October 24, 2025 • 24 mins
Ever sit in a meeting and wonder why everyone suddenly sounds like a thesaurus in a suit? Dina and Hilary unpack corporate jargon, why it spreads, how it shapes communication, and what leaders can do to keep clarity without losing personality. From low-hanging fruit to let’s take it offline, they trace how office-speak evolved and why it still thrives.
Have you heard any buzzwords lately that make you cringe? Share the phrases you’d retire tomorrow and how you’d translate them into real talk at work!
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Links & Mentions:
===========================
➡︎ The AI Jargon Flywheel From Hell
➡︎ The Use of Jargon Kills People's Interest in Science, Politics
➡︎ The Animal Instinct That Drives Workers to Adopt Corporate Jargon
➡︎ HR Leaders Think Soft Skills Are More Important Than Ever—Just Don't Call Them 'Soft'
===========================
Connect with our Team of Huemans:
===========================
➡︎ Website: https://www.hueman.com/
➡︎ Podcast: https://www.youtube.com/@huemanps/podcasts
➡︎ LI: https://www.linkedin.com/company/hueman-people-solutions
Don't forget to subscribe to the Hueman Resources Podcast Channel for more valuable insights on talent acquisition, recruiting, and workforce planning and management.
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Transcript
Episode Transcript
Available transcripts are automatically generated. Complete accuracy is not guaranteed.
SPEAKER_02 (00:06):
Welcome to Real Talk on Talent, a human resources
podcast where we talk abouttalent acquisition, recruiting,
and all things hiring.
Hey Dina.
Hey Hillary.
Welcome back.
It's a pleasure to be here.
It's been a while.
It has been a while.
I always like being here withyou, though.
I like being here with you.
(00:27):
Um, I am both excited.
There's such synergy between us.
I was just about to say that I'mreally excited and very nervous
about this topic today.
Tell me why.
For exactly that reason you juststarted with.
SPEAKER_01 (00:40):
Okay.
Our synergies?
Yes.
Well, let's just dive right intoit.
SPEAKER_02 (00:46):
So today we're talking about buzzwords.
SPEAKER_01 (00:49):
Buzzwords.
SPEAKER_02 (00:50):
Corporate jargon, the things we all love to hate
and hate to love.
Yeah.
Yes, we are.
How do we want to start withthis?
Because I'm just worried you'rejust going to throw jargon at
me.
I probably am.
SPEAKER_01 (01:00):
You know what?
I mean, let's double-click intowhat it is that we really do we
need boundaries in thisconversation.
It's probably a good way to do.
How about if I say somethingthat makes you uncomfortable?
We can parking lot that forlater.
SPEAKER_02 (01:16):
So okay, let's talk about why this is such a like
like this buzzwords.
Okay.
SPEAKER_01 (01:22):
Why are they everywhere?
So, well, we've recentlyuncovered some articles, which
first of all, if it's on theinternet, it is the truth.
Can't lie on the internet.
We all know that to be facts.
Correct.
But um, we already know thatcorporate speak exists.
So, but let's start there.
Okay.
Why?
Oh gosh.
SPEAKER_02 (01:39):
I'm not asking for like an actual historic reason.
Okay, like in your experience inthe corporate world, why do you
think we default into these likecorporate sayings and like
jargony words and they oh, I'vegot a couple of ideas here.
SPEAKER_01 (01:52):
A, they have universally accepted meanings,
which they can kind of almostbecome a universal language.
One, two, they're sometimesnicer than saying the actual
thing that you made.
SPEAKER_02 (02:03):
I think that's fair, but I think there's a difference
between framing a statement in aprofessional way, which is that
second thing you talked about,uh-huh.
But the first one where thereare all these like idioms or
analogies.
Oh, yeah.
Like tops of the waves, tip ofthe spear, like it's not
(02:24):
actually clearer.
Oh, this is my favorite.
Um, you don't want to be thelong pole in a tent.
I need to think about that one.
Correct.
That's my point.
It means you're holdingeverybody up.
SPEAKER_01 (02:35):
Oh, interesting.
It's harder to say, it's notsuper clear, but it's common.
People love to say it.
So, yeah, so I mean, I think wehave to um first, if you're
gonna use an idiom or whateveryou're gonna use, make sure
people understand what it means.
So don't tell me I need to bethe long pole in the tent.
No, you don't want to be thelong pole.
I don't want to be.
Yeah, we're gonna strike thatonce and twice.
SPEAKER_02 (02:53):
Okay, strike that strike that.
But I think that's interesting.
It's almost like like howregions have different language,
like nuances or idiosyncrasiesin corporate worlds.
It's like you hear somethingthat sounds nice, sounds cool.
SPEAKER_01 (03:09):
Well, and then I think if you're in an
organization and everybody issaying tip of the spear, yeah,
yeah, you're naturally gonna saytip of a spear.
So it's almost kind of it's kindof like we're it's like a
stereotype.
Almost follow me here.
SPEAKER_02 (03:22):
Yeah, no, you're right, because I'd never heard
that before I came to human.
And especially when I started atHuman six years ago, it was used
all the time.
Yeah.
And I have never once used it.
Mm-hmm.
Good for you.
It's just there's somethinguncomfortable about it.
I'm with you.
I'm with you there.
Okay.
Yeah.
That is interesting.
I appreciate that insight there.
Do you use buzz like corporatejargon?
SPEAKER_01 (03:43):
So I didn't realize I did until my husband called me
out.
Oh no, what do you call out?
I was um first one time I saiddouble clicked and I cringed on
myself.
I was like, oh no, dude, youshould said that stuff.
Double click on that.
Um, apparently, what I say, andI don't think this is that that
much of a you know jargony term,but I always say, I'm gonna give
you a high-level overview.
(04:04):
A high level overview.
Literally, every time I walk outof a call, he's like, Did you
give another high-leveloverview?
I'm like, I think I just diddeny.
I'm sorry.
Yeah, so I do a lot ofhigh-level overviews.
Do a lot of high-leveloverviews.
What about you?
SPEAKER_02 (04:21):
I don't know.
I'm sure I do.
I can't I can't think ofanything specific that I go back
to.
I'll have to, I'll have tonoodle on that.
What?
SPEAKER_01 (04:32):
There we go.
There we go.
I don't know.
Yeah, I remember a couple yearsago, bespoke.
SPEAKER_02 (04:38):
Oh my gosh.
You know, that is an interestingone when you think about
industry-specific sayings.
Yes.
Because double click andbespoke.
Uh-huh.
We have seen a lot in like theprivate equity venture capital
space.
Yes, we have.
But with in like the hospitallike systems where we work,
nobody's saying.
Yeah.
SPEAKER_01 (04:55):
So that is it, yeah.
You make a really good point.
There are certainlyindustry-specific buzzwords.
So how would you okay?
