►
Description
This was the Live Learning Session for Week 3 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/
Psychological Safety Page: https://about.gitlab.com/handbook/people-group/learning-and-development/emotional-intelligence/psychological-safety/
Cross-Culture Collaboration Page: https://about.gitlab.com/company/culture/cross-culture-collaboration-guide/
Inclusion Page: https://about.gitlab.com/company/culture/inclusion/being-inclusive/
A
Hi
everyone
thank
you
so
much
for
taking
time
out
of
your
schedule
not
only
to
attend
the
session,
but
also
to
do
the
pilot.
In
general,
the
l
t,
l
d
team,
really
appreciates
you
and
appreciate
the
feedback
we've
gotten
so
far,
we've
already
been
able
to
make
so
many
updates
for
future
iterations
of
this
program.
So
we
really
appreciate
you
and
welcome
to
the
week
three
live
learning
session
for
the
manager
challenge
pilot.
We
will
be
talking
about
building
an
inclusive
and
belonging
environment.
A
So
just
to
give
you
all
a
reminder
of
what
we've
done
this
week
and
if
you're
behind
on
challenges,
that's
okay-
we
still
want
you
here,
but
just
a
overview
of
what
the
week's
topics
have
been
monday
or
day.
11
was
about
psychological
safety
day.
12
was
on
understanding,
different
cultures
on
your
team,
so
you
likely
did
the
hofstede
country
comparison
tool
to
see
what
that
looked
like
yesterday
or
day,
13
was
building
an
inclusive
culture
and
we
had
a
backpack
challenge.
A
Today
is
the
live
learning
session
and
tomorrow
is
the
self-reflection
and
evaluation.
You
can
also
use
it
as
a
catch-up
day.
I
will
get
that
issue
live
right
after
this
call
ends,
so
that
if
you
want
to
give
us
some
feedback,
you
can
do
that
while
it's
fresh
in
your
in
your
mind
and
if
you
can
like
definitely
go
back
and
look
at
some
of
the
issues
for
this
week
and
even
prior
weeks
and
look
at
some
of
the
other
issue
comments.
A
A
A
A
Welcome
back,
I
think
everyone's
back
looks
like
it.
I
hope
that
was
long
enough
for
you
all
to
like
get
to
know
each
other
a
little
bit
and
have
a
good
discussion.
We're
just
gonna
run
through
some
of
these
and
have
the
group
share.
We
only
had
two
groups
and
we're
gonna
mix
it
up
and
start
with
group
two
first
to
share
what
y'all
discussed.
So
if
someone
from
group
two
would
wanna
share
that'd,
be
awesome.
B
All
right
I
was
talking,
and
so
when
what
I
said
was
feeling
like
you
can
be
your
authentic
self,
like
within
professional
standards.
Obviously,
and
feeling
like
you,
can
speak
your
mind
and
have
have
that
outlet
to
where
you're
not
going
to
feel
any
retaliation
about
what
you
say,
what
you
feel
and
that
really
brought
up
a
really
good
point
about
creating
an
environment
that's
safe
to
fail
in
too.
I
think
for
the
the
highlights
that
I
remember
from
the
conversation.
B
We
didn't
actually
talk
about
that.
We
kind
of
took
a
different
route.
We
talked
about
what
we
would
do
to
try
to
ensure
psychological
safety
or
have
done
within
our
teams,
and
I
talked
about
you
know,
being
direct
and
honest
with
my
team
and
literally
using
the
term
psychological
safety
and
letting
them
know.
I
want
to
build
that
environment
for
them
and
that
if
they
don't
feel
comfortable
speaking
to
me
that
I've
talked
to
my
boss,
john,
they
said.
Listen,
I've
directed
every
one
of
them.
A
E
E
That's
you
know,
writing
code
approaching
product
requirements
and
trying
to
implement
something,
but
all
the
while
I've
been
in
environments
and
I've
had
team
members
that
have
been
very
innovative.
They've
wanted
to
experiment
with
new
technologies,
new
libraries,
new
coding
patterns,
things
like
that.
Where
there's.
F
E
E
We
just
have
to
do
it
the
old
way,
because
that's
that's
how
we
are
efficient
as
a
company
is
doing
it
the
old
way,
and
so
the
the
fear
there
and
that
that
lack
of
being
safe
is
is
even
though
somebody
could
go
off
and
spend
their
own
time
experimenting
if
the
pm,
or
whatever
got
wind
of
that
they
might,
you
know,
get
the
exclamation
like
you're
you
wasted
time.
