►
From YouTube: Live Learning - Career Conversations with Your Manager
Description
Learn more about career development at GitLab on our career development handbook page: https://about.gitlab.com/handbook/people-group/learning-and-development/career-development/
A
Hi
everyone,
I'm
jc
bander
and
I'm
on
the
learning
and
development
team
here
at
get
lab
and
I'll
be
taking
you
through
this
career
conversations
with
your
manager
session
today.
Just
a
reminder
that
this
is
part
of
our
career
development,
skill
of
the
month
that
we
have
going
on
this
month
in
august,
and
we
will
have
more
sessions
next
week
on
having
career
conversations
with
your
direct
reports.
So
keeping
the
invites
went
out
today.
A
So
we'll
have
three
breakout
rooms
or
three
breakout
sessions,
and
so
there
will
be
two
scenarios
on
the
next
slide
that
you
can
pick
from
in
your
group
and
make
sure
you
nominate
someone
in
your
group.
To
summarize,
when
we
come
back,
I'm
not
sure
that
all
groups
will
get
to
share
just
with
the
amount
of
people
here
and
the
number
of
groups
that
we'll
have
but
just
be
prepared
to
share.
A
They
told
me
to
tell
you:
you
only
have
three
minutes
so
that
you
talk
faster,
so
just
note
that
six
minutes
goes
by
pretty
fast
and
then,
if
you
get
through
one
scenario
feel
free
to
go
on
to
the
next
one
and
we
will
come
back
to
debrief
and
we'll
have
about
six
minutes
to
debrief
when
we
get
back
and
the
scenarios
are
on
slide
five
I'll,
let
you
all
read
through
them
and
decide
which
one
you
want
to
do
in
your
groups.
But
does
anyone
have
any
questions
before
I
send
you
to
your
groups?
A
Okay?
Well,
I
am
putting
you
in
your
groups
now
and
you
should
be
prompted
to
join
okay,
so
scenario,
one.
I
really
want
to
progress
in
my
career
and
it's
not
clear
to
me
what
I
need
to
do
for
a
promotion
to
the
next
level.
What
should
I
do?
How
should
I
talk
with
my
manager
about
this?
Did
any
group
discuss
this
scenario
and
is
there
anything
you
would
like
to
share.
B
I'll
I'll
go,
I
think
we
were
kind
of
talking
about.
How
does
the
manager
respond
to
the
question
versus?
How
does
he?
How
should
the
team
member
respond
to
it,
and
typically
conversations
like
that
get
broken
up
into
four
pieces?
Your
manager
will
more
likely
than
than
not
ask
you.
Are
you
asking
for
more
responsibility
in
your
job?
Do
you
want
more
money?
B
Do
you
want
to
grow
professionally,
which
might
be
a
career
ladder
change,
or
do
you
just
want
a
promotion,
and
I
think
before
you
have
that
conversation
with
your
manager,
you
should
be
really
clear
about
which
one
of
these
four
are
important
to
you.
The
promotion
processes,
typically
in
every
company
are
time
based.
You
don't
get
promotion
randomly
it's
like
every
once
a
year
or
once
or
twice
a
year.
So
for
those
there's
always
a
process,
you
should
look
at
the
process.
You
could
look
at
the
job
ladders.
B
B
Generally
promotions
aren't
at
the
decision
of
the
manager
right.
The
manager
then
has
to
convince
them
the
overall
management
they're.
Probably
there
might
be
a
committee,
there
might
be
a
group
consensus
that
has
to
be
reached,
so
it's
never
going
to
be
a
binary
conversation
and
the
more
you
prepare,
the
better
you
prepare,
the
more
likely
your
chances
are.
Anyway,
that's
the
short
amount
we
got
from
our
team.
D
D
So
in
one
of
the
specific
scenarios,
the
idea
was
having
a
desire
to
set
some
specific,
attainable
and
measurable
goals
so
that
it
was
a
bit
more
clear
on
on
what
the
criteria
would
be
to
go
to
the
next
level
and
management
was
very,
very
uncomfortable
with
that
and
so
hey.