SPEAKER_02 (05:02):
Let's pretend you start a company.
Uh-huh.
You have a bunch of new hires.
Okay.
Do you use buzzwords in forthese fresh like employees
who've never been exposed?
For these green beans?
SPEAKER_01 (05:16):
I don't know.
So yes, is your industry?
Is that a buzzword?
Green beans?
I don't know.
Maybe that's the same.
I don't know if it's corporatespecific.
Yeah, corporate.
It is now.
Boom.
Um, so if I do use it, I use itaccidentally and inadvertently.
Can we talk about my favoritetopic?
Please.
The you the sayings you made up.
Oh, I make a lot of them.
You make a lot.
(05:37):
Yeah.
I make a so these should betrademarked, just FYI.
I want to make sure that thatdoes happen.
Uh, I like um back of the mathenvelope.
Yeah, very important.
And I want you guys to thinkabout how that works for a
little bit.
It does.
Okay.
Okay.
Good.
What else?
I mean, because who actually hasan envelope?
So do it on the back of the mathinstead.
unknown (05:54):
Okay.
SPEAKER_01 (05:54):
You can't justify it, do you?
Um, no, you absolutely can't.
Um, I have hit the wall runningseveral times.
That is my absolute favorite.
Yeah.
SPEAKER_02 (06:02):
Hit the wall running.
Uh-huh.
Um, and then also I really likeit's another um quiver another
quiver in your toolbox.
SPEAKER_01 (06:09):
Another quiver in your tool belt.
unknown (06:11):
So that's the thing.
SPEAKER_01 (06:12):
I mean, there are all these sayings to say the
same thing, but they're all justso arbitrary.
Who has quivers?
Why are why is anybody talkingabout a quiver?
I mean, it's gotta come from ahistoric people.
I mean, I get that it does, butwhy is a quiver coming up in
modern day speaking?
I mean, I don't know.
I don't have my arrows strappedover my shoulder.
I keep them in my tool beltinstead.
Oh, Whitney for the wind.
SPEAKER_00 (06:33):
Corporate jargon emerged as a byproduct of the
cultural and professionalintegration of military veterans
into the American business worldpost-World War II.
SPEAKER_01 (06:45):
Interesting.
Interesting.
Interesting.
SPEAKER_00 (06:48):
So tip of the spear is quite appropriate.
SPEAKER_01 (06:50):
I see that.
Hmm.
SPEAKER_02 (06:52):
Okay, I would want to talk a little bit because
that is very interesting tothink that if you have what year
did you say that was?
SPEAKER_00 (06:58):
It was during World War II.
World War II.
SPEAKER_02 (07:00):
Post-World War II.
I'm saying 1947.
Yep.
So if you think the 50s, uh-huh,like late 40s, early 50s, you
start to have military come in.
And then Whitney was telling usabout how people using AI today
to help craft differentmaterials.
And I'm not blaming marketers100%, because marketers can do
(07:21):
no wrong, in my opinion.
Yeah.
But if you're going in,apparently the article was that
if you mark like you have peoplego in to create business
documents and they're inputtingthese business jargons into AI,
which is then feeding the dataset, so then AI is pumping out
results.
Yes.
Using the jargon.
SPEAKER_01 (07:41):
It's just reinforcing it, re-proliferating
the message.
So why does it bug me so much?
You know, for me personally,it's a lack of originality.
That's a good point.
It's a lack of originality.
And um, oftentimes, I, you know,in case you didn't know this, I
can be a little bit direct,Hillary.
I feel like they're just you'rehiding behind, you're hiding
behind a phrase.
(08:02):
You're not talking about it.
Get comfortable saying what youactually mean.
SPEAKER_02 (08:05):
I think that's a really valid point.
I have a similar feeling on thebuzzword side, because I kind of
differentiate that corporatespeak is like those sayings and
phrases, and then buzzwords iswhere you throw out fancy, like
bespoke.
Yes.
And I, if someone who overusesbuzzwords, I question if they
(08:27):
actually know what they'retalking about.
SPEAKER_01 (08:29):
No, I could see that.
SPEAKER_02 (08:30):
Because if you just come in and you're talking about
synergy and you're talking aboutoptimization, and those words
what about your velocity?
Well, those words can be correctin the right like cases, but if
you're just laboring, reach intomy purse and throw out every
buzzword I thought they're gonnabe.
Then I'm gonna be like, okay,explain it to me like I'm a
kindergartner.
And if you can't without usingbud buzzwords, then you just
(08:50):
have words that make you soundfancy, and I'm gonna question if
you actually know what you'retalking about.
SPEAKER_01 (08:54):
Perhaps they're just pontificating at that point.
SPEAKER_02 (08:56):
But pontificating is a great word.
SPEAKER_01 (08:57):
That's not a good one.
It's not a buzzword.
Correct.
It's a real legitimate word.
As opposed to a made-up word.
SPEAKER_02 (09:02):
Yes.
SPEAKER_01 (09:03):
Yes.
I think we should have fun withbuzzwords.
I think we should have fun withcorporate speak.
I think we should play a game.
SPEAKER_02 (09:12):
I think we should play a game first.
I'm still in.
No, I know, but first I want toask you.
Okay.
Do you explain jargon to newemployees or do you just let
them learn by osmosis?
Osmosis.
Really?
Yeah, osmosis.
I mean.
SPEAKER_00 (09:27):
There is an argument that using corporate jargon is
actually uh a kind of anoff-handed way of making younger
workers not feel included.
SPEAKER_01 (09:36):
Ah, interesting.
Um, that would require too mucheffort on my part.
I don't the the effort to notinclude somebody is more than
the effort to include.
Um, I think that's keep going.
Yeah, yeah.
Keep going.
So, so I think of myself comingup.
Um, if I was in a meeting andsomebody said something and I
didn't understand what they weresaying, I would do one of two
(09:58):
things.
I would stop and go, excuse me,can you explain that to me?
Or I would write it down and Iwould go look it up later.
So for me, if you don'tunderstand something, um,
perhaps it's not right to stopan entire meeting and pivot and
explain that to you.
It's an opportunity for anindividual to be resourceful and
do a bit of self-learning.
SPEAKER_02 (10:14):
Yeah.
That's real I completely agreeon that.
But I think Whitney brings up aninteresting point that there's
this generations create the workculture.
Okay.
And then when you enter theworkplace, especially if it's a
like traditional work likeenvironment, uh-huh, then you
have to adapt into that.
Yes.
And that includes what you likewhat you wear, how you speak,
(10:36):
how you show up, like yourrespect for hierarchy.
And if you are a leader in acompany and you speak with like
in confusing ways, or you kindof expect people to step in
line, then you really are justperpetuating this, like you have
to earn your stripes basicallyto be able to fit in.
And that includes even beingable to understand what's
happening.
Yeah, yeah.
