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From YouTube: Caring For Your Fellow Developers - GitHub Universe 2017
Description
Presented by Trent Willis, Netflix.
"Move Fast and Break Things", "Get Shit Done", "Disrupt". These are mantras of the tech and design industry. They praise speed and hard work but overlook a core element: people. When building software, we devote hundreds of hours to planning, organizing, building, and launching, but we often only spend a very small fraction of that same time thinking about the people responsible for those activities. Soft skills and emotional intelligence are critical components to building great software. In general, I have found technical audiences do not get as much exposure to these topics as they should. Understanding each other and knowing practical ways to keep each other motivated and encouraged will help us go beyond what our individual technical skills can accomplish. Let's talk about how we can proactively care for our team with the same passion we use when caring for our software. We’ll explore practical ways to change how we engage with each other to help us build a more supportive working environment and also deliver better products, faster.
About GitHub Universe:
GitHub Universe is a two-day conference dedicated to the creativity and curiosity of the largest software community in the world. Sessions cover topics from team culture to open source software across industries and technologies.
For more information on GitHub Universe, check the website:
https://githubuniverse.com
A
Hi
everyone
thank
you
for
coming
today
today,
I
want
to
tell
you
a
story
and
in
this
story,
as
a
software
developer,
we'll
call
him
Jake.
Jake
is
working
on
an
ambitious
new
web
application
and
he
and
his
team
are
super
excited
about
the
goals
of
the
project
but
as
often
happens,
projects
a
bit
behind
schedule
and
Hanna's
team
just
spent
a
long
week,
wrapping
up
a
key
feature
that
they
needed
to
deliver
for
some
investors.
So
it's
a
Monday
now
and
Jake
also
had
to
deal
with
some
family
issues
over
the
weekend.
A
His
feeling
really
worn
out,
but
he
doesn't
have
any
PTO
and
knows
that
the
rest
of
his
team
is
working
hard
as
well,
so
he
decides
to
tough
it
out
and
head
into
the
office.
One
of
the
first
things
he
does,
as
many
developers
do,
is
check
on
that
poll
request
he
opened
on
Friday.
He
sees
it
got
a
review
and
he
decides
to
check
the
comments,
but
there
was
only
one
comment
left
and
it
was
by
a
senior
engineer
on
the
team.
This
won't
work,
nothing
else
so
Jake's
left
here
thinking
to
himself
well.
A
Why
not
I
worked
hard
on
this
and
it
is
what
was
asked.
I
met
the
criteria,
but
he
doesn't
spend
a
whole
lot
of
time
on
it.
He
has
a
meeting
coming
up.
It's
his
first
one-on-one
of
the
day
with
his
manager.
His
manager
has
been
really
busy,
so
it
gets
there
a
bit
early,
hoping
to
have
some
time
to
just
talk
about
his
frustrations
and
the
issues
that
he's
been
seeing
with
the
project,
but
as
soon
as
his
manager
gets
through
the
door
he
asked.
A
A
So
now
it's
lunch
time
and
Jake
heads
to
lunch
with
his
teammates
he's,
hoping
that
since
it's
Monday,
maybe
they
can
talk
about
something
other
than
work
and
tech
for
a
little
bit,
but
because
the
meeting
ran
a
little
over,
he
gets
to
lunch
a
bit
late
and
his
teammates
are
already
deep
in
conversation
about
the
latest
JavaScript
framework.
Have
you
heard
about
new
thing?
Jas
Jake
hasn't
heard
of
this.
He
was
busy
dealing
with
family
stuff
all
weekend,
so
he's
thinking
great.
Yet
another
thing
that
I
need
you'll
learn.
A
This
feeds
into
is
already
negative
emotions
about
the
day
that
there's
so
much
going
on.
It
feels
like
there's
too
much
going
on
so
after
lunch.
He
just
head
back
to
his
desk
fires
up
his
text,
editor
and
quietly
works
away,
he's
hoping
to
avoid
any
more
frustration.
