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A
Well,
it's
at
the
off
the
half
hour
now
so
welcome
to
the
second
week
of
the
book
club
covering
high
output
management,
I've
hit
record
to
start
recording
the
session
and
just
a
reminder
that
will
will
have
an
off
an
off-camera
session
or
so
a
non
recorded
session
towards
the
end.
If
people
feel
that
there's
anything
that
they
want
to
discuss
further
but
not
be
recorded,
so
welcome
back
to
those
who
have
decided
to
join
in
for
the
second
round.
A
B
Not
only
longer
but
like
you
know,
really
they
had
set
up
the
breakfast
factory
metaphor
at
the
start,
and
then
it
like
it
sort
of
went
quite
deep
into
the
details
of
like
how
things
worked,
Intel,
which
I
thought
was
really
interesting
like
to
be
clear.
I.
Just
you
know,
it
was
noticeable
that
it
sort
of
dropped
that
metaphor
for
the
time
being,
I'll
put
it
to
one
side
before
moving
on,
but
yeah
it
was
seems
like
parts
two
and
four
were
a
lot
longer
as
Thomas
called
out
in
the
first
place,
but
it
was.
A
A
B
I'll
jump
in
while
we
see
if
anybody
else
wants
to
yeah
I,
think
I
think
that
was
really
interesting.
It's
like
it's
a
thing,
I
think
about
with,
like
things
like
promotions
and
also
like
expenses
for
trips,
or
you
know,
events
or
whatever,
like
a
lot
of
the
time
in
the
process
of
doing
the
justification,
it's
the
step
that
the
person
is
authorizing.
A
Know
absolutely
and
what
you
also
said
there
about.
You
know
making
sure
that
people
have
followed
the
process.
I
think
he
even
referenced
in
the
book
that
sometimes
he
was
having
to
approve
things
where
he
didn't
understand
everything
about
what
he
was
approving,
but
it
were.
He
was
verifying
that
the
thought
process
had
been
correct
and
if
the
thought
process
is
correct,
there's
no
reason
to
deny
the
request,
but
he's
just
encouraging
people
to
follow
a
particular
thought
process
while
requesting
whatever
it
is
that
that
needed
to
be
requested.
Yeah.
B
I
think
at
some
level
it's
about
like
we
talked
in
the
handbook
about
people
being
managers
of
one
and
also
about,
like
you
know,
directly
responsible,
individual,
often
being
some
very
close
to
the
work.
So
like
we're
not
interested
in
micromanaging,
necessarily
so
much
as
being
able
to
be
confident
that
we
can
trust
that
someone's
taking
the
right
steps
to
make
their
decisions
so
that
they
can
make
those
decisions.
And
we
can
entrust
those
decisions.
A
Another
thing
that
I
found
really
interesting
in
the
leverage
section
was
about
well
look
at
the
quote.
There
was
how
you
handled
your
own
time
is
the
single
most
aspect
of
being
a
role
model
and
a
leader,
and
it
was
just
nice
to
see
it's
so
concisely,
put
in
one
sentence:
how
and
how
important
that
is.
B
Yeah
I
think
and
again
make
people
feel
free
to
jump
in.
This
is
not
just
a
conversation
between
me
and
Rachel
is
just
Rachel.
I
am
happy
to
run
the
conversation
if
no
one
else
wants
to
jump
in
because
we're
also
running
the
book
club,
so
we've
got
more
invested.
I
think
the
main
way
I've
learned
this
is
actually
from
less
good
managers.
B
B
C
A
D
A
Guess
it's
I,
guess,
micromanaging
or
like
when
people
when
you're
getting
way
too
involved
in
the
details
of
something
that
someone's
doing
I
suppose
in
in
engineering
management.
It
would
be
asking
about
every
single
specific
line
of
code
and
then
trying
to
second-guess
everything
that
that
your
your
team
member
is
doing
when,
in
actual
fact,
you
need
to
most
of
the
time.
You
need
to
trust
that
they're
going
to
do
the
right
thing
and
get
on
with
it
and
only
get
involved.
