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Verified Commit 99d27f1e authored by Jamie Maynard's avatar Jamie Maynard
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Fix broken links, formatting issues in leadership

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1 merge request!641Migrated leadership from www-gitlab-com to here
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......@@ -39,6 +39,11 @@
"name" : "hugo ref",
"shortcut" : "ctrl-shift-a"
},
{
"content" : "{{< youtube \"$SELECTED_TEXT\" >}}",
"name" : "youtube",
"shortcut" : "ctrl-shift-y"
},
{
"children" : [
{
......@@ -46,6 +51,11 @@
"name" : "values",
"shortcut" : "ctrl-shift-v"
},
{
"content" : "{{< ref \"values$SELECTED_TEXT\" >}}",
"name" : "values-selection",
"shortcut" : "alt-ctrl-v"
},
{
"content" : "{{< ref \"values#transparency\" >}}",
"name" : "transparency",
......
---
layout: handbook-page-toc
title: "1-1 Suggested Agenda Format"
---
## On this page
{:.no_toc .hidden-md .hidden-lg}
- TOC
{:toc .hidden-md .hidden-lg}
This page describes how [Sid](/handbook/ceo/) formats his 1-1 agendas.
This page describes how [Sid]({{< ref "/handbook/ceo" >}}) formats his 1-1 agendas.
If you are new to 1-1s or not sure how to make your previous experience with 1-1s work in
GitLab's culture, this can be a great starting place for you to learn.
However, remember that 1-1s are private meetings between a manager and their report, so consistency is secondary to effectiveness -
......@@ -26,12 +19,12 @@ Give your agenda document these headers:
## Performance management (Optional)
1. List reports with high or exceptional performance. Team members with high performance [should be recognized and praised](/company/team/structure/#management-group).
1. List reports who might be [underperforming](/handbook/leadership/underperformance/). Err on the side of putting people on too early and taking them off when it turns out there was no underperformance. It is important to bring people [up with your manager immediately](/handbook/leadership/underperformance#immediately-discuss-with-the-managers-manager) and not have your manager have to tell you about concerns.
1. List reports with high or exceptional performance. Team members with high performance [should be recognized and praised]({{< ref "structure#management-group" >}}).
1. List reports who might be [underperforming]({{< ref "underperformance" >}}). Err on the side of putting people on too early and taking them off when it turns out there was no underperformance. It is important to bring people [up with your manager immediately]({{< ref "underperformance#immediately-discuss-with-the-managers-manager" >}}) and not have your manager have to tell you about concerns.
## Career development
An important part of career development is feedback, but that’s not all. It also involves training.
An important part of career development is feedback, but that’s not all. It also involves training.
Please see [our guide on giving career development](/handbook/people-group/guidance-on-feedback/).
## Vision
......@@ -43,26 +36,26 @@ Please see [our guide on giving career development](/handbook/people-group/guida
1. Every item in the hallway section starts with exactly one tag, the tag can come from one of four categories:
1. Timing
* `ISO DATE` (example: 2017-05-21 or 2017-05) - indicating when this item will be discussed next
* `RELEASE NUMBER` (example: 9.4 or 9.5) - alternative to `ISO DATE` to indicate when this item will be discussed next
- `ISO DATE` (example: 2017-05-21 or 2017-05) - indicating when this item will be discussed next
- `RELEASE NUMBER` (example: 9.4 or 9.5) - alternative to `ISO DATE` to indicate when this item will be discussed next
1. Action
* `TODO` - report needs to set date of when this will be completed or just do the task, if we should discuss them report changes them to `DISCUSS`
* `DOTO` - manager needs to do something, with this a (case sensitive) search for '` DO`' finds all `DOTO`'s and `DONE`'s
* `DISCUSS` - cover in the next 1-1 meeting
* `REVIEW` - there is a Merge Request (MR) or document that can be approved, the MR should not be a Work In Progress (WIP)
* `HELP` - if you need help with anything.
* `THINK` - if the person who did not put it on the agenda wants time to think about it and discuss it next meeting.
- `TODO` - report needs to set date of when this will be completed or just do the task, if we should discuss them report changes them to `DISCUSS`
- `DOTO` - manager needs to do something, with this a (case sensitive) search for '`DO`' finds all `DOTO`'s and `DONE`'s
- `DISCUSS` - cover in the next 1-1 meeting
- `REVIEW` - there is a Merge Request (MR) or document that can be approved, the MR should not be a Work In Progress (WIP)
- `HELP` - if you need help with anything.
- `THINK` - if the person who did not put it on the agenda wants time to think about it and discuss it next meeting.
1. Ready to remove
* `FYI` - informational, can be removed outside of the meeting by the person who did not put it on the agenda (the audience for the FYI).
* `DONE` - to be removed by the person who put it on the agenda, only set after any related MR has been merged
* `MOVE` - if you want to move it outside of the agenda, for example an issue tracker, removal by the person who put it on the agenda
* `DUPLICATE` - An item that is an outdated duplicate of another item on the agenda, removal by the person who put it on the agenda.
* `WONT` - if you think this is no longer something that should be done.
* `WHY` - if you get the suggestion but wonder why this is important and what the problem is.
* `IDEA` - if the person who put it on the agenda is offering a suggestion for consideration and possible dismissal rather than as a directive.
* `THANKS` - mostly used by the manager to praise the report, these should not require a follow-up action. There is a tendency to focus on issues and challenges. Do not forget to recognize accomplishments and success.
* `SORRY` - if you want to say sorry for something.
* `FEEDBACK` - this is feedback about your performance (also means that all the other items are not performance feedback)
- `FYI` - informational, can be removed outside of the meeting by the person who did not put it on the agenda (the audience for the FYI).
- `DONE` - to be removed by the person who put it on the agenda, only set after any related MR has been merged
- `MOVE` - if you want to move it outside of the agenda, for example an issue tracker, removal by the person who put it on the agenda
- `DUPLICATE` - An item that is an outdated duplicate of another item on the agenda, removal by the person who put it on the agenda.
- `WONT` - if you think this is no longer something that should be done.
- `WHY` - if you get the suggestion but wonder why this is important and what the problem is.
- `IDEA` - if the person who put it on the agenda is offering a suggestion for consideration and possible dismissal rather than as a directive.
- `THANKS` - mostly used by the manager to praise the report, these should not require a follow-up action. There is a tendency to focus on issues and challenges. Do not forget to recognize accomplishments and success.
- `SORRY` - if you want to say sorry for something.
- `FEEDBACK` - this is feedback about your performance (also means that all the other items are not performance feedback)
1. It is recommended to provide a section to list frequently & useful tags that helps facilitate ideas and perception triggers when a direct report (or their manager) fills out the 1-1 agenda.
- This helps reassure that all these topic tags are readily available and encouraged to be used. This is especially important for `THANKS`, `SORRY` and `HELP` tags.
1. As specified above items are removed after being set to `DONE`. The 1-1 is one list that is continually modified. It is not a meeting agenda that is duplicated every week under a new date.
......@@ -78,6 +71,7 @@ Please see [our guide on giving career development](/handbook/people-group/guida
1. When you make a change link to diff or merge request instead of new content itself, this makes it easier to see what the change was.
## Order
We move through the agenda top to bottom by header but bottom to top within those headers.
For example, the very first discussion item in the call should be the last item under High Performance.
......@@ -88,4 +82,3 @@ Consider this [example agenda](https://docs.google.com/document/d/1Wi8zCIQishXuP
<figure class="video_container">
<iframe src="https://docs.google.com/document/d/1Wi8zCIQishXuPZBTsjw3lmjGTWLDwqQBe0n9jmgbTyU/edit#"></iframe>
</figure>
This diff is collapsed.
---
layout: handbook-page-toc
title: "Biggest Tailwinds"
---
## On this page
{:.no_toc .hidden-md .hidden-lg}
- TOC
{:toc .hidden-md .hidden-lg}
We believe that the market opportunity for a complete DevSecOps platform designed as a single application for the software development lifecycle is [several billion dollars and expanding](https://about.gitlab.com/handbook/sales/tam/#:~:text=Total%20Addressable%20Market%20(TAMkt)%20is,revenue%20per%20user%20(ARPU).&text=Additional%20potential%20users%3A,Product%20managers). There are three primary trends outlined below that we have identified as the most significant to supporting the long term success of our business.
We also have a [Mitigating Concerns page](/handbook/leadership/mitigating-concerns/).
We also have a [Mitigating Concerns page]({{< ref "mitigating-concerns" >}}).
## 1. Digital Transformation
[Digital Transformation](https://about.gitlab.com/blog/2019/03/19/reduce-cycle-time-digital-transformation/)
## 1. [Digital Transformation](/blog/2019/03/19/reduce-cycle-time-digital-transformation/)
[Customer Experience](https://docs.gitlab.com/ee/ci/review_apps/index.html#visual-reviews)
[Software is Eating the World](https://a16z.com/2011/08/20/why-software-is-eating-the-world/)
## 2. [DevOps](/topics/devops/)
## 2. DevOps
[DevOps](https://about.gitlab.com/topics/devops/)
[Developers as the New Kingmakers](https://dzone.com/articles/developers-are-the-new-kingmakers)
......@@ -24,29 +23,34 @@ We also have a [Mitigating Concerns page](/handbook/leadership/mitigating-concer
[Lack of Developers](https://stackoverflow.blog/2017/03/09/developer-hiring-trends-2017/)
[Open Source](/topics/20-years-open-source/)
[Open Source](https://about.gitlab.com/topics/20-years-open-source/)
## 3. [Multicloud](/topics/multicloud/)
[Cloud Native and the Adoption of Kubernetes](/topics/cloud-native/)
## 3. Multicloud
[Microservices](/topics/microservices/)
[Multicloud](https://about.gitlab.com/topics/multicloud/)
[Cloud Native and the Adoption of Kubernetes](https://about.gitlab.com/topics/cloud-native/)
[Microservices](https://about.gitlab.com/topics/microservices/)
[Observability](https://siliconangle.com/2019/09/30/quickening-race-lead-cloud-native-computing-observability/)
[Progressive Delivery](/blog/2019/04/19/progressive-delivery-using-review-apps/)
[Progressive Delivery](https://about.gitlab.com/blog/2019/04/19/progressive-delivery-using-review-apps/)
[Workloads Moving to the Cloud](https://www.synopsys.com/blogs/software-security/cloud-migration-business/)
## 4. [All-Remote](/company/culture/all-remote/)
## 4. All-Remote
[All-Remote](https://about.gitlab.com/company/culture/all-remote/)
GitLab's all-remote workforce is significantly more advanced and sophisticated than other forms of organizational design. Our dedication to working [handbook-first](/company/culture/all-remote/handbook-first-documentation/), operating [transparently](/handbook/values/#transparency), and [usage of GitLab](/company/culture/all-remote/gitlab-for-remote/) to drive results creates tailwinds for the organization.
GitLab's all-remote workforce is significantly more advanced and sophisticated than other forms of organizational design. Our dedication to working [handbook-first](https://about.gitlab.com/company/culture/all-remote/handbook-first-documentation/), operating [transparently]({{< ref "values#transparency" >}}), and [usage of GitLab](https://about.gitlab.com/company/culture/all-remote/gitlab-for-remote/) to drive results creates tailwinds for the organization.
GitLab's adherence to all-remote makes the company an attractive destination for people who are on the [B-team in hybrid-remote firms](/company/culture/all-remote/hybrid-remote/#all-remote-upgrade), or feel limited by the inflexibility of a fully colocated role.
GitLab's adherence to all-remote makes the company an attractive destination for people who are on the [B-team in hybrid-remote firms](https://about.gitlab.com/company/culture/all-remote/hybrid-remote/#all-remote-upgrade), or feel limited by the inflexibility of a fully colocated role.
[GitLab Guide to All-Remote](/company/culture/all-remote/guide/)
[GitLab Guide to All-Remote](https://about.gitlab.com/company/culture/all-remote/guide/)
[Work where you want, when you want](https://jorgdesign.springeropen.com/articles/10.1186/s41469-020-00087-8)
[Work where you want, when you want](https://jorgdesign.springeropen.com/articles/10.1186/s41469-020-00087-8)
[All-Remote Upgrade](/company/culture/all-remote/hybrid-remote/#all-remote-upgrade)
[All-Remote Upgrade](https://about.gitlab.com/company/culture/all-remote/hybrid-remote/#all-remote-upgrade)
[Our Work-From-Anywhere Future](https://hbr.org/2020/11/our-work-from-anywhere-future)
---
layout: handbook-page-toc
title: "Book clubs"
---
## On this page
{:.no_toc .hidden-md .hidden-lg}
From time to time, we run internal book clubs on a book from one of our resource lists. All are welcome! However,
each club has a suggested audience to indicate roles to which the content is tailored.
- TOC
{:toc .hidden-md .hidden-lg}
From time to time, we run internal book clubs on a book from one of our resource lists. All are welcome! However,
each club has a suggested audience to indicate roles to which the content is tailored.
* [Leadership](/handbook/leadership/#books)
* [Development](/handbook/engineering/development/#books)
- [Leadership]({{< ref "_index.md#books" >}})
- [Development](https://about.gitlab.com/handbook/engineering/development/#books)
To propose a new book club, [create an
issue](https://gitlab.com/gitlab-com/books-clubs/combined-book-clubs/-/issues/new) in the [book
clubs project](https://gitlab.com/gitlab-com/books-clubs/combined-book-clubs/). Individual book clubs which need a dedicated project can create on in the [book-clubs group](https://gitlab.com/gitlab-com/books-clubs) ([example](https://gitlab.com/gitlab-com/books-clubs/bookclub-hands-on-machine-learning)).
clubs project](https://gitlab.com/gitlab-com/books-clubs/combined-book-clubs/). Individual book clubs which need a dedicated project can create on in the [book-clubs group](https://gitlab.com/gitlab-com/books-clubs) ([example](https://gitlab.com/gitlab-com/books-clubs/bookclub-hands-on-machine-learning)).
