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Narrator: You're listening to
the humans of DevOps podcast, a

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podcast focused on advancing the
humans of DevOps through skills,

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knowledge, ideas and learning,
or the SK il framework.

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Grant Fritchey: In terms of
that, the learning curve for

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people was not for the remote or
hybrid, the learning curve for

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people was the fact that you're
not in the office, the fact that

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you don't have immediate
communications. And I think that

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is the biggest impact. It's not.
It's not fully remote or

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partially remote. It's remote at
all.

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Jason Baum: Everyone, Jason
Baum, Director of Member

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experience at DevOps Institute,
and this is the humans of DevOps

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podcast. Welcome back. I hope
you had a great week. It was a

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good one for me, it's been hot
and sunny. And I will take that,

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especially coming out of what
felt like a very long winter. To

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say the work world has changed
over the past two plus years,

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would definitely be an
understatement. First, the mask

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for shift to fully remote, then
the evolution of the attempted

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return to the office, then we
didn't return to the office than

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we were returning to the office.
Are we still waiting to return

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the office? Who knows? Companies
started to adapt. They developed

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hybrid strategies. Other
companies said forget it, we're

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gonna stay remote. Some even
made their home base remote and

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their offices, satellite
offices, we're definitely still

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in the, I guess, second wave of
change, which is just continuous

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change. I found a recent study,
one that really piqued my

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interest. It was from January
2022. So I'm sure some of these

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statistics have changed because
this is an ongoing thing. But I

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thought some of the stats were
interesting. 66% of executives

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say their company is considering
reorganizing its office space to

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accommodate hybrid work. It's
definitely different for each

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office, some are giving up the
you have a space and have

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adopted the come in and share
the space. Others are keeping

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their space but expect you to
come in a few days a week 63% of

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high growth businesses are using
hybrid work models already

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hybrid model that works for all
generations. Yeah, that one can

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be a little difficult.
Apparently three out of four Gen

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Zers. Want more face to face
collaboration opportunities,

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compared to 66% of Gen Xers and
66% of baby boomers, which is

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interesting to me being in the
ladder as a Gen X er. Yeah, I

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don't really want to go back.
I'll be honest, I've done my

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networking ice could still go
out and do my networking at

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conferences. That sounds fun.
But you know, I'm happy in my

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home office. A hybrid model in
which employees can work

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remotely at least 25% of the
time is preferred by 83% of the

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workers polled. 92% of those
polled in one survey expect to

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work from home at least once a
week and 80% expect to work from

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home at least three times a
week. So that's pretty

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interesting. organizations
around the world are turning to

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DevOps as a way of working
together to improve the

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efficiency and quality of
software delivery, especially as

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they continue navigating to
hybrid work environments. But

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for some still struggling
through their own digital

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changes may not be as easy to
adapt, which is why providing

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guidance to help some of these
companies is critical. Here

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today to talk to me about the
importance of adopting DevOps to

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support new hybrid working
environments is Grant Fritchie.

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Grant has worked for more than
30 years in it as a developer

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and a DBA. He's built systems
from the major enterprise to

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distributed systems to small
boutique companies. He's the

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author of multiple books,
including SQL Server execution

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plans, and SQL Server Query
performance tuning. He develops

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and presents complete structured
learning plans to teach Azure,

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AWS and other data related
topics to developers and other

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IRS personnel grants. I'm
Microsoft data platform MVP, and

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an AWS community builder and
grants here today, and I'm very

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excited to have you grant
welcome to the podcast. Oh,

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thanks

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Grant Fritchey: for letting me
play. Appreciate it.

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Jason Baum: Awesome. Are you
ready to get human? Yeah, well,

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you

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Grant Fritchey: know, as much as
I get anyway,

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Jason Baum: yeah. Sometimes it's
tough getting human. So grant,

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you're actually at a conference
right now. So you're with

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people, other humans.

