►
Description
This was the Live Learning Session for Week 4 of our 4 Week Manager Challenge at GitLab in September of 2020.
Manager Challenge Page: https://about.gitlab.com/handbook/people-group/learning-and-development/manager-challenge/
Building High Performing Teams Page: https://about.gitlab.com/handbook/people-group/learning-and-development/building-high-performing-teams/
A
All
right
we'll
go
ahead
and
get
started
awesome,
so
we've
made
it
four
week
manager
challenge
week.
Four,
I
can't
believe
it.
It's
already
october,
first
building
high
performing
team
so
putting
everything
together
that
we've
learned
throughout
these
last
four
weeks,
that'll
be
the
focus
of
today's
session.
So
I
really
want
to
just
thank
everyone
for
everyone's
dedication
to
spending
september,
to
growing
their
careers
and
really
helping
us
make
this
this
program
even
better.
A
So,
let's,
let's
recap
of
all
the
great
things
that
we've
done.
It
was
kind
of
like
scaling
a
mountain.
Hopefully
it
didn't
feel
like
that
with
all
the
work
we
we
asked
you
to
do,
but
you
know
a
lot
of
the
principles
that
we
reviewed
over
the
last
four
weeks
were
really
it's
really
scratching
the
surface
of
foundational
managerial
skills
and
there's
so
many
other
things
and
topics
to
really
learn
and
hone
in
on.
A
You
know
for
your
own
careers
as
you
as
you
develop,
and
you
know
the
the
focus
of
this
program
was
really
around
foundational
skills
and
in
week
one
it
was
really
around
getting
to
know
your
team.
We
used
social
styles
to
have
difficult
conversations
week.
Two.
It
was
coaching
and
trust
week.
Three,
we
talked
about
building
an
inclusive
environment
and
then
week,
four
we're
going
to
put
it
all
together
to
develop
high
performing
teams.
A
So
what
makes
a
high-performing
team
at
gitlab?
You
know
these
are
pulled
from
a
lot
of
the
comments
that
you
all
posted
and
the
issues,
but
I
was
thinking
you
know
one
thing
that
I
think
is
a
central
theme
to
high
performance
at
gitlab,
and
it's
really
around
this
first
point:
it's
building
trust
and
enabling
a
psychologically
safe
environment.
A
I
feel,
like
a
lot
of
you,
know
some
of
these
other
factors
you
can't
achieve
unless
you
have
that
trust-based
relationship
in
us
in
a
safe
setting,
it's
going
to
be
hard
to
live
your
values
and
iterate
and
achieve
results.
If
you
don't
have
that
trust
with
your
team
members
and
you
know,
and
your
leaders.
A
So
I
want
you
to
think
for
a
moment.
I
know
we
have,
like
varying
levels
of
you,
know,
managerial
experience
on
this
on
this
session,
and
some
of
us
have
have
had
formal
training
and
some
of
us
haven't,
but
I
want
you
to
imagine
managing
a
team
without
a
map
or
any
formal
training
at
all.
You
know
what
would
you
do?
How
would
you
know
how
to
lead
your
team
to
perform
at
a
high
level?
A
A
They
both
have
like
phds
in
organizational
behavior,
and
they
put
this
together
using
like
comprehensive
research,
and
you
know
I
want
you
to
think
of
the
analogy
of
like
a
pendulum
swinging
like
going
back
and
forth
and
that's
really
how
to
use
this
model
and
then
the
first
stage
it's
orientation.
You
know
why
are
we
here?
What
is
our
purpose?
What's
our
identity
as
a
team,
I
know
for
learning
and
development,
we've
got
a
really
clear-cut
identity
and
sort
of
mission
statement
of
what
we
want
to
achieve.
So
as
a
manager.
A
You
know
when
new
team
members
come
on
board
when
you
mobilize
your
team
really
being
really
clear
on.
Why
are
you
here?
What
is
your
mission
as
an
organization
as
a
team,
so
trust
building?
We
spent
a
lot
of
time
in
the
challenges
talking
about
trust,
building
how
to
build
those
relationships
with
people
on
a
personal
and
a
professional
level,
and
you
know
you
can't
achieve
success
if
you
don't
trust
each
other,
so
step
three
is
goal
clarification.
You
know:
what
are
we
doing?
What
is
our
goals?
A
If
you
don't
have
clear
goals
on
what
you
want
to
achieve
and
a
shared
vision?