## Better Onboarding
* Dates: 2021-07-08 and 2021-07-15
* Time: 02:00 PM UTC
* [Zoom](https://gitlab.zoom.us/j/99228304969) (password is in the calendar event info)
* [Meeting agenda](https://docs.google.com/document/d/1BlNlGZb6kJPxUKNmJrJtQLvQxHsQx3WSpxSLUyc56FA/edit#)
* [Discussion issue](https://gitlab.com/gitlab-com/book-clubs/combined-book-clubs/-/issues/27)
* [Recording Session 1](https://drive.google.com/drive/folders/1Evt0ex97k8ZJMqH10WSMb6z1LqNTDPFE?usp=sharing)
* [Recording Session 2](https://drive.google.com/drive/folders/1cbtczvk30BDSzdbrByqdB8ETAz3avKOs?usp=sharing)
* Suggested audience: Growth, Product, Product Design and Development
- Dates: 2021-07-08 and 2021-07-15
- Time: 02:00 PM UTC
- [Zoom](https://gitlab.zoom.us/j/99228304969) (password is in the calendar event info)
- [Meeting agenda](https://docs.google.com/document/d/1BlNlGZb6kJPxUKNmJrJtQLvQxHsQx3WSpxSLUyc56FA/edit#)
- [Discussion issue](https://gitlab.com/gitlab-com/book-clubs/combined-book-clubs/-/issues/27)
- [Recording Session 1](https://drive.google.com/drive/folders/1Evt0ex97k8ZJMqH10WSMb6z1LqNTDPFE?usp=sharing)
- [Recording Session 2](https://drive.google.com/drive/folders/1cbtczvk30BDSzdbrByqdB8ETAz3avKOs?usp=sharing)
- Suggested audience: Growth, Product, Product Design and Development
## Trustworthy Online Controlled Experiments (A Practical Guide to A/B Testing)
* Dates: 2021-03-11 to 2021-06-10 (every week)
* Time: 08:00 PT / 15:00 UTC
* [Zoom](https://gitlab.zoom.us/j/99228304969) (password is in the calendar event info)
* [Meeting agenda](https://docs.google.com/document/d/16-vWAEdQoV7pizQuErgBovEAqFlPq0pv3-fhfmPk5ec/edit#heading=h.50o15qg15kc0)
* [Discussion issue](https://gitlab.com/gitlab-com/book-clubs/-/issues/23)
* Suggested audience: growth, product & engineering
- Dates: 2021-03-11 to 2021-06-10 (every week)
- Time: 08:00 PT / 15:00 UTC
- [Zoom](https://gitlab.zoom.us/j/99228304969) (password is in the calendar event info)
- [Meeting agenda](https://docs.google.com/document/d/16-vWAEdQoV7pizQuErgBovEAqFlPq0pv3-fhfmPk5ec/edit#heading=h.50o15qg15kc0)
- [Discussion issue](https://gitlab.com/gitlab-com/book-clubs/-/issues/23)
- Suggested audience: growth, product & engineering
## Ruby under a Microscope
* Dates: 2020-11-24 to 2021-03-03 (every week)
* Time: EMEA 14:00 UTC, AMER/APAC 23:00 UTC
* [Zoom EMEA](https://gitlab.zoom.us/j/99123637556), [Zoom AMER/APAC](https://gitlab.zoom.us/j/91894125368) (password is in the calendar event info)
* [Meeting agenda](https://docs.google.com/document/d/18Ekce5kFaEdAvY9OMRETmp8ukCmhhQqRjpbN9N0ssmk/)
* [Discussion issue](https://gitlab.com/gitlab-com/book-clubs/combined-book-clubs/-/issues/15)
* Suggested audience: engineering
- Dates: 2020-11-24 to 2021-03-03 (every week)
- Time: EMEA 14:00 UTC, AMER/APAC 23:00 UTC
- [Zoom EMEA](https://gitlab.zoom.us/j/99123637556), [Zoom AMER/APAC](https://gitlab.zoom.us/j/91894125368) (password is in the calendar event info)
- [Meeting agenda](https://docs.google.com/document/d/18Ekce5kFaEdAvY9OMRETmp8ukCmhhQqRjpbN9N0ssmk/)
- [Discussion issue](https://gitlab.com/gitlab-com/book-clubs/combined-book-clubs/-/issues/15)
- Suggested audience: engineering
## Software Engineering at Google
* Dates: 2020-05-20 to 2020-07-29 (every 2 weeks)
* Time: 21:30 UTC
* [Zoom](https://gitlab.zoom.us/j/93189804434)
* [Meeting agenda](https://docs.google.com/document/d/1zh4YCCTs-g_gUYPC8Wv9x-dyBS9_vgEZY222bTgR-8E/)
* [Discussion issue](https://gitlab.com/gitlab-com/book-clubs/combined-book-clubs/-/issues/10)
* Suggested audience: engineering management
- Dates: 2020-05-20 to 2020-07-29 (every 2 weeks)
- Time: 21:30 UTC
- [Zoom](https://gitlab.zoom.us/j/93189804434)
- [Meeting agenda](https://docs.google.com/document/d/1zh4YCCTs-g_gUYPC8Wv9x-dyBS9_vgEZY222bTgR-8E/)
- [Discussion issue](https://gitlab.com/gitlab-com/book-clubs/combined-book-clubs/-/issues/10)
- Suggested audience: engineering management
## The Principles of Product Development Flow
* Dates: 2019-09-05 to 2019-10-31 (every week)
* Time: 11:30 Pacific Time
* [Zoom](https://gitlab.zoom.us/j/677129986)
* [Meeting agenda](https://docs.google.com/document/d/167NRxaU0n-d0zybSeXuuNBC4Zz8wVksaw8isUiPwhHQ/edit?usp=sharing)
* [Discussion issue](https://gitlab.com/gitlab-com/book-clubs/combined-book-clubs/issues/5)
* Suggested audience: engineering management
- Dates: 2019-09-05 to 2019-10-31 (every week)
- Time: 11:30 Pacific Time
- [Zoom](https://gitlab.zoom.us/j/677129986)
- [Meeting agenda](https://docs.google.com/document/d/167NRxaU0n-d0zybSeXuuNBC4Zz8wVksaw8isUiPwhHQ/edit?usp=sharing)
- [Discussion issue](https://gitlab.com/gitlab-com/book-clubs/combined-book-clubs/issues/5)
- Suggested audience: engineering management
## High Output Management
* Dates: 2019-06-03 to 2019-07-15 (every two weeks)
* Time: 7:30 Pacific Time (one hour before the company call)
* [Zoom](https://gitlab.zoom.us/j/544984602)
* [Meeting agenda](https://docs.google.com/document/d/1gQZahLk2LYDbYAb4TeYqNOQbF8f6MrCaATLyPTzRONY/edit)
* [Discussion issue](https://gitlab.com/gitlab-com/book-clubs/combined-book-clubs/issues/3)
* [Recordings](https://www.youtube.com/playlist?list=PL05JrBw4t0Kp_xR7vrRiGu7URKiUmN8m3)
* Suggested audience: people managers
- Dates: 2019-06-03 to 2019-07-15 (every two weeks)
- Time: 7:30 Pacific Time (one hour before the company call)
- [Zoom](https://gitlab.zoom.us/j/544984602)
- [Meeting agenda](https://docs.google.com/document/d/1gQZahLk2LYDbYAb4TeYqNOQbF8f6MrCaATLyPTzRONY/edit)
- [Discussion issue](https://gitlab.com/gitlab-com/book-clubs/combined-book-clubs/issues/3)
- [Recordings](https://www.youtube.com/playlist?list=PL05JrBw4t0Kp_xR7vrRiGu7URKiUmN8m3)
- Suggested audience: people managers
<iframe width="560" height="315" src="https://www.youtube.com/embed/videoseries?list=PL05JrBw4t0Kp_xR7vrRiGu7URKiUmN8m3" frameborder="0" allow="autoplay; encrypted-media" allowfullscreen></iframe>
......@@ -82,35 +75,35 @@ clubs project](https://gitlab.com/gitlab-com/books-clubs/combined-book-clubs/).
This book club was internal-only.
* Dates: 2018-10-01 to 2018-11-05
* [Notes](https://docs.google.com/document/d/1lY-v9zRdSxtVKu-yh3U7oz5kNen2YZE_m5OeNF0QNHM/edit)
* [Recordings](https://drive.google.com/drive/u/0/folders/1lqtdN4eWLG0RxqV8KSsnp8__P__Bff-2)
* Suggested audience: engineering managers
- Dates: 2018-10-01 to 2018-11-05
- [Notes](https://docs.google.com/document/d/1lY-v9zRdSxtVKu-yh3U7oz5kNen2YZE_m5OeNF0QNHM/edit)
- [Recordings](https://drive.google.com/drive/u/0/folders/1lqtdN4eWLG0RxqV8KSsnp8__P__Bff-2)
- Suggested audience: engineering managers
## Suggestions on running a book club
1. If possible, find a partner. Having two people run the book club has
a number of advantages:
1. Reduced pressure and workload.
2. Lower chance of needing to reschedule due to illness or other
1. Lower chance of needing to reschedule due to illness or other
emergency.
3. Meetings start as a conversation, not a monologue.
4. Add your buddy as a co-host in Zoom so that meetings can be recorded in your absence
2. Add the book's title to the handbook if it isn't already listed.
1. Meetings start as a conversation, not a monologue.
1. Add your buddy as a co-host in Zoom so that meetings can be recorded in your absence
1. Add the book's title to the handbook if it isn't already listed.
1. Books that are also available as audiobooks increase the
potential audience. The more ways people can experience the book,
the more people can attend.
3. [Set up the meeting schedule.](/handbook/tools-and-tips/#gitlab-team-meetings-calendar)
1. [Set up the meeting schedule.]({{< ref "tools-and-tips#gitlab-team-meetings-calendar" >}})
1. Record the meetings and [post them to
YouTube](/handbook/marketing/marketing-operations/youtube/). If the participants
YouTube](https://about.gitlab.com/handbook/marketing/marketing-operations/youtube/). If the participants
agree, make the videos public.
2. Consider having the same section of the book covered in different
1. Consider having the same section of the book covered in different
meeting slots, to allow people in different time zones to attend.
4. Set the expected reading schedule for the entire book before
1. Set the expected reading schedule for the entire book before
starting, so people know what level of reading is required.
5. Create an agenda for each session seeded with interesting quotes and
1. Create an agenda for each session seeded with interesting quotes and
concepts from the relevant section of the book.
1. If possible, prepare topics for all of the sessions before the starting,
too - although this requires the hosts to read the whole book up front.
6. Once the book club is done, seek feedback and update this handbook
1. Once the book club is done, seek feedback and update this handbook
page!
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---
layout: handbook-page-toc
title: Effective Delegation
---
## On this page
{:.no_toc .hidden-md .hidden-lg}
- TOC
{:toc .hidden-md .hidden-lg}
## Effective Delegation
The purpose of this section is to give you the following:
* An appreciation for the importance of delegation to others as a way to manage workload and prioritize action items.
* Face any fears that you may have regarding delegating to others.
* Help you adopt an appropriate strategy to delegate the right tasks to the right people at the right time and in the right way.
* Help you develop a systematic step-by-step approach to brief team members on what you want to delegate to others.
### What is delegation?
- An appreciation for the importance of delegation to others as a way to manage workload and prioritize action items.
- Face any fears that you may have regarding delegating to others.
- Help you adopt an appropriate strategy to delegate the right tasks to the right people at the right time and in the right way.
- Help you develop a systematic step-by-step approach to brief team members on what you want to delegate to others.
### What is delegation?
Delegation is the assignment of responsibilities to another person for the purpose of carrying out specific job-related activities. Delegation is a shift of decision-making authority from one team member to another.
### Considerations when delegating
Before further diving into delegation, it's important for you as a leader to consider whether delegation is the right thing to do. In this [Situational Leadership Strategy](/blog/2021/11/19/situational-leadership-strategy/) article, GitLab's co-founder and CEO Sid Sijbrandij gives an overview of 4 leadership styles discussed in Situational Leadership Theory and the factors he considers when determining whether to delegate.
Before further diving into delegation, it's important for you as a leader to consider whether delegation is the right thing to do. In this [Situational Leadership Strategy](https://about.gitlab.com/blog/2021/11/19/situational-leadership-strategy/) article, GitLab's co-founder and CEO Sid Sijbrandij gives an overview of 4 leadership styles discussed in Situational Leadership Theory and the factors he considers when determining whether to delegate.
### Benefits of Delegation
**Manager/Leader Benefits**
* Reduced stress
* Improve time management
* Increased trust
- Reduced stress
- Improve time management
- Increased trust
**Team Member Benefits**
* Professional knowledge and skills development
* Enhanced self-esteem and confidence
* Sense of achievement
- Professional knowledge and skills development
- Enhanced self-esteem and confidence
- Sense of achievement
**GitLab Benefits**
* Increased teamwork and collaboration
* Increased productivity and efficiency
- Increased teamwork and collaboration
- Increased productivity and efficiency
### So why do managers struggle with delegation?
As a Manager, we have to delegate tasks and activities to achieve results. Delegation only works when both the team member and manager share a common understanding of the problem set and how to go about solving them. If a Manager doesn't understand fully what they are delegating, achieving results could be slowed down. Delegation without follow-through by the manager is abandonment. When delegating tasks, consider monitoring the team member's progress based on their level of competence/skills with the tasks.
**Additional reasons why managers struggle with delegation:**
**Additional reasons why managers struggle with delegation:**
* It is too hard
* It takes too much time
* Nobody can do it as well as I can
* Nobody else has the time
* They are scared things will fail
* They lack trust in their team members
* Leaders get caught up in all the details
* Leaders feel the sense of a loss of control
* Leaders "worry" about quality
- It is too hard
- It takes too much time
- Nobody can do it as well as I can
- Nobody else has the time
- They are scared things will fail
- They lack trust in their team members
- Leaders get caught up in all the details
- Leaders feel the sense of a loss of control
- Leaders "worry" about quality
**Knowing when and to whom you should delegate to**
Delegating can be especially helpful in the following situations:
* When the task offers a valuable training opportunity for a team member
* When a team member has more knowledge or experience related to the task than you
* When the task is recurring and all team members should be trained
* When the task is of low priority and you have higher priority tasks that require your immediate attention
- When the task offers a valuable training opportunity for a team member
- When a team member has more knowledge or experience related to the task than you
- When the task is recurring and all team members should be trained
- When the task is of low priority and you have higher priority tasks that require your immediate attention
When deciding who to select for the task, you must consider:
* The team members current work load
* The strengths and weaknesses of the team member
* The experience and skill level of the team member
- The team members current work load
- The strengths and weaknesses of the team member
- The experience and skill level of the team member
**IDEAL** - Six steps of delegations. In this section we will review the 6 different steps and approaches for enhancing your delegation skills.
**IDEAL** - Six steps of delegations. In this section we will review the 6 different steps and approaches for enhancing your delegation skills.
**I** - Introduce the task
**D** - Demonstrate clearly what needs to be done
......@@ -81,7 +78,7 @@ When deciding who to select for the task, you must consider:
**L** - Let go
**S** - Support and monitor
**Introduce the task**
**Introduce the task**
- Determine the tasks to be delegated
- Determine the tasks to retain
......@@ -113,7 +110,7 @@ When you introduce the task use "What-Why" statements like "I want you to do ...
- Communicate to the broader audience the team members authority and ownership of task
- Step back, let the team member get to work
- Don't allow yourself to engage in reverse delegation or step in take over (unless the task is completely going off the track or potentially going to miss the deadline by a significant amount of time) Reverse delegation is a term that describes a situation whereby a manager delegates a task to their direct reports, but only to take it back, for one reason or another, to work on it sometime later. There are two ways, forced and unforced, that reverse delegation may take place.
- Don't allow yourself to engage in reverse delegation or step in take over (unless the task is completely going off the track or potentially going to miss the deadline by a significant amount of time) Reverse delegation is a term that describes a situation whereby a manager delegates a task to their direct reports, but only to take it back, for one reason or another, to work on it sometime later. There are two ways, forced and unforced, that reverse delegation may take place.
**Support and Monitor**
......@@ -124,7 +121,7 @@ When you introduce the task use "What-Why" statements like "I want you to do ...
- Publicly praise progress and completion
- Encourage problem-solving
## Delegation Stressors
## Delegation Stressors
**"Why do Managers...?"**
......@@ -139,7 +136,7 @@ When you introduce the task use "What-Why" statements like "I want you to do ...
- Lack of communication - Communicating the plan in a clear and precise manner prevents errors caused by miscommunication
- Fear of relinquishing control - Management may be resistant to delegating at first, but delegation can build trust and morale among managers and team members
- Micromanagement - Micromanagement prevents team members from completing their assigned tasks and defeats the purpose of delegation
- Interruptions - Managing our time is a key attribute to increasing the managerial output of the teams we lead. Interruptions can occur a lot. Ask yourself how you can strive toward regularity and prevent stops and starts in your day.
- Interruptions - Managing our time is a key attribute to increasing the managerial output of the teams we lead. Interruptions can occur a lot. Ask yourself how you can strive toward regularity and prevent stops and starts in your day.
**Signs of Micromanagement**
......@@ -166,7 +163,7 @@ Micromanaging occurs when a manager assigns a task to a team member, but prevent
- The skills and knowledge of the group/division/department are concentrated in a few people
- New team members do not find any meaningful ways to contribute to the work or growth of the group
**Conclusion**
**Conclusion**
Practice makes perfect. It gets easier the more you do it! Below are a few useful articles for managers regarding the importance of delegation.
