艾登Mirzaee (Fellow.app)00:27

亚历山大,欢迎来到。

亚历山德拉桑德兰(Fellow.app)04:35

嗨,我很高兴到这里来。

艾登Mirzaee (Fellow.app)04:37

是的,我知道,这很有趣。我一直都盼望着这个。我的意思是,你和我在我们触及纪录之前,我们只是说,我们在谈论这样自去年11月以来,这是我猜你说的日期要写的新书刚刚出版。

亚历山德拉桑德兰(Fellow.app)04:55

是的,我开始写这本书,2021年11月1日。我和整个由11月底完成初稿。在当月到一半的时候,我认为我们谈论未来Supermanagers。这本书,也许总有一天会一件事,因为我甚至没有出版合同或任何。所以我很高兴。它变成了真的。我出版了一本书。

艾登Mirzaee (Fellow.app)05:17

是的,这是惊人的。我的意思是,你和我都知道一群人写过的书。我认为你做的边缘是不可能能够及时完成这一切,能够得到这样一个伟大的出版商,并做所有的时间,和现在Supermanagers。让一切都完整的循环。对于那些没看过这本书,这是远程工程管理。对于那些看这个视频,我拿着它。那是一个美丽的封面。我们今天谈了很多。所以有趣的,亚历山德拉,在我们进入之前的所有有趣的东西我们要讨论,我的意思是,你有一个很宽的跨越职业显然开始作为一名工程师,成为工程经理,高级工程经理,你在这样的公司工作流体制品,和调查猴子,你要做很多社区的事情。你是公司领导的渥太华松弛一章,你做了很多,很多会议谈判,你环游世界在不同的会议上演讲。 And, and of course, now you have this book. But before we get into all those details, I did want to start from the very beginning. Do you remember when you first started to lead a team? And what were some of those very early mistakes you made?

亚历山德拉桑德兰(Fellow.app)06:35

我记得。所以我很喜欢相信作为一个领袖,作为一个经理是两个非常不同的事情。我认为,领导一般是我做了我职业生涯的大部分时间。所以当我加入的,我认为,第五个工程师12日员工在公司里,因为我们还很小。和没有任何余地工程经理。我很兴奋地编写代码。但即使在这一点上,当我加入时,我就像创建第一个新员工培训过程工程师和帮助其他团队创建他们自己的,我记得喜欢建立整个公司的360的反馈过程,和跑步,做经理通常不会做的事情。但我一直喜欢抓住这些机会创造过程和领导的事情。但是当我成为一个正式的经理,开始带领自己的团队,那是在一个非常有趣的时刻,因为这是2020年4月。后大约三个星期,也许每个人都开始在家工作。 So very odd time when everyone’s feeling very vulnerable and emotional. And suddenly, everyone’s working remotely and having to make that work. That’s when I got my first team. But I felt like I was well equipped to deal with that, because I had been working remotely at that point for eight years already, it was a very different shift, because I went from being the only person at follow working remotely to just one of everyone. But yeah, so I started managing a team at that point, and mistakes I’ve made. So another thing is that I’ve listened to every single episode of Supermanagers. And at this point, when we’re recording it, I think it’s 119 120 episodes in and I knew you’re gonna ask like what mistakes I’ve made. And so I’ve been thinking really hard about like what I’m going to talk about, because there have been 120 Mistakes talked about. And so that covers a lot of the stuff that I ran into, I found something that has not been brought up yet, which I was excited about,

艾登Mirzaee (Fellow.app)08:34

你犯了一个新的新小说的错误。太棒了。让我们用掌声欢迎。它是什么?