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Grant Fritchey: There's Docker,
I can see them. You

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Jason Baum: can see people can
you can you Well, hopefully not

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too much touching but I am sure
you're doing some handshaking,

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which for me is still I have to
get over because I didn't like

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handshaking before the panel I'm
back. Now I'm definitely not

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Jacob too many hands. But, but
it's interesting that we're

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having this conversation as
you're around so many people

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talking about hybrid. So I guess
we could start with, how is

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DevOps being incorporated into
the workforce? Well, I mean, the

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remote hybrid environment, I
should say, is DevOps

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Grant Fritchey: being
incorporated, or enforced to be

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one question. But honestly, it
is being incorporated into the

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hybrid workforce, because what
they're recognizing is that,

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especially when it comes to
deployments, development, that

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kind of thing, when you're not
in a situation where you're

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sitting eyeball to eyeball with
someone, where you can't

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immediately run down the hallway
and go, Oh, my God, everything's

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on fire someone fix it, you need
a lot more automation, you need

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a lot more figuration planning,
a stricter, more discipline

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process allows you to have,
frankly, a looser work

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environment. So where you don't
have to have that capability of

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instant communication,
especially, you know, as much as

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much as we enjoy our hybrid, and
I do, boy, do I ever wear

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cavemen, right, we aren't jumped
up monkeys, we've got a million

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years of evolution that teaches
us that that eyeball to eyeball

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communication is more efficient.
But we're not going to be doing

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it as much. So we have to come
up with other mechanisms

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supporting and DevOps is really
acting as one of those

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mechanisms.

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Jason Baum: And it's
interesting. We actually had the

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conversation a few weeks ago
about, like, the crossover of

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hybrid and HR and the roles that
they each kind of play or don't

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play, or should play in
everything. And certainly with

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remote versus hybrid, there are
differences. So I guess what,

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what major differences do you
see are complications that are

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arising in a hybrid environment
that don't necessarily come up

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and fully remote. And then vice
versa?

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Grant Fritchey: Well, I mean, I
would, I'm not sure that you're

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going to be seeing a lot of
stuff that's hybrid that you're

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not going to see in a fully
remote situation. I'm either

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lucky or unlucky, or depending
how you look at it. When all

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this went down two years ago,
I'd already spent nine years

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working fully remote, or
effectively, fully remote. I

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mean, I was always in the
office, maybe twice a year,

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three times a year. So I would
call that fully remote.

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Jason Baum: Yeah, I think we can
count that as remote.

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Grant Fritchey: And so when the
initial transition went down, I

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didn't notice anything. Other
than the fact that I wasn't

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traveling to events like this.
It was no big deal. But but in

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terms of that the learning curve
for people was not fully remote

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or hybrid learning curve for
people was the fact that you're

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not in the office, the fact that
you don't have immediate

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communications. And I think that
is the biggest impact. It's not,

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it's not fully remote or
partially remote. It's remote at

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all. And you'll notice that I
mean, I used to complain about

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my company. Not that I
complained about my company, I

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love my company. But

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Jason Baum: I used to complain
that we had our people are

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listening,

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Grant Fritchey: why I say we had
a hallway culture, because there

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are a lot of decisions that got
made in the hallway, raw, a lot

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more decisions got made at the
coffee urn that got made in the

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meeting rooms. And so they were
very good about bringing in the

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right people to the meeting,
even though I was remote, I

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would be brought in, I could
make the calls, make the you

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know, and make the talks. And we
maybe make a decision or two.

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And then they'd all walk out
with it on their heads and go to

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the copier and start drinking
and suddenly, wait a minute.

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Hey, I've got an idea. And
decisions got made that way.

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Jason Baum: Yeah, those
lightbulb moments. Yeah,

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Grant Fritchey: and I'm not
complaining about that that

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happened. It's normal. But in
terms of this hybrid, non hybrid

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remote stuff, that's not
happening now. And you need

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mechanisms in place that are
going to allow you to support

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people's ability to not be in
the hallway. And I wouldn't say

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DevOps solves that problem, by
any means. But DevOps helps

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solve that problem as it moves.
Again, it moves a lot of

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communication and a lot of
mechanisms into known processes

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and out of ad hoc mechanisms. So
instead of, you know, making the

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decision at the coffee here,
we're now making those decisions

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in a more structured fashion.
And, frankly, the automation is

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helping the automation is my
favorite bit. I love that aspect

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of DevOps, but I mean, I mean, I
always remember it is people

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Process tools, right? That's
people or people process

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products, that's the better way
to put it. But thinking of it

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that way, it really makes a
difference. I mean, it helps. It

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doesn't solve every problem. But
but it does help in a major way.