What
can
you
do
in
that
scenario?
And
so
there
were
a
few
options
that
we
came
up
with.
D
C
We
had
mentioned
about
bringing
you
know,
basically,
communications
right,
first
and
foremost,
make
yourself
known
that
this
is
something
that
you
you
want
to
do,
that
you're
passionate
about
so
things
that
are
in
place
right
now
that
you
can
do
that
are
one-on-ones
and
we
mentioned
making
sure
that
you're
definitely
saying
that
to
your
direct
manager
that
there
is
interest
there
so
that
it's
it's
recognized.
There
was
a
bit
of
a
difference
of
opinion
in
regards
to
do
you
just
stop
there
or
do
you
also
elevate
it
up?
C
A
E
So
I
can
go
for
group
five.
This
was
the
question
we
we
decided
to
discuss
and
really
we
came
up
with
more
questions,
so
you
know,
there's
there's
the
traditional
path
where
you
can
take
a
look
at
everything
as
get
love
has
to
find
it
see
what
exists
once
you
do.
It
you've
determined
what
you're
interested
in
then,
of
course,
having
the
discussion
with
your
manager,
and
maybe
it's
it's
more
of
a
ladder,
move
that
you're
looking
to
do.
But
then
the
challenge
is
what
to
do
when.
E
Maybe
your
organization
doesn't
have
a
super
clearly
defined
group
of
job
families?
When
you
don't
know
what
that
would
look
like?
Maybe
it's
not
documented
or
maybe
it
doesn't
exist.
So
that
was
a
bit
of
an
unanswered
question
for
us
and
then
we
were
also
wondering.
Is
it
common
to
have
situations
where
someone
has
like
a
more
senior
title,
but
they
don't
manage
people
so
maybe
educating
ourselves
on
that
and
understanding
again.
F
And
we
also
had
group
six
also
had
scenario
two,
but
we
we
were
pretty
much
on
a
very
similar
track.
As
what
pilar
just
said,
we
were
more
about
considering
the
options,
research,
what
might
be
available
to
you
and
consider
that
there
are,
while
you
might
not
be
looking
for
a
manager
role.
There
are
often
leadership
opportunities
still
available
that
you
could
consider.
A
Definitely
great
points
so
we're
gonna
go
ahead
and
move
to
breakout2
just
to
make
sure
we
have
time
to
get
through
all
these
breakouts
so
again
same
crate
or
same
instructions
as
last
time.
There
will
be
two
scenarios
pick
one.
If
you
have
time
go
to
the
second
one,
you
can
utilize
the
agenda,
take
notes,
you'll
have
six
minutes
and
then
the
scenarios
are
on
slide
nine.
A
Hi,
welcome
back
bye,
all
right
so
scenario,
one
in
the
past
I
had
a
career
development
plan,
but
my
manager
couldn't
offer
me
much
guidance,
I'm
not
comfortable
speaking
to
my
manager
about
my
career
aspirations
anymore.
How
should
I
approach
this?
How
should
I
or
should
I
talk
to
my
manager
about
this?
I
think
this
kind
of
relates
to
what
william
was
talking
about
last
time,
a
bit
too,
but
did
any
group
talk
about
this?
One.
F
Group
six
take
scenario
one
I
don't
know
if
anyone
else
did
so
we
we
actually
looked
at
this
from
sort
of
two
different
perspectives.
One
is,
I
guess,
we're
giving
the
manager
benefit
of
the
doubt
and
they
just
weren't
quite
sure
how
to
coach
this
person,
and
in
that
situation,
then
we
were
hoping
that
the
person
could
be
the
I
see
could
be
up
front
with
their
manager.
F
In
this
aspect
and
say
you
know,
we've
tried,
I've
got
some
plans,
it
doesn't
seem
to
be
working
and
then
maybe
they
could
find
a
mentor
or
something
to
that
effect
that
might
be
able
to
help
them
along
that
path.
That
they're
trying
to
do
the
manager
can't
do
it.