In
this
day
he
can't
quite
get
into
flow
with
his
work,
and
so
he
checks
his
email
and
checks.
Twitter
a
bunch
until
finally
hits
5:00,
and
he
feels
it's
acceptable
to
clock
out.
A
A
Well,
this
story
is
really
similar
to
parts
of
my
own
story
and
I'm
sure
it's
part
of
many
stories
that
could
be
shared
in
this
audience,
so
my
name
is
Trent
Willis
I'm,
currently
a
senior
UI
engineer
at
Netflix
and
today
I
want
to
talk
about
a
skill
which
I
believe
is
very
important,
but
often
undervalued
in
our
industry.
That
is
the
ability
to
care
for
your
fellow
developers.
You
see.
A
The
tragic
aspect
of
this
story
is
that
this
one,
disappointing
and
discouraging
day
can
turn
into
weeks
or
months
of
feeling
worn
out
at
work,
which
means
you
have
lost
productivity,
lower
team
morale
and
potentially
the
loss
of
a
talented
employee.
So
how
could
this
day
have
gone
differently?
How
could
Jake's
co-workers
have
been
more
supportive
without
knowing
what
was
going
on
in
Jake's
personal
life
or
understanding
the
thoughts
that
were
going
through
his
head?
That's
what
we're
going
to
explore
for
the
remainder
of
this
talk,
so
first,
let's
look
a
bit
closer
at
that.
A
First
word:
caring
in
this
context.
It's
an
action,
it's
not
a
state
of
being,
but
something
which
you
perform
and
talking
with
developers
and
managers.
I
found
that
caring
or
empathy
is
often
discussed
with
a
lot
of
ambiguous
or
amorphous
concepts
like
being
a
caring
person
or
being
emotionally
intelligent.
But
rarely
do
we
ever
talk
about
the
specific
actions
which
we
think
exemplify
what
it
means
to
be
caring
or
how
we
can
get
better
at
it.
A
Additionally,
I
tend
to
keep
to
myself
and
can
have
a
hard
time
relating
to
others,
I'm
sure
at
least
some
of
you
in
the
audience
know
what
this
is
like,
but
I've
had
wonderful.
Folks
in
my
life
call
me
out
on
how
I
interact
with
others
and
encourage
me
to
be
better
so
now
I.
Look
at
it.
This
way,
I
respect
my
limitations,
but
I
don't
use
them
as
an
excuse.
A
I
know
that
I'm
gonna
have
to
put
forth
extra
effort
in
order
to
be
more
supportive
and
care
for
my
teammates
and
that
it
will
cost
me
some
energy,
but
that's
no
reason
for
me
not
to
do
it.
You
see
we're
all
humans
first
and
developer.
Second,
and
I
definitely
put
in
lots
of
effort
towards
being
a
better
developer,
so
it's
only
reasonable
that
I
can
put
in
at
least
a
little
bit
of
effort
towards
being
a
better
and
more
caring
person.
A
So
with
that
in
mind,
let's
look
at
some
concrete
examples
of
how
we
can
get
better
at
caring
first
up
reviews,
whether
it's
a
code
review,
a
design
review
or
a
product
review.
The
act
of
reviewing
decisions
and
soliciting
feedback
about
those
decisions
is
a
relatively
routine
part
of
most
developers
work.
So
it's
unfortunate
that
these
often
caused
a
lot
of
stress
or
can
be
anxiety,
producing
or
just
feel
frictional.
A
A
These
are
nuanced
areas
that
we
all
know
exist
and
we
know
that
they
come
into
play,
but
we
often
don't
think
about
them
or
don't
talk
about
them
in
our
article
vitae.
He
groups
these
under
the
header,
the
harder
things
but
the
most
important,
and
so
why
do
we
consider
these
the
harder
things?
Why
are
they
considered
the
most
important
things?