It's
going
to
be
really
hard
for
your
team
to
operate.
I
know
for
me:
I've
had
I've
struggled
on
teams
when
I
don't
have
clear
goals
set
on
me
by
by
my
leadership,
so
commitment
how
we
do
it
so
once
you've
established
a
goal,
you've
built
trust-
and
you
know
why
you're
here
it's.
How
are
you
going
to
actually
do
the
work?
A
That's
really
around
assigning
roles
and
responsibilities
being
really
clear
on
what
those
are,
what
resources
you're
going
to
need
to
get
the
job
done?
What
tools
you
know!
I
know
for
l
d,
we
use
a
lot
of
different
tools
to
do
our
work,
writing
out
what
those
are
and
then
implementation
kind
of
who
does
what,
when
and
where-
and
this
really
gets
down
to
like
processes
that
you
define
in
the
handbook.
You
know
kpis
and
metrics.
You
know
a
lot
of
teams
get
stuck.
A
Actually
shouldn't
have
done
that,
but
a
lot
of
teams
get
stuck
sort
of
in
this
valley
of
despair
right
here.
So,
looking
back
at
that
analogy,
they're
kind
of
going
back
and
forth
between
goal
clarification,
commitment
and
implementation
before
they
can
reach
high
performance,
and
once
you
achieve
high
performance,
what
does
that
look
like?
So
it's
surpassing
results.
It's
operating
at
a
really
high
level.
It's
spontaneous
interaction.
I
know
for
me
when
I've
been
on
high
performing
teams
and
people
are
really
creative.
A
They
bring
outside
of
the
box
solutions
and
sort
of
proposals,
everyone's
operating
at
a
really
high
level,
and
then
the
last
stage
is
renewal,
and
this
is
really
important
as
a
people
leader,
especially
if
your
team
is
continuing
to
operate
at
a
high
level.
It's
recognition
and
celebrating
those
wins,
there's
nothing
worse
than
being
on
a
high-performing
team
and
not
being
recognized
by
your
by
your
manager
by
your
leader
on
all
the
great
work
you're
doing
so
again,
this
isn't
a
linear
model.
You
can
kind
of
go
back
and
forth
between
the
different
stages.
A
You
know
different
projects
can
be
at
different
stages.
Different
teams,
depending
on
who
the
personnel
are,
can
be
at
different
stages
within
the
model.
If
you
have
a
new
team
member
that
joins
your
team,
think
about
walking
them
through
each
one
of
these
stages.
You
know
why
are
you
here?
Building
that
trust?
You
know
the
goals,
it's
a
really
easy
to
use.
A
You
know
framework
all
right,
so,
let's
get
into
the
final
activity,
we're
going
to
take
everything
that
we've
learned
and
we're
going
to
apply
it
to
leading
a
high-performing
team
here
at
gitlab,
and
so
I've
provided
some
directions,
but
I'm
going
to
go
through
it
with
you
all
first
and
so
on.
The
scenario
on
the
slides,
you're,
a
new
manager
and
you
have
seven
direct
reports
on
your
team.
The
team
was
created
after
a
new
department
was
stood
up
at
gitlab
due
to
organizational
realignment.
A
Everyone
on
the
team
comes
from
a
different
office
and
no
one
has
worked
together
before
there
have
been
no
team
building
activities
to
date
now
using
the
model
and
your
knowledge
of
what
you've
learned
during
the
four
week
challenge.
What
can
you
do
to
achieve
high
performance
and
so
here's
some
team
details?
A
This
is
what
you're
going
to
do
in
your
breakout
activity,
you're
going
to
go
through
each
stage
and
you're
going
to
sort
of
define
a
few
activities
that
you
could
do
for
each
stage
stage
throughout
the
model
and
just
pretending
like
you're,
an
actual
manager
or
you
are
a
manager
but
you're.
An
actual
manager
leading
this
team,
some
of
the
activities
that
you
would
do
and
I've
put
together
an
example
on
the
following
slide.
It's
also
in
the
appendix
you
can
see
the
morning
session
what
they
put
on
there.
A
So
you
can
reference
that
I'll
trust
you
not
to
copy
but
and
don't
feel
like.
You
have
to
have
three.
You
know
activities
for
each
stage.
If
you
only
have
one
that's
okay,
too,
but
come
together
as
a
group
and
discuss
you
know
what
are
some
things
that
you
can
do
to
reach
high
performance,
so
we've
provided
some
slide
templates
in
the
deck
you'll
work
collaboratively
and
then
we'll
come
together
and
share
out.