(10:56):
So I wonder if people tend toperpetuate it because it makes
them feel like, oh, now I'm onthe inn.
SPEAKER_01 (11:01):
Now that I'm on the inn.
SPEAKER_02 (11:02):
I get it, I'm here, I understand.
I can use the phrase tops of thewaves and under and like it's in
context.
I wonder if there's almost thissubconscious like rite of
passage.
Really?
I'm just I mean, no, I'm I'mpontificating.
SPEAKER_01 (11:15):
You are.
Um, it's delightful.
SPEAKER_02 (11:18):
I don't know.
I mean, yeah, so and maybethat's why it bugs me so much
because there's a level of likeum like not presumptiveness, um
like superiority.
Yeah, yeah.
Like if you use these phrases,it's because like, oh, I'm in
charge.
SPEAKER_01 (11:35):
Like I have the experience to use that.
SPEAKER_02 (11:37):
And maybe that's why it annoys me because it's like
that's not you, that's just whatyou've learned by mirroring
other people.
SPEAKER_00 (11:44):
Okay, I see where you're going.
You bring up a fine point,Hillary.
There is an assistant professorat Hong Kong University, uh
Zachariah Brown.
He explains that the desire forstatus is in the workplace, is
why we use those uh corporatejargon words.
Um, language is one of themechanisms of showing off how
(12:06):
you demonstrate that you'recompetent and capable.
SPEAKER_01 (12:09):
Yeah, interesting.
Yeah, you know what?
That that to me is yes, butthat's where you have to look
beyond the surface.
Because to the point you madeearlier, there are people who
can speak all the keywords andthere's no substance behind
this.
SPEAKER_02 (12:22):
So um so but but I guess that's the point is like,
so instead of just absorbing theculture of tip of the spear,
what are you actually trying tosay and tell the group that?
See, like that's my point.
I think it's kind of the samething is you I can see why
someone would mirror their bossif their boss was successful and
(12:43):
they use these phrases.
I mean, not to pick on aspecific industry, but double
click is used in one specificindustry from what I have seen.
Yeah.
SPEAKER_01 (12:54):
I've only double clicked in one industry before.
Uh-huh.
Correct.
Uh-huh.
Have you guys double clickedanywhere?
unknown (13:00):
No.
SPEAKER_01 (13:00):
No, see, they're not in that industry.
There we go.
You know what?
I think we should do controlalt-delete on that.
Great.
SPEAKER_02 (13:07):
I don't want my own.
No, we brought we kind of wentto a space that I hadn't really
considered.
Okay.
I will say this.
I think that I am breaking thecycle with my team.
Okay, tell me more.
I I don't think, and someonewould have to validate if this
is right or not.
I don't think I use very manylike idioms and business sayings
(13:29):
and I don't think you do either.
SPEAKER_01 (13:32):
Yeah.
I don't think you're either.
Yes.
Come as you are.
Yeah.
I I would kind of say I'mbreaking the mold as well.
But it's simply because of myinability to effectively
articulate idioms.
We know I can do makeup my owntime.
SPEAKER_02 (13:48):
That is the way to take the power back.
Exactly.
Take the power back.
I'm I'm not engaging, but youare, you're gonna repurpose for
yourself.
This is the tips of themountain.
SPEAKER_01 (14:00):
Got it.
Got it.
Ready to go.
Nailed it.
All right, Danny.
Do you want to play the game?
I want to play a game.
Okay.
Let's do it.
Boom.
Bada ba.
We're playing a game.
I'm stuck.
Okay.
SPEAKER_02 (14:12):
Um, okay, so instead of doing hot takes for hot
topics, what we're going to dois I have written down phrases
that should not be used in theprofessional workplace and like
traditional professionalworkplace.
And I'm gonna share it with Dinato then translate into corporate
(14:35):
jargon.
Okay.
And then what do you have?
SPEAKER_01 (14:37):
I have written down corporate jargon and Hillary is
going to translate to everydayspeak.
SPEAKER_02 (14:44):
Okay.
All right.
Well, you want to start?
Sure.
Okay.
First up, shut up.
SPEAKER_01 (14:50):
Shut up.
Maybe let's put that in theparking lot.
Um, let's take that offline.
That's my favorite.
We could circle back on thatlater.
Uh-huh.
SPEAKER_02 (15:01):
I also really like um like I I really appreciate
your insights.
Can can we hold on that for now?
Great.
Yeah.
Love it.
Love it.
Perfect.
Yeah.
Okay.
Okay.
SPEAKER_01 (15:14):
Low hanging fruit.
SPEAKER_02 (15:18):
Um, low-hanging fruit is an easy win or
something that you can doquickly, easily with a like good
result.
It's something that it's like,what can we do?
Get a quick win and then keepmoving forward.
Excellent.
Yes.
All right.
I'm not your secretary.
SPEAKER_01 (15:38):
Let me redirect you.
Allow me to redirect you.
Here, you know who could helpyou better with this?
Let me point you in the rightdirection on that one.
SPEAKER_02 (15:46):
Yep.
Yes.
Love that.
SPEAKER_01 (15:47):
Yes.
Okay.
I actually am a huge fan of theredirect and connect.
SPEAKER_02 (15:51):
Yes.
And I think for women, it makesus uncomfortable.
Oh my gosh.
Well, because we like to help.
But it's the best thing is tosay, let me help you find the
right person.
The right person.
Or the person who can get youthat answer the fastest.
SPEAKER_01 (16:02):
Yes.
I remember.
We're going to go on a tangent.
Please do.
So at Human, one thing we do iswe offer incredible customer
service.
But what that often means isscope creep.
And it's it can be scope creepto a detriment.
SPEAKER_02 (16:14):
Keep going, then we're defining scope creep.
Okay.
Because I think that's a jargonthat it is.
SPEAKER_01 (16:20):
Um so I did a training called redirect and
connect.
And that was the name of thetraining.
And I was telling everybody,listen, you you are a recruiter,
you are not running backgroundchecks on individuals.
So when somebody's asking you tointerpret a background check,
you politely redirect andconnect them with the
appropriate resource.
Great, Dina.
Thank you.
That's corporate jargon.
(16:40):
Okay, uh, redirect.
Yes.
SPEAKER_02 (16:42):
Scope creep for our um entry employees is
essentially hear the the boundsof the project, and you're
asking for things that slowlyexpand the bounds of project or
responsibility.
So the scope of the project isbeing creeped.
So they creep.
Yeah, yeah.
SPEAKER_01 (17:03):
Okay.
Whose turn is it?
Uh mine, I think, maybe to showyou the cards.
We did.
Um yeah.
Okay.
This one, this is my leastfavorite of all of them.
SPEAKER_02 (17:13):
Double click.
Okay, so we've talked about thisone already.
It is essentially going a leveldeeper on a certain topic.
