►
From YouTube: Manager Challenge Retrospective Session
Description
The Learning & Development team held a manager challenge retrospective on 2020-10-08 to participants in the program.
A
A
Session
this
morning
as
well
and
got
some
really
great
feedback,
so
just
scheduled
this
time
for
us
to
come
together,
synchronously
to
discuss
any
feedback
we
have
on
the
the
manager
challenge.
You
know
feel
free
to
be
really
candid
with
us.
It's
kind
of
the
first
time,
we've
done
anything
like
this.
I
get
lab
and-
and
I
know
we've
got
a
lot
of
really
great
feedback,
already
kind
of
as
we
iterate
and
roll
this
out
organization-wide
in
the
next
couple
of
months.
A
C
A
So
I
mean
the
the
goal
right
now
would
be
for
anybody
who's
promoted
into
a
manager
to
take
the
training,
but
also
to
there's
been
a
couple
of
audiences,
specifically
that
have
requested
us
to
roll
this
program
out
to
them
individually.
Like
a
number
of
sales
managers,
you
don't
want
to
take
the
course
and
product
managers-
I
don't
know
if
we
want
to
like
make
it
like
mandatory.
A
D
So
I
can
vocalize
the
two
items
that
I
just
put
in
here.
So
one
of
them
was
maybe
I
missed
it,
but
it
would
be
really
nice
to
know
at
the
beginning
of
the
sessions
which
ones
might
involve
my
team
or
what
I
can
involve
my
team
in
because
I
assume
they
were
all
individual
challenges
and
then
there
were
a
couple
that
were
like
hey.
A
D
And
so
one
of
the
ideas
is,
you
know,
since
we
have
meaningless
fridays-
and
I
don't
know
if
l
d
has
talked
about
this-
that
may
be
an
opportunity
where
we
could
do
larger
training
sessions,
because
if
you
set
up
training
on
a
friday,
I
don't
have
to
cancel
all
my
meetings
move
all
my
other
stuff,
so
one
of
the
ideas
is
potentially
to
instead
of
having
the
several
weeks
have
a
three
hour
block
on
a
friday.
Something
like
that
which
we
know
by
definition,
should
be
clear.
D
A
Yeah,
I
know
one
one
initiative
we
we
really
want
to
focus
on
is
like
kind
of
taking
using
fridays
to
learn.
You
know
as
well,
it's
like,
since
you
hopefully
don't
have
any
meetings
that
day
you
can
maybe
focus
a
couple
hours
on
professional
development.
You
know
growing
your
skills
yeah,
I
mean
if
that,
if
that
day
is
already
open,
it
could
be
a
really
great.
You
know,
forum
to
bring
people
together,
maybe
more
participation
in
general.
B
B
Is
there
somewhere?
I
didn't
see
it
while
I
was
going
through
it
other
than
the
individual
issues,
but
is
there
somewhere
to
add,
suggested
materials
or
related
materials?
You
know
like
the
social
styles,
there's
a
ton
of
different
materials
out
there
that
could
be
studied
or
compared
right,
because
sometimes
the
one
tool
that
you
have
may
not
really
work
for
the
manager
that
that
you're
working
with
and
having
a
a
set
of
tools
available
to
review,
I
think,
is
helpful.
A
Yeah,
no,
that's
that's
that's
great,
I
would
say
I
think
for
now
put
it
in.
Maybe
we
can
formalize
this,
but
put
it
in
the
the
manager
challenge
retro
issue.
I
can
put
a
link
right
here
to
it,
but
yeah.
I
agree.
I
mean
there's
there's,
for
example,
like
the
behavioral
assessments,
which
you
know.
I
know
I
got
some
really
good
feedback
on
that.
A
Just
not
we
don't
want
to
typecast
team
members
and
into
boxes,
but
there's
a
ton
of
different
ones
out
there
and
social
styles
is
just
just
one
of
many
as
well
as,
like
you
know,
rebecca.