......@@ -182,6 +179,3 @@ Practice makes perfect. It gets easier the more you do it! Below are a few use
- [The Busy Manager's Guide to Delegation](https://www.amazon.com/Busy-Managers-Guide-Delegation-Worksmart/dp/0814414745)
- [The Art of Delegation: Maximize Your Time, Leverage Others, and Instantly Increase Profits](https://www.amazon.com/Art-Delegation-Maximize-Leverage-Instantly/dp/1508606463/ref=pd_lpo_14_t_0/131-6062910-8368813?_encoding=UTF8&pd_rd_i=1508606463&pd_rd_r=02942d4a-2f8f-4d1c-8e8d-f2620279a532&pd_rd_w=7cbKC&pd_rd_wg=sn5aY&pf_rd_p=7b36d496-f366-4631-94d3-61b87b52511b&pf_rd_r=B2SGADF8ZVFWGQ0SDMW7&psc=1&refRID=B2SGADF8ZVFWGQ0SDMW7)
- [How to Delegate - Essential Managers series](https://www.amazon.com/Delegate-Essential-Managers-Robert-Heller/dp/0789428903/ref=pd_lpo_14_t_2/131-6062910-8368813?_encoding=UTF8&pd_rd_i=0789428903&pd_rd_r=02942d4a-2f8f-4d1c-8e8d-f2620279a532&pd_rd_w=7cbKC&pd_rd_wg=sn5aY&pf_rd_p=7b36d496-f366-4631-94d3-61b87b52511b&pf_rd_r=B2SGADF8ZVFWGQ0SDMW7&psc=1&refRID=B2SGADF8ZVFWGQ0SDMW7)
---
layout: handbook-page-toc
title: Emotional Intelligence
---
## On this page
{:.no_toc .hidden-md .hidden-lg}
- TOC
{:toc .hidden-md .hidden-lg}
## Introduction
At GitLab, we place a high level of importance on interpersonal skills for workplace effectiveness. Employee interpersonal skills have an impact on productivity, morale, engagement, performance, and help us [live up to our values](/handbook/values/). Whether you are a People Manager or an Individual Contributor, being skilled in "emotional intelligence" (also referred to as EQ) is a key attribute to interpersonal effectiveness.
At GitLab, we place a high level of importance on interpersonal skills for workplace effectiveness. Employee interpersonal skills have an impact on productivity, morale, engagement, performance, and help us [live up to our values]({{< ref "values" >}}). Whether you are a People Manager or an Individual Contributor, being skilled in "emotional intelligence" (also referred to as EQ) is a key attribute to interpersonal effectiveness.
One of the most important factors in people's decisions to stay or leave a job is the quality of the relationship they have with their immediate boss and their coworkers. There are practical ways to learn and apply interpersonal skills in a remote environment. In this section of the handbook we review the key characteristics of emotional intelligence (EQ) and how to improve your interpersonal skills professionally and personally. You'll learn how to work more effectively with others.
One of the most important factors in people's decisions to stay or leave a job is the quality of the relationship they have with their immediate boss and their coworkers. There are practical ways to learn and apply interpersonal skills in a remote environment. In this section of the handbook we review the key characteristics of emotional intelligence (EQ) and how to improve your interpersonal skills professionally and personally. You'll learn how to work more effectively with others.
## What is emotional intelligence?
![ven diagram explanining elements of emotional intelligence.](eq-diagram.jpg){: .shadow.medium.center}
![ven diagram explanining elements of emotional intelligence.](eq-diagram.jpg)
{.shadow.medium.center}
EQ is defined as the ability to understand and manage your own emotions, as well as recognize and influence the emotions of those around you, according to [Harvard Business review](https://online.hbs.edu/blog/post/emotional-intelligence-in-leadership). At GitLab, we operate in an [all-remote environment](/company/culture/all-remote/guide/) where [team members communicate](/handbook/communication/) virtually across the globe. By fostering EQ, we can establish a level of connection in an all-remote environment.
EQ is defined as the ability to understand and manage your own emotions, as well as recognize and influence the emotions of those around you, according to [Harvard Business review](https://online.hbs.edu/blog/post/emotional-intelligence-in-leadership). At GitLab, we operate in an [all-remote environment](https://about.gitlab.com/company/culture/all-remote/guide/) where [team members communicate](/handbook/communication/) virtually across the globe. By fostering EQ, we can establish a level of connection in an all-remote environment.
Better EQ provides better relations with remote teams. EQ plays an important role in helping maintain order between teams that consist of [diverse cultures and backgrounds](/company/culture/inclusion/). At GitLab, we rely on [low-context communications](/company/culture/all-remote/effective-communication/), [Slack channels](/handbook/communication/#key-slack-channels), email, and [video calls](/handbook/communication/#video-calls) to get our message across. There are less opportunities to practice our EQ.
Better EQ provides better relations with remote teams. EQ plays an important role in helping maintain order between teams that consist of [diverse cultures and backgrounds](https://about.gitlab.com/company/culture/inclusion/). At GitLab, we rely on [low-context communications](/company/culture/all-remote/effective-communication/), [Slack channels]({{< ref "communication#key-slack-channels" >}}), email, and [video calls]({{< ref "communication#video-calls" >}}) to get our message across. There are less opportunities to practice our EQ.
Considering that these communication channels do not always express our true feelings, developing our EQ will be a tool for us to pick up on emotional cues and help us read between the lines to better understand the message.
Considering that these communication channels do not always express our true feelings, developing our EQ will be a tool for us to pick up on emotional cues and help us read between the lines to better understand the message.
Learn more about emotional intelligence by watching this session titled Being Human with Claire Doody, hosted by the GitLab L&D team in September, 2022. Hear from more experts in conversations hosted by GitLab with [Reini Chipman on Diversity in Emotional Intelligence](https://youtu.be/DErrcLrw-ag) and [Christopher Connors on EQ for Modern Leaders.](https://youtu.be/6gwPV6Y5YUQ)
<iframe width="560" height="315" src="https://www.youtube.com/embed/ai6DbsNIOF4" title="YouTube video player" frameborder="0" allow="accelerometer; autoplay; clipboard-write; encrypted-media; gyroscope; picture-in-picture" allowfullscreen></iframe>
{{< youtube "ai6DbsNIOF4" >}}
## Building an inclusive environment with EQ
EQ is a major factor in developing and maintaining [cultural awareness](/company/culture/all-remote/building-culture/). By fostering emotional intelligence, you are able to promote understanding, respect, and good relationships across all teams, regardless of their locations.
EQ is a major factor in developing and maintaining [cultural awareness](https://about.gitlab.com/company/culture/all-remote/building-culture/). By fostering emotional intelligence, you are able to promote understanding, respect, and good relationships across all teams, regardless of their locations.
It is a tool that is helping GitLab build an [inclusive environment for everyone](/company/culture/inclusion/building-diversity-and-inclusion/). By understanding that others might have different responses and customs based on their upbringing, you can develop social and emotional intelligence.
It is a tool that is helping GitLab build an [inclusive environment for everyone](https://about.gitlab.com/company/culture/inclusion/building-diversity-and-inclusion/). By understanding that others might have different responses and customs based on their upbringing, you can develop social and emotional intelligence.
## Components of EQ
......@@ -47,31 +41,26 @@ There are five main components of EQ:
| **Relationship Management.** | The ability to build and maintain healthy relationships through conflict management, teamwork, and to inspire others. | Inspirational Leadership, Influence, Developing Others & Teamwork, and Conflict Management |
| **Motivation.** | The ability to pursue goals with energy and persistence and a passion to work for reasons that go beyond money or status. | Optimism , Organizational Committment, and Achievement |
The components of EQ were developed by psychologist and writer [Daniel Goleman and his colleages](http://jbedwardsandassociates.com/wp-content/uploads/2015/12/HBR-What-makes-a-great-leader-D.-Goleman.pdf). They documented how people with high EQ outperform others in terms of success as managers and executives, yearly sales, and lower turnover rates. Furthermore, they have shown the increasing importance that EQ plays as professionals progress in their careers and reach higher levels of management.
The components of EQ were developed by psychologist and writer [Daniel Goleman and his colleages](http://jbedwardsandassociates.com/wp-content/uploads/2015/12/HBR-What-makes-a-great-leader-D.-Goleman.pdf). They documented how people with high EQ outperform others in terms of success as managers and executives, yearly sales, and lower turnover rates. Furthermore, they have shown the increasing importance that EQ plays as professionals progress in their careers and reach higher levels of management.
Pure technical skills and intellectual ability are prerequisites for top positions, but they do not differentiate top performers from the rest as well as interpersonal abilities do.
Pure technical skills and intellectual ability are prerequisites for top positions, but they do not differentiate top performers from the rest as well as interpersonal abilities do.
## How to develop your EQ in a remote environment
_Click the numbers in the interactive image below to learn more._
*Click the numbers in the interactive image below to learn more.*
<div style="width: 100%;"><div style="position: relative; padding-bottom: 99.45%; padding-top: 0; height: 0;"><iframe frameborder="0" width="1083" height="1077" style="position: absolute; top: 0; left: 0; width: 100%; height: 100%;" src="https://view.genial.ly/630fb3c75f08a40011b7201c" type="text/html" allowscriptaccess="always" allowfullscreen="true" scrolling="yes" allownetworking="all"></iframe> </div> </div>
1. **Control your self-expression and perceptions.** At GitLab, we rely on [written communication](/company/culture/all-remote/effective-communication/) and [virtual calls](/handbook/communication/#video-calls) as opposed to working in an office where we can rely on [in-person interactions](/company/culture/all-remote/in-person/). As remote workers, we not only have to collaborate on projects but we are also responsible for building relationships, trust, and rapport with other colleagues through a screen. To build trust with a team, we need to understand how we express emotions to others through various communication methods.
2. **Understand how your actions can impact others.** At GitLab, our default form of [communication is asynchronous](/company/culture/all-remote/asynchronous/) through text. Written communication among remote teams can lead to misinterpretations. Be aware of what actions you need to take in delivering a message. Put yourself in the reader's shoes when [crafting a message through text](/company/culture/all-remote/effective-communication/). Empathize with them and view the message from multiple audiences.
3. **Self-awareness (know yourself).** Understanding yourself means being aware of your own emotions, strengths and weaknesses, your values, and what motivates you. There are strategies we will detail below on gaining a better understanding of your own EQ and how it impacts others, but improving your interactions with others begins with self-awareness.
4. **Know your stressors (self-regulation).** Managing your emotion in stressful situations requires an understanding of how you can adapt to changing situations. Identify what stresses you out and take proactive steps to mitigate them. Keeping your cool and accepting the fact that you can't control everything. An emotionally intelligent person thinks how their emotional expressions affect others. You can use the [Yerbo Main Stressors Survey](https://app.yerbo.co/dashboard/survey/main-stressors-web-survey) to self-assess your stressors.
5. **Strengthen your social skills.** Team members with strong social skills are able to communicate their thoughts and ideas effectively in a remote seetting. At GitLab, we are intentional about using [informal communication](/company/culture/all-remote/informal-communication/) to strengthen social relationships. Set up a [coffee chat](/company/culture/all-remote/informal-communication/#coffee-chats) or join a [team social call](/company/culture/all-remote/informal-communication/#team-social-calls) to get started. Strengthen your own social skills by actively listening and providing [feedback](/company/culture/all-remote/effective-communication/#feedback-is-a-gift) during virtual discussions.
6. **Build your motivation.** A key component of EQ is having intrinsic motivation to achieve goals. At GitLab, every team member is a [manager of one](/handbook/values/#managers-of-one). Being self-motivated (by adopting a [self-service and self-learning mentality](/company/culture/all-remote/self-service/)) should be paramount in defining what you can accomplish in a remote setting. Focus on the aspects of the job you really enjoy and use those to drive your personal and team success forward.
1. **Control your self-expression and perceptions.** At GitLab, we rely on [written communication](https://about.gitlab.com/company/culture/all-remote/effective-communication/) and [virtual calls]({{< ref "communication#video-calls" >}}) as opposed to working in an office where we can rely on [in-person interactions](https://about.gitlab.com/company/culture/all-remote/in-person/). As remote workers, we not only have to collaborate on projects but we are also responsible for building relationships, trust, and rapport with other colleagues through a screen. To build trust with a team, we need to understand how we express emotions to others through various communication methods.
1. **Understand how your actions can impact others.** At GitLab, our default form of [communication is asynchronous](https://about.gitlab.com/company/culture/all-remote/asynchronous/) through text. Written communication among remote teams can lead to misinterpretations. Be aware of what actions you need to take in delivering a message. Put yourself in the reader's shoes when [crafting a message through text](https://about.gitlab.com/company/culture/all-remote/effective-communication/). Empathize with them and view the message from multiple audiences.
1. **Self-awareness (know yourself).** Understanding yourself means being aware of your own emotions, strengths and weaknesses, your values, and what motivates you. There are strategies we will detail below on gaining a better understanding of your own EQ and how it impacts others, but improving your interactions with others begins with self-awareness.
1. **Know your stressors (self-regulation).** Managing your emotion in stressful situations requires an understanding of how you can adapt to changing situations. Identify what stresses you out and take proactive steps to mitigate them. Keeping your cool and accepting the fact that you can't control everything. An emotionally intelligent person thinks how their emotional expressions affect others. You can use the [Yerbo Main Stressors Survey](https://app.yerbo.co/dashboard/survey/main-stressors-web-survey) to self-assess your stressors.
1. **Strengthen your social skills.** Team members with strong social skills are able to communicate their thoughts and ideas effectively in a remote seetting. At GitLab, we are intentional about using [informal communication](https://about.gitlab.com/company/culture/all-remote/informal-communication/) to strengthen social relationships. Set up a [coffee chat](https://about.gitlab.com/company/culture/all-remote/informal-communication/#coffee-chats) or join a [team social call](https://about.gitlab.com/company/culture/all-remote/informal-communication/#team-social-calls) to get started. Strengthen your own social skills by actively listening and providing [feedback](https://about.gitlab.com/company/culture/all-remote/effective-communication/#feedback-is-a-gift) during virtual discussions.
1. **Build your motivation.** A key component of EQ is having intrinsic motivation to achieve goals. At GitLab, every team member is a [manager of one]({{< ref "values#managers-of-one" >}}). Being self-motivated (by adopting a [self-service and self-learning mentality](https://about.gitlab.com/company/culture/all-remote/self-service/)) should be paramount in defining what you can accomplish in a remote setting. Focus on the aspects of the job you really enjoy and use those to drive your personal and team success forward.
## Emotional Intelligence Manager Competency
Emotional intelligence is a key skillset for all team members at GitLab. For Managers, it is an essential attribute that can help enable team dynamics and ensure your people are receiving the right level of professional development as they progress in their careers.
Emotional intelligence is a key skillset for all team members at GitLab. For Managers, it is an essential attribute that can help enable team dynamics and ensure your people are receiving the right level of professional development as they progress in their careers.
Skills and behavior of the emotional intelligence [manager competency](/handbook/competencies/#list):
......@@ -79,21 +68,21 @@ Skills and behavior of the emotional intelligence [manager competency](/handbook
- Models high level of emotional intelligence while balancing with hard and soft skills
- Applies emotional intelligence to personalize their management approach with each team member that focuses on the whole person approach to management
- Drives an organizational strategy and culture that ensures courtesy and politeness in all interactions
- Recognizes pressures/problems faced by team members and provides sympathy and understanding
- Recognizes pressures/problems faced by team members and provides sympathy and understanding
## How to understand your EQ
In order to develop your EQ, you need to understand your current baseline of how developed the skill is. Take one or more of the many free EQ assessments below to gain a better understanding of where you stand. Share the results with your team. If you are a [manager](/handbook/leadership/), encourage your team to take one of the assessments. Use the results to tailor discussions and interactions with them. The more you know about your team personally and professionally, the more you can strengthen your EQ.
In order to develop your EQ, you need to understand your current baseline of how developed the skill is. Take one or more of the many free EQ assessments below to gain a better understanding of where you stand. Share the results with your team. If you are a [manager]({{< ref "leadership" >}}), encourage your team to take one of the assessments. Use the results to tailor discussions and interactions with them. The more you know about your team personally and professionally, the more you can strengthen your EQ.