A
Well,
it's
because
they're
almost
entirely
about
people
or
more
specifically,
they're
about
people
and
communication
between
those
people,
whether
it's
communicating
ideas
or
communicating
feedback
critiques,
whatever
the
communication
between
a
reviewer
and
a
review
is
really
that
happening
by
which
reviews
derive
their
value.
If
someone
just
leaves
a
thumbs-up
or
an
approval
or
a
thumbs
down
on
your
review,
then
it
doesn't
really
tell
you
much
you're
not
getting
much
value
out
of
it.
A
So
what
can
we
do
that
actually
show
that
we
care
well?
The
first
step
is
to
acknowledge
that
we're
commenting
on
another
person's
work.
This
is
super
critical,
as
it's
really
easy
for
us
to
think
that
the
work
someone
produces
and
the
person
themselves
are
completely
divorced
from
each
other.
But
this
just
isn't
true.
During
a
review,
the
code
that
you're
reviewing
was
produced
by
someone
and
at
the
very
least
it
represents
their
ideas
and
how
they
thought
to
approach
a
problem,
and
so
there's
some
level
of
emotional
attached.
A
So
when
someone
comments
negatively
or
has
a
differing
opinion,
it's
only
natural
that
we
should
feel
some
negative
emotions
about
that.
So
one
of
the
first
questions
that
I
always
ask
myself
is:
would
I
say
this
to
that
person's
face?
If
you
were
to
be
having
a
conversation
rather
than
leaving
a
virtual
comment,
is
this
the
same
thing
that
I
would
be
saying?
A
Bringing
that
personal
dimension
into
your
views
and
into
your
communication
is
really
the
first
step
towards
showing
you
care
because
you're
treating
them
as
a
person,
and
this
is
much
easier
to
do
when
we
realize
that
it's
someone's
work.
It's
not
work
that
just
spontaneously
appeared
out
of
nowhere.
The
next
step
beyond
bringing
that
personal
dimension
in
is
to
not
be
tone
deaf
and
by
that
I
mean
be
cognizant
of
the
tone
that
you
use
during
your
reviews
or
any
communication.
A
So
we
need
to
be
conscious
that
we
don't
let
the
detachment
of
sitting
behind
a
computer
translate
into
the
way
that
we
communicate
via
that
same
computer
or
phone.
Or
what
have
you
so
to
illustrate
why
this
is
really
important.
I
want
to
share
a
brief
story,
so
I
was
once
working
on
a
project
that
was
supported
by
a
very
skilled
and
very
experienced
infrastructure
team.
This
infrastructure
team
was
often
deferred
to
when
we
had
to
make
difficult
technical
decisions,
because
they
had
lots
of
experience
and
expertise
in
the
tech
stack.
A
Unfortunately,
some
members
of
this
team
often
came
across
as
a
bit
aloof
or
condescending
when
communicating
with
developers
that
were
working
on
the
project
itself,
because
of
that
the
developers
on
the
project
began
to
actively
avoid
seeking
out
the
advice
of
these
other
developers.
Due
to
this,
the
project
ran
into
several
technical
issues
that
probably
could
have
been
avoided
had
they
gain
the
insight
of
these
more
experience
and
expertise
developers.
A
So
the
tone
and
communication
style
of
some
people
on
this
m14.
It
wasn't
even
the
whole
team,
just
a
couple
people,
but
their
tone
and
the
way
they
communicated
directly
affected
this
project.
Not
only
did
it
lead
to
technical
problems,
but
it
also
resulted
in
lower
team
morale
and
some
negative
opinions
about
the
relationships
that
developers
had
with
this
infrastructure
team.
So
what
can
you
do
to
make
sure
that
this
doesn't
happen?
A
Well
to
start,
if
you've
never
really
thought
about
your
communication
style
or
the
tone
that
you
use
when
you're
communicating
try
talking
to
your
co-workers,
ask
them
hey:
what
do
you
think
about
the
way
that
I
communicate
I
can
almost
guarantee
that
they'll
have
some
feedback
for
you.