B
Traveller
cup,
the
definition
in
the
book,
but
one
thing
I-
think
of
it
in
context
of
it's
a
bit
later
in
those
notes
where
it
talks
about.
You
know
there
are
ways
you
can
increase
your
leverage
as
a
manager,
and
this
could
be
a
know-how
manager
or
a
people
manager.
But
you
can
also
create
negative
leverage
and
I.
Think
meddling
is
a
great
example
of
that,
like
it's
making
you
slower
and
it's
making
the
person
you're
meddling
with
slower,
it's
possibly
also
making
other
people
on
the
team
slower.
B
D
E
It's
just
gonna,
say
I,
really,
like
the
the
kind
of
counter
example
of
like
a
high
leverage
thing
being
instead
of
getting
down
in
the
weeds
and
helping
your
report
to
execute
on
something
that,
like,
if
they're
struggling,
if
you,
if
you
see
them
struggling
instead
of
just
doing
it
for
them,
thinking
about
how
you
can
enable
them
to
figure
things
out
for
themselves
and
then
that
my
helped
other
team
members
as
well,
and
it
becomes
like
an
organizational
thing
rather
than
you
just
like
swooping
in
to
rescue
them.
It's
like.
E
B
B
C
B
How
do
people
feel
about
the
uncontrolled
interruptions
part
because
I
know
I
think?
Basically,
every
manager
in
this
call
manages
a
lot
of
people
who
have
to
potentially
deal
with
interruptions.
Quite
often
so
I
mean
Rebecca
or
maybe
from
the
content
team
perspective.
I
know,
you're
sort
of
manager
there,
but
you've
you've
been
interrupted.
A
lot
like
how
does
that
feel
from
the
that
perspective
as
well.
E
I
think
I'm
I
I
am
wasn't
sure
what
to
make
up
the
kind
of
office
hours
suggestion
because,
like
I,
don't
I,
just
can't
imagine
asking
people
to
delay
their
slack
message
to
me
until
a
certain
time
like
I've
it.
You
know
if
it's
something,
that's
not
time
sensitive
and
reinforced
like
ask
on
the
issue
or
the
merge
request.
E
A
There
was
also
something
that
was
so
interesting
is
that
it
actually
came
up
in
the
book,
and
this
book
is,
is
it's
not
a
new
book
by
any
means,
so
it
was
nice
to
know
that
this
isn't
a
new
problem
that
has
suddenly
just
arrived
with
the
with
the
invention
of
of
email
and
more
direct
communication
methods
like
this
was
a
problem.
This
is
a
problem
all
the
way
back
then.
A
Yeah
and
they
do
offer
they
do
offer
to
impose
a
way
and
like
it
to
impose
a
pattern
on
the
way
that
the
manager
copes
with
certain
problems,
but
also
through
all
of
the
patterns
that
I
could
think
of.
Aside
from
aside
from
you
know,
portioning
out
certain
areas
of
your
day
to
deal
with
certain
things,
I
couldn't
really
come
up
with
different
ways
to
avoid
people
bringing
the
interruptions
to
you
in
the
first
place,.
B
F
I
guess
like
as
I
was
looking
at
this.
The
one
thing
that
came
to
mind
is
how,
like
the
async
culture
here
and
sort
of
the
expectations
for
communication,
actually
make
this
a
lot
better
than
in
other
companies.
I've
been
that
you
have,
you
know
at
a
normal
office.
Job
you've
got
this
like
eight
or
whatever
hour
block
of
time
that
you're
available
and
you're
expected
to
be
on
and
responding
to
people
immediately.
In
slack
and
things
like
that,
and
here
we
have
a
much
more.
F
You
know,
obviously
the
distributed
nature
and
any
expectations
I
think
that
that
come
along
with
things
mean
that
you
know
I
can
even
batch
up
work
and
get
back
to
people
and
things
aren't
an
immediate
fire.
Even
even
when
someone
thinks
mean
slack,
you
know
it's
I,
don't
I,
don't
feel
it
like
sense
of
panic
that
I
normally
would
like.
