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What does a UX Manager do?
Curious? Let's walk through a day in the life of a UX Manager at Google.
Curious? Let's walk through a day in the life of a UX Manager at Google.
Caveats:
It's me and I'm weird
I work at Google, but this isn't like, "Google official" or anything
Probably going to leave some stuff off because it's confidential
I have an amazing team. If my team were problematic, my week would look *very* different
Let's go!
It's me and I'm weird I work at Google, but this isn't like, "Google official" or anything Probably going to leave some stuff off because it's confidential I have an amazing team. If my team were problematic, my week would look *very* differentLet's go!
The holidays are here and today's a global day off for Googlers, so let's walk back to Week 46.
November 9-13, 2020 was a typical week in my life as a UX Manager.
Also, this is a presentation I gave to an exec yesterday. I'm not making special stuff just for y'all.
November 9-13, 2020 was a typical week in my life as a UX Manager.
Also, this is a presentation I gave to an exec yesterday. I'm not making special stuff just for y'all.
A few months ago I started waking up at 4 am. It's not a productivity hack. It's anxiety.
I've always been awake before my family, that's why I have a coffee maker that doesn't beep when the pot is ready.
In the early morning it's important to be quiet.
I've always been awake before my family, that's why I have a coffee maker that doesn't beep when the pot is ready.
In the early morning it's important to be quiet.
I prep coffee & a change of clothes the night before. That way I don't have to figure things out in the morning. I like systems.
My team jokes that I have a doc for everything.
First time hiring?
I made a checklist.
Perf prep?
That too.
Career convo?
I've got you!
I'm easily distracted.
Creating systems is how I get things done.
But making systems when you just need to get things done is a problem, too.
As a UX Manager, it's my job to know when to make a repeatable process, and when to just get things done.
Creating systems is how I get things done.
But making systems when you just need to get things done is a problem, too.
As a UX Manager, it's my job to know when to make a repeatable process, and when to just get things done.
(I just came up with an idea for a startup, it's a service sends you a little gift boxes and cards and emails and texts, and all of them repeat a singular message: you can only do one thing at a time.)
From 5am-6am I write.
Motivation: I joined @WritersSalon, which is based out of London and fits my odd schedule.
Until Dec 31 I'm writing fiction: https://twitter.com/jonesabi/status/1320000597735710720
Starting Jan 1 I'm writing a how-to book on 1:1's: https://twitter.com/jonesabi/status/1333148350128955392
Motivation: I joined @WritersSalon, which is based out of London and fits my odd schedule.
Until Dec 31 I'm writing fiction: https://twitter.com/jonesabi/status/1320000597735710720
Starting Jan 1 I'm writing a how-to book on 1:1's: https://twitter.com/jonesabi/status/1333148350128955392
Before Covid, I'd leave for work while my family slept.
Bike to bus
Bus to MTV
Bike to PAO
My husband did the morning shift with our son and I did the night shift.
Now we're all together in the AM. No more mornings on the bus.
I'm not sure how I could go back to that
Bike to bus
Bus to MTV
Bike to PAO
My husband did the morning shift with our son and I did the night shift.
Now we're all together in the AM. No more mornings on the bus.
I'm not sure how I could go back to that
During family time we eat breakfast, take our dog on a walk, and get Sam, our 8yo, on his first Zoom.
This AM I'm folding laundry and listening to a podcast.
I don't drive much anymore, so solo walks and chore time are my podcast time.
(Have I done any UX stuff yet? No.)
This AM I'm folding laundry and listening to a podcast.
I don't drive much anymore, so solo walks and chore time are my podcast time.
(Have I done any UX stuff yet? No.
)
I'm sharing this because I need you to know that I don't come to work as a blank slate.
Neither do the people on your team.
UX Management is the 17th thing I do in a day. Not first. Not even tenth.
Ask yourself: How much do I acknowledge and support my team's *whole* lives?
Neither do the people on your team.
UX Management is the 17th thing I do in a day. Not first. Not even tenth.
Ask yourself: How much do I acknowledge and support my team's *whole* lives?
I forgot to get "work clothes" out of the bedroom before my husband started his day of zooms.
It's a good thing I have all of this clean, freshly folded laundry.
It's a good thing I have all of this clean, freshly folded laundry.