亚历山德拉桑德兰(Fellow.app)08:38

我仍然喜欢适应它。我觉得它仍然是一个错误我落入有时。所以你知道,我们有一个非常,非常多元文化的公司像几个月前我跑一个调查问每个人只需要回复,他们出生在什么国家。和超过一半的公司以外的加拿大出生的,但是大部分的公司在加拿大工作。,我一直都很喜欢。甚至在工程团队,有一个地方我直接团队,每个人来自不同的国家。我喜欢,因为它意味着每个人都必须了解彼此的文化,和食品和传统,所有这些东西。但我从未真正想过,如何影响人们如何工作。和我第一次绊倒了,这是我想到我开始带领团队三个月后,我问我的经理去做像一个非正式反馈调查收集的事情,以确保我的决定是正确的,人们没有秘密对我感到心烦。我说,看,我能做得更好吗? And one of the responses that I remember getting was somebody who was like pretty senior engineer on the team, saying that I should be making more decisions and telling them more what to do and that I have to be more authoritative compared to everyone else on the team who’s saying like, Yes, we love that we get to make our own decisions. and like, verify them. But everyone loves that kind of independence. And so when I saw that response, I immediately thought like, well, that’s wrong. Like, you’re you’re not right, like, that’s not the white right way of going about things. I didn’t tell them that you should never tell people that their feedback is wrong. But it kind of stuck with me as like a That’s really strange. I didn’t really think much of it after that. And a few more things started happening with other people where somebody would like, I would ask someone, what they think about a project, and if they have feedback about it, and they would be saying how like, Oh, it’s okay, it’s great, it’s going well, there’s this tiny little thing that could maybe be a little bit better, but it’s not the end of the world. And then that thing would be the end of the world. Like, it’d be really, really bad. And I tell them, like, you’re not giving feedback, right? Like you, you have to be more defensive about this. And so we I had all these clashes with people, I kept thinking like, Oh, they’re wrong, they’re not working the right way. And then I read the book, The no rules, rules, Netflix book, which was very interesting. Look, really, yeah, it’s so good on, like creating team culture. And I don’t know if I agree with like everything in there. But just the idea of being intentional about culture was really interesting. And one of the co authors on there, Erin Meyer, they mentioned a book in there that she also wrote, called the Culture Map. And I love this book. And so I rent went and got that book. And then that puts so much into perspective for me, because that book talks about how every culture in the world, like every country has a different way of looking at things like management style, and how to communicate how to give and receive feedback. As Canadians we might give feedback very differently than somebody in Germany, who will be like much more direct than we will. And seeing that right now made me understand, like, all of those times where I thought like that person is wrong, they’re not working the right way. It’s just that they were working the right way, given their cultural upbringing, it just put so much into perspective for me. And I then understood how like all these things that are going wrong, they can be so easily solved by just like creating a intentional team culture and aligning everyone on just the basic things like here’s how I expect decisions to be made. Here’s who should make decisions, and just being very clear that this is how we should work. And I think like clarifying that has solved a lot of things that I’ve been running into,

艾登Mirzaee (Fellow.app)12:30

噢,那是超级有见地。告诉我更多关于你学到了什么在文化地图的书吗?他们谈论不同地区和经过人们如何相互作用的细节,在这些地区工作吗?

亚历山德拉桑德兰(Fellow.app)43分

是的,这是一个非常深入的书。我爱它,因为它只是充满了那么多的故事这个人遇到的事情。和它的地方每一个或一群国家如此规模的不同特征。例如,其中一个特征是如何反馈。和一些有滑动规模非常,非常被动,像你说的,人们应该读入的意义和非常直接。只是说,比如,这是错误的,改变它。和国家在这种规模将落在不同的地方。和实际地图出来说,我们在这里,加拿大,德国在这里展示如何直接或被动的人。我认为有七个或八个特征。这说明了为什么这是某些国家的原因是这样的。 And then a lot of different stories of like times, different countries worked together on some project. And there were just huge misunderstandings because of the cultural clashes there. So it’s a really interesting book.

艾登Mirzaee (Fellow.app)一点

是的。所以我认为你说的很有意思,而且肯定每个人都应该意识到的东西。我的意思是,这些天,我们在多元文化公司工作,尤其是远程工作使我们经常雇佣其他地方的人,但我真的很喜欢你做的点,不过,那就是当你把人从其他国家,其他公司,不同的成长环境,他们将携带一组操作的方法。除非你很明确的,在你的团队,那么你要离开的机会,每个人都将感知不同的事情。而如果你说,这是我们如何沟通反馈,这是我们如何做决定。这是我们如何做这些事情,那么它就变成了哦,这是公司的文化。诚然,每个人都有一组不同的工作方式在加入这个团队或公司。但这就是我们在这里做事情。然后留下更少的机会。所以我真的很喜欢这个。 What have you done to implement this within your teams or I know that this is potentially a lot of work, but can you think of like one example of how you use this knowledge to set something in place and the team?

亚历山德拉桑德兰(Fellow.app)14:58

是的,所以各种专门为工程,实际上我,这是我的顶端,因为我写了一篇文章,GitHub。我认为我们会把链接这出来时可以在显示的注释。但是非常相关的工程师,当我们编写代码时,您创建的请求,你给对方反馈代码之前。所以这样一点给的反馈是工程师每天都发生,因为你可能不去的人说,我认为你可以这样做更好的工作。但是你会评论他们的代码每一天。这方面你给的反馈是非常重要的。所以像之一,很基本的东西,我们所做的只是说,这是一个风格指南上应该如何格式化你的评论,你因为这样的事情代码错误,改变它,这是不能接受的,我们在这里,这将是其他地方。所以只是确保每个人的一致说,喜欢,这里有一个建议,这可能更好地工作,如果你这样做。有点软,真的大有帮助。所以有风格指南,只是把请求,评论,首先帮助很大。

艾登Mirzaee (Fellow.app)16:08

这是非常有趣的。正如你说的,对我来说,这几乎是不证自明的,这样的事情应该存在,我思考的过程大家都采取一定的方法的变更管理方面,使这样的非常成功的人想,哦,这是很有意义的。喜欢,我们应该实现这样的在我们自己的公司。但你知道,我们几个100名工程师,例如,我们如何改变整个组织的行为吗?假设,在理想情况下,你把这个东西当公司10人,但如你所知,这是在很多地方一般不实用。但现在你知道,你是领导你承担这个组织,你怎么还有这种改变在每个人吗?

