►
From YouTube: Week 2 Manager Challenge - Trust & Coaching
Description
This was the Live Learning Session for Week 2 of our 4 Week Manager Challenge at GitLab in September of 2020.
Manager Challenge Page:
Building Trust Page: https://about.gitlab.com/handbook/people-group/learning-and-development/building-trust/
Coaching Page: https://about.gitlab.com/handbook/people-group/learning-and-development/career-development/coaching/
A
A
If
you
haven't
already
like
take
some
time
to
read
through
some
of
the
issues
in
the
comments,
they're
really
really
amazing.
Little
little
learning
nuggets,
I'm
learning
a
ton
by
reading
all
of
them.
So
thank
you
so
much
for
continuing
to
contribute
and
giving
us
your
your
honest
perspective
on
things.
You'll
also
see
in
this
live
learning
session,
we've
kind
of
iterated
a
little
bit
based
off
of
the
feedback
we
got
last
week.
So
thank
you
for
the
feedback
really
really
appreciate
everything
all
right.
B
A
Come
together
during
the
live
learning
events,
so
we
talked
about
evaluating
our
team
on
trust.
We
introduced
the
trust
equation
and
then
coaching
and
coaching
skills
and
then
today
we're
combining
the
two
coaching
is
a
really
really
critical
skill
set
as
a
people
leader,
as
I'm
sure
you
all
know
so,
learning
objectives.
A
So
I
would
love
to
kick
things
off
a
little
bit
differently
today
and
start
off
with
the
with
the
breakout
activity.
I
think
the
benefit
of
these
types
of
sessions
is
really
being
able
to
hear
from
each
other
versus
you
know,
hearing
the
sound
of
my
voice
for
for
30
minutes,
but
we
don't
really
have
a
ton
of
forums
to
come
together
as
people
leader.
So
this
is.
This
is
an
excellent
opportunity,
so
we're
gonna
do
a
quick,
seven
minute,
breakout
activity.
A
I
would
love
it
if
we
could
we're
gonna
have
groups
of
three
when
you
first
get
into
your
breakout
group,
introduce
yourselves
who
you
are.
What
do
you
do?
Second,
is
when
you
hear
the
word
coaching,
what
does
it
mean
to
you?
This
can
mean
your
own
definition
or
the
definitions
that
you
read
that
led
leading
up
to
this
challenge
and
then
three
you
know
share
an
example
of
when
someone
coach
you
to
achieve
a
career
aspiration.
A
A
C
I
can
I'm
for
our,
you
know,
for
me,
I
felt
like
coaching
could
be
viewed
as
either
or
something
positive
or
something
that
someone
may
deem
is
negative,
but
I
really
think
it's
about.
You
know
how
someone
wants
to
change
that
direction,
and
so,
if
it's
something
that
is
positive
automatically,
you
feel
encouraged,
and
you
feel
you
know
like
wonderful,
but
if
it's
something
that
you
may
deem
is
negative,
you
know
you,
you
start
thinking.
What
can
I
do
to
turn
this
to
a
positive?
C
For
me,
my
experience
was
someone
who
got
me
into
the
diversity
inclusion
belonging
space
years
ago,
and
they
were
able
to
talk
about
how
you
know
in
the
hr
space
and
what
I
was
doing
in
diversity
and
this
you
know
candace.
What
really
do
your
skills
show
up
that?
I
think
you
should
use
this.
This
element
is
really
know
that
I
see
this
in
you
and
you
know,
then
you
know
doing
feedback
as
we
did
as
an
example
here
on
the
360..
C
You
know
we
did
that
at
that
particular
time
as
well,
just
getting
the
feedback
and
really
deciding
you
know.
These
are
areas
where
I
can
take
these
skills,
and
I
can
you
know,
continue
to
build
on
who
I
am
in
this
specific
area
and
that's
how
I
even
got
into
diversity,
inclusion
and
belonging
by
someone.
You
know
coaching
me
in
an
area
that,
had
you
know,
felt
like
my
skills
could
sit
really
well.
C
Yeah,
so
the
it
was
given
to
me
to
say:
can
you
please
develop
a
diversity,
inclusion
belonging
program?
I
was
sitting
in
hr
at
the
time
again.