3 min before going to "the office"
Me: Have you brushed your teeth today?
8yo: MOM, I WANT TO DO MY DANCE ZOOM IN THE GARAGE
Me: hey, I asked a question. Have you brushed your teeth today?
8yo: THE GARAGE HAS MORE ROOM
Me: HAVE
YOU BRUSHED YOUR TEETH TODAY
Me: Have you brushed your teeth today?
8yo: MOM, I WANT TO DO MY DANCE ZOOM IN THE GARAGE
Me: hey, I asked a question. Have you brushed your teeth today?
8yo: THE GARAGE HAS MORE ROOM
Me: HAVE
YOU BRUSHED YOUR TEETH TODAY
On this 9ish AM to 4PM (really) day, you'll see recurring themes:
Coach
Diplomat
Advocate
Architect
These archetypes of UX leadership, developed by @peterme are so perfect that maybe Peter did not invent them himself and stole them from somewhere? They're that good.
Coach Diplomat Advocate ArchitectThese archetypes of UX leadership, developed by @peterme are so perfect that maybe Peter did not invent them himself and stole them from somewhere? They're that good.
(also, Peter calls it 'Design' leadership, but he doesn't make the rules, so..)
(If you want to catch his talk on the subject, it's here. I kindly fast forwarded through the first 8:36 for you: )
(If you want to catch his talk on the subject, it's here. I kindly fast forwarded through the first 8:36 for you: )
Attn: Advocate has been renamed Champion. Thanks! https://twitter.com/peterme/status/1340007795232440322
(OK, this next part is going to go super great or I am going to regret it so, so much)
9AM - VP roundtable with Google Health VP @dtfeinberg and Product & Design VP @paulmuret
Who: Imaging & Diagnostics Product & UX (my team!)
My role: prep team, intros, make a backchannel chat, encourage team members to ask questions, threaten to volunteer them if they don't
Who: Imaging & Diagnostics Product & UX (my team!)
My role: prep team, intros, make a backchannel chat, encourage team members to ask questions, threaten to volunteer them if they don't
As a UX Manager, I connect my team members with leadership in our organization and I surface my team's needs and the ways in which they advance our mission.
10:30am-11am
1:1's for Everyone
1:1's are an essential part of my management practice. It's how I establish trust with team members and foster mutual purpose.
Yes, I have a thread for that: https://twitter.com/jonesabi/status/1124725124211412992
(and next year I'll have a whole book on 1:1's !!!)
1:1's for Everyone
1:1's are an essential part of my management practice. It's how I establish trust with team members and foster mutual purpose.
Yes, I have a thread for that: https://twitter.com/jonesabi/status/1124725124211412992
(and next year I'll have a whole book on 1:1's !!!)
I crunched the numbers on my Week 46 1:1's
Coach - 7x
Diplomat - 3x
Champion - 3x
Architect - 2x
I've since re-orged my team so I'll do less direct coaching and more strategic work.
Coach - 7x Diplomat - 3x Champion - 3x Architect - 2xI've since re-orged my team so I'll do less direct coaching and more strategic work.
Let's break it down!
During 1:1's with my team members we discussed:
Interpreting feedback
Story structure for a talk (making it GREAT)
Mentorship opportunities
Hiring progress
Well-being
Setting expectations
Asking for help
During 1:1's with my team members we discussed:
Interpreting feedback Story structure for a talk (making it GREAT) Mentorship opportunities Hiring progress Well-being Setting expectations Asking for help
I'm not a perfect storytelling coach, but I'm great at getting my team members to say what they really want.
Then we figure out if story they're telling if effective.
One of the benefits of building trust via 1:1's is that my team accepts and acts on the guidance I give them.
Then we figure out if story they're telling if effective.
One of the benefits of building trust via 1:1's is that my team accepts and acts on the guidance I give them.
On the Diplomat side of things, I met with:
a new PM (intro mtg)
a research scientist who works alongside a couple folks on my team (greasing rails, looking for blockers)
another research scientist who works a little more distantly from my team (gossip, mostly)
(I know we have a negative perception of gossip, so let's call it 'catching up on workplace changes' - if you don't think employees should talk about that stuff, then consider who benefits when we all stay in our silos, isolated from each other.)
