For example, one person requested that we make standups earlier, because they wanted to get them out of the way before getting into the zone. Another suggested making standups later, because they preferred to start work later in the day. Obviously these solutions as suggested were incompatible. So I tried to figure out what value we were getting from standups, and figured that it was worth experimenting with making them asynchronous using Slack. That worked really well, and is what we do now most of the time. (Occasionally, the team likes having in-person standups when in the middle of a tough series of bugfixes.)
We're bicoastal so it's even harder to find a workable time, but I still got flack from outside the team. The improvement in outcomes was so huge that it was very easy to defend.
Could you please elaborate on what you are doing? We are facing similar problems so I would love to know more...
–What did you accomplish yesterday?
–What is your top priority today?
–Where can you use help/what's blocking you?
–Which of these best describes your current level of challenge: bored, relaxed, excited, frustrated?
Everyone on the team is expected to read each other's standup reports (we have 7 people.)
I've found that asking people every day incentivized them to write about anything and invent stuff just to fill up the question.
That means that listening is a huge part, but it's not enough to simply implement exactly what you hear they want.
All that said, I still totally agree with your examples.