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From YouTube: Session 2 May Manager Challenge Retrospective
Description
The L&D team held a retrospective for the May Manager Challenge to discuss what went well and what could be improved
A
Awesome
well
thanks
for
joining
session,
two
of
the
manager
challenge
retrospective
for
may
really
appreciate
you
all
joining.
I
know:
there's
async
feedback
both
weeks
and
really
value
that
as
well,
but
I
thought
it
would
be
great
to
come
together,
synchronously
to
see
all
of
your
lovely
faces
again,
but
also
to
talk
about
you
know.
What
can
l
d
do
better?
You
know
moving
forward
as
we
really
try
to
emphasize
manager
developments
here
at
git
lab
and
aspiring
managers
as
well
so
open
to
any
feedback.
I
have
an
open
book.
A
B
I'll
I'll
I'll
type
it
in
there,
I
was
a
few
minutes
behind
getting
in
there,
but
I
I
think
for
me.
First
of
all,
this
is
extremely
valuable
and
what
I
was
most
excited
and
impressed
about
was.
I
was
almost
immediately
able
to
put
a
lot
of
this
stuff
into
action
and
starting
to
really
see
some
immediate
change
and
impact
to
to
my
team,
especially
around,
like
a
lot
of
the
team
building
and
focusing
on
the.
Why
focusing
on
the
value
the?
B
What
are
we
here
for
and
especially
because
my
team
is,
is
going
to
be
going
through
some
changes
shortly,
so
it
was,
it
was
really
really
timely.
For
me,
it's
been
really
cool
to
start
to
see
that
impact.
The
one
thing
that
I
will
add-
and
I
I
think
this
may
already
be
in
scope
based
on
some
of
the
comments,
but
maybe
having
a
more
dedicated
or
a
second
program
related
to
folks
who
are
looking
to
become
a
manager.
So
I
have
like
an
individual.
B
Let's
say
we
have
an
individual
on
your
team
and
they're
starting
to
work
towards
that
promotion,
maybe
building
in
like
hey.
This
is
like
intro
to
becoming
a
manager
where
you
start
to
do,
and
I
know
there
were
some
aspiring
managers
in
here,
but
I
don't
know
if
maybe
it
makes
sense
to
have
a
separate,
more
targeted
course
on
on
making.
You
know
that
step
up,
but
otherwise
I
mean
I
think
this
was
a
fantastic
program.
A
Awesome
I
appreciate
that
megan
to
ask
you
a
question
to
that.
So
do
you
think,
do
you
think,
having
aspirin
you
mentioned,
having
aspiring
managers
in
this
program
was
like
really
beneficial,
but
you
think
something
a
little
bit
more
targeted
towards
aspiring
managers
from
doing
this
with
managers.
B
Well,
I
wonder
I
mean
the
content
will
would
probably
be
fairly
similar,
but
I
just
I
wonder
if
having
other
aspiring
managers
that
they
can
talk
about,
maybe
some
of
the
challenges
they
have
or
some
of
their
concerns.
It's
a
little
more
targeted
group
for
some
of
those
open
discussions,
certainly
there's
value
in
hearing
and
learning
from
existing
managers,
but
I
just
wonder
if
maybe
there's
a
little
more
value
to
when
you
can
focus.
Maybe
one
of
the
days
like
day.
One
focuses
on
like
what
are
some
of
the
differences
or
what?
C
I
think
it's
important
that,
regardless
of
the
content
that
you
know,
we
help
aspiring
managers
think
about
how,
even
though
you
know
they,
they
may
not
be
involved
in
some
of
the
kind
of
the
process
for
some
of
these
things
that
they
still
keep
in
mind.
What
what
skills
are
we
trying
to
kind
of
get
out
of
that
learning,
that
piece
of
learning
and
to
focus
on
how
they
can
apply
it?
So
as
a
kind
of
more
concrete
example,
you
know
I
did
hear
that
you
know
like
the
underperformance
stuff.
C
A
lot
of
it
is
very
kind
of
what's
in
the
handbook,
is
very
process
oriented,
so
I
think,
for
I
think,
for
managers
as
well,
but
especially
for
aspiring
managers.
You
know
they
might
be
thinking,
oh,
like
I'm,
not
a
manager
right
now.