亚历山德拉桑德兰(Fellow.app)16:53

是的,所以我认为有一个地方或团队特定的文化,我认为有一个企业文化在一个高水准,这是非常重要的。这通常可以归结为有共同的价值观。我们有一些很棒的跟着,你知道,就像,设立了很高的门槛,之类的东西,每个人都能解读这些和他们的意思为自己的子团队。但在具体理解如何提供反馈,或者如何沟通,很难做到在公司层面,真正使改变自顶向下。因为每一个函数在该公司还将有一个非常不同的看法。所以工程团队总是会非常不同于销售团队和他们的运作方式。所以我认为这是每个团队,这可能是像如果你如果你是1000人的公司,你可能有团队是建立在不同的国家和工程团队,是建立在欧洲可能非常不同于一个团队位于北美。它并不一定合理对齐。所以我认为这是比看起来更容易实现,因为你在做这对大多数情况下在团队层面。

艾登Mirzaee (Fellow.app)18:02

明白了。然后我想也有一个人给予反馈反馈的过程。所以如果你发现有人做一些稍微偏离轨道,然后是文档。你可以说,嘿,也许你不熟悉我们这里做事情的方式。在这里你可以学到更多。新员工培训过程的一部分,然后被编入文化随着时间的推移。

亚历山德拉桑德兰(Fellow.app)18:26

是的,它变得更容易纠正。之类的东西

艾登Mirzaee (Fellow.app)18:29

那是的。所以我真的很喜欢这个主意。我知道我们聊天的时候我还想,你在书中谈到相关的东西来处理。我不知道你是否抓住了这个例子。所以我真的很高兴,我们谈论它。但是我想问你,也许让我们从这里开始。所以远程工程、管理、大标题、非常及时的。每个人都想弄出来。是什么促使你写这本书,你把它背后的意图是什么。

亚历山德拉桑德兰(Fellow.app)19:01

我的意思是,很实际,我开始写书,因为我的朋友安娜路人,我想要一个写问责伙伴NaNoWriMo 11月全国小说写作月,类似的东西。她希望有人跟她写点东西我们可以保持彼此负责。我自愿作为一个好朋友,我不知道我自己。因为这个月的全部意义就是你写50000字在一个月里,这是一个比似乎更多。这基本上是一个漫长的博客每一天,这是一个把自己锁进。但我一直想写这样的一段时间。无论如何,我一直非常喜欢写作写大量的博客和杂志文章和事物不同的出版物。我觉得这是我想与大家分享,因为当我开始写这个远程工作了九年。有很多事情,我看到人们慢慢得到好运与远程工作。你知道,这是一个争取每个人都当我们开始在家工作和学习如何使用视频通话。 But I felt that there is a deeper thing going on that people weren’t quite grasping just yet. And so I wanted to share some of the things that you really just need to spend years and years deepen before understanding how to do right. And it was things like, in the first chapter I talk about hiring and one of the things that I’ve noticed is that working from home and doing remote interview calls, there’s a new set of biases that come up in hiring and biases in hiring are really important to be aware of, and really important to, to train people on so that we’re interviewing more fairly. But when you’re interviewing someone on a video call, and they’re at home, it’s a very different situation than if they were coming into the office. And there’s some benefits to it, where they don’t have to travel all the way to talk to you for an hour or whatever it is. And that’s good, because they don’t have to make arrangements for childcare, or whatever it is that that they need before coming in. But you’re getting this very intimate view into someone’s life, and you can see their background, and maybe you can see that there’s like a dirty kitchen behind them or something. And that might make someone think of it like it might not look as nice as somebody with like a really gorgeous, scenic background behind them. And those are the types of things that they’re the biases that we haven’t been trained on yet. And it’s something that can affect how people view candidates. And so things like that, and internet quality and all these things that people can’t, don’t have any control over and don’t exist when you’re interviewing people in person. There are just so many things like that about remote work that I think are really important to talk about. And so I wanted to make this book so that I could share those lessons that I’ve had with with everyone.