This
can
be
targeted
either,
specifically
at
reviews
and
the
review
process,
or
it
could
be
more
general
beyond
that
or
to
go
one
step
further.
A
So
beyond
soliciting
this
feedback,
though,
I
also
have
three
guidelines
that
I
keep
in
place
to
help
me
understand
how
I'm
communicating
those
are
ask.
Questions
often
explain
frequently
and
never
decree.
By
asking
questions,
we
acknowledge
the
rationality
and
the
intelligence
of
the
other
person
that
we're
talking
with
by
explaining.
A
We
live
less
room
for
misinterpretation,
and
we
share
opportunities
for
others
to
learn
and
to
gain
more
context
into
the
project
and
then
by
not
decreeing,
we
avoid
coming
across
as
aloof
or
an
out
of
touch
with
the
experiences
of
the
other
developers
so
applying
those
guidelines.
How
might
the
review
comment
that
Jake
received
earlier
in
the
day
have
looked
well
instead
of
saying
this
won't
work?
The
developer
might
have
chosen
to
say:
can
you
explain
why
you
approached
it
this
way,
I'm
not
sure
this
will
work
because
and
then
insert
his
rationale.
A
This
approach,
oh
sorry,
this
approach
to
several
things.
First,
it
acknowledges
that
Jake's
a
rational
person.
He
had
to
have
reasons
for
why
he
approached
the
problem.
The
way
he
did.
Second,
it
provides
context
from
the
reviewers
viewpoint
as
to
why
this
won't
work,
which
Jake
may
have
been
missing
that
context
or
at
the
very
least
that
allows
Jake
to
see
where
the
reviewers
missing
context
that
he
has
and
then
finally
it
shows
that
time
and
care
were
put
into
this
review.
A
It
wasn't
just
a
drive-by
to
crap
all
over
Jake's
important
work,
and
so
the
only
real
drawback
here
is
that
it
took
the
reviewer
more
time
to
construct
his
comment,
but
really
that's
the
least
that
we
should
be
expecting
from
our
reviewers.
So
I
could
say
tons
more
about
reviews
and
review
processes.
A
A
However,
we
also
need
to
remember
that
Jake's
manager
probably
wasn't
acting
malicious.
He
likely
has
a
lot
on
his
plate
going
on
as
well,
so
how
could
his
manager
have
been
more
caring?
How
could
he
have
shown
support
for
Jake
and
the
issues
that
he
was
going
through,
while
also
understanding
his
concerns?
Well,
to
start,
he
needs
to
tailor
the
experience,
which
is
to
say
you
need
to
know
who
you're
meeting
with
beyond
just
their
name
and
job
title
before
meeting
with
them.
A
Take
stock
of
the
unique
qualities
if
they'd
like
to
chat
about
their
social
life,
make
sure
you
allow
for
ample
time
for
that.
If,
however,
they
like
to
keep
it
short
and
to
the
point
make
sure
you
try
to
do
that
as
well,
so
they
don't
feel
like
you're
wasting
their
time
beyond
that.
Make
sure
that
you're
planning
for
the
meeting
the
content
and
substance
make
sure
you
have
some
clear
objectives
and
accomplishments
that
you
hope
to
get
out
of
this
meeting
now.
A
Some
of
those
might
be
work
oriented,
but
some
of
them
should
also
be
focused
on
building
a
stronger
and
deeper
relationship.
Chances
are,
if
you're,
having
a
one-on-one
with
someone.
Then
your
relationship
would
benefit
from
being
more
than
just
tactical
and
business
oriented
building
a
better
relationship
of
trust
will
allow
you
to
work
better
together
more
closely
and
therefore
deliver
better
results.
A
So
when
setting
these
objectives,
though,
we
need
to
remember
that
this
meeting
is
not
just
for
you.
The
person
you're
meeting
with
is
also
going
to
be
coming
in
with
things
that
they
want
to
accomplish
and
their
ideas
of
what
they
should
be
getting
out
of
this
meeting
by
being
open
and
available
with
your
time
by
asking
them
hey.