Yes.
So if you say there's topic A,and you it's literally like
double click a folder.
So it's a newer, it's a newerone that came out of the digital
age.
You literally double click toopen the folder to be able to
get into all the details, thenuances, talk about it a little
(17:35):
bit more.
SPEAKER_01 (17:36):
I would just prefer to say tell me more.
SPEAKER_02 (17:38):
Oh, good throwback, Dina.
SPEAKER_01 (17:40):
There we go.
SPEAKER_02 (17:41):
All right.
Give me more money.
SPEAKER_01 (17:46):
Oh.
Somebody could teach me theappropriate way to say this.
That's what I'm saying.
No, you're good at this, Dina.
I know this.
Um, you know, the value that I'mbringing to the team is a bit
more than what I'm bringinghome.
Oh, God, no, I am not the rightperson to ask this one.
SPEAKER_02 (18:00):
Um I would I would like to talk about my financial
compensation and the differentways, the variable compensation
structures that we can set up orwe can that you can provide me.
SPEAKER_01 (18:12):
Yeah, yeah.
I would like to talk about,yeah, I mean we can do some
one-on-one coaching on this one.
I'll help you out with this one.
SPEAKER_02 (18:19):
I think the big thing, here's what I'd like to
make.
What I would recommend is to saywhat are the compensation
opportunities, or how can we getcreative with what compensation
is based off of the work andperformance I am doing.
There we go.
Give me money.
Boom.
SPEAKER_01 (18:34):
Yep.
Boom.
You can also cry.
I've heard that works.
You could cry.
I don't think that would workhere.
I've never tried it.
I have, don't cry.
It doesn't work.
Uh, we've kind of already talkedabout this one too.
SPEAKER_02 (18:45):
Bespoke, but it is okay.
So bespoke is essentiallysomething that is customized or
configured.
Custom.
It's usually for a client.
It's just custom.
I know, but it comes from thisidea of like the artisian world
where like bespoke is built foryou.
And so it's I this idea of notjust we have this and configure
it for you, but like this wasbuilt for you.
(19:07):
It's just a pretentious way ofsaying it fits your needs.
Yes, concur.
Oh, my turn.
Your turn.
Told you so.
Hmm.
Oh man, you are making thesereally difficult.
Because I know that you havesaid this in your head so many
times.
SPEAKER_01 (19:24):
Should we do a post-mortem on that?
Oh, that's a good idea.
Wait, but I don't think I don'tthink that maybe that covers
that.
Um I know.
So post what you don't havethough, postmortem.
That's a whole thing.
Pre-mortem.
SPEAKER_02 (19:38):
Basically, postmortem is just revisiting a
project after it's done toidentify how it could have been
better.
Yes.
Told you so.
Let's see.
I would probably say umsomething along the lines of
like I had anticipated, we haddiscussed, I try to stay away
from I.
We discussed this potentialoutcome.
(20:00):
Yeah.
Or, you know, this was part ofthis email thread identified
this potential outcome.
And it also, hopefully,therefore, it can show us how to
get out of it because wediscussed it in that email.
AKA it came from me.
I knew the answer.
That's one way to do it.
SPEAKER_01 (20:16):
Yeah.
SPEAKER_02 (20:17):
But that only works if you actually told them so.
If you told them so, which youshould.
SPEAKER_01 (20:21):
Yes, which you should.
So the Dina approach here wouldbe um if you look at that email
I sent on August 20th, you cansee where I clearly articulated
that that was this was apossibility.
That is actually real, that'sbetter than mine.
So let's take a minute toreflect on what we're gonna
learn from this.
You're amazing.
SPEAKER_02 (20:38):
That's so good.
No, but that's why we have Dina,because we need people who are
more comfortable being direct,as opposed to me, where it's
like, I'm gonna place the factsin front of you and hope you see
your well, that's because you'rethe marketer.
SPEAKER_01 (20:49):
You tell the nice story.
Tell the nice story.
I'm more pragmatic in myapproach.
SPEAKER_02 (20:53):
Correct.
SPEAKER_01 (20:53):
Well, and that's why you're an operator and a
salesperson.
And you know what?
And this is why we have suchgood synergy.
SPEAKER_02 (21:04):
Also, synergistic synergistic is another one where
it's like, okay.
So synergy is I think it's musedincorrectly.
I would agree with this, butessentially just means that
we're working together forsomething so that it all works
together better.
SPEAKER_01 (21:24):
Better, like us coming together, there's extra
value coming out.
It's like one plus one equalsthree.
SPEAKER_02 (21:30):
Yeah, greater than the sum of your parts.
Yeah.
Like, but it's really like Ithink the idea is it's almost
like finding ways for people tocome together, work together
well, and then therefore havereally efficient results.
We need to find synergies.
Yeah, we do.
Agreed.
All right, here you go.
Okay.
Are you an idiot?
SPEAKER_01 (21:51):
I I would not ask that one.
No, you don't say that.
Yeah, no, I don't know.
Sometimes you have to ask.
That is is that not appropriate?
That's totally appropriate.
So um let me.
SPEAKER_02 (22:04):
Can you can you restate that for me?
Because I think I'mmisunderstanding you.
Yes, yeah.
SPEAKER_01 (22:09):
Huh.
And how do you think theaudience is going to receive
that?
Yes, I love that one.
Well, what's the anticipatedimpact of this?
SPEAKER_02 (22:17):
Have you talked to anybody else about that idea?
Yeah.
SPEAKER_01 (22:20):
Yeah.
Go home and ask your husbandwhat he thinks about that one.
SPEAKER_02 (22:24):
That's so good.
I love it, Dina.
SPEAKER_01 (22:27):
Oh gosh.
Uh oh, one more.
Oh, there is one more?
One more for me.
Again.
SPEAKER_02 (22:32):
Parking lot.
SPEAKER_01 (22:33):
So parking lot.
So to me, this is just a way ofsaying your idea is bad.
No, not to me.
Okay, you do.
SPEAKER_02 (22:41):
Maybe only your bad ideas get put in the parking
lot.
So the way that I see theparking lot working the most is
when you are in a meeting andsomeone is taking notes, uh-huh.
Especially if it's abrainstorming meeting.
Okay.
And so people are throwing outideas or a topic comes up and
the group agrees that is animportant topic, but it is
distracting us from the purposeof this meeting.
(23:02):
Of this meeting.
So in the document where you'retaking notes, literally have a
list where you just dump, likejust put that idea down on that
list so it's remembered, but itdoesn't distract from today.
And then when and then we cancircle back.
SPEAKER_01 (23:16):
How did we not talk about these?
Let's circle back.
SPEAKER_02 (23:18):
Yeah.
SPEAKER_01 (23:19):
So I think the thing with a parking lot is if you are
going to put something in theparking lot, it needs to be very
clearly articulated at thebeginning of the meeting that
there is a parking lot.