艾登Mirzaee (Fellow.app)21:55

我认为你完全正确,有一组不同的偏见。训练有素的人,这很重要。我知道很多公司,人们可能会通过面试培训。我想我学到的一件事在阅读你的工作在这里,这是非常有趣的,你有一组你列出的这些东西。我认为这样是很好的所有信息的人采访培训他们的公司,有很多很好的点,如何修改,并教给人们一些事情并确保这些偏见路由。的另一件事情,我知道你谈了很多,和你有很好的谈论这个话题是回顾性的。现在工程师,当然,你知道,这是一个会议,也许有一些特殊意义的工程,而且有一些事情你可以做。但是我们为什么不先回顾是每个人都应该做的一件事,对吧?每个经理并不重要工程或销售或客户成功,每个人都应该有这种类型的会议。也许我们先从为什么人们应该考虑一个回顾和什么样的情况下保证?

亚历山德拉桑德兰(Fellow.app)上帝

我认为回顾对球队非常重要,因为他们给你空间和时间谈论的事情不一定每天。等工程团队在特定的,就像我们有一个每周的工程会议,我们有检查ins的团队。我们会把诸如哦,这个昨天发生的事情实在是太烦人了。让我们做点什么来解决这个问题。还有心灵的顶端的东西将长大。但是没有空间来谈论长期问题的唠叨的我们的思想,可能需要一点时间来谈论。所以我们做的是每六个月,我想我们做我们做过了四年,也许在这一点上三、四年,每六个月,我们会有一个工程的回顾。和你说的一样,这不是典型的工程复古,你谈论的票和你在过去几周的事情。这些只是大实验,你可以谈论绝对的东西在你的头脑。有很少的结构来讨论。 And basically nothing is off limits. The one rule that I have is you can complain about things, but you can’t complain about people unless the person is me. That’s fine. And what I like to do is categorize things into good, so So and bad things. And so we’ll we’ll start off by talking about things that are going really well that people want to keep doing just like starts off with a nice high note. That’s always a nice way to start off the meeting. And then we’ll talk about things that are starting to be a bit of an issue could really use a little bit more attention, but not the end of the world. And then we’ll end with the things that are like really, really bad. If we don’t change things, right, this second than everything is going to collapse, we just need to address it immediately. And the nice thing about having this six month cadence is for one, it’s very easy to know when the next one’s coming up. Because it’s like, if you wait for a specific situation to happen, you’re probably only going to end up waiting for something really bad to go down, and then you have a retro. But if you have these scheduled regularly, then you don’t have to wait for that bad thing to happen. And maybe you end up talking about something that could have prevented that bad thing from happening in the first place. But I really love these because every single time, there’s just a huge variety and topics that are brought up. I remember one of the really good ones that we had was the first one that we did as a fully remote team. And I think when when that happened, I had been kind of considering not doing it, maybe because I knew everybody was feeling bad, I didn’t really know what we could do to make things better, because that was June 2020. So we were like just getting into the swing of working remotely. And I decided like, now this is probably the best time to do it. Like anytime where there’s a lot of stuff going on, it’s a good outlet for people to talk about what’s on their mind. And it makes people feel heard too, because if I’ve been feeling that the team’s not working great together or something, just hypothetical situation, I might feel very alone about that, and not feel so great. But if I bring it up at a retro and I see all the people like plus wanting a adding little stickers and emojis and seeing that other people feel that same way that I’m going to feel better, even if nothing changes, I’m just going to feel less alone about the situation. So it’s always something that’s good to have.

艾登Mirzaee (Fellow.app)26:45

嗨,每个人,仅仅是一个简短的说明,在我们回到面试之前,如果你听这个播客,你可能一直在寻找办法更好地管理团队的艺术。包括管理团队的预算,鉴于目前的经济形势,这是非常重要的经理理解金融预测,以及它如何影响他们的组织。而且,总的来说,我认为这只是对每个人都很好,有很好的感觉什么是资产负债表,损益表是什么样子什么是现金流量表,并真正融入到金融和它如何影响你的团队,以及如何让非常擅长预测。好消息是我们的朋友在早晨酿造一个我最喜欢的通讯,它们经营的是一家叫做财务预测。这是一组精心策划的经验。它提供了领导人的基本工具将糊状的战略物质转化为可量化的指标,基本上从一个空白的表格到预测性能和定义财务成功实际上意味着什么为你的团队,你的部门或业务。和最好的部分是所有Supermanagers播客听众把50美元从当你注册了URL。现在,我们将离开在显示notes URL。但它的教育点,早上brew.com/fellow。你没听错,就去教育、点早上brew.com/fellow 50美元从你的当然成员。 And with that said, let’s go back to the interview. There’s a lot that I want to emphasize in what you’re saying the idea of people feeling heard is a very important one. And because I guess there’s an understanding of, hey, we’re gonna do this every six months. And it’s not too often that it becomes a chore. And it’s not too long, you know, once a year would be too infrequent, for example. So whatever the right cadence is, they’re giving the people opportunity to feel heard. But I also assume that you start these things. And you might say, hey, from from the last time we did this, here’s some of the things that we implemented. And so people get this notion of this isn’t just some exercise, we’re actually going to do things based on this. And I guess the one question that people might have, especially if they’re part of engineering teams, people sometimes do sprint retrospectives. Right. If they have shorter Sprint’s and they then do a retrospective on what the last sprint was like, How is what you’re doing different than that? And how would you differentiate this from a sprint? Retro?