Why
is
this
important
to
me,
but
to
make
sure
that
maybe
you
can
we
can
even
just
do
it
in
like
the
issue
in
the
issue
description
to
say,
like
you
know,
this
is
the
this:
is
the
reading
material
or
maybe
in
the
eggcast?
C
So
I
don't
know
if
you
can
do
like
add
more
context
around
just
a
link,
rather
than
just
having
a
link
right,
add
a
bit
more
context
to
say:
hey.
This
is
the
process,
but
what
we
want
to
focus
on
is
how
to
have
those
discussions
right,
rather
than
necessarily
the
process
it's
important
for
for
a
manager
to
know
the
process,
but
for
both
the
managers
and
even
aspiring
manager
in
terms
of
talking
about
underperformance,
what
we
want
to
do
is
actually
focus
on.
How
do
you
have
those
conversations?
C
What
are
the
strategies
around
that
you
know,
and
rather
than
really
just
process
right
like
like
that?
That's
what
we're
trying
to
focus
on
and
you
you
know
for
aspiring
man
even
for
aspiring
managers.
You
want
to
think
about.
How
can
you
apply
that?
So
it's
you
know
a
lot
of
it
goes
back
to.
How
do
we
provide
good
feedback,
especially
when
it's
you
know
constructive
or
negative
feedback
right?
C
So
I
I
think,
I
think,
maybe
having
a
bit
of
extra
context
around
some
of
the
links
where
you
know
you
look
at
the
link
itself
or
you
know
where
it
takes
you
to
it's
very
process
oriented.
We
want
to
make
sure
we
focus
the
discussion
and
the
thought
around
the
the
skills
and
the
soft
skills
that
we're
trying
to
develop
and
think
about.
C
So
I
don't
I
personally
would
say
I
would
actually
rather
be
mixed
in
with
managers,
because
it's
so
valuable
to
have
the
different
perspectives,
but
I
think
it
is
us-
and-
and
I
don't
know
like-
I
would
hope-
that
a
manager
that
the
you
know
existing
managers
can
get
something
out
of
the
conversation
as
well
when
they're
talking
to
aspiring
managers
to
hear
how
you
know
their
perspective
partially
as
an
ic
partially.
As
someone
who
is
thinking
about
management-
and
you
know
their
perspective
in
that
context,.
D
B
A
A
C
C
And
you
know
I
don't
know
if
it's
I
don't
know,
if
you
would
do
this
based
on
feedback
or
having
someone,
maybe
even
review
the
previous
iterations
a
little
bit
more,
because
what
I'm
kind
of
curious
about
is
like
what
did?
What
did
we
miss
from
having
a
more
cut
down
version
of
the
previous
iteration?
I'm
not
saying
it
should
be
longer.
C
I
will
say
that
I
think
if
there's
stuff
missing,
then
in
kind
of
you
know,
maybe
you
could
do
a
part
one
and
a
part
two
and
as
megan
said,
maybe
the
part
one
would
would
be
things
that
apply
to
everyone,
including
aspiring
managers.
Maybe
part
two
would
be
focused
more
on
things
that
only
like
a
current
manager
would
be.
C
A
Oh
awesome
thanks
darren
yeah
and
I
think
it
okay
so
jumping
to
number
four
I
so
I
would
say,
like
we
cut
a
couple
of
things
you
know
like
this
program
is
really
focused
on
foundational
management
skills
right
like
what
it.
What
are
the
skill
sets
that
you
need
to
be
a
manager.
I
think
there
was
maybe
less
of
a
focus
on
the
previous
ones
on
performance
management
and
more
of
a
heavier
focus
on
coaching
and
feedback.
A
I
think
now,
after
the
feedback
I've
received,
it's
like
let's
go
back
to
coaching
and
feedback
and
less
on
managing
underperformance.
You
know
this
was
after
meeting
with
sid
and
reviewing
the
the
second
iteration
of
the
program.
With
that
suggestion
I
would
also
say
two:
it's
like
we
did
a
few
more.
I
think
we
did
more
exercises
on
dib
in
the
last
one
as
well,
with
div
included
in
the
manager
lens,
and
I
think
threading
that
back
in
is
going
to
be
really
important,
especially
as
we
as
we
scale.