Oh
I've
got.
You
know
ten
things
in
slack
that
I
gotta
get
got
to
do
right
away.
F
E
Something
that
like
I
struggle
with,
though,
because,
like
I,
do
think
it
is
up
to
us
to
you,
know,
manage
our
time
and
go
like
you
know
if
you're,
just
not
gonna
check
slack
for
three
hours.
While
you
focus
on
something,
then
you
should
be
empowered
to
do
that,
but
as
a
manager,
one
of
the
main
things
that
you
should
be
doing
is
unlocking
people
who
report
to
you
and
if
they
are
stuck
on
something
because
they
need
an
answer.
E
Like
does
me
just
going
AWOL
for
three
hours
while
I
protect
my
because
that
that
reminded
me
in
the
book
when
he
brought
up
someone's
strategy,
was
to
just
like
hide
to
get
work
done,
which
I've
thought
about
doing,
I
thought
about
taking
a
day
off
and
then
being
like
surprised.
I
was
working
the
whole
time.
I
just
wasn't
responding
to
anything.
But
now
other
people
are
relying
on
me
to
be
able
to
move
forward,
and
that
feels
like
kind
of
neglect
as
a
manager,
so
I'm
not
totally
sure
how
to
square
with
that.
Well,.
A
A
G
Looking
at
the
granularity
of
days,
I'm,
looking
at
the
granularity
of
you
know
an
hour,
let's
say,
and
you
know
the
Pomodoro
Technique
kind
of
pushes
that
to
sort
of
focus
on
one
specific
thing:
don't
don't
look
at
other
things
and
just
make
sure
that
you
know
for
25
minutes,
you're
solely
focused
on
that
activity,
give
yourself
a
break
at
5
for
5
minutes
and
then
kind
of
come
back
to
it
from
that
perspective.
So
so,
when
I
look
at
this
I
think
I
think
us
pushing
for
using
slack.
Async
is
great.
G
The
one
thing
I
would
love
is
is
to
be
able
to
give
people
who
think
it's
important
like
like
I
need
you
right
now
right
here
because
of
operations
say
operational
issue
or
something
like
that.
You
know
some
type
of
indicator
beyond
that,
but
I,
don't
I,
don't
know
how
to
do
that,
yeah
and
slack
or
otherwise,
but
that's
just
yeah
that
need
for
helping
people.
B
G
That's
where
the
conversation
has
to
start
right,
yeah,
it's
like,
like
as
an
example
like
I,
constantly
have
to
evaluate
whether
I'm
gonna,
you
know,
push
an
issue
to
eirik
immediately
or
put
it
in
our
one-on-one
document
or
put
it
in
an
email
and
that
all
three
of
those
have
different
turnaround
times
associated
with
them.
Based
on
you
know,
whatever
I
think
is
the
the
criticality
of
the
discussion.
From
that
perspective,.
C
I
think
a
conversation
about
you
know
real
time.
Aceing
is
pretty
interesting
because
it's
some
level
of
you
sort
of
managing
expectations
as
well
right
like
if
you
are
always
responsive
instantly
to
someone
I
feel
like
at
some
level
that
becomes
kind
of
manic,
meddling,
so
being
able
to
make
some
determination
about
the
importance
or
urgency
of
some
requests.
C
You
definitely
want
the
person
who
have
thought
about
it
for
a
minute
like
time
box,
whatever
they're
working
on,
make
sure
they've
actually
trying
to
work
through
it,
I
mean
obviously
they're
gonna
realize
it
something's
totally
broken
it's
totally
broken,
but
I
do
like
the
element
of
I'm
sort
of
saying.
Well,
you
know
I
will
get
back
to
you
in
a
in
a
reasonable
amount
of
time,
but
you
know
we
were
intending
to
build
this
organization
to
work
asynchronously,
so
they
should.
C
B
Going
back
to
Rebecca's
point
as
well,
one
thing:
that's
you
know,
I
think
it
was
I
thought
I,
thought
I
was
pretty
good
at
working
I
think
anyway,
but
lately
I've
had
some
days
or
half
days
where
I'm
looking
after
our
baby,
so
I
can't
really
schedule
a
meeting.