亚历山德拉桑德兰(Fellow.app)29:32

是的,我认为,这两个非常不同的,我们不做sprint在sprint的逆转录病毒只是因为我们不工作我们有八个星期周期,但我们确实有八个星期周期迷你逆转录病毒,我们谈论我们刚刚做的项目本来可以更好,我认为核心喜欢最大的区别是sprint实验具体怎么工作呢?去了?完成工作的方式,什么什么导致它被很好的,非常具体的票价板式的事情。实验时间越长形式。当他们的时候,他们会更加分散这些大团队的。更多的是整个团队一起工作和流程。我记得曾经有一个完整的话题如何人不满我们的椅子不舒服,当我们开始在家工作,很难在一天结束的时候断开。这不是事情的类型将出现在一个sprint rochow。,那些大的主题不相关的任何特定的代码。所以这是给人们许可谈论事情大,仍然喜欢非常,非常重要的讨论作为一个团队。

艾登Mirzaee (Fellow.app)30:45

是的,所以不同的主题在这里长大。这样的一件事我喜欢的事情,为了强调这一点,我们把这种逆转录病毒的概念。我们现在这样做很多事情。所以有时候我们会有逆转录病毒的两队一起工作。举个例子,我们有我们的销售团队和客户成功的团队,和他们一起工作。大约每六个月一次,有一个销售CS复古和团队有机会谈论工作或不工作的事情。所以这复古的概念可以用在许多不同的地方。,它只是一个健康建立一个反馈文化的一部分。如果人们认为他们可以谈论这些东西。独特的一件事,我认为你这样做了,我我们要链接到它的显示指出,每个人都可以看看。 You have this great conference, talk about how you’ve taken the retro meeting. And it used to be something that we did in office, and now you’ve just made it this remote endeavour. And obviously people should listen to the full conference talk. But what does it look like today? Like if you were to just walk us through the without, you know, the full journey, just the end product of what a retro looks like today in a remote environment?

亚历山德拉桑德兰(Fellow.app)32:04

是的,所以我们现在的复古倾向严重到异步的工作。所以我们意识到,就没有理由每个人都坐在一个电话20分钟写东西在虚拟发布报告指出。所以我们要做的是,我们会有三个不同的最后期限。第一个期限是人们必须写出他们所有的个人思想和把它们放在我们使用的注意不不是促进石油或任何东西,但我们使用一个复古的注意。所以每个人都把他们的谈话要点由特定日期。第二天,每个人都有经历和添加评论这些事情像upvoting添加反应,并开始谈话。然后到了第三日,那时我们刚刚一个半小时长的同步会议,我们讨论喜欢的最重要的事情是最上传,和任何无法解决异步部分。因为有时足以为别人写的东西,有人立即解决,然后我们就不必亲自去谈论它。

艾登Mirzaee (Fellow.app)33:05

是的,我喜欢我们如何做它在这个异步方式。似乎有些东西可以离线得到解决,而且只会变得这样处理。另一个好处是什么?如果你知道,有人想知道,你为什么出来铺在路上,你会怎么做?你说最大的好处是什么?

亚历山德拉桑德兰(Fellow.app)33:22

最大的为我,我知道你和这个类似,如果你听到的信息,你没有必要立即回答,你需要像一个晚上睡在它有一个实际的好的回应。阅读的好处无论提前思考和有时间思考你想说什么对我来说是最大的好处。和它是如此有用。一个半小时,这让我们花在叫它使它更好的利用时间,因为你不仅来回,谈论事情,发展你的想法。你带着你的想法,和你谈论它,谈话要快得多。

艾登Mirzaee (Fellow.app)34:02

是的,我喜欢这个这个过程,通常是同步的,让每个人在一个拍摄了三个小时。现在是异步的。人们自己做事情的时间,但你真的需要讨论的部分,有很多的来回。你使用同步。这是真的做事情的好方法。我想问你关于这个话题。我们称之为一次回顾会议。和你做很多异步的。这是我们谈论很多,我们说异步会议。有些人可能会说,异步会议,这是一个矛盾。 What do you think about that? Or what is your response to that?