This
is
you
know
over
12
years
ago,
sitting
in
hr
at
the
time
and
they
said:
can
you
develop
a
program
that
really
supports
diversity,
inclusion
and
belonging
with
diverse
inclusion,
and
it
you
know
not
knowing
what
I
really
wanted
to
do,
no
blueprint
involved
in
it.
You
know
we
talked
through
all
the
principles,
having
conversations
with
the
board
and
things
like
that
and
so
moving
forward.
C
D
Hi
this
is
rebecca.
I
was
asked
to
share
this
by
my
teammates,
so
I've
been
working
with
a
career
coach
for
about
a
year
now
and
the
biggest
takeaway
for
me,
which
was
really
to
give
me
language
around
the
approach
that
I
already
took
as
a
manager.
But
it's
really
clear
is
that
each
one
of
us
we
already
have
all
that
we
need
to
be
who
we
should
be
or
can
be,
and
to
succeed,
it's
more
a
matter
of
the
coach
helping
that
emerge
from
you
and
take
shape.
It's
the.
A
D
E
I'll
share
for
our
team
with
and
nadia
a
number
of
good
points
that
they
shared
in
examples,
but
a
couple
that
resonated
with
one
you
know:
nadia
shared
of
being
deliberate
as
a
coach
to
kind
of
reserve
the
the
temptation
to
offer
up
a
solution
right
or
to
answer
the
problem.
Really
it's
about
the
second
point
which
is
facilitating.
B
A
Cool
all
right,
if
no
one
else
wants
to
share,
we
can
move
on
all
right
well,
so
we
all
talked
about
coaching
in
our
breakout
groups
and-
and
you
know,
I
think,
there's
there's
a
lot
of
definitions
out
there
around
the
world
coaching
and
what
it
really
means.
You
know,
I
think
you
know
to
simplify
things.
A
You
know
we're
all
about
results
here
at
gitlab,
sometimes
that
boss
hat
is
as
a
people
leader
you
may
switch
to
that
in
order
to
get
the
train
get
the
ball
moving.
I
really
love.
You
know
this
wearing
the
teacher
hat
as
well.
You
know
myself
as
a
relatively
new
team
member
here
at
gitlab,
I'm
still
figuring
this
place
out.
I'm
constantly
asking
people
for
advice
and
they're.
Switching
to
that
teacher
hat
to
teach
me
new
skills,
so
you
might
be
in
a
conversation
you're
wearing
the
teacher
hat
the
mentor
hat.
I
love.
A
I
love
the
mentor
hat
because
you
know
we
all
come
to
get
a
lab
with
various
experiences
and
lessons
learned
from
previous
careers
and
that
really
helps
shape
kind
of
maybe
some
of
our
guidance
and
our
advising
based
off
of
past
experiences
and
then,
lastly,
you
might
be
in
a
situation.
It's
a
one-to-one.
It's
a
career
development
conversation
or
somebody
seeks
you
out
for
advice
on
how
to
handle
a
situation.
A
So,
let's
apply
the
grow
model
to
maybe
a
potential
scenario
here
at
gitlab
that
we
we
may
have
faced
ourselves
as
people
leaders
or
team
members.
So
crystal
has
recently
transitioned
to
a
new
role
at
gitlab.
She
has
missed
several
important
deadlines
and
is
now
feeling
the
pressure
from
management
to
perform
better.
She
sets
up
time
with
her
former
manager,
you
all
for
a
coaching
discussion,
so
let's
apply
the
grow
model
to
helping
her
navigate
the
future
from
the
perspective
of
the
former
manager.
A
So
the
first
thing
you're
going
to
do
is
the
goal
right
you're
going
to
identify
the
goal
to
help
crystal
achieve
success.
You
can
do
this
by
facilitating.
You
know
some
questions
to
help.
Chris
talk
come
up
with
the
goal
herself,
you
know
what
are
you
looking
to
achieve?
How
does
this
fit
in
the
bigger
picture
of
your
career?
And
what
do
you
want
to
get
out
of
this
meeting
so
earlier?
The
earlier
challenges
we
focused
a
lot
on
trust
building.
A
Trust
crystal
probably
wouldn't
come
to
you
for
advice
on
how
to
handle
her
performance
if
she
hadn't
have
built
that
trust,
so
they're
all
kind
of
building
on
each
other.
Now
next
is
the
reality.
What's
the
current
situation,
you
might
know
that
there
are
some
barriers
in
crystal's
path
to
helping
her
achieve.
That
goal,
help
her
uncover
that.