If
the
25
minutes
is
too
much,
you
can
rejoin
the
room
anytime.
A
B
C
D
A
C
Yeah
we
had
an
interesting
cross-section
of
experience
here,
so
if-
and
my
other
team
members,
lindsey
and
justin
can
jump
in
if
I
get
this
wrong,
so
I
came
in
with
a
newly
formed
form
team
that
had
one
very
experienced
engineer,
and
then
we
hired
four
more
and
then
got
another
team
through
a
proposal.
Same
thing,
one
engineer,
hired
four
more
justin
came
in
as
a
manager
with
an
established
team
and
lindsey,
I
believe,
has
an
entirely
new
team
to
even
get
loud.
Is
that
correct?
C
That's
right?
Okay,
so
we
all
drew
from
our
various
experiences
and
talked
about
what
we
do
so
for
orientation.
You
know
we
talked
about
creating
a
handbook
with
that
contains
purpose
id
who's
who
and
they
get
together
with
the
team
to
make
sure
that
they
are
part
of
building
this
vision
and
contributing,
rather
than
just
being
told,
and
one
of
the
things
that
was
offered
when
I
joined
was
this
thing
called
fastboot.
We
have
a
link
to
that
there,
where
the
team
could
get
together
from
where
they
are
across
the
globe.
C
Meet
in
person
come
up
with
something
that
they
deliver
as
a
team.
Within
this,
you
know
to
like
three
to
five
day
period
so
that
they
have
a
win
together,
but
there
was
also
time
explicitly
cut
out
to
meet
and
build
as
a
team,
just
team
building
and
one
of
the
big
things
that
lindsay
brought
up
was
you
know,
having
a
product
overview
from
our
product
management
counterpart
as
to
the
goals
of
the
group
or
the
stage
that
they
are
in.
C
C
If
that
was
available
to
us,
like
notes,
or
even
talking
to
the
previous
manager,
to
make
sure
if
there
were
any
key
conversations,
they
were
having
with
their
previous
team
member
to
make
sure
that
that
continued
with
the
new
manager,
some
kind
of
group
activity
to
get
to
know
you
not
work
related
identifying
the
first
win
so
that
the
team
has
a
win
together
or
they
have
a
failure
together.
But
it's
a
safe
place
to
fail
and
they
can
understand.
C
I
love
it
good
goal
clarification.
We
talked
about
okrs
being
an
interactive
activity,
so
brainstorming
making
sure
again
it's
just
not
top
down.
You
will
do
these
things
and
working
with
product
managers
to
understand
the
road
map
and
the
needs
of
the
customers
from
team
four
team,
four
stage,
four
commitment:
this
is
where
we
talked
about
identifying
team
processes
and
understanding
the
level
of
autonomy.
Each
team
has
within
the
guidelines
that
are
outlined
in
our
handbook,
from
get
lab,
so
some
examples
we
talked
about.
C
There
were
a
couple
we
identified
as
didn't
make
sense
in
just
one
stage,
then,
on
stage
five
for
implementation,
it's
important
that
you
have
a
single
source
of
truth
for
these
processes
and
practices
so
that
everybody
is
viewing
the
same
thing.
It
can
make
updates
into
the
handbook
when
you
change
your
processes
and
practices
and
building
the
kpis
to
understand,
make
sure
that
what
you're
working
on
fits
in
with
the
greater
get
lab
standards
and
kpis,
and
that's
where
we
left
off.
A
D
I
think
that
you
know
stage
three
around
well.
Sorry,
maybe
it's
more
stage
five,
because
we
categorized
it
as
stage
three
those
team
processes
and
that
constant,
iteration
and
review
and
improvement
of
those
team
processes
is
something
that
people
kind
of
neglect,
sometimes
so
as
far
as
getting
stuck
outside
around
there.
A
Yeah
that's
great
now.
These
are
really
great
examples
and
really
appreciate
your
your
time
and
dedication
like
with
the
with
the
team
processes
around
five.
You
know
it's
kind
of
like
you're,
constantly
going
back
and
forth
between
four
and
five
and
three
and
you're.
If
you're
never
defining
the
process
and
implementing
it
because
you're
always
iterating
it
can
be,
it
can
feel
like
it's
tough
to
achieve
high
performance.