I
would
rather
you
put
that
toward
the
main
project.
Why
are
you
doing
this
and.
A
Yeah
awesome
great
example:
thanks
for
sharing
that
and
yeah,
I
think
if
you've
ever
like
experienced
a
situation
where
you
haven't
felt
or
you
felt
psychologically
unsafe,
I
think
it
makes
you
realize
how
important
it
is
to
have
that
for
your
team,
because
it
can
be
a
really
like
rocky
road
for
people
to
be
walking
down,
not
feeling
safe,
so
yeah.
I
appreciate
you
all
discussing
psychological
safety,
so
we'll
jump
into
a
little
bit
of
content
about
psychological
safety.
A
So
just
the
definition
by
amy
edmondson
is
a
shared
belief
held
by
members
of
a
team
that
the
team
is
safe
for
interpersonal
risk,
taking
not
necessarily
being
warm
and
fuzzy
but
like
mainly
being
able
to
share
mistakes
and
missteps
and
how
you
learn
from
them,
and
I
hope
that
you
all
can
see
how
this
has
kind
of
been
building
on
each
other.
So
week
one
was
about
getting
to
know
your
team
part
of
week.
Two
was
about
having
trust
with
your
team
and
then
now
week.
A
So
when
you
do
have
this
on,
your
team
you'll
see
increased
collaboration,
innovation,
inclusion,
well-being
and
culture,
so,
like
people
are
more
willing
to
collaborate
with
each
other,
like
they're,
coming
up
with
more
ideas,
because
they
aren't
feeling
like
they're,
going
to
be
shut
down
or
reprimanded.
If
they
do
something-
and
it
doesn't
turn
out
well,
they
feel
included.
They
feel
like
personally
like
they're
well,
and
then
you
just
have
improved
culture
all
around
on
your
team,
and
I
think,
with
all
these
things
increased
on
your
team.
A
You're,
probably
gonna,
see
like
really
high
increase
in
results
on
your
team
as
well,
so
just
some
positive
impacts
of
psychological
safety
and
then
how
you
can
cultivate
this
culture
of
psychological
safety
on
your
team.
This
is
on
the
psychological
safety
handbook
page.
So,
if
you
need
to
reference
it
again,
you
can
but
first
of
all
embrace
a
culture
of
respectable
debate.
It's
okay
to
disagree
on
things
we
shouldn't
just
be
like
proposing
something-
and
everyone
just
agrees
to
agree
like
people
should
be
comfortable,
saying
differing
opinions
encourage
personal
storytelling.
A
Ask
questions
so
kind
of
relates
back
to
week,
one
as
well
as
week,
two
with
coaching
four
allow
for
experimentation
and
failure.
I
think
this
is
really
huge
in
psychological
safety
dismantled
perceptions
of
hierarchy,
so
people
don't
have
to
have
a
certain
title
to
be
speaking
up
and
saying
things:
model
and
openness
to
feedback,
not
only
delivering
feedback
to
your
team
members,
but
also
receiving
it
from
your
team
members
as
well
set
clear
goals
and
key
performance
indicators.
A
A
So
I
think
that
that's
really
interesting
and
it
it's
kind
of
the
opposite
of
what
you
think
and
then
also
making
sure
people
can
speak
up
regardless
of
whatever
their
diversity
dimension,
is
and
also
highlighting
competencies.
So
what
people
should
be
competent
in
where
they
sit
on
the
scale
things
like
that,
so
we
are
going
to
do
another
activity,
but
we're
going
to
stay
in
this.
Well,
it's
larger,
but
small,
ish,
size,
group
and
kind
of
talk
through
some
of
these
questions.
We'll
have
about
10
minutes.
G
G
I
spoke
with
people
and
asking
a
lot
more
direct
questions
and
not
necessarily
expecting
people
to
be
comfortable
enough
to
really
speak
up
and
maybe
speak
out
when
they
didn't
understand
something
or
suggest
a
alternative.
And
I
do
think
it
was
a
very
cultural
thing
and
I
think
it
was
intensified
by
the
fact
that
I
was
a
woman.
A
C
C
A
B
I
think,
as
always,
I
try
to
be
direct.