F
A
Know,
what's
the
current
situation,
what
resources
do
you
have
to
help
you
and
what
are
the
internal
external
obstacles?
You
know
in
the
current
state
we're
in
right
now
there's
a
lot
of
external
obstacles
facing
many
of
our
team
members
being
cognizant
as
the
people
leader
of
those
external
challenges
and
then
options.
A
You
know,
explore
the
options
to
move
forward,
don't
be
afraid
to
use
your
imagination,
maybe
if
she's
missing
important
deadlines,
maybe
she's
getting
really
distracted
with
slack
and
messages
so
say
hey,
why
don't
you
close
down
slack
for
a
few
hours
every
day,
so
you
can
really
focus
on
your
job.
You
know
options
like
that.
You
know
what
options
appeal
to
you
most
right
now
give
her
the
opportunity
to
select
the
best
option
that
appeals
to
her
and
then
way
forward.
You
know
agree
on
specific
actions
and
time
frame.
A
You
know
this
is
really
important
because
you
know,
as
the
people
leader
you
know,
you're
in
that
corner
of
your
team
member
and
you
are
ultimately
responsible
for
helping
them
achieve
their
goals
and
you
might
be
the
only
one
in
their
sort
of
sphere
of
influence.
That
has
knowledge
of
their
goal
of
what
they
want
to
achieve
so
continuing
to
remind
them.
You
know
how
are
you
doing
with
achieving
that
goal?
Where
are
you?
What
kind
of
support
do
you
need?
Do
you
need
help
from
me?
You
know
just
being
proactive
with
helping
them.
A
A
So
last
week
we
did,
you
know
more
kind
of
like
role
playing.
I
think
today
we're
going
to
do
a
little
bit
more
discussion
based
scenarios.
Then
we're
going
to
talk,
hopefully
in
the,
if
we're
able
to
do
the
same
groups
from
earlier
you're
going
to
meet
in
your
breakout
groups,
you're
going
to
explore
one
of
the
scenarios
on
the
following
slide.
A
If
you
want
to
talk
about
more
than
one
feel
free
to
you're
going
to
discuss
as
a
group
which
hat
you
would
choose
to
wear
boss,
teacher
mentor
or
coach,
and
why
it's
probably
the
coaching
hat,
because
this
is
a
coaching
course
and
then
discuss
as
a
group
how
you
would
handle
this
scenario
as
a
manager.
You
know
ask
somebody
answer
some
of
these
questions
as
a
group
and
be
prepared
to
come
back
and
debrief.
A
Now
three
scenarios
I'll
go
over
them
really
quickly.
I
know
we
can
all
read,
but
sometimes
it's
easier
just
to
talk
through
them
really
quick
scenario.
One,
a
team
member
sends
you
a
private
direct
message
on
slack
saying
they
need
you
to
talk,
you
jump
on
a
zoom
call
and
they
tell
you
they
didn't
get
promoted
and
are
thinking
of
leaving
git
lab.
How
can
you
coach
a
team
member
through
this
scenario?
Two,
you
may
have
experienced
this
yourselves
as
a
senior
director.
A
You
hold
conversations
with
lower
level
team
members,
some
of
them
mention
that
their
manager,
another
of
your
direct
reports,
is
very
harsh
through
written
communication
and
comes
off
as
cold
in
virtual
calls.
This
surprises
you
as
your
direct
report.
The
manager
is
a
high
performer
and
you've
never
heard
this
feedback
before.
Since
you
have
a
great
relationship
with
them,
you
decide
to
bring
this
up
at
your
next
regular
check-in.
A
A
A
G
Sure
for
groupers,
myself
and
beverly-
and
we
went
through
the
first
scenario,
the
scenario
being.
If
a
team
member
calls
you
and
says,
hey,
we
didn't
get
promoted
and
would
like
to
talk
about
it
and
would
eventually
would
be
leaving
it
lab.
If
and
not
when
it
happened.
This
is
this
actually
hits
close
to
me,
primarily
because
in
one
of
my
previous
jobs,
this
exact
situation
happened.
G
So
we
did
a
comparison
between
what
is
your
intermediate
level
responsibilities
or
responsibilities,
and
what
would
be
your
senior
level
and
had
her
do
a
evaluation
where
she
currently
stands
and
her
point
of
view
was
I
hit
50
of
what
I'm
do,
what
I'm
expected
from
the
new
role?