A
C
In
there
yeah,
I
definitely
felt
I
think
I
felt
the
lack
of
dib,
especially
when
we're
a
global
company
and
you
know,
being
an
aimer,
and
you
know,
one
of
the
things
we
always
want
to
be
cognizant
of
about
is
that,
like
almost
half
the
company
is
us-based
and
a
lot
of
things
are
kind
of
u.s
centric
and
you
know
how
do
we
make
sure
that
we
are
inclusive
of
other
time
zones?
And
you
know
all
this
all
this
other
stuff,
other
cultures,
the
way
we
work
with
them.
C
A
Yeah,
yeah
and-
and
you
know,
the
iterations
were
based
off
of
feedback
of
the
participants
in
the
previous
challenges
so
like
they
gave
you
a
pretty
good
idea
of
like
okay
emphasize
this
release.
This
you
know
like
make
this
more
important
but
yeah.
I
completely
agree
like
the
time
zone,
making
it
less
america
specific,
really
really
critical.
D
C
E
Yeah
this
one's
a
double-edged
sword,
I
think
it's
it
depends
on
the
person
and
what
you're
dealing
with,
but
I
think
one
of
the
things
is
when
I
loved
the
program.
The
thing
that
I
wish
like
was
available
was
doing,
maybe
because
my
workload
was
just
like
insane
but
doing
less
over
a
longer
period
of
time,
so
that
there's
like
an
opportunity
to
somewhat
just
concentrate
on
work
and
then
get
to
like
the
activities
that
you're
doing,
and
obviously
it
differs
from
people
it's
like.
No,
I
don't
want
it
longer.
E
B
Well,
because
here's
the
thing
like
my
I'm
just
saying
like
my
director
was
super
super
support,
so
both
myself
and
jeff
burroughs
actually
report
into
the
same
director,
and
we
were
both
part
of
this
program
which
I
was
like.
Are
we
gonna
be
okay,
but
she
literally
in
our
sub
department
meeting,
was
like
look
megan
and
jeff
are
cutting
their
capacity
in
half
and
half
of
their
time
over
the
next
two
weeks
is
focused
on
manager
challenge
now
did
I
need
20
hours
for
the
week?
D
B
B
It's
talked
about
a
lot
more
within
our
organization,
like
not
that
other
areas
are
doing
it
wrong,
but
it's
just
it's
very
much
a
focus
and-
and
I
felt
like
I
was
very
successful
because
I
had
that
support,
and
so
maybe
that's
something
too
for
folks
who
did
feel
like
it
was
too
rushed,
or
they
had
conflicting
priorities,
maybe
framing
it
in
that
way
of
making
sure
that
that's
that
focus
time.
Yeah.
D
I
love
that
it's
like
I
don't
want
josh
to
hear
hey,
it
felt
rush.
So
do
less.
What
I
want
you
to
hear
is
hey.
It
felt
rushed,
which
means
it
was
so
good.
We
need
to
like
super
flex
that
we're
blocking
the
two
weeks,
because
the
ceo
shadow
program
is
the
exact
same
way.
It
would
be
an
absolute
tragedy
if
you
had
to
do
your
job
on
top
of
that
program,
because
every
millisecond
of
it
is
so
valuable.
E
C
It
really
should
be
at
least
an
hour
and
not
to
say
that
you
can't
get
through
the
material
in
20
or
30
minutes,
but
I
you
know,
I
admit
especially
being
in
support
where
you
know
you're
constantly
being
pinged
on
things
and
because
people
are
like.
We
need
a
customer
response
to
this
like
now
and
I'm
really
bad
at
when
I
have
blocked
off
time
for
myself
like
focus
time
to
start
when
the
calendar
tells
me
to
so.
C
The
next
day
I
didn't
feel
like
I
had
enough
time
blocked
off
to
catch
up
either.
So
I
think,
like
having
more
time
blocked
off
each
day,
just
to
make
sure
that
you
actually
have
that
focused
time
also
time
to
go,
read
other
people's
comments,
which
are
so
valuable
and
to
respond
to
them.
You
know,
if
you
feel
like
it,
you
know
just
all
encompassing
all
of
that.