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Jason Baum: Yeah, there. I mean,
there are some inherent issues,

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right? Because these are human
issues. So unfortunately,

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there's not a tool or process to
fix all of them. They just help

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them right or make it more
efficient. I guess it's the

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better word. But you know what,
I find it to be fascinating how,

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and maybe it's because in a time
of crisis, you're you go into

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fight or flight, and you just
kind of react instantly. And we

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all have got, or I don't know
what it is this like, second,

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this, this thing switches on,
right. And we just, we just go.

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And when the pandemic happened,
that switch, I kind of have

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referenced it, it almost makes
me think of y2k, except y2k, we

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had a lot of time to prepare.
And then nothing happened. This

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time, we had no time to prepare
and something happened. And we

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had to shift instantly. And
something that was said, Oh,

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this digital revolution is
changed. This is gonna happen.

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And it's gonna take time it took
no time it took like, it

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happened in weeks. You know, it
would by by April, everyone was

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remote. You know, it's it's kind
of fascinating to look back and

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think about, but the transition
back to hybrid is much clunkier,

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much slower. Why do you think
that is?

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Grant Fritchey: Well, I mean,
one people got comfortable. And

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if you're comfortable, you're
not going to want to get

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uncomfortable. I mean, commuting
sucks.

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Jason Baum: Putting on pants,
forget commuting. Well, I

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Grant Fritchey: mean, just so
everyone knows that the

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conference, I am wearing
trousers. But once you're

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comfortable, you don't want to
change. And so there's

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resistance there. Whereas the
discomfort before would be, you

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know, well, hey, am I gonna go
out in this place where I don't

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know whether or not the mask is
going to work? There is no

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vaccination yet. You know,
there's there was a certain

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level of concern, right, valid
concern. So so the switch was

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driven out of again, actually
comfort, right? I'm more

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comfortable working from home.
And then of course, you get used

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to it, and then you're more
comfortable working from home? I

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think that's one of it. I think
the other is it. It's easier to

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work remote when everyone is
working remote. It is harder

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when there's when the hallway
conversations come back in. And

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then some people aren't there
and you realize, oh, God, we

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can't make this decision until
we talk to you know, Susie or

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Peggy or whoever it is, it's
that's going to be involved in

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it. And so, you know, it makes
it more difficult. It just slows

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down the process.

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Jason Baum: It's so funny you
say that, because I also worked

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remote prior to the pandemic.
And you know, my home base was

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in Chicago, I'm located in the
New York area. So you know,

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yeah, to go to the office was
get on a plane. And same with

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you. I was probably in the
office, maybe four times a year

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five, six at the most. And yeah,
it's tough like you go to the

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holiday party. So you could show
face, you go to the you know,

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you try to make sure that you're
there. You're there for a week.

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Can you show face, but yeah,
there's still all those

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conversations that are happening
that let's go back to that,

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because that's an interest, the
hallway conversation, the coffee

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pot conversation. Just recently,
my own company started coming

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back, you know, DevOps
Institute, we started having in

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person meetings, not that
frequent. You know, we'll we'll

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fly down to our home base in
Florida, get together for a few

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days. And I got to say, what you
can accomplish when you are face

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to face, we forget, you get so
much more done that could have

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taken weeks to do remote, and
you get it done in a few hours.

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So there is that component
that's still there that even

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though those of us who are very
comfortable working from home,

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there is that realization that I
think that we are missing that.

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Right.

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Grant Fritchey: Well, I mean, it
lets you say I mean, it's

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absolutely an aspect of it. And
like I said earlier, we are

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monkeys, right? And we did it's
unavoidable that evolution is

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part of our communication
mechanism. And as much as our

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technology has grown and just
something like this is amazing

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and wonderful and really cool.
It still doesn't replace the

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efficiency of that face to face
communication.