Yeah.
Because you just can't create aparking lot in the middle of the
meeting and be like, we're gonnaparking lot this idea.
I wasn't aware there was aparking lot in this meeting.
Well, there isn't.
Because that is saying that youridea is no good.
We're not gonna listen to it.
SPEAKER_02 (23:38):
Or it's either let's put it in the parking lot or
hey, can we take that offline?
Can we take that offline?
Yeah.
Yep.
Awesome.
Okay.
Dina.
SPEAKER_01 (23:49):
That was great.
SPEAKER_02 (23:49):
This was fun.
Thank you.
SPEAKER_01 (23:51):
I look forward to reconnecting with that.
Welcome to Real Talk on Talent, a human resources
podcast where we talk abouttalent acquisition, recruiting,
and all things hiring.
Hey Dina.
Hey Hillary.
Welcome back.
It's a pleasure to be here.
It's been a while.
It has been a while.
I always like being here withyou, though.
I like being here with you.
(00:27):
Um, I am both excited.
There's such synergy between us.
I was just about to say that I'mreally excited and very nervous
about this topic today.
Tell me why.
For exactly that reason you juststarted with.
SPEAKER_01 (00:40):
Okay.
Our synergies?
Yes.
Well, let's just dive right intoit.
SPEAKER_02 (00:46):
So today we're talking about buzzwords.
SPEAKER_01 (00:49):
Buzzwords.
SPEAKER_02 (00:50):
Corporate jargon, the things we all love to hate
and hate to love.
Yeah.
Yes, we are.
How do we want to start withthis?
Because I'm just worried you'rejust going to throw jargon at
me.
I probably am.
SPEAKER_01 (01:00):
You know what?
I mean, let's double-click intowhat it is that we really do we
need boundaries in thisconversation.
It's probably a good way to do.
How about if I say somethingthat makes you uncomfortable?
We can parking lot that forlater.
SPEAKER_02 (01:16):
So okay, let's talk about why this is such a like
like this buzzwords.
Okay.
SPEAKER_01 (01:22):
Why are they everywhere?
So, well, we've recentlyuncovered some articles, which
first of all, if it's on theinternet, it is the truth.
Can't lie on the internet.
We all know that to be facts.
Correct.
But um, we already know thatcorporate speak exists.
So, but let's start there.
Okay.
Why?
Oh gosh.
SPEAKER_02 (01:39):
I'm not asking for like an actual historic reason.
Okay, like in your experience inthe corporate world, why do you
think we default into these likecorporate sayings and like
jargony words and they oh, I'vegot a couple of ideas here.
SPEAKER_01 (01:52):
A, they have universally accepted meanings,
which they can kind of almostbecome a universal language.
One, two, they're sometimesnicer than saying the actual
thing that you made.
SPEAKER_02 (02:03):
I think that's fair, but I think there's a difference
between framing a statement in aprofessional way, which is that
second thing you talked about,uh-huh.
But the first one where thereare all these like idioms or
analogies.
Oh, yeah.
Like tops of the waves, tip ofthe spear, like it's not
(02:24):
actually clearer.
Oh, this is my favorite.
Um, you don't want to be thelong pole in a tent.
I need to think about that one.
Correct.
That's my point.
It means you're holdingeverybody up.
SPEAKER_01 (02:35):
Oh, interesting.
It's harder to say, it's notsuper clear, but it's common.
People love to say it.
So, yeah, so I mean, I think wehave to um first, if you're
gonna use an idiom or whateveryou're gonna use, make sure
people understand what it means.
So don't tell me I need to bethe long pole in the tent.
No, you don't want to be thelong pole.
I don't want to be.
Yeah, we're gonna strike thatonce and twice.
SPEAKER_02 (02:53):
Okay, strike that strike that.
But I think that's interesting.
It's almost like like howregions have different language,
like nuances or idiosyncrasiesin corporate worlds.
It's like you hear somethingthat sounds nice, sounds cool.
SPEAKER_01 (03:09):
Well, and then I think if you're in an
organization and everybody issaying tip of the spear, yeah,
yeah, you're naturally gonna saytip of a spear.
So it's almost kind of it's kindof like we're it's like a
stereotype.
Almost follow me here.
SPEAKER_02 (03:22):
Yeah, no, you're right, because I'd never heard
that before I came to human.
And especially when I started atHuman six years ago, it was used
all the time.
Yeah.
And I have never once used it.
Mm-hmm.
Good for you.
It's just there's somethinguncomfortable about it.
I'm with you.
I'm with you there.
Okay.
Yeah.
That is interesting.
I appreciate that insight there.
Do you use buzz like corporatejargon?
SPEAKER_01 (03:43):
So I didn't realize I did until my husband called me
out.
Oh no, what do you call out?
I was um first one time I saiddouble clicked and I cringed on
myself.
I was like, oh no, dude, youshould said that stuff.
Double click on that.
Um, apparently, what I say, andI don't think this is that that
much of a you know jargony term,but I always say, I'm gonna give
you a high-level overview.
(04:04):
A high level overview.
Literally, every time I walk outof a call, he's like, Did you
give another high-leveloverview?
I'm like, I think I just diddeny.
I'm sorry.
Yeah, so I do a lot ofhigh-level overviews.
Do a lot of high-leveloverviews.
What about you?
SPEAKER_02 (04:21):
I don't know.
I'm sure I do.
I can't I can't think ofanything specific that I go back
to.
I'll have to, I'll have tonoodle on that.
What?
SPEAKER_01 (04:32):
There we go.
There we go.
I don't know.
Yeah, I remember a couple yearsago, bespoke.
SPEAKER_02 (04:38):
Oh my gosh.
You know, that is an interestingone when you think about
industry-specific sayings.
Yes.
Because double click andbespoke.
Uh-huh.
We have seen a lot in like theprivate equity venture capital
space.
Yes, we have.
But with in like the hospitallike systems where we work,
nobody's saying.
Yeah.
SPEAKER_01 (04:55):
So that is it, yeah.
You make a really good point.
There are certainlyindustry-specific buzzwords.
So how would you okay?
SPEAKER_02 (05:02):
Let's pretend you start a company.
Uh-huh.
You have a bunch of new hires.
Okay.
Do you use buzzwords in forthese fresh like employees
who've never been exposed?
For these green beans?
SPEAKER_01 (05:16):
I don't know.
So yes, is your industry?
Is that a buzzword?
Green beans?
I don't know.
Maybe that's the same.
I don't know if it's corporatespecific.
Yeah, corporate.
It is now.
Boom.
Um, so if I do use it, I use itaccidentally and inadvertently.
Can we talk about my favoritetopic?
Please.
The you the sayings you made up.
Oh, I make a lot of them.
You make a lot.
(05:37):
Yeah.