At
least
the
manager
can
help
them
find
somebody
that
can
and
then
the
other
side
was
there's.
F
Could
you
could
also
view
this
as
a
communication
breakdown,
where
there's
really
just
a
the
managers,
not
they're,
not
something
that
right
with
the
manager's
ability
to
coach
this
person.
So
in
that
case,
then
you
might
need
to
go
up
a
level
and
talk
to
the
manager's
manager
in
like
a
skip
level
to
see.
If
there's
anything,
they
can
do
if
you're
not
comfortable
being
able
to
speak
to
your
manager.
In
that
case,
then
that
might
be
the
route
to
take.
A
G
Cool,
I
can
start
if
y'all
like,
so
we
discussed
this
in
terms
of
like
first
being
really
clear
why
we
want
to
make
the
move.
Is
it
because
we
aren't
being
challenged
in
the
current
position?
Is
it
something
about
the
team
dynamics?
Is
it
that
we're
just
really
excited
about?
You
know
what
the
other
department
is,
has
his
goals
so
first
being
clear.
G
The
second
is
to
like
schedule,
coffee
chats
with
that
team
and
really
get
to
know
people
it's
in
like
the
larger
department,
but
then
also
on
any
specific
team
that
you
might
want
to
like,
move
to,
and
I've
heard
of
things
like
learning
internships
that
can
happen
at
gitlab.
So
I've
seen
a
few
of
those.
G
One
like
position
now,
but
two
like
you
might
be
able
to
suggest
job,
family
updates
for
other
teams,
and
so
in
that
way,
kind
of
start
to
create
your
path
towards
that.
You
want
to
make
sure
that
you
identify
the
skills
that
are
needed
to
make
the
transition
and
what
gaps
you
have
and
then
use
the
resources
that
get
lab
already
provides
to
help.
Get
you
there
and
then
a
piece
of
advice
that
I
received
was
to
keep
your
own
promotion
doc.
G
And
that
way
you
can
suggest
your
promotion
or
your
move
to
your
manager
and
everybody
else.
And
then
chris
had
a
great
point,
too,
of
just
like
building
champions
on
that
team
that
you
want
to
move
to
get
them
excited
about
the
possibility
of
working
with
you
closer
so
that
that
so
that
they
advocate
for
the
move
as
well.
So
those
are
our
tips
and
discussion
points.
E
We
had
a
lot
of
similar
points
and
you
know
make
sure
you're
you're
getting
some
doing
some
research
on
what
the
options
are.
So
as
far
as
actionable
items,
we,
we
thought,
you
know,
set
up
a
coffee
chat
with
someone
in
the
group
that
you're
interested
in
take
a
look
at
any
open
wrecks
so
that
you
can
really
understand
what
the
requirements
are
and
also
what
the
need
is
and
then
also
leveraging
modern
health
if
you're,
maybe
not
necessarily
comfortable
with
having
a
conversation
with
your
manager.
E
You
just
want
a
third
party,
a
neutral
third
party,
to
kind
of
talk
you
through
that,
since
they
do
have
some
career
coaching
available
there
and
in
general,
just
making
sure
the
messaging
is
positive
right.
So
it's
not
about
necessarily
being
unhappy
in
a
role
it's
more
about
wanting
to
explore
something
new
and
you
know
making
sure
you're
really
crisp
on
why
the
move
is
something
that
you're
looking
at
just
to
help
make
it
a
smooth
experience
overall.
D
Feminine
same
say,
a
lot
of
the
similar
things
we
said,
you
know
talk
to
folks.org,
you
could
do
internship
for
learning.
You
could
do
maybe
something
even
smaller
like
that,
where,
like
maybe
just
shadow
a
person
for
a
little
while,
so
that
you
could
get
to
know
or
understand
it,
you
could
be
at
different
levels
where
maybe
you
really
really
know
you
want
to
go?
Do
that
thing,
or
maybe
you
just
want
to
experience
or
get
a
taste
of
it
to
see?
