►
From YouTube: Michelle Explains EM role
Description
No description was provided for this meeting.
If this is YOUR meeting, an easy way to fix this is to add a description to your video, wherever mtngs.io found it (probably YouTube).
A
A
Workspace
group
and
I'm
here
today
with
Michelle
who's,
director
of
engineering
and
who's,
going
to
answer
some
of
my
questions
about
the
EM
role,
as
she
has
a
lot
of
experience
working
with
EMS
who
actually
were
engineers
before
starting
as
managers
Michelle.
Can
you
tell
us
a
little
bit
more
about
your
rolling
GitHub.
B
Yeah
thanks
Gosha
for
setting
this
up.
I
am
the
director
of
engineering
for
manage,
and
so
that
means
a
lot
of
things
I'm
responsible
for
the
success
of
the
groups
that
are
within
manage,
and
that
could
mean
the
career
opportunities
it
could
be
in
the
direction
and
road
map.
It
could
mean
strategy
for
what
the
groups
look
like
or
what
they're
working
on.
So
any
of
those
kinds
of
things
wrap
up
under
me
as
part
of
engineering.
B
A
You
work
a
lot
with
engineering
managers
that
are,
they
are
your
direct
reports.
So
can
you
tell
me
a
little
bit
more
about
what
are
the
most
important
duties
of
every
engineering
manager.
B
That's
really
the
I
think
my
answer
depends
on
which
day
you're
asking
me,
but
most
of
the
time
I
will
say
that
your
whole
job
is
people
is.
Are
you
challenging
your
team
enough
for
them
to
grow
Learning
and
Development
opportunities?
B
Psychological
safety
growing
within
the
company
cross-pollinating
with
other
groups,
I
think
I
think
it's
critical
for
a
manager
to
support
their
direct
reports,
especially
when
they're
engineers
and
then
the
second
part
of
that
is
to
do
the
same
with
your
counterparts.
Whoever
your
counterpart
is
at
gitlab.
Most
people
think
of
the
PM
QA
Tech
writing
things
like
that,
but
it
could
also
be
support
and
then
also
supporting
your
your
management
team,
your
leadership
team,
so
I
always
kind
of
say.
A
I
think
this
is
interesting,
like
a
few
of
like
seeing
that,
because
I
think
that's
the
the
second
part
that
your
peers
are
your
counter,
like
are
your
second
team
is
Soviets
people
can
forget
about
sometimes
yeah,
okay,
you
were
working
with
people
who
are
Engineers
before
and
then
they
transitioned
to
being
a
manager
I'm
one
of
those
people
and
what
kind
of
challenges
do
you
see
during
this
transformation?
During
this,
this
change.
B
Two
really
big
ones,
one
of
them
I,
think,
has
less
to
do
with
coming
from
an
engineer
to
a
manager.
That
would
be
time
management
me
personally,
I'm
always
going
to
ask
you
about
things:
how's,
your
team,
doing
how's.
How
are
these
charts?
Have
you
seen
this?
B
Are
you
on
this
issue
and
your
counterparts
are
going
to
do
the
same
and
your
direct
reports
are
going
to
do
the
same
and
who
do
you
pay
attention
to
first,
because
you
can't
do
it
all
and
so
understanding
that
balance
between
what
is
the
day-to-day
and
what
and
what?
What
are
we
going
to
be
doing
a
month
from
now?
B
That
is
a
really
difficult
thing
and
I
think
it's
difficult
for
years,
sometimes,
and
then
the
second
thing
is
letting
go
of
the
code
and
being
able
to
trust
your
team
to
do
that,
and
and
shifting
your
perspective
as
an
engineer,
you're
trying
to
solve
a
problem
and
Implement
a
solution
as
a
manager
you're
trying
to
do
that
with
people
and
people
are
unique
and
they're
not
logical,
sometimes
code
is
very
logical.
A
B
I
think
there's
so
many
different
kinds
of
managers.
First
I'll
say
that
I
think
some
traits
of
some
managers
that
have
been
successful
are
inquisitive
very
accepting
of
feedback,
easy
to
change
their
minds
given
different
sets
of
data
or
things
like
that
driven
sometimes
thick
skinned,
really
successful
people
managers
are
empathetic
sympathetic
and
they
really
support
their
team
above
and
beyond,
maybe
not
in
certain
circumstances
where
it
would
be
harmful
to
others
or
to
the
company,
or
things
like
that.
But
I
think
those
are
some
of
the
stronger
traits.
B
A
And
there
are
some
people
who
are
thinking
about
this
change,
but
they're
they're
not
having
enough
information,
and
they
just
don't
know
where
to
look
for
like
any
opportunities.
So
what
do
what
would
you
advise
how
to
where
they
can
reach
out
how
to
find
Opportunities
just
to
start
their
starts?
Even
thinking
about
this
path,.
B
I
think
there
are
so
many
opportunities
for
everyone
at
git
lab
every
day
and
if
you're
interested
in
management
I
think
the
easiest
place
to
start
would
be
asking
yourself
like
how
can
I
help
my
manager,
the
the
least
the
least
amount
of
work
that
I
can
contribute
to
my
manager.
Doing
means
that
I'm
helpful,
so
that
could
be
running
the
team
retrospective,
helping
with
planning
taking
over
the
triage
report,
things
that
your
manager
is
already
having
to
do
that
you're
capable
of
doing
there's
a
lot
of
overlap
there.
B
Other
things,
I
think
would
be
management,
looks
different.
It's
a
wide
array
of
soft
skills
that
you
now
need
to
start
picking
up.
So
there's
a
lot
of
training
associated
with
that
existing
managers
at
gitlab
have
not
been
in
every
situation
that
a
manager
can
be
in,
and
some
of
the
trickier
ones
would
be
Performance
Management,
recognizing
that
someone
needs
help,
even
though
they
don't
think
they
do
need
help
understanding
how
people
work
and
how
they
work
best
and
what
their
strengths
are
and
being
able
to
recognize
those
things.
B
I
think
training
is
great,
for
all
of
that,
and
gitlab
also
has
a
lot
of
management
resources.
We
have
book
clubs,
we
have,
you
know,
you're
doing
this
series
now
we
have
level
up
the
platform,
and
things
like
that,
so
I
can
start
from
an
engineer.
I
think
it
can
start
as
a
tech
lead
kind
of
situation.
You
don't
have
to
be
a
staff
engineer,
but
you
do
have
to
be
paying
attention
to
your
team
and
taking
ownership
of
your
team
instead
of
your
own.
Day-To-Day
thanks.
A
Thanks
for
that,
I
think
those
are
all
very,
very
good
things
to
start
with
thanks
so
much
for
taking
time
to
speak
with
me
and
I
I'm
sure
that
everyone
who
will
listen
to
this
will
appreciate
all
of
your
insights.
B
Well,
thank
you
very
much.
Gosha
thanks
for
setting
this
up
and
yeah
have
a
good
one.