Is
there
something
you
want
to
talk
about
and
being
flexible
to
changes
in
your
meeting
structure,
you're
going
to
build
a
lot
better
rapport
with
the
person
you're
meeting
with?
A
If
you
have
an
absolutely
critical
topic
that
you
need
to
discuss,
though,
maybe
you
should
move
that
to
a
meeting
just
for
that.
So
all
this
ties
into
an
idea
called
psychological
safety,
so
back
in
2012
Google
did
a
study
about
what
makes
some
teams
more
effective
than
others
their
research
over
a
couple
years
and
over
a
hundred
teams
found
that
psychological
safety
was
a
key
indicator
of
effective
teams.
A
But
what
does
that
term
mean
psychological
safety?
Well
in
the
field
of
psychology,
it's
a
team
trademarked
by
conversational,
turn-taking
and
average
social
social
sensitivity,
among
other
things.
Now,
if
you're
like
me,
that
probably
doesn't
mean
a
whole
lot
to
you
so
put
more
plainly.
What
it
means
is
that
if
you
speak
up,
you
have
confidence
that
your
team
won't
embarrass
you
or
reject
you
or
scold
you
for
your
ideas
that
you
share.
So
how
does
this
tie
into
that
one-on-one
meeting?
A
Well,
if
you're
setting
a
culture
where
the
person
you're
meeting
with
can
speak
up
and
steer
the
conversation,
then
you're
going
a
long
way
towards
creating
a
culture
where
your
greater
team
feels
that
way.
The
reason
is,
if
you're
leading
a
one-on-one,
then
there
is
at
least
some
level
of
influence
that
you
have
on
your
team,
and
that
is
very
important.
As
someone
with
influence,
you
need
to
be
making
sure
that
your
teammates
feel
safe
and
comfortable.
A
So
if
we
go
back
to
the
meeting
from
earlier
in
Jake's
day,
how
might
his
manager
have
approached
this
instead?
Well,
instead
of
immediately
asking
about
feature
X,
he
could
have
asked
hey
I
had
something
I'd
like
to
talk
about,
but
is
there
anything
that
you'd
like
to
discuss?
First,
this
would
gave
Jake
the
opportunity
to
bring
up
his
concerns.
A
Karen
goes
both
ways,
and
so,
if
Jake
runs
out
of
time
to
discuss
the
topics
that
his
manager
had
originally
intended,
then
he
should
be
open
and
available
to
meeting
again
and
he
should
be
the
one
to
suggest
it
now.
You
might
question
at
this
point
if
this
strategy
always
makes
sense
what,
if
there's
some,
really
important
topic
that
his
manager
needed
to
discuss
what
if
it
was
blocking
another
team
and
what,
if
Jake's
frustrations,
couldn't
be
addressed
quickly.
A
Well,
you'll
need
to
use
your
best
judgment.
I
mean
as
with
most
things
in
software
development.
There's
no
one-size-fits-all
solution,
but
I
would
urge
you
to
make
sure
that
you
don't
turn
short-term
frustrations
into
long
term.
Losses
and
I
want
to
illustrate
this
point
with
another
short
story:
I'll
be
at
a
slightly
more
technical
one
than
before.
A
I
was
working
on
a
new
project
and
it
was
on
a
brand
new
tech
stack,
and
so
because
of
that,
we
didn't
have
a
lot
of
the
tooling
that
we
used
to
have
in
place,
but
early
on,
we
decided
to
adopt
some
linting
rules
for
code
quality
and
consistency
now
well.
This
was
great
in
theory.
We
didn't
really
follow
through
and
iron
out,
all
the
kinks,
and
so
this
caused
some
frustration
and
there
was
murmuring
amongst
the
developers
that
this
was
a
frustration,
but
no
one
found
or
thought
that
it
was
important
enough.
A
That
they
should
push
it
and
escalate
it
so
that
it
actually
got
fixed,
and
so
because
of
that
it
kind
of
just
festered.