### Emotional intelligence (EQ) assessments
1. [Color Code Personality Test](https://www.colorcode.com/free_personality_test/?timestamp=1588009250.89&hash=667424d7d32a031b41b6896af6ab1ad7)
2. [Global Leadership Foundation EQ Test](https://globalleadershipfoundation.com/geit/eitest.html)
3. [Mind Tools EQ Quiz](https://www.mindtools.com/pages/article/ei-quiz.htm)
4. [University of California at Berkley EQ Assessment](https://greatergood.berkeley.edu/quizzes/ei_quiz/take_quiz)
5. [Psychology Today EQ Test](https://www.psychologytoday.com/us/tests/personality/emotional-intelligence-test)
6. [Growth versus Fixed Mindset Assessment](https://blog.mindsetworks.com/what-s-my-mindset)
1. [Color Code Personality Test](https://www.colorcode.com/free_personality_test/?timestamp=1588009250.89&hash=667424d7d32a031b41b6896af6ab1ad7)
1. [Global Leadership Foundation EQ Test](https://globalleadershipfoundation.com/geit/eitest.html)
1. [Mind Tools EQ Quiz](https://www.mindtools.com/pages/article/ei-quiz.htm)
1. [University of California at Berkley EQ Assessment](https://greatergood.berkeley.edu/quizzes/ei_quiz/take_quiz)
1. [Psychology Today EQ Test](https://www.psychologytoday.com/us/tests/personality/emotional-intelligence-test)
1. [Growth versus Fixed Mindset Assessment](https://blog.mindsetworks.com/what-s-my-mindset)
## Related pages on emotional intelligence (EQ)
* [Understanding SOCIAL STYLES](/handbook/leadership/emotional-intelligence/social-styles/)
- [Understanding SOCIAL STYLES](/handbook/leadership/emotional-intelligence/social-styles/)
---
layout: handbook-page-toc
title: Psychological Safety Short Course
---
## On this page
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{:toc .hidden-md .hidden-lg}
## Introduction
Welcome to Psychological Safety: Understanding, Empowerment & Self-Reflection
......@@ -24,11 +17,10 @@ There are two ways to take the course. You can:
You are free to do both of course, but the content is duplicated across the two mediums.
## Introduction to Psychological Safety
## Introduction to Psychological Safety
1. [Review the Psychological Safety Handbook Page](https://about.gitlab.com/handbook/leadership/emotional-intelligence/psychological-safety/)
2. **Welcome to Psychological Safety: Understanding, Empowerment & Self-Reflection**
1. [Review the Psychological Safety Handbook Page]({{< ref "psychological-safety" >}})
1. **Welcome to Psychological Safety: Understanding, Empowerment & Self-Reflection**
### First, what is psychological safety?
......@@ -53,7 +45,7 @@ In this section we will address 5 key things that effect Psychological Safety, b
- **Not understanding communication styles** - Not recognizing others communication styles means you cannot effectively facilitate conversations and meetings, can miss other points of views, and potentially isolate individuals. This is a great exercise you can do with your team to help understand each others communication style better.
- **Blame culture** - After we begin a culture of blaming individuals, much like punishment culture you reduce trust in team members developing creative solutions.
- **Leaders & Team Members not embracing feedback** - If leaders do not take on feedback from team members, trust erodes, messages are not delivered correctly, and misunderstandings happen.
You may be thinking that these are obvious, but in scenarios later in the course you will see how these things can subtly happen and erode psychological safety. Next you will learn what you can do to cultivate psychological safety.
## What can you do to promote and cultivate psychological safety as Team members and Leaders?
......@@ -63,16 +55,14 @@ You may be thinking that these are obvious, but in scenarios later in the course
These three great practices will help you really make that push into ensuring that everyone feels psychologically safe.
1. **Perception vs Intent** - Ensuring that you are being mindful of this on both sides is very important. How could your actions be perceived against what you mean or how you perceived someone's actions, and what their actual intent was? Understanding your team members' communication styles and work styles will go a long way towards avoiding this. We will talk more about awareness of this later in the course.
2. **Operate with a high intent** - We assume positive intent, including on most occasions when mistakes are made that were not intended. A way to avoid these mistakes is to operate with higher intent.
1. **Operate with a high intent** - We assume positive intent, including on most occasions when mistakes are made that were not intended. A way to avoid these mistakes is to operate with higher intent.
Higher intent is the practice of recognizing, reevaluating, and reiterating on inclusive practices.
For example, you are an extrovert and enjoy participating in conversations in meetings, but you recognize that you are not the only voice in the meeting and some haven’t been heard. You use your confidence to encourage and provide space for other ideas.
This also means acknowledging and apologizing when you get it wrong. People who operate at a higher intent do not use positive intent as a defense but as a learning opportunity.
3. **Have moral courage** - This is the practice of being brave for ethical and moral reasons, even when it is a risk or inconvenient for you.
1. **Have moral courage** - This is the practice of being brave for ethical and moral reasons, even when it is a risk or inconvenient for you.
**Scenario:** Someone is consistently using the wrong pronouns for a team member who identifies as non-binary. They use the pronouns They/Them. The person doing this is at the Director level and you have a great relationship with them. After an incident of seeing the director doing this, you ask for a zoom chat and explain the issue.
......@@ -89,19 +79,12 @@ It is important that there are consistent things that we can do to ensure that w
Everyone at GitLab can follow these key practices to create and continue the culture we desire:
- **Embrace a culture of respectable debate:** We have our operating principle of "Disagree, Commit, Disagree" - to help embrace this practice. It allows us to have those conversations that spark creativity, iterations, and gather viewpoints that we may have missed. Our value ensures that we still progress and move forward.
- **Encourage and Share personal stories:** This is a great way of ensuring that as team members we build relationships and, ultimately, trust at work. Coffee chats are a great avenue for this so that you are more comfortable bringing up pertinent issues.
- **Practice self-reflection:** We will have a task later in the course to help you practice this, but it is important that you are evaluating how you react and engage in conversations at work under different stress responses.
- **Allow for experimentation and failure:** Again, this is something that sparks creativity, allows some freedom for projects to not work out, and provides space for our iteration and efficiency values to prosper. We don't want to be stuck in a culture of "we have always done it this way."
- **Build a culture of curiosity:** Ask questions not only about people's lives (as above), but also about shared personal stories. Be genuinely curious about processes, practices, products, and other things at work. Be curious and respectful.
- **Be open to feedback:** Always be open to both good and constructive feedback. Receiving constructive feedback should not be psychologically unsafe. Leaders, ensure you understand not only how to give feedback effectively, but also how a team member likes to receive constructive feedback.
- **Encourage creative collaboration and collaborative learning:** Collaboration is a core value here and we encourage learning. Allow for these things to happen together. For example, someone in your team may have a unique skill. Ask if it is possible for other team members to shadow them when they perform that skill.
- **Seek diverse perspectives:** To avoid confirmation bias, ask team members from underrepresented groups for their views. It is so important that a diverse set of voices are considered in our day to day work, so actively seek those voices.
### Nurturing Psychological Safety for Leaders
......@@ -109,68 +92,51 @@ Everyone at GitLab can follow these key practices to create and continue the cul
These are specific practices and actions for leaders and future leaders. While nurturing and cultivating psychological safety is everyone's job, leaders are in a unique position and have a disproportionate effect on this.
- **Foster a pro diversity mindset and build diverse teams:** Try not to build teams where all members look and act the same. Leverage your power to hire and promote from underrepresented groups (URGs), regions, and skills while still ensuring this is based on merit.
- **Highlight competencies of team members:** Much like collaborative learning, ensure you are letting team members know who within the team are subject matter experts. People can learn from them, but it also help elevate their voices on certain issues. Get to know your team members.
- **Try to remove biases such as contrast and compare:** Each team member is unique and was hired based on their strengths, try to avoid contrasting and comparing when evaluating performance, etc.
- **Participative management:** Try to dismantle perceptions of hierarchy by ensuring you are part of the team and not just the leader of the team.
- **Avoid blame & keep negative feedback 1-1**
## Self Reflection Exercise
- What are your stress responses (when you are excited, angry, stressed, etc)? For example:
- "When I am excited I am animated with my hands."
- "When I am stressed with work I am less transparent and tend to shut off."
- "When I am stressed in my personal life I can get distracted."
- "When I am excited I tend to interrupt people."
- "When something stressful happens I tend to panic."
- "When something stressful happens I tend to be defensive."
- "When I am excited I am animated with my hands."
- "When I am stressed with work I am less transparent and tend to shut off."
- "When I am stressed in my personal life I can get distracted."
- "When I am excited I tend to interrupt people."
- "When something stressful happens I tend to panic."
- "When something stressful happens I tend to be defensive."
- What are your actions when you are passionate and excited?
- How do you react to frustrated team members?
- Can your actions and responses be considered psychologically safe? For example:
- "I am animated with my hands which can cause sensory overload for someone who is neurodivergent." Still, on most occasions it is safe.
- "I interrupt people often when I am excited which can cause frustration and make people feel as though their voice is not heard." This **can be unsafe**.
- "I am animated with my hands which can cause sensory overload for someone who is neurodivergent." Still, on most occasions it is safe.
- "I interrupt people often when I am excited which can cause frustration and make people feel as though their voice is not heard." This **can be unsafe**.
- Have you provided your intent? For example:
- "I want everyone to be aware that when stressful things happen I can shut off and just put my head down. If you notice this and feel I am not being transparent about activities please let me know."
- "I am aware that when I am excited I tend to cut people off. Please call me out on this behavior when it happens as I often don’t realize I am doing it."
- "I want everyone to be aware that when stressful things happen I can shut off and just put my head down. If you notice this and feel I am not being transparent about activities please let me know."
- "I am aware that when I am excited I tend to cut people off. Please call me out on this behavior when it happens as I often don’t realize I am doing it."
- What are your unconscious biases and have you challenged them?
- Do you consciously evaluate your unconscious biases when communicating?
- How do you like to receive feedback? Do you give feedback the same way? Does your team know how *you* like to receive feedback, and do you know how *they* prefer feedback?
- What constitutes psychologically unsafe behavior? Leaders and team members can provide feedback that, for example, isn’t itself psychologically unsafe, but someone may feel that *any* feedback makes them feel unsafe. Challenge your assumptions on whether it is truly unsafe or part of the work.
## Psychological Safety Manager 1:1
## Psychological Safety Manager 1:1
This is a guide on how to conduct a 1:1 with your direct reports after they have completed the Psychological Safety Short Course.
This is a guide on how to conduct a 1:1 with your direct reports after they have completed the Psychological Safety Short Course.
1. If your direct reports are taking the course ensure you have completed the course too here
2. Create a safe space to share.
- No need to keep notes
- Be conversational
- Share scenarios or anecdotes
3. Be vulnerable, share your learnings from the course and your commitments to psychological safety after taking the course.
4. Challenge team members to share authentically and ask follow up questions to help team members share.
1. Create a safe space to share.
- No need to keep notes
- Be conversational
- Share scenarios or anecdotes
1. Be vulnerable, share your learnings from the course and your commitments to psychological safety after taking the course.
1. Challenge team members to share authentically and ask follow up questions to help team members share.
**Example Agenda**
**Example Agenda**
- What are one or two things that you learnt from the course, was there anything that surprised you?
- What are one or two things that you learnt from the course, was there anything that surprised you?
- What were some of the learnings that came out of the self reflection exercise and how do you plan to use those learnings moving forward?
- How can I support you as a manager or anything I can do to make our relationship more psychologically safe and for the team at large?
- What is one personal commitment that you will make moving forward to psychological safety?
- How can I support you as a manager or anything I can do to make our relationship more psychologically safe and for the team at large?
- What is one personal commitment that you will make moving forward to psychological safety?
## Scenarios & Quiz
......
---
layout: handbook-page-toc
title: Psychological Safety
---
## On this page
{:.no_toc .hidden-md .hidden-lg}
- TOC
{:toc .hidden-md .hidden-lg}
## Introduction
On this page we are going to review psychological safety and its importance for successful teams.
On this page we are going to review psychological safety and its importance for successful teams.
## What is Psychological Safety
Psychological safety is [defined by Amy Edmondson](https://www.jstor.org/stable/2666999?seq=1) as a “shared belief held by members of a team that the team is safe for interpersonal risk taking”.
It's not about being warm and fuzzy and sharing your feelings. It's about being comfortable admitting when you are wrong or have made a mistake as well as challenging each other for the better.
It's not about being warm and fuzzy and sharing your feelings. It's about being comfortable admitting when you are wrong or have made a mistake as well as challenging each other for the better.
Watch the video below where Susan David explains psychological safety.
Watch the video below where Susan David explains psychological safety.
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{{< youtube "O0kAMpRp2hU" >}}
## How it Works
The following information was summarized from an [article on Psychological Safety](https://peopletalking.com.au/project/psychological-safety/) by PeopleTalking.
The following information was summarized from an [article on Psychological Safety](https://peopletalking.com.au/project/psychological-safety/) by PeopleTalking.
**Psychological Safety** has primary importance when it comes to significant impact on a team's performance.
**Psychological Safety** has primary importance when it comes to significant impact on a team's performance.
The other factors that have an impact on a team's performance are: Dependability, Structure, Meaning & Clarity, Impact.
The other factors that have an impact on a team's performance are: Dependability, Structure, Meaning & Clarity, Impact.
In addition, the factors of Accountability, Open Communication & Motivation, Dialogue Practices, and Shared Assumptions are only valuable when the team is already psychologically safe. In the diagram, those lie on the arrows between each of the circles.
In addition, the factors of Accountability, Open Communication & Motivation, Dialogue Practices, and Shared Assumptions are only valuable when the team is already psychologically safe. In the diagram, those lie on the arrows between each of the circles.
Why is psychological safety important? When you have psychological safety in the workplace, the following things increase:
Why is psychological safety important? When you have psychological safety in the workplace, the following things increase:
- Collaboration
- Innovation
......@@ -49,7 +38,7 @@ Why is psychological safety important? When you have psychological safety in the
<iframe src="https://docs.google.com/presentation/d/e/2PACX-1vQn6_E_jGgOUz9OBe0hYopG5MYF4k6-MV2NsdESCpxjYenS9ikKD8mylL_Id44GXzl5-lHLltwHsWLD/embed?start=false&loop=false&delayms=60000" frameborder="0" width="960" height="569" allowfullscreen="true" mozallowfullscreen="true" webkitallowfullscreen="true"></iframe>
</figure>
Amy Edmondson uses David Kantor's model to show the [relationship between Psychological Safety and Accountability & Motivation](https://peopletalking.com.au/project/psychological-safety/). When there is an environment where psychological safety is low or non-existent, it can be very stress or anxiety filled. When there is high psychological safety, it can make people more comfortable. You can get a better picture of this from the diagram below.
Amy Edmondson uses David Kantor's model to show the [relationship between Psychological Safety and Accountability & Motivation](https://peopletalking.com.au/project/psychological-safety/). When there is an environment where psychological safety is low or non-existent, it can be very stress or anxiety filled. When there is high psychological safety, it can make people more comfortable. You can get a better picture of this from the diagram below.
<figure class="video_container">
<iframe src="https://docs.google.com/presentation/d/e/2PACX-1vRvy9_S6SM97risN1JCRC4Hy0rTRt3PQXdMhl_D_xxEFi-W4F5FYL04FrZp62HgrPlt6N-O8Um-gnCk/embed?start=false&loop=false&delayms=60000" frameborder="0" width="960" height="569" allowfullscreen="true" mozallowfullscreen="true" webkitallowfullscreen="true"></iframe>
......@@ -57,7 +46,7 @@ Amy Edmondson uses David Kantor's model to show the [relationship between Psycho
## Psychological Safety vs Danger
When you have psychological safety people become more motivated because they feel more able to take risks. When people feel psychologically safe, they will learn from their failure rather than feeling the need to blame others.
When you have psychological safety people become more motivated because they feel more able to take risks. When people feel psychologically safe, they will learn from their failure rather than feeling the need to blame others.
<figure class="video_container">
<iframe src="https://docs.google.com/presentation/d/e/2PACX-1vRzAtUx8ptPA5FbZ1Pn_GKRQB_9I_K98Sxr7GBfssU3FxpkVUXCA9kyg7j5xWV6X9NEOR0zC7SdGuJb/embed?start=false&loop=false&delayms=60000" frameborder="0" width="960" height="569" allowfullscreen="true" mozallowfullscreen="true" webkitallowfullscreen="true"></iframe>
......@@ -65,12 +54,12 @@ When you have psychological safety people become more motivated because they fee
## Diversity and Inclusion
Psychological safety has impacts on diversity and inclusion in organizations. Even if an organization has diversity, it doesn't mean that inclusion is present as well.