亚历山德拉桑德兰(Fellow.app)34:43

我认为像我得到它。我同意。我不同意。所以我认为当我当我写了我的建议,我认为在描述,我写了一个句子只是说异步会议,我知道的矛盾。所以我明白了,我认为最好的相当于我喜欢当我试图解释什么是异步的会议,因为我仍然看到调用它的价值,它基本上可以归结为是一个很好准备会议。有不同程度的准备会议,与绝对不出现,这是可怕的。但后来他们展示了一个议程。然后,初学者水平准备会议。但是我真的很喜欢的版本,我称之为一个异步的会议你准备一个议程。然后,会议的参与者,已经提前开始回答和思考事情的时间。 And there, you’re basically having a meeting, before the scheduled meeting actually starts and getting through those talking points and boiling it down to the things that really do actually need to be talked about over a call. And sometimes for the best ones, I’ve had this happen where people have put together an agenda and then I like jump ahead and get ahead of myself and start answering all the questions. And then we just had to cancel the meeting because everything has been answered. And so it’s fully asynchronous at that point.

艾登Mirzaee (Fellow.app)36:02

是的,我认为这是一件事,你会得到很好的在远程和混合动力工作。异步通信就需要越来越大的一部分。我爱你这样做你的会议,你砍三个小时到一半的时间,你把它换成这个异步通信。所以我认为这是一个很好的路要走。我也不想讨论团队动力,因为我认为这是你花了很多时间。你知道,我们经常谈论的事情之一就是在团队建立信任,非常,非常重要的团队能够成功在一起构建真正高性能的东西,你的信任是如此的一个重要组成部分。我想知道,你所学到的一些东西吗?我知道你在书中谈到这个。但什么东西你了解团队中建立信任和真正让每个人都很好地协同工作结果,

亚历山德拉桑德兰(Fellow.app)37:00

我认为有一个信任的团队,有两个主要组件一起工作但仍很独立。这是每个成员和经理之间的信任。和所有的团队成员之间的信任自己。我认为这是两个不同的东西。经理之间建立信任和报道,我认为最大的组成部分,是常规的,这是我非常喜欢的具有良好的议程。你不仅出现说,嘿,怎么样,然后讨论状态更新,和移动,我认为这是非常重要的去了解你的报告在个人层面,了解他们,不管他们的舒适度和分享他们的个人生活。然后得到反馈,因为我认为显示你投资于某人的增长给他们帮助,措辞的反馈是一个很好的方式显示,他们的最佳利益放在心上,你关心他们。,建立信任。我认为我做的另一件事,我专门建立信任,因为这也需要很长时间的发展,它不仅仅在一夜之间发生。和真的需要很多的努力。 But what I really like to do is being very, very explicit and clear when I’ve done something wrong. And it might be that I’ve done something that upset someone or hurt someone. Or it might be that I said I do something and didn’t. And instead of just like sweeping under that rug and pretending it never happened, I’ll be very clear with the team say like this happened. I’m like, either I’m sorry. Or like, Yeah, this is how we’re going to fix it, or this is why priorities have changed. And I’m not going to do the thing that I said I was going to do. But being explicit like that with a team, I think builds a lot of trust, because it shows like, I’m not going to hide things from them, I’m not going to shy away. And that goes a long way. And then similarly, like if they were to ever give me feedback on things that I could be doing better, showing that I’m really listening, I understand what they’re saying. And then later making, asking them like Has this gotten better have I addressed the feedback really shows that like, I’m not gonna be upset with them for being honest. And I value that they trust me enough to give me that feedback when you’re in that position. So I think that’s a really good way of going about creating trust between managers and teams. And then a lot of that stuff still applies to team members building trust with each other as well. It’s making sure that if somebody says they’re going to do something that they follow through so that people are able to trust that the person will get their work done. Making sure that if you’re giving feedback or making suggestions, nobody reacts negatively and tells them they’re wrong. So it’s a lot of feedback and communication and time spent together really like it’s really something that you can’t do overnight.

艾登Mirzaee (Fellow.app)39:52

是的,有这么多,我想问问。很多很棒的点,一个非常重要的是第一个,我的意思是,以身作则,讲错误让人们理解,错误已经发生或事情改变。和承认他们是很重要的,而不是扫描它们隐藏起来了,就像你说的,我想问你也许一点战术上的。所以我认为我经常听到的一件事,人们问是,嗯,我想做一个的。你知道,他们的会议,特别是有时,特别是在工程的世界,你发现你可能有一个对一个,近况如何,事情是好的。然后就像,没有太多的讨论,而有些人他们有很多讨论。和我很好奇你是如何处理这种不同类型的个性?你确保你拥有一个健康的和足够的讨论,特别是有些人不是很健谈,不要进来满载议程?