During
that
time,
I
can
I
can
work,
I
just
can't
schedule
a
meeting
I
have
to
work
asynchronously
and
that
sort
of
forced
me
to
realize
that
actually,
like
I,
wasn't
basic
courtesy
as
I
thought
ball.
B
So
it's
most
of
the
like
interruptions
in
terms
of
slight
messages,
probably
could
be
dealt
with
in
another
way
and
I
can
I
can
nudge
back
on
those
and
say
like
hey,
you
know
we
can
it'll
be
more
efficient
for
me
to
deal
with
it
in
this
way
or
whatever
and
to
your
point
Rebecca
about
you
know
taking
some
time
out
to
focus.
Yes,
the
way
I
would
think
about.
B
That
is,
if
you
need
to
take
some
time
out
for
a
personal
errand
like
a
medical
appointment
or
whatever
you
wouldn't
be
on
call
during
that
time
anyway.
Necessarily
so,
like
you
know,
from
the
perspective
of
someone
trying
to
get
in
touch
with,
you
doesn't
really
matter
why
you're
not
available
like
to
interrupt
during
that
time,
you're
just
not
available,
so
it
matters
when
you
think
about
it,
but
it
doesn't
matter
from
their
perspective.
The
end
result
is
the
same
right.
D
So
on
ask
a
clarifying
question:
since
I
haven't
read
yet
and
also
Darby.
This
is
week
three
for
me,
so
I'm
the
new
person
you're,
not
you've,
been
here
months
or
you're-
you're
a
tenured
veteran
here.
So
when
they
were
talking
about
uncontrolled
interruptions,
are
they
talking
about
everyone
in
the
organization
or
they
focused
entirely
on
managers,
because
I
have
opinions
on
both
stances,
I
guess
so.
D
D
D
This
print
this
month,
whatever
the
iteration
is,
unless
everything's
on
fire,
send
it
to
me
so
I
can
help
set
expectations
outside
the
org,
because
once
they
start
answering
those
questions
and
become
that
vehicle
for
uncontrolled
interruptions,
it's
hard
to
close
that
floodgate
again
so
I
think
in
my
experience
as
a
manager.
Usually
uncontrolled
interruptions
are
especially
there's
a
high
volume
for
managers,
because
we
have
to
protect
our
team
to
make
sure
that
they
have
that
dedicated
time
and
that
they
can
focus
on
what
they're
working
on.
D
A
Find
to
further
that
I
find
one
thing
that
interesting
about
working
in
this
sort
of
open-source
structure.
Is
that
because
everything
is
transparent,
people
have
the
ability
to
get
involved
where,
where
they
would
like
to
across
the
organization
and
I
really
like
operating
as
that
sort
of
funnel
and
that's
almost
barrier
to
the
team,
so
that
I'm,
helping
only
let
the
most
important
things
get
through.
A
C
I
feel
pretty
strongly
that
I,
as
as
a
short
term
I,
definitely
take
that
approach
that
you've
give
us
a
tab.
Outline
they're
great,
but
longer-term
I
definitely
enter
and
train
my
team
to
handle
those
interruptions
appropriately
and
redirect
their
person
that
interrupts
them
and
take
ownership
of
it
and,
if
someone's
always
interrupting
them
things
with
it
say,
hey.
You
know,
I'm
not
respond
to
these
and
actually
come
up
with
her
own
strategies.
C
If
there's
a
pattern
of
interruptions
and
a
pattern
of
lack
of
one
of
a
better
word
respected
someone
else's
time,
then
that's
where
I
feel
like
I
ought
to
get
involved.
Maybe
if
that
person
can't
handle
it
themselves,
but
ultimately,
I
want
to
make
sure
and
I
have
been
through
this
with
another
team
that
I've
worked
with,
you
know,
building
a
team
so
that
they
feel
totally
comfortable
saying
as
someone
hey.