D
If
you
want
to
do
it,
so
there's
all
of
those
types
of
paths.
One
of
the
things
that
we
chatted
about
is
why
a
team
member
may
or
may
not
raise
a
desired
transition
with
their
manager
and
in
some
cases
it
might
be
like
okay,
they're,
not
comfortable
with
their
manager
and
and
that's
kind
of
unfortunate,
and
some
of
the
other
options
like
coaching
like
actually
moderate,
like
modern
health,
maybe
talking
to
a
career
coach.
How
do
I
chat
with
my
manager
about
this
skip
and
all
those
kind
of
resources?
D
And
but
even
if
you
have
a
good
relationship
with
your
manager,
all
of
us
have
kind
of
seen
or
experienced
where
in
some
cases
it
may
not
be
that
the
team
member
wants
to
leave
their
role
per
se,
but
they
see
an
opportunity
and
think
okay.
Well,
this
might
this
might
work
out,
or
this
could
be
a
good
opportunity.
A
Yeah,
those
are
all
really
great
points
that
you
all
made
we're
going
to
go
ahead
and
move
to
the
next
breakout.
We're
like
really
sticking
to
time
today.
This
is
this
is
amazing,
so
breakout
three,
oh
okay,
again
same
rules
as
last
time
or
same
guidelines
as
last
time.
Six
minutes
pick
one.
If
you
have
time
go
to
the
next
one,
the
scenarios
are
on
slide
thirteen.
A
I
will
go
ahead
and
send
you
to
your
rooms.
Welcome
back
everyone.
I
hope
you
had
great
conversations
so
we'll
go
ahead
and
jump
into
scenario
one.
So
that
scenario
was
I
want
to
continue
developing,
but
I'm
not
interested
in
climbing
the
ladder.
How
can
I
continue
to
develop
at
my
current
level?
And
how
should
I
talk
with
my
manager
about
this?
Did
any
group
discuss
this.
H
My
group
discussed
it
a
little
bit,
it's
something
that
I've
done
a
little
bit
in
the
past
and,
as
we
were
kind
of
reading
the
scenario
it's
hard
to
kind
of
put
that
on
a
manager
and
say
hey.
How
can
I
continue
to
develop
it's
it's
a
lot
easier
when
I
can
kind
of
identify
some
of
the
skills
that
I
might
be
lacking
in
and
kind
of
bring
some
you
know,
courses
or
workshops
or
whatever
it
may
be
to
my
manager
and
say
hey.
This
is
what
I
was
thinking.
H
I
We
talked
about
it
in
group
three,
so
we
talked
about
a
few
parts
of
it,
one
like
within
the
context
of
just
current
work.
We
talked
about
how
it's
helpful,
to
keep
record
or
just
awareness
of
the
work
that
you
are
doing
and
the
projects
you've
worked
on
and
the
value
of
those
so
that
there's
sort
of
this
like
consistent
understanding
of
that
value
provided,
is
helpful.
We
also
talked
about
how,
like
it's
helpful
to
nonetheless
still
have
some
sort
of
career
path.
I
But
I
see
some
places
where
I
can
really
sort
of
flesh
out
some
skills
that
I
haven't
had
a
chance
to
develop
previously
in
my
career
and
some
things
that
I'm
also
working
on
are
like.
I
need
to
find
some
mentors
in
various
places
that
can
sort
of
be
my
you
know,
subject
matter
experts
for
those
particular
areas
that
I
want
to
get
better
at,
and
so
I
can
have
some
clear
goals,
but
also
like
measurable
progress
measured
by
someone.
Besides
me
on
doing
that,.
A
C
Yeah
all
right
go
ahead,
so
in
into
basically
talks
about,
I
want
to
progress.
Continue
developing
I'm
not
sure
what
I'm
interested
in.
How
do
I
figure
out
that
direction?
And
you
know
one
group
one
member
in
our
group
talked
about
that
as
something
that
they're
that
they're
they're
challenged
with
and
they're
trying
to
figure
out
and
instantly
when
they
started
talking
about.
