatters or www.moneymatterspodcast.com #KPFTHOUSTON #HoustonMoneyWK #mattwallaert

Best-selling author Matt Wallaert shares how to change the behavior of others, how to get chronically late people to be on time consistency, and why he automates everything.

Join us today as we speak with Matt Wallaert from Clover Health about leading behavior.

My guest today is Wallaert, a behavioral psychologist who has led product design at organizations ranging from startups like Clover Health to industry leaders such as Microsoft. Whether dissecting the success behind Uber's ridesharing service or Flamin' Hot Cheetos, he underscores with clarity and humor how this approach can improve the way we work and live. The topic is his book Start at the End: How to Build Products That Create Change. In this episode of Trend Following Radio we discuss: Matt argues that the purpose of everything is behavior change. By starting with outcomes instead of processes, the most effective companies understand what people want to do and why they aren't already doing it, then build products and services to bridge the gap. Jump in! --- I'm MICHAEL COVEL, the host of TREND FOLLOWING RADIO, and I'm proud to have delivered 10+ million podcast listens since 2012. Investments, economics, psychology, politics, decision-making, human behavior, entrepreneurship and trend following are all passionately explored and debated on my show. To start? I'd like to give you a great piece of advice you can use in your life and trading journey… cut your losses! You will find much more about that philosophy here: https://www.trendfollowing.com/trend/ You can watch a free video here: https://www.trendfollowing.com/video/ Can't get enough of this episode? You can choose from my thousand plus episodes here: https://www.trendfollowing.com/podcast My social media platforms: Twitter: @covel Facebook: @trendfollowing LinkedIn: @covel Instagram: @mikecovel Hope you enjoy my never-ending podcast conversation!

Nudge meets Hooked in a practical approach to designing products and services that change behavior, from what we buy to how we work. Deciding what to create at modern companies often looks like an episode of Mad Men: people throw ideas around until one sounds sexy enough to execute and then they scale it to everyone. The result? Companies overspend on marketing to drive engagement with products and services that people don't want and won't help them be happier and healthier. Start at the End offers a new framework for design, grounded in behavioral science. Technology executive and behavioral scientist Matt Wallaert argues that the purpose of everything is behavior change. By starting with outcomes instead of processes, the most effective companies understand what people want to do and why they aren't already doing it, then build products and services to bridge the gap. Wallaert is a behavioral psychologist who has led product design at organizations ranging from startups like Clover Health to industry leaders such as Microsoft. Whether dissecting the success behind Uber's ridesharing service or Flamin' Hot Cheetos, he underscores with clarity and humor how this approach can improve the way we work and live. This is an essential roadmap for building products that matter--and changing behavior for the better.

Listen to our candid conversations with key influencers and thought leaders as we chat about the Future of Work and its unparalleled opportunities, significant challenges and how you can future-proof yourself and your organization. https://www.werfuture.com/episode-10 #FutureofWork #WeRFuture #MattWallaert

"Existing people behavior is shaped by a world. The best way to change the world is to understand what pressures shaped the world as is it." "If you read one or four words in a book and they will magically change your behavior — that's a successful book." Собеседник: Matt Wallaert, Chief Behavioral Officer в Clover Health, cloverhealth.com ФБ: www.fb.com/matt.wallaert Подкаст на английском О чем говорим: — почему продукт не должен нравиться, но должен менять поведение — какие метрики/характеристики поведения нужно учитывать — как факторы, влияющие на поведение, могут нас стимулировать или ограничивать — ограничивающие и стимулирующие факторы на примере написания книги — какие факторы нужно учитывать в сфере страхования и чем помогает исследование поведения — как в Clover Health собирают данные для исследований — какой вопрос стоит задать себе перед тем, как создавать продукт — как работает "competing pressures model" — что нужно декларировать социальным платформам — почему важно фантазировать о мире, в котором нет привычных моделей поведения — могут ли JTBD и customer development повлиять на изменение поведения Мы упоминаем книгу Мэтта Start at the End: How to Build Products That Create Change, https://amzn.to/2KBkbEb

In this episode, Matt talks about what does it take to design products and what can people learn from his new book, Start at the end.

