About this document
Wouldn’t it be nice to have some kind of user guide that teaches you how to work with a new person when you start working with them? That’s exactly what this document is. It encapsulates my guiding principles, human behavior, and values for others.
It is intended as a starting point for discussions and a frame of reference. I hope it will help you understand me better and make it possible for us to collaborate more effectively. If you have a similar document please do share!
I will inevitably fall short of my own ideals at times. They are here so that you can hold me accountable, and I will always try. We can figure things out as we go if you don’t like manuals at all.
This is a living document that is not finished and has flaws. I’ll keep updating it, and I’d love your feedback.
My premises
Things that I believe to be true and serve as the foundation for our collaboration.
We rely on one another: I will assume that you intend well whatever you do. I have faith that you are competent and that you will notify me whenever you require my assistance. I hope you will treat me similarly.
We do better as a team: If any one of us could do it on their own, we wouldn’t be working together. It is our responsibility to make the most of the various abilities and perspectives we bring to the table.
Our objective is the same: If we have different goals, we can’t work together to succeed. We need to talk if one of us believes our objectives or motives do not align.
We help each other: Please let me know if there is anything that prevents you from working at your best. I’ll try to fix it if it has anything to do with me. We’ll try to come up with a solution together if we can’t. I’ll try to cover for you if it’s a personal matter. That also means that we both succeed and fail together: I don’t like people who like to take all the credit and blame others a lot.
What I value
Context-awareness: We don’t do anything in a vacuum. In fact, understanding our operating environment is the most important factor in making the right decisions. Understanding customer requirements, market forces, and policy constraints are all examples of this, and it can be interpersonal or organisational.
Choose to act: Sometimes it’s best to do things right away. Since most decisions can be changed, it’s better to just see how things turn out than to overthink them.
Self-reflection: If we don’t know where we’re weak, we won’t get better. Everybody ought to regularly pause to consider the precise justifications for the actions we took or decisions we made.
Attention to detail: Is there anything you think could be improved? Speak up and help fix it. Over time, incremental advancements accumulate.
Empathy: Not just toward the people you collaborate with, but toward anyone. We’re all human, and sometimes it helps to see things from another person’s point of view.
How to work & communicate with me effectively
Please don’t be shy: Challenge my opinions and ideas. Please let me know if I’m making a poor choice and tell me what I should do differently. If you truly enjoyed what I did, I also enjoy hearing that.
Mind the channel: As a first point of contact, I almost always prefer to receive a brief written message. It lets me choose when and how to continue the conversation without being intrusive. Please let me know if there is something else you prefer. I always try to think about who I’m talking to and what their needs and context might be.
Don’t give any hints: Like many others, I occasionally misplace clues. Don’t give any hints. Give me your requirements.
The power of async: Email can be used to send an important update. A shared document can be used to collect feedback. A direct message can be used to get answers to questions. Without everyone present, decisions can be made. Although it is not always optimal, async is a good default. It allows individuals to choose when and how much time they need to engage.
Meetings that go well: I must comprehend why attending a meeting is beneficial if you invite me. Meetings that value everyone’s contributions and time are my favorite.
Seek assistance: I enjoy providing feedback, but only when I am confident that it will have an impact. Show me an idea, a rough draft, or a work in progress and ask for my opinion. It’s disheartening when we spot areas for improvement but have no time to act on them.
We should have fun: Even though we aren’t here to have fun, that doesn’t mean we shouldn’t have some along the way.
There’s life beyond work
We can only be at our best at work if we take care of ourselves and those we care about. There is life beyond work. Let’s agree that work is not everything. We regard our work as important. However, life goes on outside of work; we have responsibilities and occasionally encounter unexpected difficulties. And there are times when those need to be given priority.
I do not advocate for rigid boundaries but rather for reciprocal flexibility. I hope you will, too, and I will always go above and beyond when necessary. In contrast, this indicates that we have mutual trust when someone needs to leave early or take a day off.
Being open and honest about this is the most important thing. I will inform those who might be affected if I am unavailable.
WIP.