Psychological safety has impacts on diversity and inclusion in organizations. Even if an organization has diversity, it doesn't mean that inclusion is present as well.
## Strategies for Cultivating a Culture of Psychological Safety
1. Embrace a culture of respectful debate.
1. Encourage personal storytelling.
1. Encourage personal storytelling.
1. Ask questions.
1. Allow for experimentation and failure.
1. Dismantle perceptions of hierarchy.
......@@ -82,7 +71,7 @@ Psychological safety has impacts on diversity and inclusion in organizations. Ev
The above list is from a [Grant Thornton article](https://www.grantthornton.com/library/articles/advisory/2020/psychological-safety-speak-up-culture.aspx).
It is important to enable a human-to-human approach and realize the other party is more like you than different. The reflection activity called “Just Like Me”, [developed by Paul Santagata](https://hbr.org/2017/08/high-performing-teams-need-psychological-safety-heres-how-to-create-it), asks you to consider:
It is important to enable a human-to-human approach and realize the other party is more like you than different. The reflection activity called “Just Like Me”, [developed by Paul Santagata](https://hbr.org/2017/08/high-performing-teams-need-psychological-safety-heres-how-to-create-it), asks you to consider:
- This person has beliefs, perspectives, and opinions, just like me.
- This person has hopes, anxieties, and vulnerabilities, just like me.
......@@ -90,11 +79,14 @@ It is important to enable a human-to-human approach and realize the other party
- This person wants to feel respected, appreciated, and competent, just like me.
- This person wishes for peace, joy, and happiness, just like me.
# Psychological Safety Learning & Development
## Psychological Safety Learning & Development
## [Psychological Safety Short Course](https://about.gitlab.com/handbook/leadership/emotional-intelligence/psychological-safety-short-course/)
{{% alert %}}
[Psychological Safety Short Course](https://about.gitlab.com/handbook/leadership/emotional-intelligence/psychological-safety-short-course/)
{.h4}
{{% /alert %}}
If you want to learn more about how you can impact psychological safety, you can take the Psychological Safety Short Course which takes approximately 30-45mins. This will guide you things that impact psychological safety, how you can cultivate psychological safety as well as run through scenarios to reaffirm your learning.
If you want to learn more about how you can impact psychological safety, you can take the Psychological Safety Short Course which takes approximately 30-45mins. This will guide you things that impact psychological safety, how you can cultivate psychological safety as well as run through scenarios to reaffirm your learning.
You can:
......@@ -103,13 +95,11 @@ You can:
## Live Learning Session
During Week 3 of our Manager Challenge Pilot, we had a course covering Building an Inclusive & Belonging Environment. The [slide deck](https://docs.google.com/presentation/d/1eBr33VeYePGck9K5Q5WGqrhqKmKT8zLgkO3kNNRCew0/edit?usp=sharing) and [meeting agenda](https://docs.google.com/document/d/13BofXLCDC2fafHlYij7sZetBidB2cycuz1BeJSSDsMo/edit?usp=sharing) follow along with the session.
During Week 3 of our Manager Challenge Pilot, we had a course covering Building an Inclusive & Belonging Environment. The [slide deck](https://docs.google.com/presentation/d/1eBr33VeYePGck9K5Q5WGqrhqKmKT8zLgkO3kNNRCew0/edit?usp=sharing) and [meeting agenda](https://docs.google.com/document/d/13BofXLCDC2fafHlYij7sZetBidB2cycuz1BeJSSDsMo/edit?usp=sharing) follow along with the session.
A recording of the second of two sessions can be found here:
<figure class="video_container">
<iframe width="560" height="315" src="https://www.youtube.com/embed/pdB-WWeXNjg" frameborder="0" allow="accelerometer; autoplay; encrypted-media; gyroscope; picture-in-picture" allowfullscreen></iframe>
</figure>
{{< youtube "pdB-WWeXNjg" >}}
## One Week Challenge
......@@ -117,7 +107,7 @@ We rolled out a One week challenge in November 2020. All details relating to the
The [One Week Challenge](/handbook/people-group/learning-and-development/#gitlab-mini-and-extended-challenges) is a blended learning approach that incorporates self-paced daily challenges and live learning sessions to build knowledge and skills around Psychological Safety.
The challenge was organized in [an Epic](https://gitlab.com/groups/gitlab-com/people-group/learning-development/-/epics/19). Each day of the challenge was an issue within the epic with specific tasks for each day. Participation was tracked based on engagement in the issues, attending and participating in one of the live learning sessions, and completing the self reflection and evaluation forms.
The challenge was organized in [an Epic](https://gitlab.com/groups/gitlab-com/people-group/learning-development/-/epics/19). Each day of the challenge was an issue within the epic with specific tasks for each day. Participation was tracked based on engagement in the issues, attending and participating in one of the live learning sessions, and completing the self reflection and evaluation forms.
### Program Overview
......@@ -136,11 +126,11 @@ The challenge was organized in [an Epic](https://gitlab.com/groups/gitlab-com/pe
| Day | Challenge | Time | Format | Activity | Competency |
| ------ | ------ | ------ | ------ | ------ | ------ |
| Day 1 | Introduction to Psychological Safety | 20 minutes | Self-paced Daily Challenge | Read the [Psychological Safety Handbook Page](https://about.gitlab.com/handbook/leadership/emotional-intelligence/psychological-safety/) <br> Comment on the daily issue in response to: What does psychological safety mean to you? | * Diversity, Inclusion, & Belonging <br> * Emotional Intelligence |
| Day 2 | Importance of Psychological Safety | 20 minutes | Self-paced Daily Challenge | Watch [The importance of psychological safety: Amy Edmondson](https://www.youtube.com/watch?v=eP6guvRt0U0) <br> Comment on the daily issue in response to: Throughout your career, what zone(s) (Comfort, Apathy, Learning, or Anxiety - outlined here) have you found yourself in? | * Diversity, Inclusion, & Belonging <br> * Emotional Intelligence |
| Day 3 | Increasing Psychological Safety | 20 minutes | Self-paced Daily Challenge | Read [7 ways to create psychological safety in your workplace](https://blog.jostle.me/blog/psychological-safety-at-work) <br> Comment on the daily issue in response to: What can you do to increase psychological safety within the teams you are a part of at GitLab? Have you tried or experienced any of these things in the past? | * Diversity, Inclusion, & Belonging <br> * Emotional Intelligence |
| Day 4 | Attend Live Learning | 50 minutes | Live Learning - Psychological Safety in the Workplace | Participate in the live learning | * Diversity, Inclusion, & Belonging <br> * Emotional Intelligence |
| Day 5 | Eval + Self Reflection Forms | 20 minutes | Self-Reflection & Evaluation Forms | Complete the Self-reflection and Evaluation | * Diversity, Inclusion, & Belonging <br> * Emotional Intelligence |
| Day 1 | Introduction to Psychological Safety | 20 minutes | Self-paced Daily Challenge | Read the [Psychological Safety Handbook Page](https://about.gitlab.com/handbook/leadership/emotional-intelligence/psychological-safety/) <br> Comment on the daily issue in response to: What does psychological safety mean to you? | <ul><li>Diversity, Inclusion, & Belonging</li><li>Emotional Intelligence</li></ul> |
| Day 2 | Importance of Psychological Safety | 20 minutes | Self-paced Daily Challenge | Watch [The importance of psychological safety: Amy Edmondson](https://www.youtube.com/watch?v=eP6guvRt0U0) <br> Comment on the daily issue in response to: Throughout your career, what zone(s) (Comfort, Apathy, Learning, or Anxiety - outlined here) have you found yourself in? | <ul><li>Diversity, Inclusion, & Belonging</li><li>Emotional Intelligence</li></ul> |
| Day 3 | Increasing Psychological Safety | 20 minutes | Self-paced Daily Challenge | Read [7 ways to create psychological safety in your workplace](https://blog.jostle.me/blog/psychological-safety-at-work) <br> Comment on the daily issue in response to: What can you do to increase psychological safety within the teams you are a part of at GitLab? Have you tried or experienced any of these things in the past? | <ul><li>Diversity, Inclusion, & Belonging</li><li>Emotional Intelligence</li></ul> |
| Day 4 | Attend Live Learning | 50 minutes | Live Learning - Psychological Safety in the Workplace | Participate in the live learning | <ul><li>Diversity, Inclusion, & Belonging</li><li>Emotional Intelligence</li></ul> |
| Day 5 | Eval + Self Reflection Forms | 20 minutes | Self-Reflection & Evaluation Forms | Complete the Self-reflection and Evaluation | <ul><li>Diversity, Inclusion, & Belonging</li><li>Emotional Intelligence</li></ul> |
## Trust and Psychological Safety Team Survey and Feedback Template
......@@ -149,14 +139,15 @@ As a part of the Elevate training, an initial iteration for a trust and psycholo
Once survey results have been collected and reviewed by each manager, it's suggested that these anonymous results are shared with the team in a sync meeting, in a tracking [issue (template)](https://gitlab.com/gitlab-com/www-gitlab-com/-/edit/master/.gitlab/issue_templates/psych-trust-safety.md), or both to discuss trends and identify action items in the data collected for each question. The intention is to provide transparency around how each team is feeling and also decide as a team what action items can be taken away from the results and applied in the future.
## Additional Resources
- Read: [The Role of Psychological Safety in Diversity and Inclusion](https://www.psychologytoday.com/us/blog/the-fearless-organization/202006/the-role-psychological-safety-in-diversity-and-inclusion) - Psychology Today
- Read: [The Role of Psychological Safety in Diversity and Inclusion](https://www.psychologytoday.com/us/blog/the-fearless-organization/202006/the-role-psychological-safety-in-diversity-and-inclusion) - Psychology Today
- Read: [The Fearless Organization by Amy C. Edmondson](https://www.amazon.com/Fearless-Organization-Psychological-Workplace-Innovation/dp/1119477247/ref=sr_1_1?keywords=The+Fearless+Organization&qid=1567701716&s=gateway&sr=8-1)
- Read: [7 ways to create psychological safety in your workplace](https://blog.jostle.me/blog/7-ways-to-create-psychological-safety-in-your-workplace)
- Read: [What Google Learned from it's Quest to Build the Perfect Team](https://www.nytimes.com/2016/02/28/magazine/what-google-learned-from-its-quest-to-build-the-perfect-team.html)
- Read: [How To Build An Environment Of Psychological Safety](https://trainingindustry.com/articles/compliance/how-to-build-an-environment-of-psychological-safety/)
- Read: [How Psychological Safety Actually Works](https://www.forbes.com/sites/shanesnow/2020/05/04/how-psychological-safety-actually-works/#c5be718f864c)
- Read: [High-Performing Teams Need Psychological Safety. Here’s How to Create It](https://hbr.org/2017/08/high-performing-teams-need-psychological-safety-heres-how-to-create-it)
- Listen: [Creating Psychological Safety in the Workplace](https://hbr.org/podcast/2019/01/creating-psychological-safety-in-the-workplace) - HBR
- Read: [High-Performing Teams Need Psychological Safety. Here’s How to Create It](https://hbr.org/2017/08/high-performing-teams-need-psychological-safety-heres-how-to-create-it)
- Listen: [Creating Psychological Safety in the Workplace](https://hbr.org/podcast/2019/01/creating-psychological-safety-in-the-workplace) - HBR
- Watch: [Why good leaders make you feel safe - Simon Sinek](https://www.youtube.com/watch?v=lmyZMtPVodo&list=PLhVoCCkYxQDcdcU7j7H_w0-0BdOqIIYxa) - TED
- Watch: [The importance of psychological safety: Amy Edmondson](https://www.youtube.com/watch?v=eP6guvRt0U0)
......
---
layout: handbook-page-toc
title: High Output Management
decsription: "On this page, we will cover some of the key topics covered in the book High Output Management and what they mean for people leaders."
---
## On this page
{:.no_toc .hidden-md .hidden-lg}
## Introduction
- TOC
{:toc .hidden-md .hidden-lg}
## Introduction
At GitLab, one of our favorite books is, “[High Output Management](/handbook/leadership/book-clubs/#high-output-management)” by Andrew Grove. The book provides a comprehensive overview of a manager's role and purpose. Our CEO, Sid, applied many of the concepts covered when partnering with the People team to design management and people practices for GitLab. On this page, we will cover some of the key topics covered in the book and what they mean for people leaders.
At GitLab, one of our favorite books is, “[High Output Management]({{< ref "book-clubs#high-output-management" >}})” by Andrew Grove. The book provides a comprehensive overview of a manager's role and purpose. Our CEO, Sid, applied many of the concepts covered when partnering with the People team to design management and people practices for GitLab. On this page, we will cover some of the key topics covered in the book and what they mean for people leaders.
## Applying High Output Management
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Sid and the Learning and Development team discuss High Output Management during a [CEO Handbook Learning Session](/handbook/people-group/learning-and-development/learning-initiatives/#ceo-handbook-learning-sessions). In the video, we explore how the book shaped GitLab management processes and policies.
Sid and the Learning and Development team discuss High Output Management during a [CEO Handbook Learning Session](/handbook/people-group/learning-and-development/learning-initiatives/#ceo-handbook-learning-sessions). In the video, we explore how the book shaped GitLab management processes and policies.
Topics covered include:
1. Why the book is one of Sid's favorites.
2. Why dual reporting structures lead to matrix organizations and how GitLab maintains a [no-matrix organization](/handbook/leadership/no-matrix-organization/).
3. Why [1-1 meetings](/handbook/leadership/1-1/) are fundamental to management.
4. Enabling the direct report to show initiative in their [career and performance](/handbook/people-group/learning-and-development/career-development/).
5. The importance of [emotional intelligence](/handbook/leadership/emotional-intelligence/) in management based on task-relevant maturity.
6. Why training the team should be the manager's job.
1. Why dual reporting structures lead to matrix organizations and how GitLab maintains a [no-matrix organization]({{< ref "no-matrix-organization" >}}).
1. Why [1-1 meetings]({{< ref "1-1" >}}) are fundamental to management.
1. Enabling the direct report to show initiative in their [career and performance](/handbook/people-group/learning-and-development/career-development/).
1. The importance of [emotional intelligence]({{< ref "emotional-intelligence" >}}) in management based on task-relevant maturity.
1. Why training the team should be the manager's job.
> If there is one management book you should read, it is High Output Management. A lot of GitLab policies are directly from the book. Managers can learn that the most challenging aspect of management, is managing their time to make decisions and achieve results. This book will teach you how.
> If there is one management book you should read, it is High Output Management. A lot of GitLab policies are directly from the book. Managers can learn that the most challenging aspect of management, is managing their time to make decisions and achieve results. This book will teach you how.
Team members can [expense](/handbook/finance/expenses/) the book if they choose to [purchase](https://www.amazon.com/High-Output-Management-Andrew-Grove/dp/0679762884/ref=sr_1_1?dchild=1&keywords=High+Output+Management&qid=1612303222&sr=8-1).
Team members can [expense](HTTPS://ABOUT.GITLAB.COM/handbook/finance/expenses/) the book if they choose to [purchase](https://www.amazon.com/High-Output-Management-Andrew-Grove/dp/0679762884/ref=sr_1_1?dchild=1&keywords=High+Output+Management&qid=1612303222&sr=8-1).
### High Output Management
The central thesis is that a manager’s objective is to increase the output of the work of those on their team. At GitLab, managers are expected to lead their teams to achieve [results](/handbook/values/#results). Therefore, a manager should choose high-leverage activities that have a multiplicative impact on the overall output of the team. GitLab moves fast. There are meetings, issues and MRs to review, 1-1s, informal communication, and much more. One way for a manager to be successful is by providing a clear direction to a team by applying a small amount of the time that yields a tremendous value in terms of the output of the team.