I make a so these should betrademarked, just FYI.
I want to make sure that thatdoes happen.
Uh, I like um back of the mathenvelope.
Yeah, very important.
And I want you guys to thinkabout how that works for a
little bit.
It does.
Okay.
Okay.
Good.
What else?
I mean, because who actually hasan envelope?
So do it on the back of the mathinstead.
unknown (05:54):
Okay.
SPEAKER_01 (05:54):
You can't justify it, do you?
Um, no, you absolutely can't.
Um, I have hit the wall runningseveral times.
That is my absolute favorite.
Yeah.
SPEAKER_02 (06:02):
Hit the wall running.
Uh-huh.
Um, and then also I really likeit's another um quiver another
quiver in your toolbox.
SPEAKER_01 (06:09):
Another quiver in your tool belt.
unknown (06:11):
So that's the thing.
SPEAKER_01 (06:12):
I mean, there are all these sayings to say the
same thing, but they're all justso arbitrary.
Who has quivers?
Why are why is anybody talkingabout a quiver?
I mean, it's gotta come from ahistoric people.
I mean, I get that it does, butwhy is a quiver coming up in
modern day speaking?
I mean, I don't know.
I don't have my arrows strappedover my shoulder.
I keep them in my tool beltinstead.
Oh, Whitney for the wind.
SPEAKER_00 (06:33):
Corporate jargon emerged as a byproduct of the
cultural and professionalintegration of military veterans
into the American business worldpost-World War II.
SPEAKER_01 (06:45):
Interesting.
Interesting.
Interesting.
SPEAKER_00 (06:48):
So tip of the spear is quite appropriate.
SPEAKER_01 (06:50):
I see that.
Hmm.
SPEAKER_02 (06:52):
Okay, I would want to talk a little bit because
that is very interesting tothink that if you have what year
did you say that was?
SPEAKER_00 (06:58):
It was during World War II.
World War II.
SPEAKER_02 (07:00):
Post-World War II.
I'm saying 1947.
Yep.
So if you think the 50s, uh-huh,like late 40s, early 50s, you
start to have military come in.
And then Whitney was telling usabout how people using AI today
to help craft differentmaterials.
And I'm not blaming marketers100%, because marketers can do
(07:21):
no wrong, in my opinion.
Yeah.
But if you're going in,apparently the article was that
if you mark like you have peoplego in to create business
documents and they're inputtingthese business jargons into AI,
which is then feeding the dataset, so then AI is pumping out
results.
Yes.
Using the jargon.
SPEAKER_01 (07:41):
It's just reinforcing it, re-proliferating
the message.
So why does it bug me so much?
You know, for me personally,it's a lack of originality.
That's a good point.
It's a lack of originality.
And um, oftentimes, I, you know,in case you didn't know this, I
can be a little bit direct,Hillary.
I feel like they're just you'rehiding behind, you're hiding
behind a phrase.
(08:02):
You're not talking about it.
Get comfortable saying what youactually mean.
SPEAKER_02 (08:05):
I think that's a really valid point.
I have a similar feeling on thebuzzword side, because I kind of
differentiate that corporatespeak is like those sayings and
phrases, and then buzzwords iswhere you throw out fancy, like
bespoke.
Yes.
And I, if someone who overusesbuzzwords, I question if they
(08:27):
actually know what they'retalking about.
SPEAKER_01 (08:29):
No, I could see that.
SPEAKER_02 (08:30):
Because if you just come in and you're talking about
synergy and you're talking aboutoptimization, and those words
what about your velocity?
Well, those words can be correctin the right like cases, but if
you're just laboring, reach intomy purse and throw out every
buzzword I thought they're gonnabe.
Then I'm gonna be like, okay,explain it to me like I'm a
kindergartner.
And if you can't without usingbud buzzwords, then you just
(08:50):
have words that make you soundfancy, and I'm gonna question if
you actually know what you'retalking about.
SPEAKER_01 (08:54):
Perhaps they're just pontificating at that point.
SPEAKER_02 (08:56):
But pontificating is a great word.
SPEAKER_01 (08:57):
That's not a good one.
It's not a buzzword.
Correct.
It's a real legitimate word.
As opposed to a made-up word.
SPEAKER_02 (09:02):
Yes.
SPEAKER_01 (09:03):
Yes.
I think we should have fun withbuzzwords.
I think we should have fun withcorporate speak.
I think we should play a game.
SPEAKER_02 (09:12):
I think we should play a game first.
I'm still in.
No, I know, but first I want toask you.
Okay.
Do you explain jargon to newemployees or do you just let
them learn by osmosis?
Osmosis.
Really?
Yeah, osmosis.
I mean.
SPEAKER_00 (09:27):
There is an argument that using corporate jargon is
actually uh a kind of anoff-handed way of making younger
workers not feel included.
SPEAKER_01 (09:36):
Ah, interesting.
Um, that would require too mucheffort on my part.
I don't the the effort to notinclude somebody is more than
the effort to include.
Um, I think that's keep going.
Yeah, yeah.
Keep going.
So, so I think of myself comingup.
Um, if I was in a meeting andsomebody said something and I
didn't understand what they weresaying, I would do one of two
(09:58):
things.
I would stop and go, excuse me,can you explain that to me?
Or I would write it down and Iwould go look it up later.
So for me, if you don'tunderstand something, um,
perhaps it's not right to stopan entire meeting and pivot and
explain that to you.
It's an opportunity for anindividual to be resourceful and
do a bit of self-learning.
SPEAKER_02 (10:14):
Yeah.
That's real I completely agreeon that.
But I think Whitney brings up aninteresting point that there's
this generations create the workculture.
Okay.
And then when you enter theworkplace, especially if it's a
like traditional work likeenvironment, uh-huh, then you
have to adapt into that.
Yes.
And that includes what you likewhat you wear, how you speak,
(10:36):
how you show up, like yourrespect for hierarchy.
And if you are a leader in acompany and you speak with like
in confusing ways, or you kindof expect people to step in
line, then you really are justperpetuating this, like you have
to earn your stripes basicallyto be able to fit in.
And that includes even beingable to understand what's
happening.
Yeah, yeah.
(10:56):
So I wonder if people tend toperpetuate it because it makes
them feel like, oh, now I'm onthe inn.
SPEAKER_01 (11:01):
Now that I'm on the inn.
SPEAKER_02 (11:02):
I get it, I'm here, I understand.
I can use the phrase tops of thewaves and under and like it's in
context.
I wonder if there's almost thissubconscious like rite of
passage.
Really?
I'm just I mean, no, I'm I'mpontificating.
SPEAKER_01 (11:15):
You are.
Um, it's delightful.
SPEAKER_02 (11:18):
I don't know.
I mean, yeah, so and maybethat's why it bugs me so much
because there's a level of likeum like not presumptiveness, um
like superiority.