亚历山德拉桑德兰(Fellow.app)40:56

是的,我肯定,和各种各样的人,我也有过一对一。所以我肯定遇到。不知何故,我们总是最终填充完整的时间喜欢谈论工作的事情,迎头赶上。但是我想我去当有引用,结束,像没有讨论,这是从来没有的事,就像总有你可以谈论的东西。我不喜欢把它向项目状态更新,因为有很多其他的方法迎头赶上。但是我最喜欢的事是问很多问题,因为人们喜欢听到的感觉。就像与rochow一样。像,这让人感觉很好,人们听他们,同意他们所说的。人们很喜欢感觉听到,一个在1和感觉他们的意见,因为他们做的。所以我倾向于做的是问人,这样的话,你觉得应该是下一个周期的路线图? Or what do you think of that presentation to Aydin did at the town hall? Like do you think there is information missing? Do you think we should have a different type of presentation next time? What do you think about the type of information you’re getting from that team? How do you think we could improve the marketing strategy over here, like, there’s just an endless number of questions that you can ask people, and it doesn’t have to be related to your business function. Because I think, especially in a company of our size, the reason people join is because they’re excited to work across different areas of the business and learn about how companies work and get their hands in a little bit of everything. And so having their opinion asked about all these different business things, even if there’s nothing I can do about it, just having someone ask them what they think, is really good. And that has all sorts of benefits, too, because it almost gives them permission to think more about that, and gives them permission to come up with ideas. And you know, we have an ideas channel for every department in the company. And people start more and more posting ideas in there. Because they know oh, people care, like I have something to say. So that’s really my favorite go to is just, I was having the back of my mind, like a list of questions that I’ll go to and like, ask people about so that we can get those kinds of discussions going? Because it’s rare that a question like that gets no answer at all.

艾登Mirzaee (Fellow.app)43:11

是的。我的意思是,你在说什么,你知道,我喜欢它。有很多好处。我爱你只是有这个备份的问题列表。,但我想也许你的东西不是说但是你暗示,我认为这是非常重要的是,当你问这些问题,你也关心他们的反应。你很好奇,想知道他们是怎么想的。这不仅仅是我认为这是,你知道的,我猜你改变,当然,这就是为什么我问的问题。但我认为这是非常重要的,因为每个人都有不同的观点。他们以不同的方式看待事物。如果你有一个不同的团队,这是一种愚蠢的不利用你的所有聪明的人。 And yeah, you can learn so much by asking these questions and getting people engaged. In a very passive like comment, you just said that every department in the company has an ideas channel. What does that mean? Maybe you can talk a bit more about that.

亚历山德拉桑德兰(Fellow.app)44:05

是的。所以我认为这开始与工程团队几年前,我们有一个要求开发者频道在松弛,任何人都可以像如果他们发现错误或有疑问的东西是如何工作的,他们能在那里邮寄点东西。的开发人员会回答。这想法开始在其他球队。所以我们有一个问营销渠道,问设计渠道销售,像所有这些不同的领域。然后这些渠道开始凌乱和每个人发布的想法,也面对像以前,不是一个问题,但我有这个想法。还有很多,这是如此之大,我们想要确保他们得到他们应得的关注。所以我们创建的理念、产品理念、营销创意,设体育彩票BOB计,和所有这些不同领域的公司的业务,所以,任何人都可以导致这些渠道和公司内部讨论问题和公众,这样绝对,大家只是设计师没有给其他设计师的想法。事情的关键在于整个公司每个人都总是一起思考一切是如何工作的。这感觉很不错的和独特的。 But I would love to think that every company can do that, too.

艾登Mirzaee (Fellow.app)45:19

是的,我的意思是,有很多的好处,对吗?我的意思是,它的很多事情,你说,这是每个人都感觉听到他们的声音,他们也很有影响。如果你有很多人思考你的问题,这样总是很好的。但我认为这也是把这文化的短的脚趾。我们最初听到这个术语的人得到实验室。但基本上,如果你有短的脚趾,没有人可以踩到你的脚趾。频道的东西,我想这理念与如果你有一个短的脚趾不是文化,哦,这不是你的部门,你为什么评论,而不是其他的方式,是不,来吧,我们都希望听到你的想法。我的意思是,我们不会采取行动。但重要的是要从真正聪明的人得到的意见和信息。这两个东西一起工作得很好。说到这,因为你还表示,这些渠道都是公开的。 I know you think a lot about and I think this goes hand in hand with trust, too. What are your thoughts on just transparency, how you approach it, what you share what you don’t share? Like, what are some norms that you’ve established in your work and with your teams,