For example, managers at GitLab can:
1. [Delegate](/handbook/leadership/effective-delegation/) tasks through [Issue boards](https://docs.gitlab.com/ee/user/project/issue_board.html#:~:text=The%20GitLab%20Issue%20Board%20is,Kanban%20or%20a%20Scrum%20board.&text=Issue%20boards%20help%20you%20to,your%20entire%20process%20in%20GitLab). Issue boards can serve as a project management tool to plan, organize, and visualize a workflow for a team.
2. [Decline Meetings in Favor of Async](/company/culture/all-remote/asynchronous/#how-to-decline-meetings-in-favor-of-async/). Meetings are useful for building rapport and moving projects forward. Managers can be role models of our [bias towards asynchronous communication](/handbook/values/#bias-towards-asynchronous-communication) by declining meetings in favor of async. They can also be role models by only [scheduling meetings](/handbook/communication/) where it is necessary to review a [concrete proposal](/handbook/values/#make-a-proposal) or to move forward a series of asynchronous discussion points.
The central thesis is that a manager’s objective is to increase the output of the work of those on their team. At GitLab, managers are expected to lead their teams to achieve [results](/handbook/values/#results). Therefore, a manager should choose high-leverage activities that have a multiplicative impact on the overall output of the team. GitLab moves fast. There are meetings, issues and MRs to review, 1-1s, informal communication, and much more. One way for a manager to be successful is by providing a clear direction to a team by applying a small amount of the time that yields a tremendous value in terms of the output of the team.
3. [Making decisions](/handbook/leadership/making-decisions/) by applying the best of both hierarchical and consensus on your team. Allow the person on your team that does the work to make the decisions, the [Directly Responsible Individual](/handbook/people-group/directly-responsible-individuals/).
4. [Elicit peak performance through motivation](/handbook/leadership/build-high-performing-teams/#motivating-others-to-elicit-peak-performance). Managers can improve output on their team by applying motivation, [building trust](/handbook/leadership/building-trust/), and training.
For example, managers at GitLab can:
1. [Delegate](/handbook/leadership/effective-delegation/) tasks through [Issue boards](https://docs.gitlab.com/ee/user/project/issue_board.html#:~:text=The%20GitLab%20Issue%20Board%20is,Kanban%20or%20a%20Scrum%20board.&text=Issue%20boards%20help%20you%20to,your%20entire%20process%20in%20GitLab). Issue boards can serve as a project management tool to plan, organize, and visualize a workflow for a team.
1. [Decline Meetings in Favor of Async](https://about.gitlab.com/company/culture/all-remote/asynchronous/#how-to-decline-meetings-in-favor-of-async/). Meetings are useful for building rapport and moving projects forward. Managers can be role models of our [bias towards asynchronous communication]({{< ref "values#bias-towards-asynchronous-communication" >}}) by declining meetings in favor of async. They can also be role models by only [scheduling meetings]({{< ref "communication" >}}) where it is necessary to review a [concrete proposal]({{< ref "values#make-a-proposal" >}}) or to move forward a series of asynchronous discussion points.
1. [Making decisions]({{< ref "making-decisions" >}}) by applying the best of both hierarchical and consensus on your team. Allow the person on your team that does the work to make the decisions, the [Directly Responsible Individual](/handbook/people-group/directly-responsible-individuals/).
1. [Elicit peak performance through motivation]({{< ref "build-high-performing-teams#motivating-others-to-elicit-peak-performance" >}}). Managers can improve output on their team by applying motivation, [building trust]({{< ref "building-trust" >}}), and training.
### Application of Individual KPIs
A topic covered in High Output Management is for managers to choose [Key Performance Indicators](/company/kpis/) to help their team achieve results. Managers are responsible for ensuring their teams have KPIs linked to the company [OKRs](/company/okrs/). Managers can also create both team and individual KPIs to measure what gets done. If people leaders set a goal around a desired outcome for their people, the chances of that outcome occurring can be higher; simply because you have committed to managing and measuring direct report progress towards it.
A topic covered in High Output Management is for managers to choose [Key Performance Indicators]({{< ref "kpis" >}}) to help their team achieve results. Managers are responsible for ensuring their teams have KPIs linked to the company [OKRs]({{< ref "okrs" >}}). Managers can also create both team and individual KPIs to measure what gets done. If people leaders set a goal around a desired outcome for their people, the chances of that outcome occurring can be higher; simply because you have committed to managing and measuring direct report progress towards it.
When you set goals and KPIs with direct reports, make sure they align with your team’s overall strategy and KPIs, which aligns with the organization's overall strategy.
When you set goals and KPIs with direct reports, make sure they align with your team’s overall strategy and KPIs, which aligns with the organization's overall strategy.
### Performance Management
### Performance Management
In the book, the author describes applying [async](/handbook/values/#bias-towards-asynchronous-communication) practices to begin performance discussions. Managers use a regularly scheduled [1-1 meeting](/handbook/leadership/1-1/) to discuss performance with a direct report. They prepare a document before the meeting with all of the key points, areas of strength, areas of development, and a plan for the future. This gives the direct report time to digest before the performance discussion. The [synchronous meeting](/handbook/communication/#video-calls) time can be used by the direct report to ask clarifying questions on the feedback. Managers are able to focus their attention on key points rather than covering all the points in one meeting.
In the book, the author describes applying [async]({{< ref "values#bias-towards-asynchronous-communication" >}}) practices to begin performance discussions. Managers use a regularly scheduled [1-1 meeting](/handbook/leadership/1-1/) to discuss performance with a direct report. They prepare a document before the meeting with all of the key points, areas of strength, areas of development, and a plan for the future. This gives the direct report time to digest before the performance discussion. The [synchronous meeting]({{< ref "communication#video-calls" >}}) time can be used by the direct report to ask clarifying questions on the feedback. Managers are able to focus their attention on key points rather than covering all the points in one meeting.
### Training is the Boss’s Job
Every page in our handbook is a [source of learning and development material](/handbook/people-group/learning-and-development/#handbook-first-training-content/). If managers accept that training, along with motivation, are the key ways to improve the performance of direct reports, the way you teach must be closely tied to what you practice. Training should be considered a continuing process rather than a one-time event. Managers fill the role of teacher to their teams. Team members also have valuable skills they can share with their teams and the broader organization.
As a people leader, consider holding training events and/or record videos that teach your team members important concepts related to functional skill-building. At GitLab, we have [Focus Friday’s](/handbook/communication/) that can be used to [take time out to learn](/handbook/people-group/learning-and-development/learning-initiatives/#take-time-out-to-learn-campaign/). Enable team members to drive training of the team on complex functions through [enablement sessions](/handbook/leadership/building-trust/#host-a-lunch--learn). Also, consider using [LinkedIn Learning](/handbook/people-group/learning-and-development/linkedin-learning/) to focus your team on curated content. During the next team meeting, have team members share feedback on the topics covered.
Managers can lead training sessions throughout the year, and according to the book, it is considered one of the highest-leverage activities a manager can do.
Every page in our handbook is a [source of learning and development material](/handbook/people-group/learning-and-development/#handbook-first-training-content/). If managers accept that training, along with motivation, are the key ways to improve the performance of direct reports, the way you teach must be closely tied to what you practice. Training should be considered a continuing process rather than a one-time event. Managers fill the role of teacher to their teams. Team members also have valuable skills they can share with their teams and the broader organization.
As a people leader, consider holding training events and/or record videos that teach your team members important concepts related to functional skill-building. At GitLab, we have [Focus Friday’s]({{< ref "communication" >}}) that can be used to [take time out to learn](/handbook/people-group/learning-and-development/learning-initiatives/#take-time-out-to-learn-campaign/). Enable team members to drive training of the team on complex functions through [enablement sessions]({{< ref "building-trust#host-a-lunch--learn" >}}). Also, consider using [LinkedIn Learning](/handbook/people-group/learning-and-development/linkedin-learning/) to focus your team on curated content. During the next team meeting, have team members share feedback on the topics covered.
Managers can lead training sessions throughout the year, and according to the book, it is considered one of the highest-leverage activities a manager can do.
---
layout: handbook-page-toc
title: GitLab Onsites - Getting your team together in person
decsription: "This page outlines resources for managers who organize in person time with their team."
---
## On this page
{:.no_toc .hidden-md .hidden-lg}
- TOC
{:toc .hidden-md .hidden-lg}
## GitLab Onsites
**GitLab Onsites**
_noun_
Dedicated time for all-remote teams to come together in person to build trust
> **GitLab Onsites**
>
> *noun*
>
> Dedicated time for all-remote teams to come together in person to build trust
As a leader in all-remote work, it's important that we recognize the value and impact of time spent in the same location. Meaningful time spent together influences the trust and results our teams build. Co-located companies often gather for `offsites` to connect in a new location. In our all-remote environment, we call in-person team meetings `onsites`.
As a leader in all-remote work, it's important that we recognize the value and impact of time spent in the same location. Meaningful time spent together influences the trust and results our teams build. Co-located companies often gather for `offsites` to connect in a new location. In our all-remote environment, we call in-person team meetings `onsites`.
This page is an `onsite` planning resource for people managers at GitLab. Use these suggestions to guide the way you plan in-person time for your team. Our additional [considerations for in person time](/company/culture/all-remote/in-person/) advise the wider GitLab community on how to make the most of time spent at conferences, in person meetings, and other types of meetups.
This page is an `onsite` planning resource for people managers at GitLab. Use these suggestions to guide the way you plan in-person time for your team. Our additional [considerations for in person time](https://about.gitlab.com/company/culture/all-remote/in-person/) advise the wider GitLab community on how to make the most of time spent at conferences, in person meetings, and other types of meetups.
Leading an `onsite` for your team might be outside your comfort zone. The resources on this page will equip you to feel confident organizing an in-person team event. Lean into the skills that make you a great manager as you plan.
Leading an `onsite` for your team might be outside your comfort zone. The resources on this page will equip you to feel confident organizing an in-person team event. Lean into the skills that make you a great manager as you plan.
After your team `onsite`, we hope you'll feel:
1. United on common team goals
1. Motivated to achieve results
1. Connected with shared understanding and trust
1. Motivated to achieve results
1. Connected with shared understanding and trust
1. Trusting and connected with those with whom you work most closely
### Let us help you plan your onsite!
The GitLab Talent Engagement team is here to support your onsite planning. We can help you plan activities and make suggestions on how you can best spend this time together in person. To request this custom support, please [open an issue here using the `onsite-support` template](https://gitlab.com/gitlab-com/people-group/learning-development/custom-ld-engagement/-/issues/new).
Please note this does not include support for booking or scheduling onsite events and locations.
Please note this does not include support for booking or scheduling onsite events and locations.
## Prepare
......@@ -41,9 +36,9 @@ Consider the following as you start planning your `onsite`:
### Set a goal
What do you want your team to get out of this time spent together? As a manager, setting an intention for this time is vital. You need to develop a shared understanding of why the team is traveling to be together and have a clear way to measure success of the `onsite`.
What do you want your team to get out of this time spent together? As a manager, setting an intention for this time is vital. You need to develop a shared understanding of why the team is traveling to be together and have a clear way to measure success of the `onsite`.
Use these sample goals to get started. Personalize your final goal based on your team in this current moment. What is going on for the next fiscal year? Has your team struggled in the past with microagressions, difficulty working together, or transitioning to new leadership? If you tailor your goal to exactly what your team is needing most, you'll see greater engagement and results.
Use these sample goals to get started. Personalize your final goal based on your team in this current moment. What is going on for the next fiscal year? Has your team struggled in the past with microagressions, difficulty working together, or transitioning to new leadership? If you tailor your goal to exactly what your team is needing most, you'll see greater engagement and results.
Sample goals:
......@@ -53,11 +48,11 @@ Sample goals:
### Plan transparently
Be transparent in your planning to maximize both attendance and engagement:
Be transparent in your planning to maximize both attendance and engagement:
1. **Ask for input from your team early and often:** What do folks on your team want to do during their time together? What are they not interested in?
1. **Set expectations:** Leave nothing as a suprise. Build psychological safety by planning out in the open so folks know what to expect.
1. **Share resources:** Share resources like our [expense handbook](/handbook/finance/expenses/), [travel handbook](/handbook/travel/), [support for nursing mothers](/handbook/finance/expenses/#supporting-nursing-mothers), and [considerations for working while traveling](/company/culture/all-remote/working-while-traveling/).
1. **Share resources:** Share resources like our [expense handbook](https://about.gitlab.com/handbook/finance/expenses/), [travel handbook](https://about.gitlab.com/handbook/travel/), [support for nursing mothers](https://about.gitlab.com/handbook/finance/expenses/#supporting-nursing-mothers), and [considerations for working while traveling](https://about.gitlab.com/company/culture/all-remote/working-while-traveling/).
1. **Plan in advance:** Some functions and roles at GitLab are accustomed to work travel - others are not. Give time to plan and organize scheules to maximize attendance and presence.
### Develop a shared reality
......@@ -72,38 +67,38 @@ Spending time during a team meeting to set norms for your `onsite` will begin to
The all-remote structure at GitLab is efficient and collaborative. It works really well for problem solving, independent work, and all forms of collaboration - not to mention things like getting up to date on GitLab to-dos and Slack messages.
Time spent together in person has its own benefits, too. It's great for building trust, getting to know members of your team, and creative brainstorm discussions.
Time spent together in person has its own benefits, too. It's great for building trust, getting to know members of your team, and creative brainstorm discussions.
Review the resources below for guidance on what to prioritize when your team is together in person, and what you might save for when you're back in your home office.
### Team Building
Make the most of `onsites` with intentional time to get to know one another.
Make the most of `onsites` with intentional time to get to know one another.
1. **Set and iterate group norms:** Spend 5-10 minutes at the start of each day to set and review group norms. Decide together things like work you're going to set aside, if/when you'll take breaks as a group, and how you'll communicate during each activity. These might be similar to norms your team follows on all-remote team meetings, but recognize that it might be different - like making sure everyone knows where the restroom is and that everyone has a comfortable seat or space to work.
1. **Personality assessments:** Increased awareness of our own strengths and working styles helps us work more collaboratively with others. Use a framework like [social styles](/handbook/leadership/emotional-intelligence/social-styles/), [Clifton Strengths Assessment](https://www.gallup.com/cliftonstrengths/en/), or the [Enneagram Assessment](https://www.enneagraminstitute.com/type-descriptions). Assign the assessment as prework then have a discussion to share results.
1. **Ice Breakers:** Don't cringe - ice breakers don't have to be super cheesy or put people on the spot. A great ice breaker gets authentic conversation started. Here are a few ideas to get you started. Be mindful of how underrepresented groups and neurodiverse team members might feel during these activities.
1. **Personality assessments:** Increased awareness of our own strengths and working styles helps us work more collaboratively with others. Use a framework like [social styles]({{< ref "social-styles" >}}), [Clifton Strengths Assessment](https://www.gallup.com/cliftonstrengths/en/), or the [Enneagram Assessment](https://www.enneagraminstitute.com/type-descriptions). Assign the assessment as prework then have a discussion to share results.
1. **Ice Breakers:** Don't cringe - ice breakers don't have to be super cheesy or put people on the spot. A great ice breaker gets authentic conversation started. Here are a few ideas to get you started. Be mindful of how underrepresented groups and neurodiverse team members might feel during these activities.
- Conversation Deck: Purchase a deck like [The Teamwork Game](https://www.theschooloflife.com/shop/teamwork-game/) or this [Best Self Question Deck](https://www.amazon.com/Conversation-Starter-Icebreaker-Deck-BestSelf/dp/B07RRQWHN9?th=1). Pick a card to start a conversation in small groups, then share.
- Temperature Check: ask folks to share how they are feeling to start the day on a color or number scale. Give space to elaborate if comfortable.
1. **Incorproate flexible social time:** Plan team lunch or dinner, exercise classes, group walks, cooking classes, or tours to explore the city where you're meeting. Be mindful of mobility limitations and your team members' individual needs.
1. **Balance team building with independent time:** We all need space to recharge. Avoid booking each day solid with activities. Ensure there is time for folks to return to their hotel room or spend time alone to feel ready for each day's activities.
1. **Balance team building with independent time:** We all need space to recharge. Avoid booking each day solid with activities. Ensure there is time for folks to return to their hotel room or spend time alone to feel ready for each day's activities.
