The responsibilities of this stage are described by the Manage product category. Manage is made up of multiple groups, each with their own categories and areas of responsibility.
In GitLab issues, questions should start by @ mentioning the relevant Product Manager for the category. GitLab employees can also use #s_manage.
For a list of active OKRs, check the OKR project.
The direction and strategy for Manage is documented on https://about.gitlab.com/direction/manage/. This page (and the category direction pages under the "Categories" header) is the single source of truth on where we're going and why.
It can be hard to understand how you're doing in your role, because feedback can come off as formal (annual reviews, 360 surveys, career development conversations, goal check-ins) or casual (in Slack channels, 1-1's, MR reviews, team meetings.) We receive various kinds of feedback regularly and through different formats, so the type of feedback you're receiving is not always clear. In order to be more intentional about the types of feedback given, here is a classification chart based on three types of feedback:
|(appreciation)||I want to thank you for doing this, and please do more of it in the future||"I did not expect that you would have created a working group, because you've done so, our whole team will benefit from the results."|
|(coaching)||I'm trying to help you improve a behavior you are already exhibiting or change a behavior that you currently have||"The reports that you give me are very helpful, and in the future we can schedule them for the first of the month to be more consistent."|
|(evaluation)||Tells you where you stand according to existing standards or expectations||"My expectation was that our decision would be transparent. Since it was not, our team has forgotten the decision, so we must be sure and meet that expectation next time."|
This section lists relevant experience areas for individual contributors interested in the management track, new engineering managers, or existing engineering managers who may be lacking opportunities. This list can be used to identify opportunities in these areas.
Expert hiring manager
Communicating company decisions
For an explanation on what to expect as a Staff engineer and a list of ideas for tactical initaitives, visit this page.
For this holiday season, we are planning to have 2 virtual get togethers (optional attendance) on the 16th Dec 2022 catering to APAC/EMEA and NA timezones across Manage stage. You are welcome to join either of the 1hr sessions for a virtual scavenger hunt (or a game like 2 truths and a lie). Additionally we have a holiday budget for upto 100 USD that you can use to order your favourite local bite ahead of the get together.
|APAC||2022-12-16 04:00 UTC||@m_gill|
|EMEA||2022-12-16 12:00 UTC||@mksionek|
|AMER||2022-12-16 18:00 UTCfirstname.lastname@example.org|
Although we have a bias for asynchronous communication, synchronous meetings are necessary and should adhere to our communication guidelines. Some regular meetings that take place in Manage are:
|Every other Monday||Engineering managers discussion||@m_gill||Ideas, help or resources needed from others, concerns, questions, etc.|
|Monthly||Stage-level social call||@mksionek||Getting to know each other|
For one-off, topic specific meetings, please always consider recording these calls and sharing them (or taking notes in a publicly available document).
Agenda documents and recordings can be placed in the shared Google drive (internal only) as a single source of truth.
All meetings should have an agenda prepared at least 12 hours in advance. If this is not the case, you are not obligated to attend the meeting. Consider meetings canceled if they do not have an agenda by the start time of the meeting.