Yeah, yeah.
Like if you use these phrases,it's because like, oh, I'm in
charge.
SPEAKER_01 (11:35):
Like I have the experience to use that.
SPEAKER_02 (11:37):
And maybe that's why it annoys me because it's like
that's not you, that's just whatyou've learned by mirroring
other people.
SPEAKER_00 (11:44):
Okay, I see where you're going.
You bring up a fine point,Hillary.
There is an assistant professorat Hong Kong University, uh
Zachariah Brown.
He explains that the desire forstatus is in the workplace, is
why we use those uh corporatejargon words.
Um, language is one of themechanisms of showing off how
(12:06):
you demonstrate that you'recompetent and capable.
SPEAKER_01 (12:09):
Yeah, interesting.
Yeah, you know what?
That that to me is yes, butthat's where you have to look
beyond the surface.
Because to the point you madeearlier, there are people who
can speak all the keywords andthere's no substance behind
this.
SPEAKER_02 (12:22):
So um so but but I guess that's the point is like,
so instead of just absorbing theculture of tip of the spear,
what are you actually trying tosay and tell the group that?
See, like that's my point.
I think it's kind of the samething is you I can see why
someone would mirror their bossif their boss was successful and
(12:43):
they use these phrases.
I mean, not to pick on aspecific industry, but double
click is used in one specificindustry from what I have seen.
Yeah.
SPEAKER_01 (12:54):
I've only double clicked in one industry before.
Uh-huh.
Correct.
Uh-huh.
Have you guys double clickedanywhere?
unknown (13:00):
No.
SPEAKER_01 (13:00):
No, see, they're not in that industry.
There we go.
You know what?
I think we should do controlalt-delete on that.
Great.
SPEAKER_02 (13:07):
I don't want my own.
No, we brought we kind of wentto a space that I hadn't really
considered.
Okay.
I will say this.
I think that I am breaking thecycle with my team.
Okay, tell me more.
I I don't think, and someonewould have to validate if this
is right or not.
I don't think I use very manylike idioms and business sayings
(13:29):
and I don't think you do either.
SPEAKER_01 (13:32):
Yeah.
I don't think you're either.
Yes.
Come as you are.
Yeah.
I I would kind of say I'mbreaking the mold as well.
But it's simply because of myinability to effectively
articulate idioms.
We know I can do makeup my owntime.
SPEAKER_02 (13:48):
That is the way to take the power back.
Exactly.
Take the power back.
I'm I'm not engaging, but youare, you're gonna repurpose for
yourself.
This is the tips of themountain.
SPEAKER_01 (14:00):
Got it.
Got it.
Ready to go.
Nailed it.
All right, Danny.
Do you want to play the game?
I want to play a game.
Okay.
Let's do it.
Boom.
Bada ba.
We're playing a game.
I'm stuck.
Okay.
SPEAKER_02 (14:12):
Um, okay, so instead of doing hot takes for hot
topics, what we're going to dois I have written down phrases
that should not be used in theprofessional workplace and like
traditional professionalworkplace.
And I'm gonna share it with Dinato then translate into corporate
(14:35):
jargon.
Okay.
And then what do you have?
SPEAKER_01 (14:37):
I have written down corporate jargon and Hillary is
going to translate to everydayspeak.
SPEAKER_02 (14:44):
Okay.
All right.
Well, you want to start?
Sure.
Okay.
First up, shut up.
SPEAKER_01 (14:50):
Shut up.
Maybe let's put that in theparking lot.
Um, let's take that offline.
That's my favorite.
We could circle back on thatlater.
Uh-huh.
SPEAKER_02 (15:01):
I also really like um like I I really appreciate
your insights.
Can can we hold on that for now?
Great.
Yeah.
Love it.
Love it.
Perfect.
Yeah.
Okay.
Okay.
SPEAKER_01 (15:14):
Low hanging fruit.
SPEAKER_02 (15:18):
Um, low-hanging fruit is an easy win or
something that you can doquickly, easily with a like good
result.
It's something that it's like,what can we do?
Get a quick win and then keepmoving forward.
Excellent.
Yes.
All right.
I'm not your secretary.
SPEAKER_01 (15:38):
Let me redirect you.
Allow me to redirect you.
Here, you know who could helpyou better with this?
Let me point you in the rightdirection on that one.
SPEAKER_02 (15:46):
Yep.
Yes.
Love that.
SPEAKER_01 (15:47):
Yes.
Okay.
I actually am a huge fan of theredirect and connect.
SPEAKER_02 (15:51):
Yes.
And I think for women, it makesus uncomfortable.
Oh my gosh.
Well, because we like to help.
But it's the best thing is tosay, let me help you find the
right person.
The right person.
Or the person who can get youthat answer the fastest.
SPEAKER_01 (16:02):
Yes.
I remember.
We're going to go on a tangent.
Please do.
So at Human, one thing we do iswe offer incredible customer
service.
But what that often means isscope creep.
And it's it can be scope creepto a detriment.
SPEAKER_02 (16:14):
Keep going, then we're defining scope creep.
Okay.
Because I think that's a jargonthat it is.
SPEAKER_01 (16:20):
Um so I did a training called redirect and
connect.
And that was the name of thetraining.
And I was telling everybody,listen, you you are a recruiter,
you are not running backgroundchecks on individuals.
So when somebody's asking you tointerpret a background check,
you politely redirect andconnect them with the
appropriate resource.
Great, Dina.
Thank you.
That's corporate jargon.
(16:40):
Okay, uh, redirect.
Yes.
SPEAKER_02 (16:42):
Scope creep for our um entry employees is
essentially hear the the boundsof the project, and you're
asking for things that slowlyexpand the bounds of project or
responsibility.
So the scope of the project isbeing creeped.
So they creep.
Yeah, yeah.
SPEAKER_01 (17:03):
Okay.
Whose turn is it?
Uh mine, I think, maybe to showyou the cards.
We did.
Um yeah.
Okay.
This one, this is my leastfavorite of all of them.
SPEAKER_02 (17:13):
Double click.
Okay, so we've talked about thisone already.
It is essentially going a leveldeeper on a certain topic.
Yes.
So if you say there's topic A,and you it's literally like
double click a folder.
So it's a newer, it's a newerone that came out of the digital
age.
You literally double click toopen the folder to be able to
get into all the details, thenuances, talk about it a little
(17:35):
bit more.
SPEAKER_01 (17:36):
I would just prefer to say tell me more.
SPEAKER_02 (17:38):
Oh, good throwback, Dina.
SPEAKER_01 (17:40):
There we go.
SPEAKER_02 (17:41):
All right.
Give me more money.
SPEAKER_01 (17:46):
Oh.
Somebody could teach me theappropriate way to say this.
That's what I'm saying.
No, you're good at this, Dina.
I know this.
