As observability practitioners, we're constantly surprised to hear at least as many questions about the human side of observability as technical questions about its implementation. “How do I convince higher ups that observability is important? How do I make observability be less of an afterthought?” At Honeycomb, we've developed processes and values to help us in this endeavor. We put all of our engineers on call, and onboard new team members in a fun and engaging way. We've developed tools that allow people to shoulder-surf asynchronously, and we've created spaces where people can share knowledge with both their future selves and the rest of their team. We've fostered a culture where failure is OK because everything is an experiment. We'll walk through a (tool-agnostic) case study of how we approach this at Honeycomb, both technically and culturally.