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Jason Baum: Yeah, even this I'm
always like we need the after

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conversation. I've been thinking
and toying around with the idea

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I think I need to take it to
like Twitter space or something.

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Like continue the conversation
get more people involved in the

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conversation because I think we
have a lot of these we have a

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lot of the one offs. We have a
lot of the Okay, I'm my team's

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going great. But then what about
all the other teams are missing

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out on other teams silos are
made? DevOps is pretty good

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about breaking down silos, but
it's harder and remote. Right?

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So how do these processes? How
does this automation? You said,

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you're a big fan of automation?
How does it combat that?

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Grant Fritchey: Well, I mean,
the big part of it is that you

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can't automate everyone's work,
you need everyone involved to do

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the automation. So, you know, my
work generally, is database,

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very, very focused on databases,
fine. But I work very closely

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with dev teams, I work very
closely with the ops teams, and

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I work closely with the
business. And I can't automate

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any of those other things. I
just can't I can't control

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those. So I have to communicate
with those people, you know, and

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say, like, Well, hey, I've got
my piece automated up to here.

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Now, what do we do? Right? Who,
who, who picks up the ball and

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runs with it from there, and,
and we've got it, you know, I

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mean, for a good DevOps process,
there's got to be somebody doing

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each of those steps. I mean, and
I know there's some people who

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specialize Oh, I can, I can
automate the whole thing. I'll

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bet you there's, you still bring
in some specialists on some

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aspects of it, to automate or
control other little bits. But

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they've all got to go into the
same process, they've all got to

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go through the same set of
testing and the same mechanisms

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of protection for your
production environments. It all

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lends itself to better and more
efficient communication. And it

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all lends itself to better
protection. But it does require

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a lot of cooperation, a lot of
communication.

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Jason Baum: The tools we use as
a team have a direct influence

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on how we work together, and the
success we create. We built

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range with that in mind, by
balancing asynchronous check ins

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and real time collaboration.
Range helps remote and hybrid

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dev teams build alignment and
put time back on the calendar.

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Branch connects dozens of apps
like JIRA and GitHub in one

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place. So everyone can share
updates on work, and even makes

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it easier to run focused,
efficient meetings with an easy

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to use facilitation to create
greater team success and

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engagement by bringing focus and
a bit of fun back to your work.

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Visit us range.com/devops To
learn more, and try range free.

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Yeah, if you ask data
scientists, right, and you ask

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these these people who live in
create AI and machine learning

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and all these things, they'll
say the first the first thing

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I'll say, I feel like most of
them will say my job is to make

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human lives better not to
eliminate their jobs to make

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their lives better.

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Grant Fritchey: Sure. Well, I
mean, and frankly, you know,

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I've heard this over and over
again, it's like, well, you

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know, if you automate all these
things, then what am I going to

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do for my job? It's like one if
your job is poking buttons like

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this, your Homer

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Unknown: Simpson, right?

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Grant Fritchey: Well, maybe we
should eliminate catch. But But

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no, because your your job,
especially if you're in it are

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jobs up here, you've got a lot
of thinking you have to do and

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we need you to be thinking we
need you not to be pushing a

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button like this. So no, it is
about humans, it is about

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supporting the humans through
their processes. Credit lost

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track on the question, no,
that's

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Jason Baum: okay. So, no, I
think that was great. So is

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hybrid, do we? So I read those
statistics, first of all the

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generations, the adaptation from
the generations, that's an

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interesting one that really
stood out to me. And it makes a

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lot of sense, right? Those early
in their career, really need

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that face to face, and are
lacking in hell, I work with

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people who came into this
workforce in this environment

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and know nothing different. In
some ways, I feel like well,

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maybe they're kind of more adept
to to work in it. And others I'm

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feeling boy, they're really
missing out on on quite a bit of

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what we all had earlier in our
careers.