Matt Wallaert believes “behavioral science can change the world.” In his new book, Start at the End, he argues that too many business leaders approach change by asking the wrong question: “What are we going to do?” The right question is, “What do we want to happen?” and then how do you build backwards towards that behavior change? Wallaert is a behavioral scientist, author, speaker, entrepreneur, and Chief Behavioral Officer at Clover Health. He joins the podcast to talk about why companies need to put behavior at the center of everything they do. Listen to this podcast episode to learn: • Why advertising and marketing should focus on behavior change rather than just attention and presentation • What M&Ms vs. Snickers can teach us about “promoting pressures” and “inhibiting pressures” on human behavior • Why market research needs to be forward looking and, possibly, split into two primary functions • The value of a behavioral statement and why companies should articulate one • Why every company needs (but likely doesn’t have) a Chief Behavioral Officer • More from Wallaert’s book about his process for creating behavioral change Fore more information: mattwallaert.com

Matt Wallaert believes that behavioral science can change the world, and after this conversation, I agree.    Matt Wallaert is a behavioral scientist and entrepreneur working at the intersection of technology and human behavior designing products and programs that help people live happier, healthier lives. He’s also the Chief Behavioral Officer at Clover Health, and the author of the book Start At The End: How to Build Products that Create Change which was released on June 11th. It offers a new framework for design grounded in behavioral science by starting with outcomes instead of processes. The book seeks to understand why people do what they do and how to build products and services to bridge that gap. Plus, he's a freaking awesome human being.   In our chat we also discuss:  During the episode we talk about: The paradox of choice. Why we eat M&M’s. How to change behavior both personal and organizational for the greater good. How YOU, yes YOU can and maybe already are a behavioral scientist. How to make decisions based on your authentic values. How social media impacts our decision-making ability. What it means to start at the end and why this authentic and ethical approach is a better way to have an impact on the world.   Matt was one far and away one of the easiest and funniest people to talk to. I wholeheartedly loved this conversation, and I hope you do too.

I am so excited about today's discussion with our guest Matt Wallaert. He's an expert in behavior change, which comes in handy whether we're trying to change our own behavior or the behavior of our customers. Matt is a world class expert in this behavior change. He has a new book – Start at the End - coming out in just a few weeks, and is one of the most fascinating people I've met. Buckle up and get ready. Listen at https://nextyearnowpodcast.com/67

About This Episode:Matt Wallaert is a behavioral scientist working at the intersection of technology and human behavior, and author of the new book on applying behavioral science to practical problems, Start At The End: How To Build Products That Create Change. A multi-exit entrepreneur and product expert, he is passionate about focusing on behavior as the outcome of everything we build. No matter where he is, Matt will be in cowboy boots and gesturing wildly. Say hi on Twitter: @mattwallaert Find out more about Matt at: Start At The End: How To Build Products That Create Change http://mattwallaert.com/   See the Show Notes: www.jeremyryanslate.com/577 Sponsors:Podcoin: Get paid to listen to podcasts and this podcast! Get 300 free podcoins using our promo code "create" head over to  https://www.podcoin.com/ Command Your Brand Media: Looking to grow your brand as a guest on top rated podcasts? Visit www.commandyourbrand.media

About This Episode:Matt Wallaert is a behavioral scientist working at the intersection of technology and human behavior, and author of the new book on applying behavioral science to practical problems, Start At The End: How To Build Products That Create Change. A multi-exit entrepreneur and product expert, he is passionate about focusing on behavior as the outcome of everything we build. No matter where he is, Matt will be in cowboy boots and gesturing wildly. Say hi on Twitter: @mattwallaert Find out more about Matt at: Start At The End: How To Build Products That Create Change http://mattwallaert.com/   See the Show Notes: www.jeremyryanslate.com/577 Sponsors:Podcoin: Get paid to listen to podcasts and this podcast! Get 300 free podcoins using our promo code "create" head over to  https://www.podcoin.com/ Command Your Brand Media: Looking to grow your brand as a guest on top rated podcasts? Visit www.commandyourbrand.media