In
the
background,
and
as
the
team
grew
and
the
codebase
grew
matters
only
got
worse
and
worse
debates
and
nitpicks
in
code
review
started
happening,
which
caused
frustrations
to
rise,
which
slowed
down
developer
time
and,
in
the
end,
resulted
in
killing
the
team's
morale,
at
least
in
this
one
area,
and
lowering
opinions
about
how
the
project
was
being
run
as
a
whole.
A
So
when
we
did
get
around
to
fixing
it,
there
was
a
tremendous
tax
that
we
had
to
pay.
Have
you
taken
a
week
or
two
out
when
we
first
started
hearing
about
this?
It
would
have
been
a
short
term.
Frustration,
no
one
would
have
thought
much
of
it,
but
because
we
let
it
linger,
it
became
a
really
long
term
loss
for
the
project,
both
in
time
and
in
morale.
A
In
the
previous
example,
even
though
no
one
was
complaining
or
saying
that
they
needed
to
fix
the
lending
issue
directly,
people
were
talking
about
it
being
more
frustration.
Sometimes,
oh,
it's
not
that
obvious.
Maybe
you
see
a
co-worker
who's
been
staying
late,
a
lot
recently
and
every
time
he
talks,
he
seems
to
be
frustrated
but
doesn't
really
say
anything
specific.
That's
bothering
him
well
in
both
of
those
cases,
you
can
identify
ways
to
help
and
to
support
and
to
care
for
your
teammates
and
the
linting
scenario.
A
The
point
is
that
there
are
bound
to
be
opportunities
to
show
that
you
care
and
can
support
your
teammates
if
you
take
a
moment
and
look
for
them,
so
one
last
point
about
meetings,
if
you'd
ever
done
it
before
I
would
highly
recommend
trying
out
going
for
a
walk.
Anecdotally
speaking,
it
can
be
a
lot
more
relaxed
or
feel
a
lot
easier
to
talk
about
things
when
you
don't
have
to
stare
at
someone
from
across
the
table.
A
A
So
how
do
we
care
for
our
fellow
teammates
when
we're
getting
lunch
or
when
we're
chatting
about
the
latest
tech
or
simply
during
a
lull
in
the
day,
if
you're
lucky
enough
to
have
one
well?
My
first
step
here
is
close
the
shop
and
by
that
I
mean
talk
about
something
other
than
work
for
a
little
bit
as
high-performing
and
motivated
individuals.
It's
really
easy
for
us
to
just
talk
shop,
all
the
time.
A
I've
met
plenty
of
developers
and
other
managers,
so
have
you
in
the
tech
industry
who
love
what
they
do
and
they
love
their
jobs
and
that's
fantastic.
But
if
that's
all
that
I
ever
know
about
them,
then
I'm
missing
out
on
critical
opportunities
to
build
deeper
relationships
and
potentially
even
memories
with
them
and
those
go
a
long
way
towards
building
stronger
teams
which
can
be
more
effective
in
the
long
run.
So
we
should
inquire
about
friends
and
family.
Ask
about
their
hobbies,
maybe
talk
about
local
events
or
discuss
their
favorite
Netflix
series.
A
The
possibilities
are
really
almost
endless
and
showing
that
you
care
about
a
person
outside
of
their
role
at
work
is
really
a
critical
component
to
developing
psychological
safety
in
your
team
because
it
says
to
them:
hey
I
care
about
you
beyond
just
what
you're
doing
at
the
office.
So
remember,
Jakes
lunch
conversation
from
before,
maybe
instead
of
diving
right
into
the
latest
tech,
his
co-workers
could
have
taken
a
moment
and
you
know
asked
about
how
everyone's
weekend
was.
A
This
would
have
given
Jake
an
opportunity
to
open
up
and
share
how
he's
feeling
about
the
project
or
his
family
issues,
and
maybe
his
teammates
would
have
been
feeling
similar
and
could
have
commiserated
with
him
or,
if
that's
too
personal,
he
could
have
at
least
sat
back
and
got
a
glimpse
into
what's
going
on
in
the
rest
of
his
team's
life
and
maybe
found
something
mutually
in
common
to
talk
about
now.