CHAMPION!
That week I had a 1:1's w/our VP of product and my manager. I got to highlight strategy my co-manager developed and advocate for my team on post-perf compensation conversations.
I channel a teensy bit of @karenmcgrane during these convos, but mostly try to be Abi.
That week I had a 1:1's w/our VP of product and my manager. I got to highlight strategy my co-manager developed and advocate for my team on post-perf compensation conversations.
I channel a teensy bit of @karenmcgrane during these convos, but mostly try to be Abi.
I appreciate that I get to be an advocate for my team. If you don't have a manager to advocate for you when it comes to money, check out this podcast w/Karen where she explains her technique. https://podcasts.google.com/feed/aHR0cHM6Ly9mZWVkcy5zaW1wbGVjYXN0LmNvbS9ORlVrbmFCUQ/episode/NWUxMjM5MDQtZDMyZC00YmJkLWE1NjEtMmFiZTBiMzFmYTA4?sa=X&ved=2ahUKEwi67_vqrfHrAhUbYlkKHUfxCdIQkfYCegQIARAF
Architecture
During the 46th week of the year, I finalized plans to re-organize my team.
Re-reviewed the impact/outcomes
Walked my manager through my plan
Filed tickets w/HR to make sure I wasn't missing anything
During the 46th week of the year, I finalized plans to re-organize my team.
Re-reviewed the impact/outcomes Walked my manager through my plan Filed tickets w/HR to make sure I wasn't missing anything
I have a tendency to overthink things.
And this change in our team structure was a big deal for me because it was the first time I'd been the one to initiate the change.
I felt bad about it, but my manager reminded me of a couple of things:
And this change in our team structure was a big deal for me because it was the first time I'd been the one to initiate the change.
I felt bad about it, but my manager reminded me of a couple of things:
1. She reminded me that if I made it a big deal, it would be a big deal. And I realized that for most folks, it would be a change, but they'd quickly adapt.
2. She reminded me that I need to center my team. I wasn't there to tell them how *I* felt. I needed to listen to them.
2. She reminded me that I need to center my team. I wasn't there to tell them how *I* felt. I needed to listen to them.
I didn't do it perfectly. I'd give myself an A-
But I did have the outcome I want and my team is structured in a way that sets us up well for 2021. That's really important.
But I did have the outcome I want and my team is structured in a way that sets us up well for 2021. That's really important.
I was all excited to tell y'all about lunch, but I looked back at the calendar entry and realized I ran a concept model workshop from 12pm-1pm that day. 
12pm-1pm - Concept model workshop
Who: Eng directors, PM, more eng, an MD?
Our group PM suggested I do it, so I did. I think they thought I was going to draw a thing for them. It happens a lot when you're a designer. People thinking you're going to draw something.
hahahano
Who: Eng directors, PM, more eng, an MD?
Our group PM suggested I do it, so I did. I think they thought I was going to draw a thing for them. It happens a lot when you're a designer. People thinking you're going to draw something.
hahahano
It was the follow-up for a workshop I held Friday.
I have a lot of workshops up my sleeve, but 'concept model' isn't one of them.
So I read lots of @cwodtke's posts https://boxesandarrows.com/how-to-make-a-concept-model/ and did my best.
I made them draw something.
I have a lot of workshops up my sleeve, but 'concept model' isn't one of them.
So I read lots of @cwodtke's posts https://boxesandarrows.com/how-to-make-a-concept-model/ and did my best.
I made them draw something.
It worked because I'd spent Friday with them *not drawing*
We'd worked through the audience, our goals, our non-goals, and what we wanted those stakeholders to get from the model.
We'd worked through the audience, our goals, our non-goals, and what we wanted those stakeholders to get from the model.
So when it came time to actually sketch the model, we knew what we wanted it to do:
1. Communicate our work as a team
2. Map strategies - show areas we intend to explore and acceptable paths for product & research
3. Inspire - help the team think about avenues for success
1. Communicate our work as a team
2. Map strategies - show areas we intend to explore and acceptable paths for product & research
3. Inspire - help the team think about avenues for success
Okay, now we get to talk lunch.
I really miss having someone make lunch for me every day. It's really easy to eat healthy food when you get to just walk over and pick it up.