This
is
not
appropriate.
I
have
these
hours
in
the
day.
C
F
D
D
Sometimes
it
takes
a
heart
failure
for
them
to
realize
that
yeah
I
think
they
doing
it
in
or
you
just
go
back
on
what,
if
they're
going
to
touch
on
thirty
things
instead
of
five,
then
they're
gonna
have
much
smaller
deliverables
and
yeah
the
same
thing
with
coaching
individuals
to
deal
with
uncontrolled
interruptions
like
hey
I've,
committed
to
these
things.
That's
what
you're
saying
is
much
more
important
than
what
I've
committed
to
this
month
and
we
can
talk
about
it,
but
otherwise
it
sits
in
the
queue
behind
these
things.
I'm
committed
to.
E
B
They
Chi
have
to
take
a
fairly
active
role
in
and
then
other
meetings
like
group
conversations
where
I'm
you
know
exactly
as
Rebecca
said,
I
can
just
watch
the
recording,
like
and
and
as
Craig
said,
like
it's
probably
all
written
down
in
the
agenda
anyway.
So
for
most
group
conversations,
I
don't
attend
I,
just
read
or.
C
A
One
of
the
types
of
meetings
that
you
listed
there
was
another
one
I
picked
up
in
the
book
was
about
one-on-ones
and
they
talked
about
having
one-on-ones
for
no
less
than
an
hour,
which
I
thought
was
a
very
long
time
for
a
one-on-one.
But
then
I
realized
that
you
know
that
he
also
said
in
the
book
that
at
the
time,
Intel
was
one
of
the
very
very
few
companies.
A
It
was
actually
doing
one-on-ones,
and
it
makes
me
wonder
if
something
in
the
landscape
has
changed
over
the
last
over
the
last
series
of
years
around
how
one-on-ones
are
done,
and
maybe
the
types
of
questions
that
are
asked.
But
I
was
wondering
if
other
people
supported
an
hour
was
it
was
quite
long
or
just
how
the
peoples
approach
to
one-on-ones
might
might
be
I.
G
Know
for
me,
there
were
a
couple
things
I
kind
of
saw.
One
was
is
there's
the
tech
stack
aspect
which
was
you're
using
paper
to
push
things
back
and
forth
the
supposed
to
have
a
working
document
associate
with
it.
So
I
think
there's
some
efficiencies
you
get
by
that
I
at
one
point,
I
do
remember:
I'm
talking
about
middle
managers,
specifically
I
think
is
you
get
to
more
senior
positions,
I
hate
to
say
it,
but
an
hour
is
actually
necessary.
This
is
probably
counter
to
I'm,
probably
speaking,
a
heresy
here
and
counter
to
gala
culture.
G
But
you
know,
the
rally
matter
is:
is
that
it's
organs
cosney,
get
to
a
certain
size?
They're
gonna
be
a
variety
of
talking
topics
that
you
need
to
cover
and
based
on
that
that
that's
just
that
that
additional
time
is
needed
from
that.
The
other
aspect
that
I
think
he
kind
of
talked
about
was
push
as
much
out
of
the
meeting
as
possible,
meaning
you
know,
if
there's
things
that
you
can
do
async
deal
with
those
out-of-band.
So
then
you're
not
really
covering
those
in
the
meeting.
G
It's
almost
like
you
know
like
if
you
get
initial
result,
removing
from
the
meeting
agenda
and
just
focus
on
the
things
that
that
kind
of
worked
from
that
research.
So
that
may
be
able
to
like
it
again
to
tighten
it
back
up.
But
it
still
feels
like
I,
just
I
just
know
like
in
my
case,
there's
just
a
number
of
things
that
need
to
be
discussed
in
it
for
forgiving
topic.
So
because
of
that
it
takes
a
little
longer.
A
G
I
think
that's
one
of
the
things
I
noticed
was
as
the
time
skill.
Obviously
it
was
significantly
longer
for
the
examples
he
gave.
So
it's
really
hard
for
me
to
kind
of
get
my
head
wrapped
around
a
certain
aspects
of
the
book
or
his
philosophy,
because
it's
just
you
know.