The
remaining
50
is
something
that
I
can
pick
it
up
in
when
I'm
in
that
role,
and
my
strong
belief
is
you
kind
of
demonstrate
that
you
can
hit
at
least
the
all
the
responsibilities
in
your
next
role.
G
Just
hit
them
not
be
not
accelerating
those
roads
at
least
hit
them,
then
we
can
say
you
are
quite
there
yet.
So,
from
a
growth
model
point
of
view
you
are
defining
the
goal
as
to
hitting
these
different
things
is
what
makes
us
believe
that
you
are
capable
of
being
in
that
role.
The
second
is
reality
check
and
the
real
check
was.
She
was
only
hitting
50
of
what's
expected
of
her,
even
though
this
was
kind
of
discussed
in
our
one-on-ones.
G
She
still
was
not
able
to
capture
that,
and
the
third
one
was
options
and
options
is
something
if
you're
going
into
a
senior
role.
We
believe
that
senior
being
the
significantly
higher
role
and
not
someone
who's
just
started
with
their
job
right,
so
you
should
be
able
to
come
with
a
plan
for
yourself
to
showcase
how
to
hit
those
remaining
fifty
percent
and
with
based
on
these
one-on-ones.
She
has
never
really
come
up
with
a
plan
as
a
coaching
manager.
Do
I
define
the
plan?
G
So
this
is
what
we
took
at
that
time
and
well
she's
still
with
the
company.
I'm
not,
but
I'm
happy
that
I'm
here,
though,
but
that
is
the
approach
we
took
back
then,
but
it
didn't
really
to
be
a
very
productive
conversation
like
even
though
we
applied
that
model.
I
don't
think
she
was
happy
with
it
and
that's
what
I
still
struggle
even
today,
how
to
make
it
how
even
though
they
understand
it,
how
do
we
make
them
satisfied
with
the
answers
and
the
path
we
give
them?
A
Oh
that's
a
great
example,
and
I
think,
like
you,
know,
professional
development
opportunities
like
talking
to
her
about
maybe
our
tuition
reimbursement
program
or,
like
maybe
expensing,
you
know,
linkedin
learning
and
some
of
our
other
resources
a
great
step.
But
I
also
think
too,
like
there's
this
notion
that
you
know
promotion
doesn't
always
mean
you're,
not
advancing
right
like
so.
A
H
Yeah
I
can
chat
about
what
we
talked
about
in
group
two.
We
talked
about
scenario
two,
so
we're
going
through
an
order.
One
of
the
things
we
talked
about
was
when
you
apply
the
grow
model
here
you
wanna
be
direct
about
that.
You
got
feedback
from
one
of
their
direct
reports,
so
the
conversation
might
start
hey.
H
I
got
some
feedback
about
your
communication
from
one
of
your
direct
reports
in
a
skip
level
and
then
go
and
you
kind
of
almost
skip
over
the
g
part
of
it,
of
defining
the
goal,
because
the
goal
is
for
them
to
be
an
effective
manager,
and
I
think
everyone
agrees
upon
that.
So
you
can
dive
right
into
the
reality
and
because
it's
written
communication
and
at
one
point
there's
a
really
good
investigation
to
understand
exactly
what
happened
right.
H
H
You
might
hear
from
the
manager
could
go
anywhere
could
be
about
maybe
they're
having
a
specific
conflict
about
a
totally
different
issue
with
that
same
individual
or
maybe
they're
new
to
gitlab
and
they're,
not
used
to
that
our
written
communication
style
being
so
heavy
and
so
important,
but
maybe
they're
totally
self-aware.
That
hey,
you
know,
they've
got
this
thing
going
on
in
life
and
it's
probably
affecting
how
I'm
communicating
with
my
team.
H
A
B
E
So
we
also
had
we
also
did
scenario
two,
so
we
bucked
the
trend
of
going
and
order
the
scenarios.
Okay,
yeah.
We
talked
a
lot
about
yeah.
It
has
first
seeing
if
the
feedback
has
been
provided
directly
and
I'm
sorry.
I
got
distracted.
So
I
didn't
hear
all
the
pieces.
The
points
from
the
last
group,
I'm
sorry,
but
we
we
talked
about
you,
know
first
figuring
out
like
is
it?
Is
it
what's
the
root
cause?
E
But
we
we
all
agree
too,
is
to
set
that
conversation
up.