I
think
you
we
really
should
be
blocking
off
at
least
an
hour
every
day
to
do
like
all
of
that
stuff.
F
Admittedly,
like
dedicating
an
hour
of
my
day
to
this
was
something
I
could
do
if
this
was
something
more
akin
to
the
ceo
shadow
program
I
wouldn't
have
signed
up
like.
I
can't
allocate
that
much
of
my
time
and
not
do
like
not
have
focus
on
my
job
for
two
weeks.
It's
just
not
something
I
can
do
it's
part
of
the
reason
I
haven't
even
entertained.
The
idea
of
signing
up
for
ceo
shadow
is
like
I
don't
have
the
capacity
to
do
that
right
now.
F
A
D
D
What
what
where's
the
problem
in
that
right,
like
my
gut
reaction
to
that
is
everyone
should
have
time
for
the
ceo
shadow
program,
like
is
the
organization
not
supporting
us
in
a
way
because
it's
not
like
you
have
time
for
it
like.
Let's
be
honest,
it
is
forced
it's
like
a
hard
forced
merge
into
your
life,
but
you
see
what
I'm
getting
at
it's
like.
There's.
A
A
Where
you
know
you
have
to
get
manager
buy-in
to
really
devote
time
like
the
ceo
shadow
program
and
then
part
three
is
you
know
tbd,
it's
like
an
extended,
extended
networking
and
sync
sessions,
but
if
it
was
structured
like
the
ceo
shadow
program,
I
think
that's
one
of
the
things
I
struggle
with
in
l
d
is
like
you
know:
multitasking
is
one
of
our
sub
values
right.
It's
like
you
multitask
and
meetings,
and
I
think
from
a
learning
and
a
training
perspective.
A
F
Like
I,
I
fully
agree
with
that
sentiment
like
I
really
do.
The
problem
is
like
the
ops
team
that
I
manage.
We
didn't
exist
a
year
ago,
we're
still
very
new
we're
still
defining
a
lot
of
process
for
me
to
go
away.
It's
like
hey,
so
the
senior
on
your
team
is
gone,
so
the
high
level
decision
maker,
the
things
that
you
don't
know
how
to
do
yet
it's
like
just
not
going
to
be
around
it's
one
of
those
of
like
we.
F
I
can't
do
that
to
my
team
kind
of
like
matt
said
of
like
yeah,
that's
pushing
everything
onto
a
very
small
team.
That's
not
prepared
for
it.
Yet
don't
be
wrong,
like
my
goal
with
my
team
is
to
get
to
that
point
where
it's
like,
hey,
I'm
taking
two
weeks
off,
nothing
bad
will
happen,
because
I
did
that,
but
I'm
not
there
yet.
A
D
I
fully
I
fully
get
where
jason's
at
and
I
do
appreciate
the
like
longer
term
goal.
I
need
to
be
able
to
just
disconnect
for
for
two
weeks
it's
not
as
easy
as
snapping
our
fingers,
but
we're
in
a
retrospective
yeah.
So
I
think
it's
here's
a
here's,
a
takeaway,
it's
cool
that
the
retrospective
for
this
l
d
program
is
opening
up
conversations
about
things
that
are
broader
than
l
d.
Like
that's,
that's
very
cool.
A
For
sure
yeah,
no,
this
is
a
great
conversation
and
I
think
like
if
you
were
to
work
in
like
an
office
environment
right,
you
would
go
to
a
conference
room
you'd
go
to
a
ballroom,
you'd
spend
one
or
two
days,
maybe
three
days,
maybe
a
whole
week
away
from
your
current
day
job
and
really
focus
on
developing
as
a
leader.
We
don't
have
that
luxury
in
an
all
remote
environment
and
I
think,
organizationally.
C
A
Yeah
yeah,
I
think
that's
a
great
idea,
and
I
know
I
remember
in
my
last
job
there
was
like
an
incentive.
It's
like
you
need
to
take
like
40
hours
a
year
of
growth
and
development
opportunities,
professional
development
as
part
of
your
performance
review.
So
great
discussion,
though
this
is
awesome.
I
wish
we
could
talk
about
this
all
day,
I'm
I'm
I'm
geeking
out.
You
know
this
is
what
I
do
so
I.