Observation created over 1 year agoI have been dreaming of ways to improve clarity, consistency, acknowledgment-of-human-uniqueness, fairness, and ultimately fostering of a habit of continuous improvement in growth frameworks since 6 months into being a manager.
Recently, I've been on a kick that one of the few attributes that fosters a healthy growth framework and growth culture is the measure of how frequently the framework is updated. Staleness is the breeding ground for the decomposition of the culture-of-growth ideals.
Christina had a judgment. They then did the hard work of teasing apart that judgment into Observations, Feelings, and Unmet needs. This is very hard, but the single best path to actionable improvement.
They then Spoke Up and Stepped Up in a way that was going to help outside of this one instance... but help sustainably, forever! Instead of making a request, they decided they'd improve the thing we should all be relying on as a guideline for how to improve... the growth framework!
Talk about SUSU... they are even proposing to get rid of a concept that I personally introduced. Which shows me that they want improvement, not appeasement.
:snoop-nod: Can't wait to see the end result!
Observation created over 1 year agoGrrrr... standups aren't as useful because there are so many that no one reads them all. But they are important for keeping everyone informed, connected, and supported.
CW: 🤔 What if we build a form that sends the standup to the channel with everyone AND to the squad channel?
When folks are blocked, it is hard to know. No one LIKES saying "hey i'm stuck"... there is NO inclusive way to do this, so ohh well, status quo I guess.
CW: Nah... what if in that standup form we had a safe radio button that gives folks options. This may not work, but it is low cost, and if it does work to drive attention to when someone is blocked isn't that worth it?
We don't have a culture of learning... by that I mean, where do you put stuff that is interesting that helped you? Gah... too hard, so status quo
CW: Sooo, learning is a daily thing right? Why not ask ourselves daily, if there is something you've learned that you think others may find interest in or benefit from. We could build a habit of learning and isn't that the root of a learning culture?
I could go on... but I hope you get the point. CW is the CP Iron-Man (to know what I mean, checkout a few seconds of this TikTok... CW doesn't just rest on their laurels, they sense and respond. They do!!!
I adore everything about this. The desire for things to be better... the initiative... the fact that I love the single simple solution that creates a system to reinforce good habits, improve inclusiveness, and elevates everyone.
CW... you already know I'm a SUPER FAN of yours... and this is but one example of why.
Also... to be clear about what inspired me to post this? In the #product_team channel we've had THREE interesting learnings POSTED, SHARED, CROSS-POLLINATED to everyone in just the past 24 hours. Of course there could be alert fatigue at some point, but right now... it is absolutely amazing. It is how you build a culture.
This goes beyond my "reasonably highest" accolades of a :snoop-nod:.... this gets the super rare :snoop-nod: :snoop-dance:!!!
Well done! KEEP ITERATING!!! :high-five:
Observation created over 1 year agohttps://careerplug.slack.com/archives/C02T0CYA8GZ/p1691507297298429
Sometimes when mitigating escalations, the right thing to do is:
- Wait until you see a pattern that makes the cost/benefit worth exploring
- Build a thing that makes the need go away
- Build a thing that empowers an earlier tier to meet the need
- Update documentation (internal or external) that addresses the need
But, sometimes, especially in hi-trust environments, the thing to do is to empower and train earlier tiers. This is the hardest of the options, but an amazing one if you can get it done.
CW has been reporting on the fact that IP Address allow-listing has been the top escalation for a long while.... BY FAR.
She investigated multiple ways to mitigate this escalation, but apparently came to the conclusion that it would be best to empower and train T2 to be able to handle these requests. Therefore making the turn around time that much faster, clients that much happier, and removing that much bureaucracy from the CP universe.
Well done!
Observation created about 3 years agoCheckout this message.
The hardest part of any project is getting it finished. That last mile, everyone is exhausted, it isn't sexy work so motivation is low, and it is hard... so it is often done poorly.
The ability of Project Management is currently focused on managing product projects. Collaboration hasn't been fleshed out yet. Also we don't have an assignment like squad manager, and if we did it'd likely be focused on squad-related work.
I say all of this to say, that message is a prime example of leadership. Leadership spans multiple abilities and assignments. I wish there was a single one I could call out, so I called all of them that I thought were close to what I'm in awe of with this.
I love that Christina took charge without any authority (#SUSU)
I love that Christina took on the final part of a project, which is the hardest part
I love the feeling of confidence I have in seeing/knowing that Christina "has it"Christina... I really appreciate you!!