Behavioral Scientist Matt Wallaert joins Erik and Zarak to chat about how and why organizations should create a Chief Behavioral Officer position. Matt shares insights and examples from his 15+ years of behavioral science experience to explore how academic concepts can be practically and efficiently applied to businesses. Ethical considerations are discussed, always keeping the public good in mind. Low operational costs and high efficacy make the creation of a CBO position a savvy idea for businesses.

Bloomberg View columnist Barry Ritholtz interviews Matt Wallaert, a behavioral scientist who works at the intersection of technology and human behavior. After several years in academia and two successful startups, he joined Microsoft, where he led a team of experts using technology to help people live happier, healthier lives. During his time with Microsoft, he was a director at Microsoft Ventures, the firm’s venture capital arm. He sits on the boards of a variety of startups and nonprofits. Wallaert and Ritholtz discuss the role of behavioral psychology in startups. This interview aired on Bloomberg Radio.

The Aspire to Lead Conference was recently held in Minneapolis.  Hundreds of omen and men from around the region met for a day full of speakers and networking that seeks to empower women to take more active leadership roles in their careers, communities and day-to-day lives. Matt Wallaert is a behavioral scientist working at the intersection of technology and human behavior.  He spoke about where the diversity and the role of gender in the workplace. 

Holly Ransom introduces Matt Wallaert, director of Microsoft Startup Partners, who explains the psychology behind behaviour change – and how you can identify factors that are holding you back. Matt is also a prominent campaigner for gender equality and through Get Raised has helped women across the world to earn pay rises collectively worth over 2.3 billion dollars. See acast.com/privacy for privacy and opt-out information.

A feminist and behavioral scientist, Matt Wallaert believes that using data to build products is the key to effecting real change, such as the gender pay gap, which explains why he created GetRaised, a tool that helps women ask for raises. He is currently Director of Microsoft Startups, where he uses psychology to build products that enable people to take action on their ideas, questions, and desires. Notes Emma Watson: Gender equality is your issue too UN Women Could these 2 women help solve Silicon Valley's diversity problem? by Shalene Gupta, Fortune RadiumOne's All-Male Board Is Now Deciding Whether (Or Not) to Dump CEO Over Domestic Violence Conviction by Kara Swisher, Recode Men Really Are Clueless About Their Female Coworkers by Rick Wartzman Ex-Kleiner VC Ellen Pao Introduces Diversity Initiative by Ellen Huet, Bloomberg Whitney Wolfe, founder of dating app Bumble, has had quite the year. She just can’t discuss parts of it. by Todd C. Frankel, Washington Post C.P. Ellis, 78; Once a Ku Klux Klan Leader, He Became a Civil Rights Activist Stephen King iBooks Microsoft CEO Satya Nadella celebrates 'pivotal year' as Office 365, cloud make gains by Harriet Taylor, Anita Balakrishnan CNBC A Unicorn Is the Last Thing This Web 2.0 Survivor Wants by Jessi Hempel, Wired Additional Reading Why Men Don't Mentor Younger Women—And How We Can Change That By Kate Ashford, The Muse Five Brainless But Brilliant Routes To A Raise by Meghan Casserly, Forbes Wage Gap Costs U.S. Women $500 Billion A Year, Report Finds by Laura Bassett, The Huffington Post Hacking inequality and behavior by Capioca, Medium What Is Design Thinking? by Kaan Turnali, Forbes The point of normative models in judgment and decision making by Jonathan Baron, frontiers Guest bios & transcripts are available on www.broadmic.com.