I
I
ask
you
know:
communication
style
preferences,
praise
preferences,
coaching
preferences,
you
know
just
understand
what
they
want
to
know
and
a
lot
of
times.
During
that
conversation,
you
can
determine
whether
they've
had
this
type
of
training
as
well,
where
they
are
cognizant
of
the
differences
between
different
cultures
and
especially
if
you're,
in
a
big
company
like
this
there's,
probably
been
some
exposure
to
different
cultures
and
at
least
trying
to
bridge
those
gaps,
whereas
other
more
traditional
companies.
B
You
may
not
have
that,
so
I
for
me,
it
always
just
helps
to
ask
the
questions.
What
do
they
like?
How
do
they
prefer
to
communicate?
What
doesn't
work
for
them
is
as
important
of
a
question
to
ask
as
well
and
and
even
offering
training
such
as
this.
You
know
if
you
see
that
they're
struggling
to
communicate
with
other
cultures,
that
you
know,
you
probably
do
well
to
read
this
book
or
take
this
training
and
watch
these
videos
that
are
available.
A
Definitely
I
love
that
you're
asking
the
questions
because
I
think,
like
tools
like
the
hofstede
country,
comparison
tool
are
helpful
to
see
like
general
trends,
but
obviously
there
are
always
going
to
be
variations
within
different
countries
and
cultures.
So
asking
people
like
how
they
want
to
be
communicated
with
feedback
different
things
like
that
is
really
important.
A
F
We've
had
an
initiative
where
we
kind
of
visited
everyone's
home
country.
I
think
I
have
shared
this
with
some
of
you
potentially
so
we
visited
every
single
team
members,
home
country
and
what
we
did
was
everyone
went
and
picked
a
location
in
the
country
that
they
would
love
to
visit,
and
then
the
team
member
then
sort
of
ran
through
all
of
the
photos,
and
she
had
some
experiences.
F
But
one
of
the
most
awesome
sessions
like
that
we've
had
is
one
of
the
total
rewards
team
members
joined
our
call
nitin
and
he
had
actually
created
this
full
journey
for
us
from
he
picked
us
up
at
the
airport
and
took
us
on
the
train.
He
took
us
to
his
hometown.
He
took
us
to
visit
his
home.
He
had
pictures
of
his
family.
He
showed
us
where
he
played
under
the
mango
trees
when
he
was
growing
up
and
he
spoke
about
lessons.
F
His
grandfather
had
taught
him
that
were
really
important
to
him
and
it
just
was
like
such
a
massive
moment
for
me
in
terms
of
realizing.
It
just
gave
me
like
completely
different
perspective
on
things,
and
it
was
just
a
great
way
to
be
introduced
into
his
culture
and
what's
important
to
him
and
yeah.
It
was
just
that
the
storytelling
elements
are
so
important
and
it
was
great
to
to
have
that.
A
G
G
G
F
An
ice
breaker
in
sorry,
craig
we've
got
an
icebreaker
at
the
beginning
of
our
bigger
meeting
that
we
have
so
with
the
arts
team
and
the
experience
team
and
some
of
those,
because
everyone
has
a
turn
to
pick.
One
have
been
like,
what's
an
important
item
on
your
desk,
that
you
want
to
show
the
team
or
what's
a
photograph
from
a
moment.
That
means
something
to
you.
B
Yeah,
I
might
have
to
steal
that
idea
from
you
beverly,
that's
a
good
one.
The
other
thing
that
I've
seen
work
well
with
the
team
is
like
asking
about
holidays,
because
our
both
of
my
teams
are
pretty
well
distributed
and
people
go
on
holidays
on
different
days
and
asking
what's
the
holiday
for
what
did
you
do?
You
know?
B
Is
there
anything
you
can
share
and
asking
about
big
events
that
are
happening
in
other
parts
of
the
world
like
lindsay,
and
I
are
were
in
smoke
central
for
a
little
while-
and
I
was
touched
that
my
every
one
of
my
team
members
asked
me
every
day
is
the
is
the
air
better
for
you?
Are
you
safe,
or
are
you
doing?
Okay?
So
just
asking
about
big
events
and
things
that
are
going
on
in
people's
lives.
I
think,
helps
quite
a
bit.
C
F
Oh,
he
sort
of
done
like
a
slide
deck
with
all
the
different
photographs,
and
then
he
just
moved,
but
he
had
obviously
put
them
in
sequence
and
they
were
all
his
personal
photographs
that
he
had
taken.