You
know
because
it's
always
a
new
process
coming
out
awesome.
Thank
you
for
sharing
that
group.
One
all
right
group,
two.
A
E
E
We
found
that
a
lot
of
these
things
would
actually
bleed
between
different
stages
and
then
the
third
thing
was,
you
know,
leaders
sharing
a
story
of
why
what
we're
doing
matters
you
know,
and
so
that's
talking
about
the
product
that
we're
working
on
or
the
future
or
whatever
it
is,
and
what
impact
that's
going
to
have
to
the
industry,
to
customers
so
on
and
so
forth.
So
creating
this
this
picture
of
where
our
work
fits
in
and
then
under
trust
building.
E
Another
thing
is
self-orientation
and-
and
I
think
we
talked
about
this
earlier
in
this
program-
which
is
you
know,
making
sure
that
the
work
that
you're
doing
isn't
just
about
you,
but
it's
also
or
more
importantly,
it's
about
other
people
and
other
teams,
and
when
you
go
to
bat
you're,
you
know
you're
batting
for
other
people
and
you're
not
just
focused
on
yourself,
and
that
builds
a
lot
of
trust
in
standups
having
the
non-work
or
emotional
questions
you
know
like.
How
are
you
feeling
what
did
you
do
over
the
weekend?
E
The
communication
handbook
page
just
encouraging
people
to
to
review
that
and
emphasizing
that
making
sure
that
people
understand.
You
know
how
we
communicate
why
we
communicate
that.
We
continue
to
build
trust
through
good
communication
and
then
I
think
craig
mentioned
the
fast
boot
for
goal
clarification.
You
know
a
handbook
page
that
defines
goals
contextualize
the
value
of
the
team.
E
That
kind
of
goes
back
to
what
I
was
saying
before,
which
is
that
storytelling,
making
sure
that
people
understand
like
hey
if
we
get
this
product
done
or
if
we
get
this
k
kpi
this
way
or
that
way
how
that's
gonna
have
a
big
impact
and
then
clear
performance
indicators.
You
know
people
understand
what
what
needle
we're
trying
to
move
under
stage.
Four
for
commitment.
We
had,
you
know
creating
processes
that
give
the
team
flexibility
to
make
decisions
with
within
safe
boundaries.
E
E
E
You
know
the
team
working
on
their
own
processes
and
then
everyone's
able
to
work
and
contribute
to
the
best
of
their
ability
and
then
finally
for
renewal
we
had
celebrating.
That's
that's
huge
through
the
thanks
channel
or
discretionary
bonuses,
recognizing
team
members
in
public
and
in
private
for
their
hard
work
and
then
promoting
the
work
that
people
do
to
senior
leadership.
So
you
know
saying
hey
this
feature
came
out,
it
was
it
was
built
by
so
and
so,
and
letting
senior
leadership
know
about
that.
A
No
that's
great,
and
I
really
like
how,
on
stage
one
number
three,
you
talked
about
leaders
sharing
a
story
of
why
it's
important,
I
think,
sometimes
like.
If
you
don't
understand
the,
why,
how
it's
associated
with
the
strategic
objectives
of
the
organization
it
can
be,
it
can
be
really
difficult
to
like
really
formulate
your
goals
and
your
plan.
If
you
don't
understand
how
what
your
team
does
fits
into
the
bigger
strategy
of
gitlab.
A
A
Do
you
all
feel
like
this
would
be,
maybe
something
you
would
revisit
as
you
kind
of
progress
during
your
time
at
get
lab
cool,
there's
a
lot
of
there's
a
lot
of
resources
related
to
this
model
available
out
there
that
I
can
point
you
to
if
interested
awesome.
Well.
Thank
you
so
much
for
spending
time
doing
that
we
wanted
to
try
something
different
for
the
the
final
group
activity.
A
B
A
Right,
well,
I
will
go
ahead
and
summarize
everything
so
you've
done
your
four
weeks.
Hopefully,
everyone's
worked
through
the
challenges,
if
you
haven't
we're
saying
until
wednesday
to
complete
them,
if
you
need
more
time,
definitely
just
reach
out
to
us
we'll
plan
to
send
out
a
certificate
next
thursday
post
this
certificate
on
your
on
your
linkedin
profile,
you
know
publicize
it
to
your
community
that
we're
kind
of
you
know
piloting
this.
This
new
kind
of
manager,
enablement
program
here
at
gitlab,
get
the
word
out
and
again.