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Grant Fritchey: Oh, yeah. I
mean, I mean, I learned so much

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early in my career from just
being able to turn to the person

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next to me who, you know, had a
year more than maybe only a year

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more and go like, What the hell
is this?

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Jason Baum: And get that
immediate feedback. Right. I

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remember sitting in a conference
room and just hearing everyone

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else talking. I'm like, wow, you
sir. Smart people. Being a

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little overwhelmed a little bit
of impostor syndrome. But it's

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good, right? You soak it in, you
absorb it, we're missing that.

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Grant Fritchey: Well, I mean, I
mean, it's talking DevOps, you

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know, in a fully remote, or
they're even in a hybrid

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situation. I may never have
jumped on board with this. And

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I've been doing automation of
database deployments and moving

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into a full blown DevOps since
2005. I mean, I've been engaged

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in it for 12 years. Is that
right? Yeah. Math is hard. Math

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is hard. 17 years, 17 years. 17
years. Oh, my God, I'm old, but

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I've been doing it for a long
time. But I started it, because

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I had a developer come up to me
and say, hey, you know, I think

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we can do this better. I've been
reading up on these new things.

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And let's sit down and talk
about this, you know, and so we

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sat down, and we hashed it out,
again, face to face. And, and we

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figured out some new stuff. I
mean, you know, I went off and

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did my own thing, he went off
and did his own thing. And then

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we got together with some with
some other people. But, but it

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was that initial face to face
that made the difference in my

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getting started along this path.
And you got to think if the poor

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people who are only on a hybrid
or are only remote, they might

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not get that spark, they might
not get that moment where you

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go, like, Yeah, we really could
do something better. And then

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start making that change.

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Jason Baum: Do you think the
full amount because even fully

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remote before we were saying,
Well, we still got, we were

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still in person a few times a
year, there were still things

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that we did to be in person? Do
you see a world where that's

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like, kind of be I don't think
anyone's fully remote anymore. I

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mean, I feel like some people
are still doing, I even said my

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company, which is a fully remote
company, we still get together

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and are planning to do that more
and are thinking of other ways

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to get together because now that
it is safer. And look, you're

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never 100% safe, you know, no
one can promise you those

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things.

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Grant Fritchey: But I'm flying
in an airplane tomorrow.

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Jason Baum: Yeah. Look, it's
it's it's naive to say you're

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safe. Right? But, but we
certainly are safer than we were

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maybe a year ago or two years
ago, for sure. But now that it

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is that way, and people are
starting to get back to face to

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face, you're at a conference.
You know, do you think you're

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gonna start seeing it returned
to where it was before? The very

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least with remote companies
still doing in person thing?

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Grant Fritchey: Yeah, I do. I
really think there was no good

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while there. You're hearing the
phrase regularly? Well, the new

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normal. Yeah, well, we're we've
already left what was right,

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that's already gone. So it was
never the new normal.

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Jason Baum: I heard a really
smart person call it the now

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normal in the time. Like, I love
that I love Okay,

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Grant Fritchey: that was good. I
had not heard that I wish I had

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because then I would have felt
better about it. Because every

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time someone said to me, Look, I
know I'm old. I'm old. Try trust

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me, you're wrong. The The
interesting thing here is that

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there is efficiency in the face
to face. And so I think we are

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going to be going back to that.
Are we going to be going all the

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way back to a fully in a place
in a work environment? Now I

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think I think there's going to
be a degree of hybrid for the

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majority of people. I work for a
company, I'm not going to name

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names. And the CEO once said he
won't allow remote work because

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he can't allow it for everyone.
Guess what, two years ago he

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left for everyone really have a
choice? You know, that's just

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how it went? And I think it's
okay. I think it's okay, that

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you know, some degree of hybrid
is still going to be there. Is

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it going to occasionally slow
down some conversations? Yes. Is

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that occasionally going to
impact some of our processes

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change some of the some of how
we do some DevOps? Sure. But the

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fact that we're getting back
into that in person making that,

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you know, letting the monkey out
play, and doing that face to

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face communication is more
efficient. And I think that

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that's just going to continue. I
just don't I don't think it's

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going to be all the way back. I
don't think we're going to see

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fully in person. For most
companies, I think some may, but

386
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but probably not all, being my
son went through the whole

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pandemic in manufacturing. And
his job didn't change an inch.