I've had to create "lunch systems" to make decent lunch possible (not PB&J every day)
I really miss having someone make lunch for me every day. It's really easy to eat healthy food when you get to just walk over and pick it up.
I've had to create "lunch systems" to make decent lunch possible (not PB&J every day)
I forgot something from the AM. Boo.
Pre-pandemic I'd started a weekly check-in with my team. I wrote about it on my blog ( http://www.jonesabi.com/blog/brag-status-part-1/) and a lot of folks find success with it - from early indicators on slowdowns or seeing wins they might have missed.
Pre-pandemic I'd started a weekly check-in with my team. I wrote about it on my blog ( http://www.jonesabi.com/blog/brag-status-part-1/) and a lot of folks find success with it - from early indicators on slowdowns or seeing wins they might have missed.
When the pandemic started, we needed a new space to talk about feelings. Our low-volume team chat blossomed.
Being an architect means creating spaces for my team, including a simple daily check-in:
1. Feeling
2. One thing
3. Question of the day
Being an architect means creating spaces for my team, including a simple daily check-in:
1. Feeling
2. One thing
3. Question of the day
Here's one (note the emoji - that's important)
Question of the day started from a mistake I'd made with my team. When we got into our larger group for Studio or Crit I was skipping the small talk.
Starting with a Question of the Week helps us to get to know each other and builds bridges on our team. http://www.jonesabi.com/blog/21-questions-icebreakers/
Starting with a Question of the Week helps us to get to know each other and builds bridges on our team. http://www.jonesabi.com/blog/21-questions-icebreakers/
Okay, back to that lunch routine. I try.
One good habit: my husband and I go for a walk every day. (Possible because we have a nanny.) We get to spend some kid free time together, get some exercise, and get some sun (it's usually gray out during our AM walk)
One good habit: my husband and I go for a walk every day. (Possible because we have a nanny.) We get to spend some kid free time together, get some exercise, and get some sun (it's usually gray out during our AM walk)
After an intensive morning of 1:1's with my team, cross-functional partners, my manager, etc, and running that lunch time workshop, the afternoon is when I switch to large group settings.
Tues: Crit & Studio
Weds: UX Steering
Thurs: Product Review
Tues: Crit & Studio
Weds: UX Steering
Thurs: Product Review
Hello! It's Monday and I'm back to wrap up this thread on a day in the life of a UX Manager.
What's next:
Mindsets
What do those words up there mean?
Wins
Everything I did wrong in Week 46
What I learned
What's next:
Mindsets What do those words up there mean? Wins Everything I did wrong in Week 46 What I learned
First, mindsets
When I first started managing, the first mistake I made was to IC and manage at the same time.
The next mistake? Not consciously shifting my role between meetings.
Every meeting takes a different mindset.
When I first started managing, the first mistake I made was to IC and manage at the same time.
The next mistake? Not consciously shifting my role between meetings.
Every meeting takes a different mindset.
When I first started managing, I'd be in a meeting w/xfnl peers and they'd ask 'Abi, what do you think?' and I'd turn the question back to them in a different form like it was a 1:1 and IT DID NOT GO WELL.
Sometimes your job is to listen.
Sometimes your job is to talk.
Sometimes your job is to listen.
Sometimes your job is to talk.
I 
Systems, so @lara_hogan's post on Manager Energy Drain helped me organize my calendar and save my brain.
I created separate time zones for each mindset. Mornings for 1:1's, afternoons for groups, etc. https://larahogan.me/blog/manager-energy-drain/
Systems, so @lara_hogan's post on Manager Energy Drain helped me organize my calendar and save my brain. I created separate time zones for each mindset. Mornings for 1:1's, afternoons for groups, etc. https://larahogan.me/blog/manager-energy-drain/
The one thing that's the same across all of these meetings is my central role as a UX Manager: providing guidance
This takes the form of vision setting, motivation, feedback, and a gazillion other things.
This takes the form of vision setting, motivation, feedback, and a gazillion other things.
Get comfortable with guidance.
Obligatory Radical Candor insight courtesy of @EricaJoy https://twitter.com/EricaJoy/status/1066163729887371264
Our week starts with critique, a togetherness time for designers (researchers have their own).
