In this episode, Geoff and Paul discuss the concept of 'User Manuals' (or 'Manual of Me') as a technique to enhance team communication and understanding. Inspired by a listener's question, the guys detail how team members can create their own user manuals to share their work preferences, stress indicators, and personal traits. They provide various methods for implementing the technique and explain the importance of psychological safety. The episode concludes with an invitation for feedback and sharing of experiences.
Geoff Watts:
Welcome back — and hello to you, Mr Goddard.
Paul Goddard:
Hello, Mr Watts.
Geoff Watts:
And hello to everybody out there in the wonderful internet space… Denmark, apparently.
Paul Goddard:
Really?
Geoff Watts:
Yeah — Denmark.
Paul Goddard:
Denmark’s a place. Are we big in Denmark?
Geoff Watts:
Well… only based on the metrics — unless people are using VPNs.
Paul Goddard:
Maybe we’re just big with the Danish audience.
Geoff Watts:
Maybe. My daughter did one of those ancestry tests and it said I’m something like 3% Scandinavian.
Paul Goddard:
Is Denmark Scandinavian?
Geoff Watts:
I think it is, technically.
Paul Goddard:
There you go — a little bit of Danish in the mix.
Geoff Watts:
And that’s actually a slightly accidental lead-in to today’s episode.
This episode is inspired by one of our listeners — not from Denmark, but from the UK. His name’s Rich. We’ve been asking you to tell us what you’d like help with, and Rich sent in a voice note.
He asked for techniques to help teammates start talking to each other, and learn a bit more about how each other works.
So today’s technique is: User Manuals.
Paul Goddard:
Yes — very good. I love this one. I love teaching it, and I love the conversations it catalyses. It uncovers stuff.
But it can be a bit delicate, can’t it? A little bit… touchy-feely.
Geoff Watts:
Yeah — and how you position it is everything.
Psychological safety matters. As a facilitator, coach, or team lead, you need to make it clear that people can choose their own level of vulnerability.
It should be voluntary. No pushing people too far outside their comfort zone.
Paul Goddard:
When you say “User Manual”, I always think of the old Haynes Manuals — the DIY manuals for cars.
Geoff Watts:
It’s a bit of a metaphor, but yes.
A user manual is basically: How do I operate?
If you want to get the best out of me, work well with me, or avoid avoidable friction, it helps to know:
Some people call it “The Manual of Me” — but I like “User Manual”. It’s simple and memorable.
Geoff Watts:
I’ve created a downloadable template for this episode — a set of prompts in boxes.
Each box is an invitation to share something about yourself. You can fill as much or as little as you like.
The goal is:
Once you know more about each other, teamwork tends to get smoother — fewer assumptions, fewer misunderstandings, better choices as a group.
Broadly, the template prompts fall into three themes:
Paul Goddard:
I see the template has a space for name… and nickname. Talk to me about that.
Geoff Watts:
Nicknames can build informality and connection — and sometimes they lead into a backstory. But they’re optional.
Not everyone has one. Not everyone wants to share it. Keep it light, keep it professional.
Paul Goddard:
Fair. Mine isn’t exactly flattering — but I’ll share it. My nickname is Camel.
I was told it’s because I’ve got unusually long eyelashes (for a man)… like a camel. It came from GCSE geography class when I was about 14.
Geoff Watts:
Alright — in that spirit, I’ll share mine too. Mine’s Vince.
At university I lived with three other blokes and we all just called each other Vince. No idea why, but it stuck — to the point where if someone says “Vince” my head still turns.
Paul Goddard:
Okay — inside work.
One question I really like is: “When I’m stressed, you might see me…”
When I’m stressed, I tend to freeze. Rabbit-in-the-headlights. I also go quiet.
I’m also a massive people pleaser — I like harmony, alignment, and I find conflict uncomfortable.
I’m pretty good at finishing what I start. I prefer completing one thing rather than starting five at once.
And something I want to get better at is delegating. When I get impatient waiting for something, I often just pick it up and do it myself — which isn’t always helpful in a team.
Geoff Watts:
That’s great.
Some people also use the personality box to share things like:
It’s useful context — especially if the team has a shared language for it.
Paul Goddard:
Outside work: I do a lot of volunteering. I coach kids rugby. I really care about sport and getting kids into it.
I’m also a Coventry City fan… and I’m currently stressed about football (timing-dependent!).
If you asked what people might say about me outside of work, I’d like to think:
Paul Goddard:
Preferences-wise, feedback matters.
I prefer feedback when I’m prepared for it — don’t ambush me.
If you want to cheer me up, remind me of something I’ve done that added value.
I do my best work when I feel like I’m contributing as part of a team. I don’t thrive working solo for long stretches.
And strangely: I don’t work great in total quiet. I like being around people — even if we’re not actively talking.
Geoff Watts:
Some other useful prompts in the template include:
It helps teams design better ways of working together — based on reality, not assumptions.
Paul Goddard:
Do people fill this in alone first? Or do you do it live as a group activity?
Geoff Watts:
There are a few ways.
The basic version is:
Other variations:
Some people create a poster and talk it through.
What have you seen?
Paul Goddard:
I’ve seen a “quiz” version.
You leave names off the manuals and turn it into a game:
people walk around trying to match the manual to the person — like a bingo-card icebreaker.
It works well when the team already has some safety — and it allows people who know each other well to help introduce others.
Geoff Watts:
That’s great — but yes, it’s riskier. You can get it wrong.
Which is fine if the team has enough safety for that kind of playfulness.
And really, that’s the point: start the conversation. Make it normal to know about each other — and then build from there.
Geoff Watts:
In complex environments, teams need diverse perspectives to solve complex problems.
But diverse people don’t automatically work well together. That takes effort.
User Manuals help teams:
It’s a balancing act — being honest about your own needs, but also being willing to adapt for the benefit of the team.
Paul Goddard:
And it’s a psychological safety builder in itself.
You discover commonality, you normalise reactions, you realise you’re not alone — and that can create a support network inside the team.
Geoff Watts:
We’d love to hear how this goes for Rich — and for anyone else who tries it.
If you tell us what you need help with, we’ll respond with techniques that fit.
Paul Goddard:
You can find the podcast wherever you listen. Subscribe — we’re releasing weekly.
And share it with anyone you think would benefit from adding some new skills to their toolkit.
Geoff Watts:
Reviews and ratings always help too — and we’d love your thoughts.
Paul Goddard:
Thanks Geoff — and thanks again, Rich.
Geoff Watts:
Cheers all.