### Consider Utilizing Design Thinking Exercises
Design thinking is a non-linear, iterative process that teams use to understand users, challenge assumptions, redefine problems and create innovative solutions to prototype and test. (Source: [Interaction Design](https://www.interaction-design.org/literature/topics/design-thinking)). What makes design thinking unique is that it's a user-centric, solution-based approach to problem solving. The focus is on the solution, rather than the problem. Design thinking gives opportunity for [everyone to contribute](/company/mission/#mission) and can help develop a [growth mindset](/handbook/values/#growth-mindset).
Design thinking is a non-linear, iterative process that teams use to understand users, challenge assumptions, redefine problems and create innovative solutions to prototype and test. (Source: [Interaction Design](https://www.interaction-design.org/literature/topics/design-thinking)). What makes design thinking unique is that it's a user-centric, solution-based approach to problem solving. The focus is on the solution, rather than the problem. Design thinking gives opportunity for [everyone to contribute]({{< ref "mission#mission" >}}) and can help develop a [growth mindset]({{< ref "values#growth-mindset" >}}).
Design thinking directly supports our GitLab values of Results, Collaboration, and Efficiency. We balance being [ambitious](/handbook/values/#ambitious) along with a focus on [boring solutions](/handbook/values/#boring-solutions) - both of which are solutions-oriented.
Design thinking directly supports our GitLab values of Results, Collaboration, and Efficiency. We balance being [ambitious]({{< ref "values#ambitious" >}}) along with a focus on [boring solutions]({{< ref "#boring-solutions" >}}) - both of which are solutions-oriented.
Listen to [Tim Brown speak about the Design Thinking process in this TedTalk](https://www.ted.com/talks/tim_brown_designers_think_big/transcript?language=en).
<div style="max-width:854px"><div style="position:relative;height:0;padding-bottom:56.25%"><iframe src="https://embed.ted.com/talks/lang/en/tim_brown_designers_think_big" width="854" height="480" style="position:absolute;left:0;top:0;width:100%;height:100%" frameborder="0" scrolling="no" allowfullscreen></iframe></div></div>
Regardless of what your team is working on during time in person - whether it be long term planning, high stakes problem solving, or new idea generation - you can apply design thinking activities to achieve results. Here are some suggested activities you can explore:
Regardless of what your team is working on during time in person - whether it be long term planning, high stakes problem solving, or new idea generation - you can apply design thinking activities to achieve results. Here are some suggested activities you can explore:
1. [Roses, Buds, Thorns activity](https://easyretro.io/templates/rose-bud-thorn/): Gather feedback on what is and isn't working, then identify new opportunities.
1. [Eisenhower Matrix](https://asana.com/resources/eisenhower-matrix): Map top priorities to set realistic goals.
1. [Empathy Map](https://www.accenture.com/us-en/blogs/software-engineering-blog/what-is-an-empathy-map): Apply [emotional intelligence](/handbook/leadership/emotional-intelligence/) skills to understand the root cause of a problem.
1. [Empathy Map](https://www.accenture.com/us-en/blogs/software-engineering-blog/what-is-an-empathy-map): Apply [emotional intelligence]({{< ref "emotional-intelligence" >}}) skills to understand the root cause of a problem.
1. [Structured Brainstorming](https://www.innovationtraining.org/online-templates-for-brainstorming/): Focus discussion on a specific topic or problem to solve. Set [brainstorming norms](https://www.innovationtraining.org/brainstorming-rules/) to stay efficient.
## Logistics
......@@ -133,20 +128,17 @@ The content and suggestions from this page are neatly captured in 2 planning tem
Customize the templates as needed. We suggestion you start with the `Onsite Planning Guide` to plan, then use the `Onsite Attendee Guide` to communicate plans to your team.
<div class="flex-row" markdown="0">
<div>
<a href="https://docs.google.com/spreadsheets/d/1WawNa6Xjg30Ev_lzFv5a1rre3f962sWaI45lQdNk1F4/edit#gid=1554266865" class="btn btn-purple" style="width:250px;margin:5px;">Onsite Planning Guide</a>
<a href="https://docs.google.com/spreadsheets/d/1ZV7bI9lSuGPsNOMlfLpnHEq8awT4kh0C6syiYU260d0/edit#gid=0" class="btn btn-purple" style="width:250px;margin:5px;">Onsite Attendee Guide - Know Before you Go</a>
</div>
</div>
[Onsite Planning Guide](https://docs.google.com/spreadsheets/d/1WawNa6Xjg30Ev_lzFv5a1rre3f962sWaI45lQdNk1F4/edit#gid=1554266865)
{.btn .btn-light}
[Onsite Attendee Guide - Know Before you Go](https://docs.google.com/spreadsheets/d/1ZV7bI9lSuGPsNOMlfLpnHEq8awT4kh0C6syiYU260d0/edit#gid=0)
{.btn .btn-light}
## Additional Resources
1. [Travel Guidelines](/handbook/travel/)
1. [Travel support for nursing mothers](/handbook/finance/expenses/#supporting-nursing-mothers)
1. [Expense Guidelines](/handbook/finance/expenses/)
1. [Considerations for working while traveling](/company/culture/all-remote/working-while-traveling/)
1. [Travel Guidelines](https://about.gitlab.com/handbook/travel/)
1. [Travel support for nursing mothers](https://about.gitlab.com/handbook/finance/expenses/#supporting-nursing-mothers)
1. [Expense Guidelines](https://about.gitlab.com/handbook/finance/expenses/)
1. [Considerations for working while traveling](https://about.gitlab.com/company/culture/all-remote/working-while-traveling/)
## Contribute
......
---
layout: handbook-page-toc
title: Making Decisions
---
## On this page
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- TOC
{:toc .hidden-md .hidden-lg}
## Intro to making decisions
On this page, we have outlined how we make decisions at GitLab.
## Making decisions
GitLab's **[values](/handbook/values/)** are the guiding principles for our business. They inform hiring, performance management, and promotion assessments. They also guide other decisions that we make. At times, values may be in conflict. To address this, GitLab has a [values hierarchy](/handbook/values/#hierarchy). At the top of this hierarchy is ["results."](/values/#hierarchy) While items higher in the hierarchy don't always override items lower in the hierarchy, this structure guides team members as they weigh decision making alternatives.
GitLab's **[values]({{< ref "values" >}})** are the guiding principles for our business. They inform hiring, performance management, and promotion assessments. They also guide other decisions that we make. At times, values may be in conflict. To address this, GitLab has a [values hierarchy]({{< ref "values#hierarchy" >}}). At the top of this [hierarchy is "results"]({{< ref "values#hierarchy" >}}). While items higher in the hierarchy don't always override items lower in the hierarchy, this structure guides team members as they weigh decision making alternatives.
GitLab has a **decision making process** that avoids the short falls of [hierarchical and consensus organizations](/company/culture/all-remote/management/#separating-decision-gathering-from-decision-making). Hierarchical organizations can make decisions quickly, but aren't great at gathering data. This leads people to say "yes," but have relatively low follow through on their commitments. Consensus organizations are good at gathering data but lack decision making speed. This can lead to projects happening under the radar.
GitLab has a **decision making process** that avoids the short falls of [hierarchical and consensus organizations](https://about.gitlab.com/company/culture/all-remote/management/#separating-decision-gathering-from-decision-making). Hierarchical organizations can make decisions quickly, but aren't great at gathering data. This leads people to say "yes," but have relatively low follow through on their commitments. Consensus organizations are good at gathering data but lack decision making speed. This can lead to projects happening under the radar.
To avoid the undesirable outcomes of hierarchical and consensus organizations, GitLab splits decisions into two phases:
1. **A data gathering phase** in which folks are actively asked to contribute data and perspectives that can inform decision making. This has the benefits of consensus organizations: everyone can contribute and decision makers benefit from more available data.
1. **A decision phase** in which an informed individual can make a decision without getting an approval from others. Voting on material decisions shows a lack of informed leadership. The decision phase has the benefit of hierarchical organizations: the person that does the work or their manager decides what to do, so decisions can be made quickly.
1. **A data gathering phase** in which folks are actively asked to contribute data and perspectives that can inform decision making. This has the benefits of consensus organizations: everyone can contribute and decision makers benefit from more available data.
1. **A decision phase** in which an informed individual can make a decision without getting an approval from others. Voting on material decisions shows a lack of informed leadership. The decision phase has the benefit of hierarchical organizations: the person that does the work or their manager decides what to do, so decisions can be made quickly.
These phases don't work if you take a full consensus or hierarchy approach. If you apply consensus in both the data gathering phase and the decision phase, you lose speed. Decisions also stay under the radar as team members try to limit the amount of folks they need to buy-in. If you apply a hierarchy approach in both the data gathering phase and the decision phase, they lose valuable input. We can allow others into our kitchen, because we can always send them out. Inviting people to give input is much easier if you retain the ability to make a decision by yourself.
GitLab's two phase decision making approach depends on aligned team member expectations and clear roles. Contributors can feel ignored when they provide input, but are not included in the decision making progress. They have to accept that the decision maker listened to them, but doesn’t owe them an explanation. Otherwise, you lose decision-making speed. To develop this level of trust, you need clear accountability and expectations for the decision maker.
GitLab's two phase decision making approach depends on aligned team member expectations and clear roles. Contributors can feel ignored when they provide input, but are not included in the decision making progress. They have to accept that the decision maker listened to them, but doesn’t owe them an explanation. Otherwise, you lose decision-making speed. To develop this level of trust, you need clear accountability and expectations for the decision maker.
At GitLab, each decision has an assigned [Directly Responsible Individual (DRI)](/handbook/people-group/directly-responsible-individuals/). This is the person who leads the work, including data gathering, **and** makes the decision. The DRI analyzes the data and weighs different options. This requires the DRI to assess the validity and biases of different perspectives and the relevance and strength of data. The DRI should actively seek out input from folks who have meaningful data or experience in the subject area.
The DRI should have the level of seniority and knowledgeability required to gather information and make decisions. While this will vary with the complexity and potential impact of a decision, a DRI who is well matched to the ask gives team members confidence in an informed and knowledgeable hierarchy. Team members will be more confident that their feedback has been considered and more likely to agree or [disagree and commit](/values/#disagree-commit-and-disagree) with a decision.
At GitLab, DRIs can make decisions that other team members disagree with. We say that [collaboration is not consensus](/handbook/values/#collaboration-is-not-consensus) and [people are not their work](/handbook/values/#people-are-not-their-work). A DRI may make a decision that results in (and is hence the cause of) negative feelings, but the DRI isn't expected to make the popular decision and the person, the DRI, is not the decision that has been made. The DRI should consider input and make an informed decision, but the DRI is not responsible for how people feel. Once a DRI has made a decision, team members are asked to [disagree, commit, and disagree](/handbook/values/#disagree-commit-and-disagree).
At GitLab, DRIs can make decisions that other team members disagree with. We say that [collaboration is not consensus]({{< ref "values#collaboration-is-not-consensus" >}}) and [people are not their work]({{< ref "values#people-are-not-their-work" >}}). A DRI may make a decision that results in (and is hence the cause of) negative feelings, but the DRI isn't expected to make the popular decision and the person, the DRI, is not the decision that has been made. The DRI should consider input and make an informed decision, but the DRI is not responsible for how people feel. Once a DRI has made a decision, team members are asked to [disagree, commit, and disagree]({{< ref "values#disagree-commit-and-disagree" >}}).
> If good decision-making appears complicated, that’s because it is and has been for a long time. Let me quote from Alfred Sloan, who spent a lifetime preoccupied with decision-making: “Group decisions do not always come easily. There is a strong temptation for the leading officers to make decisions themselves without the sometimes onerous process of discussion.”
>
>
> - _Chapter 5: Decisions, Decisions of High Output Management by Andy Grove_
>
>
> - *Chapter 5: Decisions, Decisions of High Output Management by Andy Grove*
### Why DRIs, not project managers
DRIs are not project or program managers unless they are team members who work with external organizations. Everyone at GitLab should be a [manager of one](/handbook/leadership/#managers-of-one). Team members need to develop their daily priorities to achieve goals. Individual contributors need to manage themselves. Self-leadership is an essential skill for all team members. If you manage yourself you have a much greater freedom to make decisions, and those decisions are based on deep knowledge of the situation. Folks who cannot be a manager of one struggle at GitLab. Assigning a project manager/coordinator/case manager/etc. to something is an indicator that something is wrong as DRIs should be equipped to manage their work. The notable exception to this is working with external organizations, for example in the [Professional Services](/services/) organization. External organizations don't have our style of working so we need to adapt to their style of working to make it successful. Also working along organizational boundaries is much harder to begin with.
DRIs are not project or program managers unless they are team members who work with external organizations. Everyone at GitLab should be a [manager of one]({{< ref "leadership#managers-of-one" >}}). Team members need to develop their daily priorities to achieve goals. Individual contributors need to manage themselves. Self-leadership is an essential skill for all team members. If you manage yourself you have a much greater freedom to make decisions, and those decisions are based on deep knowledge of the situation. Folks who cannot be a manager of one struggle at GitLab. Assigning a project manager/coordinator/case manager/etc. to something is an indicator that something is wrong as DRIs should be equipped to manage their work. The notable exception to this is working with external organizations, for example in the [Professional Services](https://about.gitlab.com/services/) organization. External organizations don't have our style of working so we need to adapt to their style of working to make it successful. Also working along organizational boundaries is much harder to begin with.
### Tips for folks who are contributing to decisions
......@@ -49,47 +43,45 @@ DRIs are not project or program managers unless they are team members who work w
1. Encourage participation from others who may have useful data to share.
### Tips for DRIs in making decisions
1. Make [data-driven decisions](https://online.hbs.edu/blog/post/data-driven-decision-making).
1. Make [data-driven decisions](https://online.hbs.edu/blog/post/data-driven-decision-making).
1. When analyzing trends, never show cumulative graphs because they always look up and to the right even if business is bad.
1. Be aware of your [unconscious biases](/company/culture/inclusion/unconscious-bias/) and emotional triggers.
1. Be aware of your [unconscious biases](https://about.gitlab.com/company/culture/inclusion/unconscious-bias/) and emotional triggers.
1. When making decisions, explicitly acknowledge the quality/quantity of the data that is available for the decision. Resist using poor data to justify judgment calls. It is ok to make a judgment call with limited data, but make sure that is known.
1. Consider environments that do not allow reliable data collection. According to [research by the Harvard Business Review](https://hbr.org/2016/02/the-rise-of-data-driven-decision-making-is-real-but-uneven), "experience and knowledge of leaders in the subject matter still outperforms purely data-driven approaches."
## Decision Proposals for Collaborating and Communicating
## Decision Proposals for Collaborating and Communicating
Decisions that require input, buy-in, or awareness of others should be accompanied by a brief, documented proposal. This can be captured in an agenda, [issue](https://gitlab.com/gitlab-com/www-gitlab-com/-/blob/master/.gitlab/issue_templates/decision-template.md), or Google Doc. Proposals should include [SPADE Decision Making](https://coda.io/@gokulrajaram/gokuls-spade-toolkit) components. At GitLab, we should share the following:
1. Setting
1. Precisely define the “what.” What decision is being made? What is the scope of the decision? Does this impact the product, the platform, or the entire company? Be as specific as possible.
1. Be clear on the "when." Explain the why of the “when.” Why that date? Why that duration?
1. Setting
1. Precisely define the “what.” What decision is being made? What is the scope of the decision? Does this impact the product, the platform, or the entire company? Be as specific as possible.
1. Be clear on the "when." Explain the why of the “when.” Why that date? Why that duration?
1. Explain the "why." Clearly establishing the why is the key to the setting.
1. Why is this smallest and fastest? A statement on how you are taking an [iterative approach](/handbook/values/#iteration). Otherwise said, could this decision be broken into even smaller parts? If not, why not?
1. People
1. Note who was consulted in the decision and proposal alternatives. Documenting who was involved and their role in the decision (consulted or DRI). This helps the team visually see if we have been inclusive in the data gathering phase.