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They went to work, because
that's where the machines are.

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And so, you know, there was just
no choice.

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Jason Baum: I mean, now there's
a good percentage of the

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workforce that that just worked.
I mean, just based on those

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numbers. I mean, we said 66%,
right, we're, we're remote.

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There's still a lot that
weren't. Right now those are

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transitioning, so there's even
less sure. There's also you

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00:24:27,030 --> 00:24:30,420
know, we're coming close to the
end of the podcast, but I did

396
00:24:30,420 --> 00:24:33,990
want to get a few more questions
in there. Especially because you

397
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you've sparked my interest on
some things. And I'd be curious

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to know, we've talked to a lot
of people on the podcast

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throughout the process of this
pandemic. And they've been

400
00:24:43,680 --> 00:24:46,620
adopting some interesting things
that I don't think they're gonna

401
00:24:46,620 --> 00:24:49,560
just go away. You know, now that
they've been adopted, because

402
00:24:49,560 --> 00:24:52,140
like you said, we're also
creatures of habit. We may be

403
00:24:52,140 --> 00:24:55,500
monkeys but we're also we've,
we've adapted and we've evolved

404
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in this working from home
remote, sort of Hybrid sort of

405
00:25:00,870 --> 00:25:05,490
knots, the constant change. One
thing that I've seen is with the

406
00:25:05,490 --> 00:25:08,730
metaverse becoming more popular,
and people starting to go

407
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towards it. I talked to at the
beginning of this season of the

408
00:25:13,980 --> 00:25:17,820
podcast, a company called
Modern, and they started

409
00:25:17,820 --> 00:25:22,170
beverage brand new. They sent me
an Oculus, my first time ever

410
00:25:22,200 --> 00:25:27,300
using it, and I got to meet them
in the metaverse at their office

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00:25:27,360 --> 00:25:33,270
in VR. And let me tell you, it
felt real, like I mean, like

412
00:25:33,300 --> 00:25:36,750
real, which is weird, because it
was clearly not I was talking to

413
00:25:36,750 --> 00:25:41,040
cartoons, when they were next to
me, you can sort of feel their

414
00:25:41,040 --> 00:25:45,480
space, your the space between
you it felt like you know,

415
00:25:45,480 --> 00:25:48,330
someone was in your, if
someone's sitting too close, you

416
00:25:48,360 --> 00:25:51,570
felt like they're sitting too
close. All those things, which

417
00:25:51,570 --> 00:25:54,810
is very cool. You can see hand
motions nodding your head

418
00:25:54,810 --> 00:25:57,060
sipping your drink, although
that's very weird, because can't

419
00:25:57,060 --> 00:26:00,300
see the cup. Again, oh, so all
those things you can get up you

420
00:26:00,300 --> 00:26:02,610
could present. So that's how
they were working with their

421
00:26:02,610 --> 00:26:05,610
developers, right to move
software, you know, have their

422
00:26:05,610 --> 00:26:08,370
their stand ups have their you
know, when they are trying to

423
00:26:08,370 --> 00:26:12,150
work out a bug and problem they
would they could do it together.

424
00:26:12,870 --> 00:26:16,290
I'm sure you've heard of your
own stories from other companies

425
00:26:16,290 --> 00:26:21,450
that are that are taking to
interesting methods. You know,

426
00:26:21,450 --> 00:26:24,720
what are some other ways people
can foster these type of

427
00:26:24,720 --> 00:26:27,390
environments or those hallway in
person conversations that you're

428
00:26:27,390 --> 00:26:28,080
talking about?