Yes,
if
I'm
making
a
ten
billion
dollar
decision
on
where
to
build
a
factory,
then
absolutely
there's
going
to
be
a
lot
of
planning
and
process
around
that,
but
that's
different
than
the
decisions
we
often
make
right.
B
Ahead,
sir
I
was
just
gonna
say
we
have
that
in
our
values
that
like
we
prefer
to
wait
or
decisions
for
that
reason
like
decisions
where
you
can
like
roll
back
on
it
like
a
month
later,
if
you
realize
oh
hey,
actually,
we
don't
want
to
do
this
rather
than
like,
with
coming
X
billion
dollars
to
building
a
factory
somewhere,
which
is
less
easy
to
do.
Obviously
so
yeah
I
think
we
aspire
to
that.
But
even
then
we
don't
have
decisions
that
we
can
roll
back
to
take
an
extreme
example.
B
H
And
then
remute
it
because
the
children
are
running
amok
outside
my
door.
Speaking
from
my
level
from
a
one-on-one,
an
hour
is
too
long,
but
I
do
need
a
clerk.
I
need
a
way.
I
need
to
figure
out
a
way
for
ICS
to
signal
that
they
need
more
time
on
a
one-off
basis
prior
to
a
one
on
one
occurring,
because
sometimes
there's
a
lot
to
discuss
and
most
times,
there's
not.
H
But
it's
too
frequently
resulting
it's
it's
degrading
to
just
here's
my
status
yeah
and
that's
all
that
they
are
bringing
to
the
conversation
of
status
where
I'm
wanting
to
learn
something
more
deep
than
just
a
tactical
issue
discussion
and
where
they
happen
to
be
that's,
but
that's
just
my
perspective.
Mike
to
the
one-on-one
conversation
do.
B
You
use
that
so
actually
someone
I
interviewed,
who
is
a
manager
candidate
mentioned
this.
They
didn't
mention
it
by
like
having
read
it
in
this
book,
but
they
also
mention
like
just
always
asking
one
more
question
at
the
end,
which
is
also
mentioned
in
this
book
as
like
a
way
of
trying
to
break
that
one-to-one
stasis
that
you
get
into
yeah.
H
I
have
a
go-to
question
and
the
go-to
question
is:
what
do
you
want
to
learn
next,
and
it
can
be
a
topic
it
can
be.
It
can
be
a
skill
or
it
can
be.
I
want
to
learn
a
new
role,
but
I
want
to
know
what
they
need
to
learn
next,
so
that
I
can
help
direct
conversations
towards
what
they
want,
what
they
want
to
engage
on
from
a
career
development
standpoint
or
a
knowledge
development
standpoint.
It's
not
everything
has
to
a
career,
but
that's
that's
my
go-to
question
that
everybody
knows
it's.
My
go-to
question.
F
So
I'll
jump
in
at
my
last
company
I.
We
had
30-minute
one-on-ones
and
I
noticed
that,
like
a
lot
of
times,
not
a
lot,
but
sometimes
we
just
like
run
out
of
time,
and
it
was
a
culture
where,
like
meetings
were
back-to-back
constantly
so
we'd
have
to
cut
it
short,
and
then
we
never
finished
the
conversation,
so
so
I
bumped
into
an
hour
to
create
space
and
and
that
actually
helped
a
lot
and
it
there
was
like
two
side
effects
from
it
like
one
who
wouldn't
get
cut
off
in
the
middle
of
the
conversation.
F
But
then
there
was
like
kind
of
this
extra
time
to
just
kind
of
chat,
which
kind
of
helped
to
build
trust
and
get
to
know.
People
like
like
have
just
no.
You
know
just
what
were
you
doing
this
weekend,
like
those
kind
of
conversations
that
that
actually
were
like
pretty
beneficial
to
have
so
so
having
just
like
a
little
bit
of
space
there
I,
don't
I,
don't
feel
like
it
says
big
of
a
deal
here,
at
least
for
me
because
I
don't
have
you
know
back-to-back
meetings
all
day
but
like
thinking
of
it.