@anatinge shaped our team's critique practice and lucky for you she wrote about the practice so you can do it too. https://medium.com/google-design/a-collaborative-approach-to-shaping-successful-ux-critique-practices-b7f060c21582
@anatinge shaped our team's critique practice and lucky for you she wrote about the practice so you can do it too. https://medium.com/google-design/a-collaborative-approach-to-shaping-successful-ux-critique-practices-b7f060c21582
I also recommend picking up a copy of Discussing Design by @aaroni & @adamconnor, which I bought for my team after a disastrous large group crit in early 2019 (but that's a story for another time).
After crit, we have Studio. Studio was supposed to be crit, but it turned a professional development space. And that works for us.
Each week a team member runs a session:
Service mapping workshop how-to
Bodystorming practice
UX prioritization methods
Finding focus
Each week a team member runs a session:
Service mapping workshop how-to Bodystorming practice UX prioritization methods Finding focus
Want to develop a list of professional development interests for your team?
I ran a mini-workshop based on @changeorder and @marysherwin's book 'Turning People Into Teams'
We documented our interests, skills, and things to learn. https://www.askthesherwins.com/teams
I ran a mini-workshop based on @changeorder and @marysherwin's book 'Turning People Into Teams'
We documented our interests, skills, and things to learn. https://www.askthesherwins.com/teams
I should tell you why I made this presentation in the first place.
Why would an executive even want to know what a UX Manager does?
Why would an executive even want to know what a UX Manager does?
@GoogleHealth has a program where team members can sign up to shadow different leaders across the org.
I spent a week shadowing Kristen Gil, our VP of Business Operations. https://www.linkedin.com/in/kristengil
I spent a week shadowing Kristen Gil, our VP of Business Operations. https://www.linkedin.com/in/kristengil
Part of the reverse-shadow was me presenting on a day in my life (This thread!).
In January, Kristen will join us for crit and studio.
She will not be coming to one-on-ones because that would be super weird.
In January, Kristen will join us for crit and studio.
She will not be coming to one-on-ones because that would be super weird.
UX is a lonely job.
Engineers outnumber us. And though I pair researchers and designers...there are never enough researchers and designers.
That's why Crit & Studio are essential. Those are the spaces where support each other and grow as UXers together.
Engineers outnumber us. And though I pair researchers and designers...there are never enough researchers and designers.
That's why Crit & Studio are essential. Those are the spaces where support each other and grow as UXers together.
Before the pandemic, we held one "social" studio a quarter.
Once the pandemic started and we were all at home, we craved social interaction.
We didn't need more stand-ups or team meetings.
We were zoomed out, but we wanted to laugh again.
Studio had to change.
Once the pandemic started and we were all at home, we craved social interaction.
We didn't need more stand-ups or team meetings.
We were zoomed out, but we wanted to laugh again.
Studio had to change.
Nowadays we spend more time playing games like Drawful, doing watercolor meditation (), or getting lessons in tiny food sculpture from @rebackermann.
https://www.nytimes.com/2020/07/29/opinion/sunday/food-covid-quarantine-clay.html
https://www.nytimes.com/2020/07/29/opinion/sunday/food-covid-quarantine-clay.html
I attend 1-3 UX Steering sessions each week.
Steering is a space where UXers bring product direction or design for feedback from a larger audience, including UX Managers (research & design) and our VP of Product.
It's *not* an approval forum.
Steering is a space where UXers bring product direction or design for feedback from a larger audience, including UX Managers (research & design) and our VP of Product.
It's *not* an approval forum.
Steering serves as a place to:
Get feedback on design solutions
Remove surprises ahead of launch reviews
Ensure standards across our org
Connect teams solving similar problems
Those are the stated goals of UX Steering. But that's not why it's so useful...
Get feedback on design solutions Remove surprises ahead of launch reviews Ensure standards across our org Connect teams solving similar problemsThose are the stated goals of UX Steering. But that's not why it's so useful...
UX Steering is valuable because it makes teams state and share the critical user journeys (CUJs) for their product.
There are a ton of blog posts on CUJs online. None of them tell you how we do them at Google (even the ones written by Xooglers). Sorry.
There are a ton of blog posts on CUJs online. None of them tell you how we do them at Google (even the ones written by Xooglers). Sorry.