Um, you know, the value that I'mbringing to the team is a bit
more than what I'm bringinghome.
Oh, God, no, I am not the rightperson to ask this one.
SPEAKER_02 (18:00):
Um I would I would like to talk about my financial
compensation and the differentways, the variable compensation
structures that we can set up orwe can that you can provide me.
SPEAKER_01 (18:12):
Yeah, yeah.
I would like to talk about,yeah, I mean we can do some
one-on-one coaching on this one.
I'll help you out with this one.
SPEAKER_02 (18:19):
I think the big thing, here's what I'd like to
make.
What I would recommend is to saywhat are the compensation
opportunities, or how can we getcreative with what compensation
is based off of the work andperformance I am doing.
There we go.
Give me money.
Boom.
SPEAKER_01 (18:34):
Yep.
Boom.
You can also cry.
I've heard that works.
You could cry.
I don't think that would workhere.
I've never tried it.
I have, don't cry.
It doesn't work.
Uh, we've kind of already talkedabout this one too.
SPEAKER_02 (18:45):
Bespoke, but it is okay.
So bespoke is essentiallysomething that is customized or
configured.
Custom.
It's usually for a client.
It's just custom.
I know, but it comes from thisidea of like the artisian world
where like bespoke is built foryou.
And so it's I this idea of notjust we have this and configure
it for you, but like this wasbuilt for you.
(19:07):
It's just a pretentious way ofsaying it fits your needs.
Yes, concur.
Oh, my turn.
Your turn.
Told you so.
Hmm.
Oh man, you are making thesereally difficult.
Because I know that you havesaid this in your head so many
times.
SPEAKER_01 (19:24):
Should we do a post-mortem on that?
Oh, that's a good idea.
Wait, but I don't think I don'tthink that maybe that covers
that.
Um I know.
So post what you don't havethough, postmortem.
That's a whole thing.
Pre-mortem.
SPEAKER_02 (19:38):
Basically, postmortem is just revisiting a
project after it's done toidentify how it could have been
better.
Yes.
Told you so.
Let's see.
I would probably say umsomething along the lines of
like I had anticipated, we haddiscussed, I try to stay away
from I.
We discussed this potentialoutcome.
(20:00):
Yeah.
Or, you know, this was part ofthis email thread identified
this potential outcome.
And it also, hopefully,therefore, it can show us how to
get out of it because wediscussed it in that email.
AKA it came from me.
I knew the answer.
That's one way to do it.
SPEAKER_01 (20:16):
Yeah.
SPEAKER_02 (20:17):
But that only works if you actually told them so.
If you told them so, which youshould.
SPEAKER_01 (20:21):
Yes, which you should.
So the Dina approach here wouldbe um if you look at that email
I sent on August 20th, you cansee where I clearly articulated
that that was this was apossibility.
That is actually real, that'sbetter than mine.
So let's take a minute toreflect on what we're gonna
learn from this.
You're amazing.
SPEAKER_02 (20:38):
That's so good.
No, but that's why we have Dina,because we need people who are
more comfortable being direct,as opposed to me, where it's
like, I'm gonna place the factsin front of you and hope you see
your well, that's because you'rethe marketer.
SPEAKER_01 (20:49):
You tell the nice story.
Tell the nice story.
I'm more pragmatic in myapproach.
SPEAKER_02 (20:53):
Correct.
SPEAKER_01 (20:53):
Well, and that's why you're an operator and a
salesperson.
And you know what?
And this is why we have suchgood synergy.
SPEAKER_02 (21:04):
Also, synergistic synergistic is another one where
it's like, okay.
So synergy is I think it's musedincorrectly.
I would agree with this, butessentially just means that
we're working together forsomething so that it all works
together better.
SPEAKER_01 (21:24):
Better, like us coming together, there's extra
value coming out.
It's like one plus one equalsthree.
SPEAKER_02 (21:30):
Yeah, greater than the sum of your parts.
Yeah.
Like, but it's really like Ithink the idea is it's almost
like finding ways for people tocome together, work together
well, and then therefore havereally efficient results.
We need to find synergies.
Yeah, we do.
Agreed.
All right, here you go.
Okay.
Are you an idiot?
SPEAKER_01 (21:51):
I I would not ask that one.
No, you don't say that.
Yeah, no, I don't know.
Sometimes you have to ask.
That is is that not appropriate?
That's totally appropriate.
So um let me.
SPEAKER_02 (22:04):
Can you can you restate that for me?
Because I think I'mmisunderstanding you.
Yes, yeah.
SPEAKER_01 (22:09):
Huh.
And how do you think theaudience is going to receive
that?
Yes, I love that one.
Well, what's the anticipatedimpact of this?
SPEAKER_02 (22:17):
Have you talked to anybody else about that idea?
Yeah.
SPEAKER_01 (22:20):
Yeah.
Go home and ask your husbandwhat he thinks about that one.
SPEAKER_02 (22:24):
That's so good.
I love it, Dina.
SPEAKER_01 (22:27):
Oh gosh.
Uh oh, one more.
Oh, there is one more?
One more for me.
Again.
SPEAKER_02 (22:32):
Parking lot.
SPEAKER_01 (22:33):
So parking lot.
So to me, this is just a way ofsaying your idea is bad.
No, not to me.
Okay, you do.
SPEAKER_02 (22:41):
Maybe only your bad ideas get put in the parking
lot.
So the way that I see theparking lot working the most is
when you are in a meeting andsomeone is taking notes, uh-huh.
Especially if it's abrainstorming meeting.
Okay.
And so people are throwing outideas or a topic comes up and
the group agrees that is animportant topic, but it is
distracting us from the purposeof this meeting.
(23:02):
Of this meeting.
So in the document where you'retaking notes, literally have a
list where you just dump, likejust put that idea down on that
list so it's remembered, but itdoesn't distract from today.
And then when and then we cancircle back.
SPEAKER_01 (23:16):
How did we not talk about these?
Let's circle back.
SPEAKER_02 (23:18):
Yeah.
SPEAKER_01 (23:19):
So I think the thing with a parking lot is if you are
going to put something in theparking lot, it needs to be very
clearly articulated at thebeginning of the meeting that
there is a parking lot.
Yeah.
Because you just can't create aparking lot in the middle of the
meeting and be like, we're gonnaparking lot this idea.
I wasn't aware there was aparking lot in this meeting.
Well, there isn't.
Because that is saying that youridea is no good.
We're not gonna listen to it.
SPEAKER_02 (23:38):
Or it's either let's put it in the parking lot or
hey, can we take that offline?
Can we take that offline?
Yeah.
Yep.
Awesome.
Okay.
Dina.
SPEAKER_01 (23:49):
That was great.
SPEAKER_02 (23:49):
This was fun.
Thank you.
SPEAKER_01 (23:51):
I look forward to reconnecting with that.
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