F
C
You
know
where
you've
been
up
to
how
you're
doing
you
know.
I
saw
you
mentioned
this
in
your
start.
You
stand
up
the
other
day.
Did
you
end
up
doing
this
like
just
sort
of
creating
that
sort
of
freedom
to
just
talk
about
something
that
they
feel
interested
in,
so
that
you
can
build
their
relationship
and
then,
at
least
in
my
experience
most
of
the
time
that
leads
to
doesn't
work
with
everyone?
C
Obviously,
but
you
know
most
of
the
time
that
leads
to
an
environment
where
people
feel
comfortable,
saying
hey:
can
we
skip
this
one
or
I
actually
want
to
talk
to
you
about
this
thing?
That's
really
upsetting
whatever
it
is
so
I,
don't
know
if
that's
what
you
meant
Darby,
but
that's
kind
of
how
I've
always
worked
in
one-on-ones
myself.
A
So
moving
forward
from
the
one-on-ones,
the
the
other
type
of
meeting
that
they
they
were
talking
about,
is
also
staff
meetings,
which
is
anything
that
affects
more
than
two
of
the
people.
Presence
and
I
must
have
meant
that
one
of
the
things
I
found
quite
challenging
at
gate
lab
is
having
having
effective
team
meetings,
because
it
feels
like
a
lot
of
things
where
we
need.
Everyone's
input
can
be
done,
asynchronously
and,
as
a
result,
we
do
that
asynchronously
in
the
Geo
team.
A
Specifically,
we
have
challenges
with
the
timezone
and
I
mean
I
hear
from
Rebecca,
as
well
with
with
her
team
being
mostly
in
the
US,
but
sometimes
when
we
do
have
the
opportunity
to
schedule
these
meetings
I
feel
like
I'm,
not
actually
sure
what
to
put
on
the
agenda,
because
it
almost
everything
can
be
done.
I
think
and
I
know
that
the
team
meetings
are
great
for
the
team
building
aspect
and
just
for
getting
everyone
together
and
have
a
chat,
but
sometimes
I'm,
conscious
of
I'm,
just
cautious
of
using
people's
time
for
just
having
a
chat.
E
Yeah
we
went
from
having
an
hour
long
weekly
content
team
meeting
to
no
I
think
it's
half
an
hour
every
second
week,
and
even
that,
like
nobody,
is
missing
that
time,
because
I
think
we're
just
you
know
as
the
organization
matures
and
like
we
move
into
our
you
know,
we've
got
more
kind
of
specialized
roles,
there's
less
need
to
collaborate
in
real
time
and
so
I'm
I'm
in
favor.
We
actually
have
a
Content
happy
hour
once
a
month.
D
So
my
team
is
entirely
you.
We
have
two
folks
from
other
teams
that
have
been
here
before
we
have
two
people
that
just
were
hired
within
the
last
two
weeks
and
then
who's
myself
end
of
week,
three
and
Chun,
who
I
think
he's
been
here
for
two
months.
So
we
have
an
entirely
new
team
that
sometimes
we
don't
even
know
what
questions
to
ask
and
you
can't
always
get
to
context
from
the
issue
or
from
the
dock
or
from
the
slack
whatever.
D
F
It's
just
like
how
very
different
all
of
our
teams
are,
depending
on
like
how
many
like
brand
new
people
you
have
or
like
what
time
zones
you're
in
just
like
like
there
is
not
one
template
for
for
a
team,
make
it
lab
in
any
department
like
that
everything
is
a
unique
snowflake,
so
we
got
to
kind
of
like
be
able
to
adjust
to
whatever
the
circumstances
are
I
think
so.
It's
interesting
I
think.
C
At
some
level,
I
really
really
like
that.
We
can
be
that
adaptive
to
whatever
scenario
we
have,
but
it
under
the
low
of
the
level
that
leads
to
a
lot
of
uncertainty
about
around
how
I
ought
to
be
doing
things
and
I.