This
isn't
to
say
that
you
should
never
talk
about
work,
especially
if
it's
something
that
interests
you
and
your
co-workers.
So
really
it
close.
A
The
shop
occasionally
don't
shut
it
down
permanently,
but
every
now
and
then
try
to
put
non-work
things
at
the
forefront
once
you
do.
This
I
think
you'd
be
surprised
at
how
easy
it
is
to
find
other
things
to
talk
about
now,
and
this
also
opens
up
doors
for
potential
relationships
outside
of
the
office
and
now
I'm,
not
a
believer
that
you
need
to
be
a
that.
You
need
to
hang
out
with
your
co-workers
outside
of
the
office
are
to
build
caring
and
effective
teams.
A
But
I
do
believe
that
having
friends
outside
of
the
office
that
you
can
share
things
with
and
frustrations
at
work
and
the
like
really
is
a
key
part
of
having
good
health
and
mental
health,
and
so
if
they
can
be
one
in
the
same,
if
they
can
be
both
your
work.
Friends
and
your
outside
of
work.
Friends
and
that's
fantastic.
A
A
The
point
here
is
to
translate
an
amorphous
concept
of
caring
into
specific
actions
or
practices
that
we
can
think
about
and
therefore
generate
new
ideas
about
how
we
can
care
for
each
other
behind
it
all
was
an
idea
that
author
Bob
Goff
expressed
really
simply
and
his
book
called
love
does,
and
he
says
you
don't
need
a
plan.
You
just
need
to
be
present.
What
does
it
mean
to
be
present
in
this
context,
though?
A
It's
not
so
much
about
the
current
moment
or
the
current
location
that
you're
in
as
it
is
about
the
current
setting
and
background
that
you
find
yourself
in
your
teammate.
Then
it's
about
the
understanding,
the
unique
intersection
of
the
individual
people.
You
work
with
yourself
and
your
work
environment,
understanding
this
context
being
present
in
this
context.
Lets
you
see
how
your
code
review
comments
might
be
interpreted
negatively
by
your
teammate.
A
Unless
you
understand
that
the
person
you're
meeting
with
is
looking
more
now
and
probably
needs
a
break,
and
it
also
lets
you
understand,
when
your
team
is
ready
to
celebrate
a
victory
or
just
needs
some
celebration,
and
that
last
point
is
really
important,
because
it
would
be
really
easy
to
get
the
idea
from
this
talk
that
Karen
really
only
matters
when
bad
things
are
happening
and
when
people
are
down
in
the
dumps.
But
that's
just
not
true.
A
A
By
being
present
with
someone
and
actively
giving
them
some
attention
every
now,
and
then
it
doesn't
have
to
be
all
the
time
you
can
begin
to
notice
when
people
seem
off
in
those
moments,
though,
it's
often
easier
for
us
to
pretend
that
it
doesn't
exist
or
just
ignore
it,
but
I
would
encourage
you
to
lean
in
just
a
little
bit
and
ask
hey:
are
you
doing?
Okay?
Is
there
anything
you
want
to
talk
about,
maybe
make
it
a
little
bit
more
personal,
hey
I've
noticed
that
you've
been
a
bit
more
quiet
than
normal.
A
A
As
a
brief
example,
one
of
the
closest
co-workers
I've
ever
had
loved
Martinelli's
apple
juice,
as
do
I,
but
they
didn't
stock
it
in
the
building
that
we
worked
in
on
campus
now.
I
know
that
this
is
a
Silicon
Valley
problem,
but
that's
the
reality.
However,
they
did
stock
it
in
a
building
across
our
campus
and
so
every
now,
and
then
we
go
for
a
walk
to
get
some
apple
juice.
A
On
this
walk,
which
only
took
a
couple
minutes,
it
was
a
chance
for
us
to
talk
openly
about
whatever
we
wanted,
without
fear
of
other
people
being
around.