429
00:26:28,829 --> 00:26:31,889
Grant Fritchey: Wow, well, okay,
I do have one example. Because

430
00:26:31,889 --> 00:26:37,439
the only one I have, I think I
have one. One of my dev team

431
00:26:37,469 --> 00:26:40,259
well, and well, several my
deficits, one of my devs have

432
00:26:40,259 --> 00:26:44,999
started doing this. And I kind
of went, Oh, that's stupid. And

433
00:26:44,999 --> 00:26:47,969
then I did it with them. And it
was like, Okay, this is not

434
00:26:47,969 --> 00:26:54,059
stupid. And what they did was
slack, I know, Slack. But they

435
00:26:54,059 --> 00:26:58,709
opened up a Slack chat, and it
gets what it is. And they open

436
00:26:58,709 --> 00:27:04,709
it up all day long. So it was
open all the time. And so you

437
00:27:04,709 --> 00:27:07,139
could just turn it on, you can
mute it, if you'd like, if you'd

438
00:27:07,139 --> 00:27:09,149
like neck deep in something that
you really didn't want to hear

439
00:27:09,149 --> 00:27:12,449
anything, you could mute it. But
it was just there. And so people

440
00:27:12,449 --> 00:27:16,169
could, you know, crack jokes,
say something, you know, talk to

441
00:27:16,169 --> 00:27:20,579
each other in real time,
responding or not responding as

442
00:27:20,579 --> 00:27:23,789
they wanted to. And it actually
improved the communication

443
00:27:23,789 --> 00:27:26,759
between the team. It's one of
the reasons, there's been a

444
00:27:26,759 --> 00:27:29,429
couple of teams at the company
who've been a little reluctant

445
00:27:29,429 --> 00:27:31,259
to come back into the office,
because they're like, now we're

446
00:27:31,259 --> 00:27:37,049
fine. Right? Why do we? So I
mean, that that is one in a

447
00:27:37,049 --> 00:27:39,779
little innovation. I mean, just
it's a small thing. But but it

448
00:27:39,779 --> 00:27:42,089
is, like you say it's all about
that hallway communication

449
00:27:42,119 --> 00:27:47,729
efficiency. And you know, it
made it real and direct and more

450
00:27:47,729 --> 00:27:51,359
personal than simply typing into
Slack or anything like

451
00:27:51,360 --> 00:27:54,240
Jason Baum: that. Sure. Yeah. I
mean, like some of these tools,

452
00:27:54,300 --> 00:27:58,110
and especially in pandemic and
become just, like necessary,

453
00:27:58,110 --> 00:28:01,590
like Slack, like zoom like, you
know, all these Yeah. And where

454
00:28:01,590 --> 00:28:05,430
did where did some of the other
ones disappear off to like Skype

455
00:28:05,430 --> 00:28:10,500
for remember that? You either
adapted and became a tool that

456
00:28:10,500 --> 00:28:13,230
people really use or you didn't,
we actually just launched a

457
00:28:13,230 --> 00:28:17,130
community for DevOps
professionals practitioners, we

458
00:28:17,130 --> 00:28:20,850
actually set up so like, we have
an AWS board discussion

459
00:28:20,850 --> 00:28:26,220
community, we have DevOps, human
issues, we have SRE, I believe

460
00:28:26,250 --> 00:28:29,640
we have a whole bunch of them,
that you could go in and talk

461
00:28:29,640 --> 00:28:32,820
about DevOps culture. So So
yeah, I would definitely

462
00:28:32,820 --> 00:28:35,190
encourage those listening that
if you're looking for an outlet,

463
00:28:35,190 --> 00:28:38,010
if you're looking to talk to
people definitely come in and go

464
00:28:38,010 --> 00:28:40,800
to DevOps in the wild. It's
community dot DevOps

465
00:28:40,800 --> 00:28:46,320
institute.com. And maybe I'll
take some of these, these

466
00:28:46,320 --> 00:28:50,610
conversations over to DevOps in
the wild afterwards. We'll see.

467
00:28:50,610 --> 00:28:53,880
So yeah, Grant, I would love to
invite you there. By the way,

468
00:28:53,880 --> 00:28:57,630
maybe we can continue the
conversation in there as well.