You
got
to
make
sure
they
don't
think
like
you're
attacking
them,
that
this
is
an
exploratory
conversation
where
we're
just
trying
to
you
know,
get
it
out
in
the
open
and
see
what
opportunities
there
are
to
improve
the
the
trust
and
the
you
know
with
the
team.
A
No
that's
great
david
and
I
think
too,
it's
like
in
a
situation
like
this,
similar
to
kind
of
last
week
when
we
were
talking
about
under
performance.
It's
it's
really
addressing
it
as
soon
as
it
comes
up,
because
if
you
let
something
like
this
custer
and
kind
of
evolve
and
continue
to
grow,
you're
you're
going
to
have
people
on
your
team
that
are
going
to
continue
to
feel.
Like
you
know,
this
manager
is
really
communicating
harshly
and
you're
you're
not
aware,
so
I
love
that
you
brought
up.
F
Sure
I
can
both
place,
so
we
actually
discussed
two
scenarios.
We
discussed
scenarios
one
and
two,
but
I'll
do
them
in
reverse
order,
since
I
probably
remember
the
second
one
best.
So
this
was
an
interesting
one
and
a
lot
of
the
things
we
discussed
would
have
been
mentioned
already,
but
there
were
a
couple
of
things
here
we
wanted
to.
F
First
of
all,
like
the
goal
is
to
make
sure
that
everyone
feels
comfortable
and
that
the
you
know
that
everyone
that
everyone
on
on
the
team
shares
the
same
like
level
of
trust
with
their
manager,
and
so
that's
the
goal,
but
we
try
to
establish
the
reality
with
the
manager
in
question.
How
much
does
their
perception
differ
from
members
of
the
team?
First
of
all,
so
that
we
know
which
options
are
available
to
us
like
there
is
some
there's
some
interesting
context
in
this
scenario
that
some
of
the
team
members
felt
that
way.
F
Why
was
there?
Is
there
a
cultural
thing
perhaps,
like
perhaps
one
person
comes
from
a
high
context,
culture
and
others
from
a
low
context,
culture
and
so
communication
can
feel
like
rudely
direct
in
some
cases,
and
that
may
be
the
case.
Perhaps
there's
something
between
the
senior
director
and
the
manager
having
something
of
a
bias
themselves.
The
language
of
lower
level
team
members
may
be
something
that
shared
a
perception.
F
That's
shared
between
the
two
of
them
that
ics
are
perhaps
lower
level
and
that
you
know
that
they
share
some
context
between
the
two
of
them
and
they
have
a
perception
or
a
bias
towards
members
of
the
team.
So
I
feel
like
actually
I'm
probably
missing
a
few
things.
We
had
quite
a
good
quality
conversation
about
this,
so
I'm
probably
missing
a
few
things
in
scenario,
one
it
was
kind
of
similar.
Actually
you
know
they.
You
have
somebody
who
is
obviously
very
agitated.
F
We
thought
there
might
be
a
period
of
venting
at
the
start
of
the
call
which
is
like
in
this
context,
probably
fine
and
then
once
that,
once
that's
over,
you
have
to
get
to
a
shared
understanding
between
what
they
see
and
what
you
see
as
an
impartial
observer
and
just
ask
open
questions
to
kind
of
to
test
their
world
view.
If
you
like
why,
why
was
their
perception
of
what
they
were
not
entitled
to,
but
what
they
were
expecting
so
different
from
what
happened
in
the
end
and
how
can
you
bridge
the
gap?
F
A
Yeah,
I
love
that
john
and
thank
you
for
sharing.
I
think
you
know
two
things
that
you
know
I
picked
up
on
your
conversation
or
your
debrief
was
just
you
know,
being
very
perceptive
and
applying
like
a
level
of
empathy
to
both
scenarios
is
really
important,
and
then
I
think
in
scenario
two
specifically
around
the
cultural
context.
A
To
get
lab,
you
know,
that's
been
something
that
I've
had
to
get
used
to
interpreting.
You
know
text-based
communication,
how
it's
perceived,
and
you
know
interpreted
so
thanks
for
sharing
awesome.
Well,
I
know
we're
a
minute
over
if
anybody
needs
to
drop
feel
free
to.
If
there's
any
questions
as
well,
we
can
spend
some
time
talking
through
those
these
sessions
just
go
by
so
fast.
I
don't
even
it's
crazy.