Christine P. Dela Rosa Atlassian Team

I relate, @Mel Policicchio! So many different expectations for applications. In a world where companies should want to know what potential looks like, I wish companies would do everything they could to tell candidates what they want so that they can see what candidates might look like at their best. Also, what you said…

It took us a lot of time, but we realised that we were not aware what our son was doing all day long. In addition to you and your partner, @Walter Buggenhout , I wonder if your son was even aware of what he was doing all day long. I know sometimes I wonder where the time goes. That said, I think your suggested "focus"…

Yes I see the distinction even though delegating responsibilities feels similar to setting expectations or providing direction. So, good point! Take a look at this revision, @Walter Buggenhout !

So it sounds like depending on the function, there are lots of different takes on whether responsibilities are important. Based on just what I've heard on this thread, I created a faux word cloud (where the bigger the text, the more I heard it was important to this group). Let me know what you think!

For sure @Colum McAndrew. I agree that silence is absolutely okay and good facilitation is important to ensure there's equitable opportunity for voices to be heard (assuming folks want to talk of course). For me, it's more about trends. Like, if someone is usually vocal at a high or low level, usually reactionary on Slack,…

I like this topic a lot. Because I bet there are many things that can/should be adjusted but we don't think about it because we're used to doing something a certain way. One thing I used to do while working from an office, is notice how everyone was feeling around me. I'd hear people sigh and ask what was up. I'd hear…

I love a debate! I hadn't seen these critiques before and appreciate the perspective. My only counter is that I only recall so many lessons from books like this. And the ones I really liked I think are good high-level concepts that work for any team in any situation: For example: the "Get the right people on the bus"…

Got it, so I'm hearing a lean-in on the areas where you seek the help (e.g. leadership, escalations).

I like seeing that you your expertise in more technical and your manager's expertise may be non-technical management. So it's more of a compliment (vs a redundancy where both of you having to be knowledgeable in each other's expertise).

Ooh, interesting. @Marjorie quick question on your first and highest priority responsibility bullet. Does your manager set expectations with clients and team members or do they more support the expectations you've set?

Interesting to see how some of the concepts that I find a must-have are non-existent for your expectations. I really appreciate the extra context to help me understand where the differences lie, @Jimmy Seddon !

In my experience, I think teams expect a lot of different things from their managers but only so much is actually able to be addressed. Here's what I expect of my managers in recent years: More time investment * Direction on work priorities: a stack ranking or sometimes re-ordering of my priorities * Feedback on my work:…

Well I think you’ll find that here :) Welcome again!

Hear hear! I especially like your last line, @Dana M_ Jansen, because team dynamics, landscape, and tools change all the time. So just because you feel confident in something from before doesn't mean that confidence level should remain without continued reinforcement. 

Welcome, @Lars Maehlmann! I don't think it "sucks to be you" at all lolol. Though, I did enjoy watching Avenue Q. In fact, what you do feels like a perfect fit with members of this group. You might work on a higher scale of impact across teams versus within teams (which represent some of our members), but we talk about…

Thanks for those notes, @Rose Eliff. I intended the construction for each title to be nouns but have changed them to be verbs. And while I liked the detail in each point's description, perhaps others may want a quicker read. All that said, here's another pass!

My mistake, @Rose Eliff. I thought it was public but it's only accessible once a member becomes a Group Leader. So instead, know that we have a 101 for more information on functionality accessible once you become a Leader. And if you have questions, then plop those here. Thanks for calling it out so I could fix the…

"Just say it" is quite resonant to me. I'm not sure if it's because of the way society has normalized etiquette for women or just my own personality, but I catch myself caveating and (sometimes) providing too much context. But really, what I have to say is true with our without all of that exposition. I'm going to add the…

All good, @Andy Gladstone. Aside from the leader role (and a post on how to eliminate the bulk of your daily responsibilities lol), if you have any suggestions and or asks of the group, let us know!

@Vero Rivas @Patrícia Fortunato Montenegro @Nigel Budd (CV) @Rose Eliff, @Nikki Zavadska _Appfire_, @Pavol Harvanka , Josh Costella ,Loïs Bégué, Anita Kalmane What do you think? Representative of this discussion?

Ooh, @Sarah Head! I've heard of this book but haven't jumped in on it. I've sat in on qualitative research where managers say they feel more and more powerless. So this feels like a really important book!

Oh interesting, so this is like 4Ls retro (rooted in feeling, but eventually connecting back to work) but on an individual level. We have health monitors for teams but nothing on an individual level and nothing that ad hoc. Thank you for sharing!

I love that! Unrelated to this discussion thread, I think looking at the ratio of what-we-did-well comments to what-can-we-do-better statements is a part of retros I never considered. Especially when zooming out at the change of those ratios over time! I might just have to add that to my retro analyses ;) 

Wowza! Did not expect that kind of a response. This is one of those case studies to the question "is your company as informed about its own work as it should be?"

Mystery coffee! I like that title. And wow, your track record is impressive! I guess a little reframing is a great way to pique interest. Do you ever re-meet with folks? Because it sounds like these are intro-type meets. I wonder if any of them led to longer relationships.

Sounds like you're not alone in this perspective. Roger that.

Ooooh, it sounds like concentrating the "how's it going" type of conversation into one space instead of just at the start of a meeting for example. I never thought about how that might lead to productive work-related chats. That's a direction I don't normally think of but it's interesting! Do your coffee shop chitchats…

Got it. I resonate with that. Sometimes folks "don't know what they don't know" and wonder if setting up recurring meetings is a way to prevent gaps in knowledge transfer. But I suppose the real issue then is identifying why and where those gaps are instead of simply overcorrecting and meeting with people you may not need…

Oh that's interesting, @Carolyn Carney. To set up meetings based on opportunities/gaps identified in retros. Out of curiosity, who best identifies those areas of improvement from relationships? Do you tend to hear it directly as feedback in the retro or is it a result of analysis from the data gathered from the retro?

I've tried the "donut" app before. To your point, @Andy Gladstone, the teams who used it early on all seemed to enjoy it and say it was nice way to change up their usual schedule of teammates to chat with. But...I didn't really like it hahaha. I prefer to have intention behind every meeting and incorporate the fun bonding…