GitLab Learning & Development, 9 Oct 2020

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From YouTube: Manager Challenge Retrospective Executive Summary

Description

GitLab launched a pilot Manager challenge program in September. This presentation gives an overview of the program for executive leadership.

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Hi sid, I wanted to provide you a quick uh manager, challenge retrospective summary and highlights in preparation for our meeting on tuesday october 13th, uh just a really quick, high-level overview of kind of what we, what I'd like to cover with you. um So in this document, you'll find a manager challenge retrospective.

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A lot of it's pretty detailed, so feel free to review as much as you can in preparation for our meeting on tuesday. I'd like to cover with you overview of a summary of the pilot. You know what went well and how do we improve this moving forward?

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So really quick. You know we launched the pilot challenge last month and we had 37 people leaders across the organization participate. We had a participation rate of over 91 percent that had completed over 80 percent or more of the challenge material.

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A big thing a highlight is really dog food, fooding, so being able to use, get lab issues to facilitate async learning and collaboration.

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You know coaching and transparency was really powerful to be able to learn from others in a you know, async environment, that maybe managers normally wouldn't have had those opportunities before, and you know, I think what went well a high level summary is. I tried to align these each with one of our values, but I think the big bucket is that it really brought managers together in a really intimate setting to share management, lessons learned and really network with others that maybe they wouldn't have built a relationship with before.

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I think dog fooding, as well being able to use gitlab to really share and learn from one another in an async environment was really powerful. We're always going to have these issues to look back on now for anyone to really read and learn from others.

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You know: where do we need to iterate moving forward? I think the big thing is. We need to determine how we can make this wider widely available to the community, not only within gitlab but also externally, as well, so that they can learn and provide and take some of these lessons that we've taught into their day-to-day remote management practices.

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And you know how can we really improve? I think a big thing is that we need to look at how we can scale this across the organization. Maybe set an initial goal of having a quarterly kind of series of the manager challenge for for an audience set. I think also from a results perspective. We want to look at tying this to a specific kpi or metric and being able to look at how we can improve our engagement survey score moving forward around manager, satisfaction, growth and development and learning opportunities.

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um What did we uncover during the four week program? I think a lot but, like I said earlier, dog fooding was really really powerful. uh Being able to have that transparency and collaboration uh for others to see how they would you know, react in certain situations and be able to apply the learnings that we taught um for all to see was very interactive.

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um I think two, lastly, is like there's really a strong desire to have more of these offerings in the future. uh There's a hunger and a craving for more manager and leadership, training in the future, really quick. I put together this really high level training development process flow.

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The big thing to hit here is that we developed this content after a lot of interviews with team members and managers, directors and bp all the way up and down to really provide a comprehensive curriculum, but we still have a long way to go to making it really really hit and land the topics in the structure. I think you've seen this before.

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I don't want to hit it too much, but really the basis of the challenge foundational was was really around foundational management and leadership, sort of skills and with a heavy focus on getting to know your people on a personal and a professional level to be able to have those difficult conversations to be able to help our team members live our values, I would say at a high level that was really the basis of a lot of the challenges and a lot of what we how we built the curriculum.

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Lastly, you know take take some time to review the testimonials both both positive and constructive. This is just high level. You can click on the sheet above to see more feedback and then, lastly, next steps, I think big thing is obviously working with you. I'm really interested to hear your perspective on manager, enablement at gitlab and any additional priorities you would like to cover in the future, and I think we want to really look at.

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How can we can scale this across the organization to make it really a central component of how we develop our people and middle managers at gitlab? So really looking forward to meeting with you on tuesday, and if you get the time to review, that would be great. uh We will talk more have a great weekend.

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