Don't
think
that
there's
necessarily
an
auteur
necessarily
a
this
is
the
perfect
way
and
I'm,
not
necessarily
looking
for
the
perfect
way,
but
having
some
sort
of
boundaries
is
really
helpful.
As
we
know,
blue
sky
is
often
look
at
the
blue
sky.
C
B
We've
had
a
few
discussions
about
this
between
engineering
and
product
I
know
we're
short
on
time,
so
I'll
try
and
keep
this
quick
and
I
think
it
is
definitely
good
to
have
different
ways
of
doing
things,
but
it's
also
good
for
us
to
be
very
explicit
about
like
what
the
shared
deadlines
are
for
each
team.
What
the
shared
expectations
are
for
each
team
and
also
for
each
team.
B
I've
not
been
doing
a
very
job
of
this
I've
been
trying
to
improve
on
it
lately,
based
on
some
feedback
in
the
plan
retros
for
each
team
to
say
what
it
is
they
do
like
in
their
own
handbook,
page,
so
the
like
okay,
it
might
not
be
easy
to
get
those
all
in
one
place,
but
you
can
say
like
okay.
Well,
how
does
package
new
things?
How
does
release
do
things?
How
does
redo
things?
B
I
can
go,
find
that
out
like
if
we,
if
we
at
least
have
that
documented,
then
it
gives
someone
the
opportunity
to
go
through
and
say
well
I
see
these
commonalities
between
how
different
teams
do
things
like.
Maybe
we
should
consider
like
codifying
that
somewhere
or
like
hey
every
team
is
doing
this
differently.
If
we
were
okay
with
that,
we
should
definitely
should
make
it
clear
that
we
don't
care
what
a
team
does
in
this
area.
F
Always
gonna
call
out
that
I
remember
a
little
while
back
looking
at
the
team
page
for
secure
and
and
thinking
like
they
had,
they
had
a
lot
of
good
stuff
on
there.
They
talked
about
like
I,
was
just
right
now,
like
the
the
process.
They're
recorded
meetings
like
they're,
stand-ups
and
stuff,
like
that,
like
it's
kind
of
like
what
you're
talking
about
sean,
is
like
here's,
how
we
do
things
on
secure
and
I.
Remember
thinking
yeah.
We
should
do
this
for
release
and
then
did
not
do
it,
but.
D
A
Think
that
goes
further
than
engineering
as
well.
I
mean
something
that
Rebecca
has
just
said
about
how
they
don't
necessarily
have
code.
Freeze
deadlines,
the
same
that
we
do,
but
perhaps
now
that
we're
moving
more
towards
also
deploy.
We
can
actually
learn
something
from
the
teams
that
have
never
worked
in
that
fashion
themselves
and
perhaps
there's
certain
tips
and
tricks
that
they've
picked
up
on
on
how
to
deal
with
not
having
and
not
having
such
a
firm
deadline
like
that.
G
Yeah
it'll
be
interesting
to
see
on
that
specific
one.
I,
always
think
of
the
cadence
software
being
released,
as
as
the
the
cadence
of
putting
new
code
in
is
continuous,
but
actually
the
planning
around
it
is
is
still
somewhat
synchronous
in
our
product
and
kind
of
their
monthly
announcements.
So,
even
though
we're
going
to
a
more
continuous
delivery
model,
at
least
closer
to
it,
to
close
closer
to
a
continuous
delivery
model,
I
don't
know
if
we're
going
to
quite
get
out
of
the
boat
of
of
that.
G
A
Well,
I
think
on
that
note,
I'd
like
to
wrap
up
the
discussion
for
today,
which
I
think
has
been
really
interesting
and
really
useful,
and
thank
you
very
much
all
for
your
time.
I
just
would
like
to
wrap
the
meeting
up
with
a
keep
to
the
correct
end
in
time.
The
right
way
to
say
thank
you
all
so
much
I
hope
that
you
enjoy
part
three
of
the
book
and
looking
forward
to
seeing
you
all
in
two
weeks,
Thanks.