So
it
was
really
cool
and
just
the
the
sense
of
pride
and
his
heritage
and
their
sugarcane
apparently
is
a
big
deal
was-
was
pretty
cool
to
see.
I
was
actually
just
typing
a
message
to
the
group
at
heritage
day
in
south
africa
today.
A
A
So
just
some
practices
for
cultural
awareness
again
in
the
handbook.
If
you
need
to
reference
this
staying
values
focused
assuming
positive
intent.
I
think
this
is
a
really
big
one
because,
like
I
personally
would
not
say
something
intentionally
hurtful
to
someone
in
their
culture,
so
I
would
hope
that
someone
would
know
that
I
had
positive
intent
and
also
be
willing
to
say
hey
in
my
culture.
A
A
G
Sure
it
was
just
neil
and
I
this
time
because
we
lost
our
third
team
member-
and
we
talked
you
know
pretty
honestly
about
how
this
this
quiz
or
the
assessment
made
us
feel.
I
think
we
focused
a
little
bit
more
on
sort
of
the
socioeconomic
piece
of
it
and
some
of
those
questions
that
were
a
little
bit
more
surprising
to
us.
E
No,
that
was
fantastic
I'll
add
to
the
india
thing
is.
What
was
very
surprising
to
me
is
I
don't
feel
my
life
has
been
greatly
impacted.
I
feel
very
virtued
that
we
have
a
stable
job
working
from
home,
but
yeah
when
I
went
and
thinking
about
this
team
member,
they
moved
out
of
their
their
home
base
in
new
delhi
to
move
back
in
with
their
parents
just
so
they
had
a
more
comfortable
area
to
reside
in
while
there
was
so
much
crazy
stuff
happening
in
that
country.
F
D
D
A
A
A
The
slide,
I
think,
is
more
important
for
you
all
as
managers
is
this
tips
for
managers
on
building
an
inclusive,
remote
culture?
So
I'm
going
to
run
through
this
one,
so
the
first
one
is
set
up
time
to
show
up
for
planned
diversity,
inclusion
and
belonging
events.
I
think
this
one
is
so
important,
like
I
cannot
stress
how
many
times
I've
heard
people
individual
contributors
say
to
me.
A
So
if
you
can
like
do
show
up
for
the
diversity,
inclusion
and
belonging
events
and
participate,
so
not
only
that
you
can
learn,
but
you
can
show
your
team
that
it's
a
priority
as
well
and
second
incorporate
diversity,
inclusion
and
belonging
into
your
team
meetings
and
a
great
way
to
do
that
is
attend
the
events
and
then
say
in
your
team
meeting.
I
attended
this
event.
These
are
my
key
takeaways.
Did
anyone
else
attend?
A
What
were
your
takeaways
just
to
get
the
discussion
going
on
your
team
encourage
diversity
of
thought
in
speaking
up,
we
kind
of
touched
on
this
before
in
psychological
safety
connecting
with
your
team
members
getting
to
getting
to
know
them
on
a
more
personal
level,
asking
team
members
what
pronouns
they
use
again
getting
to
know
them
a
little
bit
more
personally
and
then
being
mindful
of
times
that
you're
you
have
meetings
set.
So
not
everyone
lives
in
the
same
time
zone
as
you,
which
would
make
things
way
easier,
but
also
way
less
diverse.
A
So
we
just
be
mindful
of
those
meeting
times
that
you
have
and
then
just
just
be
a
role
model
in
general.
I
think
that
will
be
really
helpful
for
our
teens,
so
yeah,
and
these
are
all
on
this.
Well
now
I
move
my
mouse
and
you
can't
see
it,
but
it's
a
diversity,
inclusion
and
belonging
tips
for
managers
section.
So
if
you
want
to
reference
this,
it's
in
the
handbook
as
well
but
oh
also
candice,
is
awesome.
She's,
a
diversity
and
inclusion
manager.
A
Here
her
team
is
growing,
so
there
will
be
a
team
soon.
But
if
you
have
questions
requests,
things
like
that
feel
free
to
open
an
issue
on
their
issue
board
and
then
also
they
have
an
email
address
that
you
can
email
them
inquiries
as
well.
So
just
keep
that
in
mind,
but
that
is
what
I
have
for
today.