They
mentioned
how
they
outreached
into
into
things
that
are
available
within
gitlab
and
one
of
them
being
like
the
e-group
and
and
shadowing
with
sid
and
so
forth.
J
J
A
lot
of
people
can
lab,
do
that
and
create
a
own
road
map
at
gillab
in
a
personal
project,
create
epics
of
areas
of
exploration,
issues
reflecting
the
actions
you're
taking
towards
those
areas
and
make
sure
to
write
down
your
your
learnings.
How
you
felt
right
was
that
an
area
you
wanted
to
continue
to
explore
or
not
and
execute
on
it.
E
Group
five
also
talked
about
the
scenario
and,
like
google
mentioned,
I
think
we
focus
more
around
the
self-discovery
piece
of
it
like.
How
do
you
figure
out
what
you're
good
at
and
what
you
want
to
do,
and
so
we,
our
discussion,
was
more
along
those
lines.
So
there's
a
website
that
has
a
free
character
survey,
so
we
thought
that
might
be
a
good
place
to
start
volunteer
work
is
always
a
way
where
you
can
get
exposure
to
different
jobs,
different
industries,
and
that
might
help
you
find
something.
E
E
Look
at
a
community
course
class
listing
what
jumps
out
at
you.
Maybe
that's
an
indication
that
that's
something
that
you
would
want
to
try
out
and
then,
of
course,
asking
your
friends
and
families.
What
do
they
think
your
strengths
are?
What
do
they
see
you
excelling
at
as
ways
to
kind
of
get
that
outside
view
of
what
might
be
good
for
you.
A
Yeah
great
points-
and
I
think
also
paying
attention
to
what
people
like
say,
you're
good
at
like
or
compliment
you
on,
is
a
great
way
to
find
out
like
what
you're
good
at
as
well,
and
something
we
talked
about
last
week
is
identifying
what
you
like
to
do,
and
also
what
your
energy
vampires
are
and
understanding
that
you
can
be
good
at
things
that
you
don't
necessarily
like
to
do.
But
it
is
helpful
to
understand
like
what
you're
good
at.
J
One
other
little
thing
that
we
discussed
quickly
on
group
six
was
that
you
know
sometimes
I've
been
bruising
linkedin
learning
right
and
I
tend
to
dismiss
it
because
a
few
classes
that
I've
done
in
my
own
area.
It's
like,
oh
yeah.
I
know
all
that.
That's
shallow
right,
however,
if
you
wanted
to
explore
other
areas.
A
All
right:
well,
we
will
go
ahead
and
wrap
up.
Thank
you,
everyone
for
all
your
your
participation.
This
was
really
awesome
session,
so
just
wanted
to
review
quick
career
development
month.
So
last
week
we
had
live
learning
sessions
on
how
to
use
the
individual
growth
plan.
So
if
you're
interested
in
learning
more
about
that,
that
is
on
the
career
development
handbook
page
and
you
can
go
and
watch
that
also
there
are
some
resources
to
assist
you,
and
that
includes
the
individual
growth
plan
and
accomplishment
tracker.
A
So
the
accomplishment
tracker
is
really
set
up
how
a
promotion
dock
is
set
up.
So
it's
lis,
it's
sorted
out
by
value
okay,
so
we
do
have
the
like
an
individual
growth
plan.
Learning
path
in
get
lab,
learn
too
so
there's
some
different
resources
in
that
path
to
help
you
complete
it
and
then
for
the
achievement
tracker.
We
do
have
a
video
that
kind
of
walks
you
through
how
to
get
it
set
up.
So
I
think
that
can
be
really
helpful
for
you.
A
In
the
two
minutes
that
we
have
left
awesome
well,
there
is
a
feedback
form
in
the
agenda
in
the
questions
section.
So
if
you
could
take
some
time
and
fill
that
out,
that
would
be
awesome.
But
thank
you
all
so
much
for
attending.
I
really
appreciate
it
and
thanks
everyone
for
attending
have
a
great
rest
of
your
day.