Leadership at GitLab is a unique opportunity to embody and model the GitLab Values. The responsibilities of Support Managers can be grouped into two broad categories:
|Consistently ensure high Customer Support Satisfaction||Results, Efficiency, Iteration, Transparency|
|Support and nurture team members in Customer Support and SGG (Support Global Groups)||Collaboration, Diversity Inclusion Belonging|
Our Hazards and Challenges page describes some known issues and how we handle them.
Our primary responsibility in the Support Leadership team is to ensure high quality Customer Support for GitLab customers. To fulfill this responsibility we set and achieve goals (aligned with GitLab Strategy and Engineering OKRs), and ensure Support Engineers can achieve their goals.
|Help support engineers to resolve tickets accurately and efficiently||Understand GitLab Support Service Levels and KPIs|
|Know how we use Zendesk, Slack, and GitLab for ticket management|
|Serve as Support Manager On-Call for Customer Emergencies and Escalations|
|Serve as SSAT Reviewing Manager for handling Customer Feedback|
|Know how to use Zendesk Explore to monitor KPIs|
|Work with GitLab Sales, Pricing, Product, and other teams when company initiatives change Support requirements|
|Help Support Engineers to manage tickets, manage customer expectations, and communicate well||Coach SEs on communication techniques|
|Understand Support Workflows and escalation paths|
|Support your team members' participation in on-call rotations to coordinate and resolve emergencies|
|Join Customer Calls with SEs on request or according to your judgement|
|Propose, develop, and evaluate improvements to Support processes by acting as DRI for issues in the Support Meta project|
|Stay up-to-date on GitLab Product, Strategy, Pricing, etc.||Contribute to and read the Support Week in Review document every week|
|Participate (at the Section level or cross-functional level) in Support Stable Counterparts or Cross-functional non-product counterparts|
We are equally responsible to ensure our team members are supported in their GitLab journey, and are able to bring their best selves to work every day.
|Team Member and SGG Responsibility||Sub-responsibility|
|Support and nurture team members||Foster cross-regional connections among Support Engineers and Support Managers|
|Create an inclusive environment and foster DIB values within the team|
|Participate in Support Weekly Meetings|
|Build strong working relationships with your colleagues in Support leadership through informal communication|
|Conduct weekly 1:1s with each direct report|
|Recommend projects, training, and leadership roles for your direct reports|
|Support your direct reports who are Support Stable Counterparts or Cross-functional non-product counterparts|
|Ensure regular professional/career development for each direct report|
|Perform annual 360 Reviews and Performance Factor Reviews (compensation)|
|Conduct Performance Factor reviews and Compensation reviews|
|Handle any HR / People Group questions and topics from direct reports|
|Review, approve, and merge GitLab Issues and MRs from direct reports|
|Support your team members' participation in on-call rotations|
|Develop your own skills through learning and training|
|Develop your skills through direct interactions with customers and Support Engineers|
|Interview and hire new team members||Complete Interview Training learning module|
|Maintain a flexible schedule for interview timeslots|
|Stay up-to-date with the current Hiring Process|
|Stay up-to-date with hiring plans in the weekly Manager Sync documents/meetings|
|Grade assessments for SE and Manager candidates in Greenhouse|
|Work with your regional Recruiter to source potential candidates|
|Train Support Engineers via the Interview Training module to prepare them for grading technical assessments and performing technical interviews|
|Foster sense of community within and between SGG groups||Coach and encourage team members to resolve group challenges (ie self-organize)|
|Engage in team building activities across all global groups|
|Interact with groups to amplify group successes and understand group challenges|
|Encourage and support cross-group collaboration|
|Serve as a point of escalation to team members||Act as a guide to help progress stagnant SGG initiatives|
|Seek to understand (and be prepared to assist with) the overall health of each group (group wellbeing, collaboration efforts, blockers, capacity issues)|
|Help adjust or redistribute team member priorities based on SGG or individual capacity|
|Communicate clear SGG and/or individual expectations and seek to remove ambiguities|
|Help develop global strategies with team members across SGG groups where it makes sense|
Ask and answer questions in Slack. (We don't have a way to easily track this, but feel free to share things you're proud of in 1:1 notes documents.)
Important Slack channels:
1. `#spt_managers` 1. `#support_ticket-attention-requests` 1. `#spt_hiring` 1. `#support_team_chat` 1. `#thanks` 1. `#team-member-updates` 1. `#managers` 1. `#eng-managers`
Weekly 1:1 meetings are a crucial part of Remote Culture at GitLab. Refer to the Support Engineer Responsibilities page to understand what your team members are aiming to achieve.
We are committed to helping you develop your skills through continuous learning. The GitLab Learning and Development team provides opportunities for exploration and training.
Be sure to include non-technical topics such as:
Consider participating in Team Member Resource Groups, and ensure your team members know about these.
Consider participating in, creating, or publicizing a GitLab Book Club.
Support Engineers and Managers are also encouraged to complete courses and certification from external providers. Speak with your manager to plan your learning goals.
We are committed to being managers who know and understand what Support Engineers do day to day..
The best way to be familiar with Support Engineer workflows and responsibilities is to step into the shoes of the engineers.
Each week, Support Managers should do one or more of these activities:
By continually engaging with workflows, tickets, and customers we can build empathy and understand pain points through first-hand experience.
In this way, we build trust with engineers and customers while creating a sense of psychological safety by demonstrating that it's okay not to know.