亚历山德拉桑德兰(Fellow.app)46:33

我真的大尽可能透明,一切可能比人们可能更透明,可以用来或白色。但是我认为保持私人信息时不需要,这是建立这样一个大增长错失良机。我的意思是有时候,偶尔,我从某人,会得到一个消息,这将是一个直接的信息。所以只有意味着人可以看到它。这将是一个问题的这一过程是如何工作的呢?或有什么地位呢?每一次发生这种情况,这虫子我一点。我告诉他们,其实请这个问题就像问轻拍或问任何频道,我会回复你。原因是,如果我回复这个问题,直接消息,唯一受益的人回答是问的人,没有人可以看到我的答案是什么,没有人可以搜索它在未来当他们不可避免地又有这个问题。所以它就变成了一种失去信息。 And so there’s that that aspect of like asking questions where that I feel for 99% of cases has to be public. And then the other thing too, is, I’m really big on public channels for pretty much every aspect of work. Like we have a channel for every project, the engineering team is working on different, like marketing initiatives, I know to where there are public channels that I’m a part of there. And I think that it’s really important to talk about status and post questions and discuss those things in public on those channels. So that if anybody else is interested in what’s going on, they don’t have to ask anyone, they don’t have to just know that the channel exists, they can just go there and read through the history. And that gives a lot of important context on the business. So I as a senior engineering manager, like work a lot with prioritizing things based on what the customer success team is saying, and sales and all these people. And a lot of where I get my context from and what helps me make decisions is looking at their channels that are public and reading through the issues they’re encountering, and the things that they’re working on. And just gathering all of that information over time so that I can better make a decision about my own work without necessarily even needing to involve them because I have access to so much more information that really helps me in my job.

艾登Mirzaee (Fellow.app)49:10

我认为很好,很多人都可以学习,如果你在公共场合说话,我认为很多事情或需要船长私人和默认开放的心态,我认为是大有裨益的。和它可能速度的东西在公司建立更好的文化,有很多的事情。我真的很喜欢你的方式解释。在我们去之前我的意思是,我知道你听了一堆Supermanagers集。你知道我们的最后一个问题,我们要得到它。但我确实想问一些之前我们的分词问题。克里斯,你的团队提交一个问题。和他的问题是,你能告诉我们关于一个经理,你所做的事情,真正帮助你成长?

亚历山德拉桑德兰(Fellow.app)50:00

是的,所以我一直很幸运。我喜欢每一个经理,我有。我还是他们的朋友。我爱我现在的经理,山姆,他是一个真正伟大的朋友,超级大。喜欢,无法想象一个人更好。我发誓你没有工厂这个问题。它确实来自克里斯。但是,当我回想我的职业生涯中,最喜欢有影响?和帮助我成长最

艾登Mirzaee (Fellow.app)50:25

你知道,哇,你太好了。

亚历山德拉桑德兰(Fellow.app)50:28

是吗?是的,我发誓,我不是不仅使节目。但是当我第一次得到了我的第一次编程工作,我刚满17岁。基本上,我知道没有什么喜欢什么,就像我不了解web应用程序的,我刚开始学习如何在学校代码。我记得你给我一次机会,给了我我的第一份工作。因为我17岁,你告诉我,去问我父母和确保它是好的。我没有,我喜欢回家说,嘿,你有一份工作。但是我喜欢整个时间我们一起工作,你给了我这么多的机会,给了我这么好的反馈。和你像,绝对一个更诚实的人直接就像给我的反馈是帮助我成长了很多。但我认为这没有什么,你已经说过了,我做不到。就像每次我喜欢当我告诉你,我正在读一本书,我没有合同或任何东西。 And you just basically acted like, of course, of course, you have a book, like we’ll do it, we’ll help you with everything, we’ll help you promote it, like it was the most normal thing in the world, when I was freaking out a little bit about it. So things like that. And then you’ve given me so many opportunities, where it’s like, here’s this really hard thing that has nothing to do with your job. But I bet you can do it. And I’ll do it even though I don’t think I can. And so all this to say I think a lot of the growth that I’ve had in my career has come from the opportunities that you’ve given me and like the the trust that you’ve had and my ability to get those things done.

艾登Mirzaee (Fellow.app)51:58

好,谢谢你。我不得不说,你说的很好。我也会说你让它非常简单,因为每次我们讨论一些真正具有挑战性的和不可能的,你最终会这样做。这就变成了一个自我加强的事情。是的,看,这本书我很兴奋,每个人都应该去买它远程工程管理,我们将包括链接、丰富的智慧。即使你不是一个工程经理或领导者,我认为有很多智慧。我想很多应用的概念。所以肯定的东西你都应该捡起来。最后一个问题,亚历山德拉,所有的管理者和领导者不断寻求获得更好的工艺。有哪些技巧,技巧和智慧的言语,你会让他们分开?

亚历山德拉桑德兰(Fellow.app)52:48

我最后的建议是要问你的团队尽可能多的问题,即使你知道答案,显然,这总是我,我总是认为每个人都认为这种方式。我要做一个快速的反馈调查,以确保每个人都与我。然后我会找到没有,像没有人一样,就像每个人的意见都是完全不同的。你要我每一次,不管它是什么。所以我认为如果有什么你可以与你的团队建立信任,收集很好的反馈和显示你正在听问尽可能多的问题,是确保你听人说什么。

艾登Mirzaee (Fellow.app)53:24

这是伟大的建议和一个伟大的地方。亚历山德拉。非常感谢这么做。