During steering I watch a presentation, ask questions, provide guidance, and enter things like "Check A11y/contrast rating on selection screen" into a shared feedback tracker.
What's cool about a shared feedback tracker (aka a spreadsheet) is that we use one for the life of a project w/tabs for crit, steering, and launch review.
This single space provides perspective on how a product evolved over time and creates accountability around the feedback.
This single space provides perspective on how a product evolved over time and creates accountability around the feedback.
At crit I focus on the quality bar for my team's work.
At UX Steering, I'm thinking about a few more things:
1. How does my team's work intersect with this work?
2. Where are we influencing?
3. Where should we be influenced?
At UX Steering, I'm thinking about a few more things:
1. How does my team's work intersect with this work?
2. Where are we influencing?
3. Where should we be influenced?
You might have noticed my week building from 1:1 interactions with people on my team, to working with designers, to a whole team session, to an org-wide session w/other UX leads.
That's not the real story. My first meeting most Monday AMs is with my PM and Eng directors.
That's not the real story. My first meeting most Monday AMs is with my PM and Eng directors.
Product Reviews
Week 46 was an odd one. Instead of a review, I presented on UX Allocation + my allocation philosophy.
Since I can’t share much here, head on over to @DanSlate’s lovely article on developing fruitful and positive product review sessions. https://uxdesign.cc/running-product-reviews-people-actually-look-forward-to-acff1003d8dc
Week 46 was an odd one. Instead of a review, I presented on UX Allocation + my allocation philosophy.
Since I can’t share much here, head on over to @DanSlate’s lovely article on developing fruitful and positive product review sessions. https://uxdesign.cc/running-product-reviews-people-actually-look-forward-to-acff1003d8dc
(Going back to find the deck and see if there’s anything innocuous enough to share but still useful)
Sweet. The overview slide. It says 'we' but it's me deciding this stuff and then reviewing it w/PM and Eng partners.
How I judge projects:
1. Is it in our OKRs?
2. Is UX a value-add?
3. What's the timeline?
4. Project fit for team member needs
How I judge projects:
1. Is it in our OKRs?
2. Is UX a value-add?
3. What's the timeline?
4. Project fit for team member needs
IS IT IN OUR OKRS?
I don't have an infinitely large team. I have to prioritize. So if the project isn't in our OKRs, or if it's in the last OKR on the list (c'mon, how did you do on OKR6 last quarter?), then it's not at the top of my list either.
I don't have an infinitely large team. I have to prioritize. So if the project isn't in our OKRs, or if it's in the last OKR on the list (c'mon, how did you do on OKR6 last quarter?), then it's not at the top of my list either.
I could rant about prioritization for awhile, so let's move on to the best parts of my week.
Okay 2nd or 3rd best.
Okay 2nd or 3rd best.
Ending the day
I end most days with office hours. I have very, very specific feelings about office hours.
OFFICE HOURS ARE TERRIBLE
Why? Well, when's the last time you went to office hours? Do you even know when they are? And what are you going to talk about?
OFFICE HOURS ARE TERRIBLE
Why? Well, when's the last time you went to office hours? Do you even know when they are? And what are you going to talk about?
People think office hours can substitute for 1:1's.
They can't.
1:1's work because they are preset times to come together and build trust and mutual purpose.
Office hours are when you want to talk to someone but their calendar is impenetrable.
They can't.
1:1's work because they are preset times to come together and build trust and mutual purpose.
Office hours are when you want to talk to someone but their calendar is impenetrable.
Office hours are useful They're great for making space for one-off meetings, for creating a time folks folks who'd like to know you, and for setting aside space for just chatting.
When I was in Google's start-up incubator I appreciated the focus I got, but I was starved for friendship.
And just regular starving. We had lunch delivered every day and the quality ranged so much that each of us started ordering 2-3 lunches in the hope that one would be good.
And just regular starving. We had lunch delivered every day and the quality ranged so much that each of us started ordering 2-3 lunches in the hope that one would be good.
That is really messed up. 
How to do lunch right (if you're like me)
How to do lunch right (if you're like me)
When I returned to regular Google life, my calendar was full. And my friends' calendars were full.
How as I supposed to get lunch with anyone?
