Let's get this party started.

.gitignore

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+.obsidian

2020-04-new-manager.md

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++1 to always having them. set the time aside for them and make sure they know it. most of my 1-1s are 10-15 minutes, but boy howdy sometimes it takes the 30 minutes or more.
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+cdoherty  1 hour ago
+for new reports, be aware that they don't know what kind of manager you are, and maybe they don't even know you as a person at all, so I allow time for getting to know each other as two humans together, and as trust builds, honor and acknowledge the level of trust that actually exists, and if I need to presume upon it, I'll tell them. (edited) 
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+cdoherty  1 hour ago
+I manage via trust relationships, because otherwise everything gets really really hard: you want to do a re-org, or make a process change, or pivot the team to something new for whatever reason, if they don't trust you to do your damnedest to take care of them individually and as a team, it will be a trainwreck.
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+cdoherty  1 hour ago
+I keep a google doc with 1-1 notes, that also keeps their personal details up at the top: spouse, kids & their ages, pets. there's no way I'd remember it otherwise, and it sends a huge signal that I'm interested in them as a person (which I am, because that's what they are).
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+cdoherty  1 hour ago
+okay clearly I should write a doc

Let's talk about 'process.'.md

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+As software engineers, we can recoil from the idea of "process." Or maybe *Process™*, to give it the proper air of menace.
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+I won't even say we're wrong. The flaws of ineffective organizations find fig leaves of legitimacy under the idea that process is the goal, instead of a tool to help us reach a goal. To empire-builders, if you <strike>design</strike> inflict a process with lots of meetings, your ability to command others' time becomes a source of power or influence. Waterfall processes, because Waterfall is terrible, are especially susceptible: a stakeholder can sign off on a set of requirements, come back the next quarter, say "The business environment changed! You can just do something completely different real fast, right?" and unless your boss has been diligently politicking in the meantime, your stakeholder gets to show how they say "Jump" and you say "How high?".
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+As with anything we're spending money/time/goodwill on, our first question is: "Why are we doing this?" What do we want a process *for*? 
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+Process is a known path for the routine stuff, and contingency plans for the unusual. It’s meant to guide strongly, not to rule.