We
could
rant
about
anything,
that's
frustrating
us
or
we
could
talk
and
doozy
ethically
about
things
that
are
exciting
us.
There
was
no
expectation
there
that
we
had
to
talk,
though
there
was
just
an
invitation
and
that
difference
between
expectation
and
invitation
was
huge
because
it
meant
that
I
had
someone.
A
A
Now,
if
you
have
to
be
at
a
lot
of
meetings
as
I
know,
some
leads
and
managers
do
then
let
them
know
that
you
would
prioritize
requests
from
them
to
meet.
Let
them
know
that
they
are
still
a
priority
for
you,
even
if
you
can't
be
physically
at
your
desk
all
the
time
and
if
you're
open,
when
you
do
respond
in
these
situations
and
by
that
I
mean
letting
them
know
everything
that
they
need
to
know
until
they
don't
have
any
more
questions,
then
that
builds
trust.
Most
developers
are
astute
people.
A
They
can
tell
when
you're
just
giving
them
enough
information
to
get
them
on
their
way
or
holding
something
back,
and
that
can
breed
a
lot
of
distrust
so
go
above
and
beyond
to
be
helpful.
When
you're
responding
to
someone,
it
may
take
a
little
bit
of
extra
time
and
effort,
but
it
would
help
build
a
much
deeper
relationship.
A
So
I
know
for
myself.
This
can
be
really
difficult,
especially
if
I'm
under
pressure
to
deliver
a
feature
or
have
a
lot
of
meetings
on
my
calendar
for
whatever
reason,
but
I
have
found
that
making
time
for
my
teammates
and
really
being
present
when
they're
coming
to
me
has
helped
build
much
deeper
relationships,
and
on
top
of
that
it
has
instill
confidence
in
them.
They
know
that
I
trust
them.
A
So,
to
this
advice,
though,
of
being
available
and
being
open,
I
would
also
add,
be
encouraging.
As
with
praise
in
the
review
process,
a
little
bit
of
encouragement
goes
a
long
way
and
for
junior
developers
coming
to
you
with
questions
about
how
to
implement
a
feature
into
your
conversation.
By
letting
them
know
how
excited
you
are
to
see
how
it
turns
out
if
you're
working
through
a
hard
problem
with
a
peer.
A
Let
them
know
that
you're
thankful
that
they're
working
on
it
with
you
or
if
you
find
yourself
having
to
go
to
the
senior
lead
on
your
team
frequently.
Let
them
know
that
you
appreciate
their
help
and
that
you're
really
thankful
for
how
much
it
is
benefiting
you.
We
often
know
that
we're
supposed
to
do
good
work,
and
many
of
us
are
expected
to
do
good
work,
which
is
why
we
have
jobs,
but
just
because
it's
expected
or
required
doesn't
mean
that
shouldn't
be
encouraged
and
celebrated.
A
When
we
recognize
it,
it
doesn't
take
a
whole
lot
of
energy
to
say
some
kind
words
and
some
encouraging
words
to
someone,
but
the
amount
of
energy
that
it
imparts
to
that
person
can
be
really
tremendous
so
to
wrap
up.
I
want
to
mention
a
quote
by
the
paragon
of
Silicon
Valley
Steve
Jobs,
you
said
great
things
in
business
are
never
done
by
one
person
they're
done
by
a
team
of
people,
and
that
last
word,
people
I
believe,
is
really
critical
to
the
sentiment
expressed
here,
we're
not
software
developers
or
UI
engineers
or
product
managers.
A
There's
me
those
titles
might
be
part
of
how
we
think
about
ourselves
and
communicate
what
we
do,
but
they're,
not
really
part
of
our
being
being
human.
On
the
other
hand,
is
we
are
all
people
so
I
urge
you
all
to
put
forth
a
little
bit
of
extra
effort
every
day
towards
being
a
better
and
more
caring
teammate
to
others.