*Lunch hours*
I made two lunches a week bookable by anyone at Google, in-person or virtual, to accommodate folks anywhere
How as I supposed to get lunch with anyone?
*Lunch hours*
I made two lunches a week bookable by anyone at Google, in-person or virtual, to accommodate folks anywhere
At first I felt like a combination of an extreme dork but also an egomaniac.
Who was *I* to have lunch hours?
Who would want to meet with me?
Who was *I* to have lunch hours?
Who would want to meet with me?
(a lot of people)
Having lunch hours made it possible for me to catch up with old friends, meet future mentees, and even find new hires.
And it kept me sane by creating set lunch times multiple days a week.
Having lunch hours made it possible for me to catch up with old friends, meet future mentees, and even find new hires.
And it kept me sane by creating set lunch times multiple days a week.
When the pandemic started, I had to change office hours.
My lunches became no-meetings times. I need a break from screens.
I needed to make time for my team, so I set up re-org office hours where I logged on in case anyone had questions.
My lunches became no-meetings times. I need a break from screens. I needed to make time for my team, so I set up re-org office hours where I logged on in case anyone had questions.
And now I have open-to-anyone office hours at the ends of my days.
If nobody books the time, I have a nice buffer between my work day and my home life.
And if anyone needs guidance or a place to vent, I'm available.
If nobody books the time, I have a nice buffer between my work day and my home life.
And if anyone needs guidance or a place to vent, I'm available.
At 4pm each day, my 8yo opens the door to my office and I AM DONE.
That's it, work day over.
Need more detail? Think something's missing? Let me know! My DMs are open.
Now let's dive into everything that went wrong.
That's it, work day over.
Need more detail? Think something's missing? Let me know! My DMs are open.
Now let's dive into everything that went wrong.
The biggest mistake we make when looking at other people’s experiences is assuming that they do everything perfectly.
Yes, I work hard to be a great manager. But I’m not perfect.
Trading in your current manager for me would not solve your problems.
Yes, I work hard to be a great manager. But I’m not perfect.
Trading in your current manager for me would not solve your problems.
What went wrong in November 2020:
1. I hit a wall.
The first two weeks of November were...okay. Then all of the terribleness in the world smacked me int he face and I just couldn’t.
If you were expecting anything from me in mid-November...
1. I hit a wall.
The first two weeks of November were...okay. Then all of the terribleness in the world smacked me int he face and I just couldn’t.
If you were expecting anything from me in mid-November...
2. I need to rethink the way I meet with PM & Eng partners.
My role on the team is changing and I think I need to change something, but nobody can tell me what to do I just have to figure out it.
Sometimes I think I’d like to have a job where someone just tells me what to do.
My role on the team is changing and I think I need to change something, but nobody can tell me what to do I just have to figure out it.
Sometimes I think I’d like to have a job where someone just tells me what to do.
3. (In the list of things I did wrong)
Remember how I gave myself an A- for that re-org? You might have thought, ‘Oh, good job Abi, an A- is great’
No, it is not great. I still ruminate over what I could’ve done better.
Remember how I gave myself an A- for that re-org? You might have thought, ‘Oh, good job Abi, an A- is great’
No, it is not great. I still ruminate over what I could’ve done better.
4. The concept model is not inspirational.
It kind of does steps 1 and two, but...oof. It doesn’t help with Step 3 at all. And I don’t have the time or energy or really care enough to make it a priority. https://twitter.com/jonesabi/status/1340065552023212034
It kind of does steps 1 and two, but...oof. It doesn’t help with Step 3 at all. And I don’t have the time or energy or really care enough to make it a priority. https://twitter.com/jonesabi/status/1340065552023212034
5. I’m still figuring out my role in some meetings. Sometimes I feel like I’m supposed to judge things before I really get a chance to think about them. I hate that.
Thanks for joining me!
Get details on 1:1’s via my discovery & reflections thread: https://twitter.com/jonesabi/status/1124725124211412992
Read about team culture & management at http://jonesabi.com
Catch me at a future event or invite me to speak: http://jonesabi.com/speaking
Get details on 1:1’s via my discovery & reflections thread: https://twitter.com/jonesabi/status/1124725124211412992
Read about team culture & management at http://jonesabi.com
Catch me at a future event or invite me to speak: http://jonesabi.com/speaking