469
00:28:57,840 --> 00:29:00,930
Yeah, absolutely. Well, I really
enjoyed having you on, we

470
00:29:00,930 --> 00:29:04,050
usually ask one last question of
our guests. And this one's a

471
00:29:04,050 --> 00:29:07,050
little more personal. So get
ready, put your personal hat on.

472
00:29:08,580 --> 00:29:13,680
So if you could be remembered
for one thing, what would it be?

473
00:29:15,810 --> 00:29:17,760
I always throw a doozy at the
end.

474
00:29:23,039 --> 00:29:24,749
Grant Fritchey: All right, I'm
gonna go a little self serving

475
00:29:24,749 --> 00:29:29,009
on it for over two years now.
Starting at the beginning of the

476
00:29:29,009 --> 00:29:33,899
pandemic, every workday, I have
put up a good morning tweet,

477
00:29:34,169 --> 00:29:42,149
with a little positive message
about health, sleep, whatever. I

478
00:29:42,149 --> 00:29:45,869
would love for that actually, to
be some thing that people

479
00:29:45,869 --> 00:29:49,949
remember about. Yeah, it's a
tiny little thing, but it would

480
00:29:49,949 --> 00:29:50,729
just be cool.

481
00:29:51,089 --> 00:29:54,779
Jason Baum: I love that I think.
Well, I have to follow you now.

482
00:29:55,829 --> 00:30:00,449
And I've been starting to tweet
as of like last week at A three

483
00:30:00,449 --> 00:30:04,289
song playlist to get you going
in the morning. Like music is my

484
00:30:04,919 --> 00:30:09,839
way of just some sometimes in
the morning like with that we

485
00:30:09,839 --> 00:30:12,749
just need inspiration. We need
something to get us moving.

486
00:30:13,049 --> 00:30:16,229
Yeah, yeah, that's great. I love
that. Well, Grant, thank you so

487
00:30:16,229 --> 00:30:18,449
much for being on the podcast
was an absolute pleasure. I

488
00:30:18,449 --> 00:30:21,659
appreciate you coming on to
while you're while you're away

489
00:30:21,659 --> 00:30:24,059
and you're in a coma for at a
conference speaking at a

490
00:30:24,059 --> 00:30:26,729
conference, so it's I really
appreciate it.

491
00:30:27,720 --> 00:30:29,190
Grant Fritchey: Well, no, no,
thank you very much for having

492
00:30:29,190 --> 00:30:32,970
me. Love to come back sometime
when I'm not, you know, in weird

493
00:30:32,970 --> 00:30:35,640
environments. And talk yeah,

494
00:30:35,790 --> 00:30:38,280
Jason Baum: we would love to
have you and let's keep in

495
00:30:38,280 --> 00:30:40,440
touch. Definitely. Thank

496
00:30:40,440 --> 00:30:41,100
Grant Fritchey: you very much.

497
00:30:41,190 --> 00:30:43,260
Jason Baum: And thank you for
listening to this episode of the

498
00:30:43,260 --> 00:30:46,290
humans of DevOps Podcast. I'm
going to end this episode the

499
00:30:46,290 --> 00:30:49,740
same way I always do encouraging
you to become a member of DevOps

500
00:30:49,740 --> 00:30:53,340
Institute to get access to even
more great resources just like

501
00:30:53,340 --> 00:30:58,080
this one. Join us in the wild
our community, it's community

502
00:30:58,080 --> 00:31:01,950
dot DevOps institute.com. I hope
to see you there, where we'll

503
00:31:01,950 --> 00:31:05,280
continue the conversation. Until
next time, stay safe, stay

504
00:31:05,280 --> 00:31:09,660
healthy, and most of all, stay
human, live long and prosper.

505
00:31:14,339 --> 00:31:16,439
Narrator: Thanks for listening
to this episode of the humans of

506
00:31:16,439 --> 00:31:19,979
DevOps podcast. Don't forget to
join our global community to get

507
00:31:19,979 --> 00:31:23,339
access to even more great
resources like this. Until next

508
00:31:23,339 --> 00:31:26,819
time, remember, you are part of
something bigger than yourself.

509
00:31:27,089 --> 00:31:27,869
You belong