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Johnathan Nightingale

2x bestselling author and co-founder at Raw Signal Group

Johnathan Nightingale is a seasoned professional with a diverse background in building and leading technical organizations, focusing on the people aspect of work. With a deep understanding of motivating and organizing teams, he excels in helping individuals and leaders reach their full potential.

Currently, Johnathan is dedicated to improving work environments at Raw Signal Group by assisting leaders in defining their roles and enhancing their skill sets. Drawing from his vast experience, he guides individuals in crafting purposeful careers that align with their values and goals.

Johnathan Nightingale's educational background includes an Honors Bachelor of Science in Cognitive Science & Artificial Intelligence from the University of Toronto.

Throughout his career, Johnathan has been involved in various organizations such as Raw Signal Group, VentureKids, Creative Commons, The Dress Code Project, The Co-pour, Hubba, Joist, Wattpad, MZ Canada Inc, Mozilla, and IBM, holding roles that span from Chief Product Officer to Usability Specialist.

Having served in leadership positions at Mozilla, Johnathan has been instrumental in driving the Firefox browser's development and usability. Additionally, he has contributed as a researcher at the University of Toronto Psychology department.

Highlights

Jun 14 · linkedin

You don't have a culture problem, you have a management problem.

Melissa and I just sent out today's Raw Signal Group newsletter which marks 5 years of sending them out, free and unfiltered, every other Wednesday. This week we're talking about your culture, and what to do if it needs some help. Link below to read the whole thing...

"In a sense, of course these things are all culture. Of course the team FOMO-swarming every meeting is a culture problem. Remote workers feeling isolated and overworked is obviously a culture problem, too. When someone uses the phrase "soft culture," it's pretty clear they're having a culture conversation.

It's not that these things aren't cultural, it's that talking about them as cultural problems is an analytical dead end. The language most organizations use around culture is very passive and observational. Like culture is something that happens to your organization. Things like:

  • Our culture has suffered with the shift to remote work
  • There's a bit of burnout culture here
  • We have a soft culture

The framing sounds reasonably specific, but it completely lacks any agency. Like everyone is just stuck playing the hand they've been dealt by The Culture. If you put the agency back in, it sounds more like:

  • We haven't adapted our cultural practices to remote work very well
  • We burn people out
  • We haven't set clear expectations, and don't hold our teams accountable

This second set of sentences feels different, right? Maybe more concrete, maybe more uncomfortable, but certainly not passive.

The only change we made is to add some accountability. But that change is a powerful tool for cultural issues, whether you're a founder CEO or a first-time team lead. Because once you add agency to the situation, the question becomes: whose? Whose job is this stuff supposed to be?"

https://lnkd.in/gDQRWAYj

Johnathan Nightingale
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Location

Toronto, Ontario, Canada