1. Note who was consulted in the decision and proposal alternatives. Documenting who was involved and their role in the decision (consulted or DRI). This helps the team visually see if we have been inclusive in the data gathering phase.
1. Alternatives
1. What alternative approaches were considered, including the one that you recommend? This is also a section to link designs or other external documentation.
1. Decision
1. Which alternative or option was chosen? This should be updated following DRIs decision.
1. Explain
1. Details for your recommendation. Justification for why your preferred path was recommended over others. When appropriate and possible, this should include a recommendation grounded in data.
1. Details for your recommendation. Justification for why your preferred path was recommended over others. When appropriate and possible, this should include a recommendation grounded in data.
We have an issue template that captures these elements: https://gitlab.com/gitlab-com/www-gitlab-com/-/blob/master/.gitlab/issue_templates/decision-template.md.
We have an issue template that captures these elements: https://gitlab.com/gitlab-com/www-gitlab-com/-/blob/master/.gitlab/issue_templates/decision-template.md.
## E-Group Conversation on Making Decisions
GitLab E-Group and the Learning and Development team discussed strategies on making decisions as part of the [CEO Handbook Learning Session](/handbook/people-group/learning-and-development/learning-initiatives/#ceo-handbook-learning-sessions).
GitLab E-Group and the Learning and Development team discussed strategies on making decisions as part of the [CEO Handbook Learning Session](/handbook/people-group/learning-and-development/learning-initiatives/#ceo-handbook-learning-sessions).
Topics covered include:
Topics covered include:
1. Living our Transparency value when making decisions
2. How to improve our ability to Iterate
3. Applying the GitLab values hierarchy in making decisions
4. How the DRI enables decisions making
5. When to use consensus when gathering information and when to use hierarchy when making decisions
6. Importance of making team members feel safe when making decisions
7. Why team members making the most mistakes are likely to be the highest performers
8. Making decisions in the face of uncertainty
<figure class="video_container">
<iframe width="560" height="315" src="https://www.youtube.com/embed/-by6ohMIi_M" frameborder="0" allow="accelerometer; autoplay; clipboard-write; encrypted-media; gyroscope; picture-in-picture" allowfullscreen></iframe>
</figure>
1. How to improve our ability to Iterate
1. Applying the GitLab values hierarchy in making decisions
1. How the DRI enables decisions making
1. When to use consensus when gathering information and when to use hierarchy when making decisions
1. Importance of making team members feel safe when making decisions
1. Why team members making the most mistakes are likely to be the highest performers
1. Making decisions in the face of uncertainty
{{< youtube "-by6ohMIi_M" >}}
---
layout: handbook-page-toc
title: Managing Conflict
---
## On this page
{:.no_toc .hidden-md .hidden-lg}
- TOC
{:toc .hidden-md .hidden-lg}
## Managing conflict
In this section we will review the definition of conflict, the different causes of conflict, review different methods for addressing conflict, steps in the conflict process and some do's and dont's of workplace conflict. Conflict in the workplace is inevitable when you have team members of various backgrounds and different work styles all working towards the same goals and [OKRs](/company/okrs/) (Objectives and Key Results). Conflict should never just be avoided, conflict should be managed and resolved. The first step is for the team members that experience conflict to work to address the situation to work towards a resolution. If a resolution is not possible, the manager should then work with the team members and their assigned [People Business Partner](/handbook/people-group/) to help foster a resolution.
In this section we will review the definition of conflict, the different causes of conflict, review different methods for addressing conflict, steps in the conflict process and some do's and dont's of workplace conflict. Conflict in the workplace is inevitable when you have team members of various backgrounds and different work styles all working towards the same goals and [OKRs]({{< ref "okrs" >}}) (Objectives and Key Results). Conflict should never just be avoided, conflict should be managed and resolved. The first step is for the team members that experience conflict to work to address the situation to work towards a resolution. If a resolution is not possible, the manager should then work with the team members and their assigned [People Business Partner](/handbook/people-group/) to help foster a resolution.
## What is conflict?
Conflict is any situation in which your concerns, desires, perceptions, goals or values differ and clash with other team members. Here are a few examples of potential causes of workplace conflict:
* Personality differences
* Team member behavior is regarded by some as irritating or annoying
* Perceived unfairness or inequities of resources, trainings or project work
* Unclear role expectations
* Poor communication skills
* Differences over work methods or goals
- Personality differences
- Team member behavior is regarded by some as irritating or annoying
- Perceived unfairness or inequities of resources, trainings or project work
- Unclear role expectations
- Poor communication skills
- Differences over work methods or goals
## Different methods or approaches to managing conflict
### Competing method
This method involves managing conflict through unilateral decision making.
* Primarily used for: Situations that require a quick decision, instances where there is no compromise or debate on making a hard decision.
* Competing styles: Win-Lose approach, Assertive & Uncooperative and You try to satisfy your own concerns at the other team members expense.
* Examples:
* Imposing or dictating a decision - "Sorry X, but that's my decision as your manager"
* Arguing for a conclusion that fits your data - "Our customer survey shows a steady decline. We need to design the route"
* Hard bargaining (making no concessions) - I won't take less than X - Take it or leave it.
- Primarily used for: Situations that require a quick decision, instances where there is no compromise or debate on making a hard decision.
- Competing styles: Win-Lose approach, Assertive & Uncooperative and You try to satisfy your own concerns at the other team members expense.
- Examples:
- Imposing or dictating a decision - "Sorry X, but that's my decision as your manager"
- Arguing for a conclusion that fits your data - "Our customer survey shows a steady decline. We need to design the route"
- Hard bargaining (making no concessions) - I won't take less than X - Take it or leave it.
### Avoiding method
Actively deciding not to manage a conflict.
* Primarily used for: Unimportant, non-work relates issues, buying time until a resolution can be reached and recognizing issues as symptoms.
* Avoiding styles: "Lose-Lose" approach, unassertive and uncooperative, evading conflict without trying to satisfy either person's concerns and effective in emotionally charged circumstances.
* Examples:
* Avoiding people you find troublesome - "This doesn't seem to be a good time to discuss this issue with X".
* Avoiding issues that are unimportant, complex or perceived threatening - "Maybe. We'll see. Let's move along to the next topic."
* Postponing the discussion until later - "Let me check on that and get back to you next week."
- Primarily used for: Unimportant, non-work relates issues, buying time until a resolution can be reached and recognizing issues as symptoms.
- Avoiding styles: "Lose-Lose" approach, unassertive and uncooperative, evading conflict without trying to satisfy either person's concerns and effective in emotionally charged circumstances.
- Examples:
- Avoiding people you find troublesome - "This doesn't seem to be a good time to discuss this issue with X".
- Avoiding issues that are unimportant, complex or perceived threatening - "Maybe. We'll see. Let's move along to the next topic."
- Postponing the discussion until later - "Let me check on that and get back to you next week."
### Accomodating method
Allowing the other side to "win."
* Primarily used for: Maintaining perspective in a conflict situation, making active decisions on what can be "let go" and maintaining peace and creating goodwill.
* Accomodating styles: Unassertive & cooperative and you attempt to satisfy the other team members concerns at the expense of your own concerns.
* Examples:
* Doing a favor to help someone - " I can see this is important to you, OK.""
* Being persuaded - I didn't think of that, you are right."
* Obeying an authority - "I'd do it differently, but it is your call."
* Deferring to another's expertise - "You are the experts, I'll trust your judgement.""
* Appeasing someone who is threatening - Ok, ok, please calm down."
- Primarily used for: Maintaining perspective in a conflict situation, making active decisions on what can be "let go" and maintaining peace and creating goodwill.
- Accomodating styles: Unassertive & cooperative and you attempt to satisfy the other team members concerns at the expense of your own concerns.
- Examples:
- Doing a favor to help someone - " I can see this is important to you, OK.""
- Being persuaded - I didn't think of that, you are right."
- Obeying an authority - "I'd do it differently, but it is your call."
- Deferring to another's expertise - "You are the experts, I'll trust your judgement.""
- Appeasing someone who is threatening - Ok, ok, please calm down."
### Compromising method
Reaching a resolution with a "win" on both sides.
* Primarily used for: Resolving issues of moderate to high importance, finding a solution that involves equal power and strong commitment on both sides, situations where a temporay "fix" may be needed and backing up a decision that's been made via the competing or collaborating method.
* Compromising style: In the middle and you try to find an acceptable settlement that only partially satisfies both team members concerns.
* Examples:
* Soft bargaining or exchanging concessions - "Let's split the difference and settle for X".
* Taking turns - "Suppose I do X this time and then you do Y next time."
* Moderating your conclusions - "You think X will solve the problem but I think Y will, so perhaps we say X&Y are possible solutions?"
- Primarily used for: Resolving issues of moderate to high importance, finding a solution that involves equal power and strong commitment on both sides, situations where a temporay "fix" may be needed and backing up a decision that's been made via the competing or collaborating method.
- Compromising style: In the middle and you try to find an acceptable settlement that only partially satisfies both team members concerns.
- Examples:
- Soft bargaining or exchanging concessions - "Let's split the difference and settle for X".
- Taking turns - "Suppose I do X this time and then you do Y next time."
- Moderating your conclusions - "You think X will solve the problem but I think Y will, so perhaps we say X&Y are possible solutions?"
### Collaborating method
Managing conflict through team input.
* Primarily used for: Gaining support from the team, using different perspectives as an opportunity to learn and improving relationships through collaboration.
* Collaborating style: Assertive and cooperative and finding a "win-win."
* Examples:
* Reconciling interest through a "win-win" solution - "You need to fund project X but I need to project Y, how can we do both?"
* Combining insights into a richer understanding - "You are praising X's technical skills, however I have concerns about their iteration and collaborations skills. Both are true aren't they? They have high potential if they can improve on their interpersonal skills."
- Primarily used for: Gaining support from the team, using different perspectives as an opportunity to learn and improving relationships through collaboration.
- Collaborating style: Assertive and cooperative and finding a "win-win."
- Examples:
- Reconciling interest through a "win-win" solution - "You need to fund project X but I need to project Y, how can we do both?"
- Combining insights into a richer understanding - "You are praising X's technical skills, however I have concerns about their iteration and collaborations skills. Both are true aren't they? They have high potential if they can improve on their interpersonal skills."
## 8 tips for managing conflict
1. **Management/leadership sets the tone**
* A workplace built on mutual respect
* Manager/leaders behaivor and actions provide team members with a model to follow
1. **Hire the right people**
* Look for team members who demonstrate the ability to address conflict in a positive and productive way
1. **Train team members**
* Provide learning and development opportunities on how to engage in positive conflict
1. **Reward meaningful conflict**
* Recognize team members who participate in positive conflict, and acknowledge those whose actions result in successful outcomes for the department, division and GitLab.
1. **Encourage team members to support their position**
* Team members should be expected to be able to support their positions with data. This will take the conflict from emotional to rational.
1. **Encourage your team members to be respectful**
* Team members in meaningful conflict situations must be respectful of others and should not be allowed to make personal attacks.
1. **Encourage transparency and inclusion**
* All team members must feel free to express their opinions in a non judgemental environment.
1. **Serve as a resource**
* Serve as a resource in business decisions to [coach through conflict](https://about.gitlab.com/handbook/leadership/managing-conflict/#balancing-conflict) and understand a path forward to support [GitLab’s Vision](https://about.gitlab.com/direction/#vision).
1. **Management/leadership sets the tone**
- A workplace built on mutual respect
- Manager/leaders behaivor and actions provide team members with a model to follow
1. **Hire the right people**
- Look for team members who demonstrate the ability to address conflict in a positive and productive way
1. **Train team members**
- Provide learning and development opportunities on how to engage in positive conflict
1. **Reward meaningful conflict**
- Recognize team members who participate in positive conflict, and acknowledge those whose actions result in successful outcomes for the department, division and GitLab.
1. **Encourage team members to support their position**
- Team members should be expected to be able to support their positions with data. This will take the conflict from emotional to rational.
1. **Encourage your team members to be respectful**
- Team members in meaningful conflict situations must be respectful of others and should not be allowed to make personal attacks.
1. **Encourage transparency and inclusion**
- All team members must feel free to express their opinions in a non judgemental environment.
1. **Serve as a resource**
- Serve as a resource in business decisions to [coach through conflict](#balancing-conflict) and understand a path forward to support [GitLab’s Vision](https://about.gitlab.com/direction/#vision).
## Balancing conflict
Managers and leaders need to find the right balance depending on the team members involved and the situation. Remember conflict is a *problem* when it:
* Hampers productivity and increases tensions
* Lowers morale
* Causes more and continued conflict
* Causes inappropriate behaivor
* Leads to team member absenteeism.
Managers and leaders need to find the right balance depending on the team members involved and the situation. Remember conflict is a *problem* when it:
- Hampers productivity and increases tensions
- Lowers morale
- Causes more and continued conflict
- Causes inappropriate behaivor
- Leads to team member absenteeism.
Conflict is *constructive* when it:
* Opens up issues of importance resulting in issue clarification
* Helps build cohesiveness as team members learn more about each other
* Causes team members to reassess process or actions
* Increases team member involvement.
If at any time a manager feels the conflict situation has violated our [values](/handbook/values/) or code of conduct they should [reach out to the PBP](/handbook/people-group/#how-to-reach-the-right-member-of-the-people-group) (People Business Partner). Also, if a manager would like to talk through different conflict situations and approaches your PBP is willing to help you work through the best strategies.
- Opens up issues of importance resulting in issue clarification
- Helps build cohesiveness as team members learn more about each other
- Causes team members to reassess process or actions
- Increases team member involvement.
If at any time a manager feels the conflict situation has violated our [values]({{< ref "values" >}}) or code of conduct they should [reach out to the PBP](/handbook/people-group/#how-to-reach-the-right-member-of-the-people-group) (People Business Partner). Also, if a manager would like to talk through different conflict situations and approaches your PBP is willing to help you work through the best strategies.
## Conflict Resolution Competency
Managers need to be well versed in managing and facilitating conflict resolution between team members. They can do this by surfacing and clarifying areas of disagreement and by creating an environment where resolution is possible. Conflict resolution is a key component to enabling team members to be successful and reach their potential.
Managers need to be well versed in managing and facilitating conflict resolution between team members. They can do this by surfacing and clarifying areas of disagreement and by creating an environment where resolution is possible. Conflict resolution is a key component to enabling team members to be successful and reach their potential.
**Skills and behavior of the conflict resolution [manager competency](/handbook/competencies/#list):**
**Skills and behavior of the conflict resolution [manager competency](/handbook/competencies/#list):**
- Facilitates conflict resolution between co-workers by surfacing and clarifying areas of disagreement
- Creates an environment where resolution is possible
......@@ -129,11 +124,9 @@ Managers need to be well versed in managing and facilitating conflict resolution
## Additional resources
If you are interested in learning about conflict and your role as a manager please review the following articles.
* [Do You Handle Conflict like a Rhinocerso or an Ostrich](https://www.salesforce.com/blog/2015/12/how-to-handle-difficult-conversations.html)
* [Conflict in the Workplace](https://www.workplaceissues.com/arconflict/)
* [How to deal with employees who do not get along](https://www.insperity.com/blog/employees-who-dont-get-along/)
- [Do You Handle Conflict like a Rhinocerso or an Ostrich](https://www.salesforce.com/blog/2015/12/how-to-handle-difficult-conversations.html)
- [Conflict in the Workplace](https://www.workplaceissues.com/arconflict/)
- [How to deal with employees who do not get along](https://www.insperity.com/blog/employees-who-dont-get-along/)
[How managers should deal with conflict between two employees](https://www.theladders.com/career-advice/how-managers-should-deal-with-conflict-between-two-employees)
* [5 Conflict Management Skills For Every Manager](https://lattice.com/library/conflict-management-skills-for-every-manager)
* [5 Conflict Management Styles for Every Personality type](https://blog.hubspot.com/service/conflict-management-styles)
----
- [5 Conflict Management Skills For Every Manager](https://lattice.com/library/conflict-management-skills-for-every-manager)
- [5 Conflict Management Styles for Every Personality type](https://blog.hubspot.com/service/conflict-management-styles)
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