You
brought
up
a
good
point
of
the
tuckman
model
versus
the
the
drexler
civic
team
performance
model.
I
mean
this
whole
space
within
leadership
and
management
development.
There's
there's
a
lot
of
resources
out
there.
A
B
Maybe
eventually
in
the
handbook
right,
because
we
have
the
manager
challenge
section
in
the
handbook
and
I
link
to
that
on
my
linkedin
page,
so
that
other
people
outside
the
company
can
learn
from
it
as
well.
So
yeah,
maybe
just
if
you
know
if
this
resonated
with
you
check
out
these
materials
and
maybe
have
them
linked
to
the
themes
of
the
different
weeks
that
we
had
of
the
manager,
training
or
maybe
you
you
all
know,
the
material
better
and
the
long-term
goals.
B
A
B
F
F
A
That's
that's
a
big
focus
for
us
in
the
future,
just
because
you
know
jc
and
I
we're
both
in
the
u.s
like
how
can
we
make
this
content
consumable
for
aipac
and
emea
just
a
little
bit
more
and
give
them.
You
know
those
networking
and
you
know,
live
learning
opportunities,
so
we've
got
to
try
to
solve
that
for
them
as
well.
A
You
know
I'm
curious
too,
like
did
you
did
you
since
kind
of
at
gitlab?
You
know
we
don't
have
meetings
where
we
present
slides.
You
know,
team
members
use
the
prep
work
to
review
slides
and
then
they
come
to
the
meeting
and
ask
questions
in
like
live
learning.
Events
during
the
challenge
did
you
find
that
it
was
beneficial
to
review
the
content
in
those
meetings,
or
would
you
rather
use
that
time
for,
like
networking
kind
of
learning
from
others,
you
know
role
playing
scenarios
versus
spending
the
first
20
30
minutes
talking
about
content.
B
There's
that-
and
I
think
it's
also
beneficial
to
make
sure
everybody's
on
the
same
page,
the
level
set
kind
of
expectations
and
understanding
of
you
know
what
the
breakout
sessions
are,
what
the
goals
of
the
synchronous
sessions
are
so
yep.
I
think
it's
helpful
okay
and
I,
I
think
you
all
did
a
really
good
job
of
kind
of
adjusting
to
the
audience.
As
I
saw
us
going
through
the
first
weeks
like
second
week,
you
made
some
pretty
dramatic
changes
right
yeah,
you
dropped
the
role-playing
piece.
B
A
C
Okay,
now
I
thought
it
was
a
really
good
amount
of
time.
One
weakness
in
other
programs
that
I've
been
in
is
that
they're
awfully
short
where
you
don't
have
to
do
much
in
them,
one
that
I
went
to
I
used
to
work
for
oracle
and
they
have
it
required
if
anybody
gets
promoted
or
hired
into
a
manager.
You
have
to
go
and
it's
an
off
site
it's
a
week.
I
don't
know
what
they're
doing
during
copen,
but
it's
a
real
it's
very
immersive
and
intense.
You
know
I
brought
my
family
up
to.
C
You
know
stay
with
me
for
the
week
and
everything
that
would
be
too
much
right.
I
think
that's
too
much,
but
something
that
you
can
really
easily
dip
in
and
out
of,
would
be
too
easy
right.
That
would
not
give
you
any
particular
useful
stuff
to
work
with.
So
I
thought
it
was
a
good
sweet
spot
and
it's
not
like
a
semester,
long
yeah.
That
would
be
a
different
program
right.
That
would
be
something
else
which
would
be
interesting,
but
not
what
you're
trying
to
achieve
here.
B
Yeah,
I
agree
with
rebecca
I've
been
in
those
week-long,
immersive
trainings,
where
that's
all
you
do
for
the
week
or
several
days,
and
it's
it's
quite
draining,
and
it's
a
bit
too
much
and
you
lose
some
of
the
topics
as
well
right.
You
have
to
go
back
and
review
it,
so
I
think
this
is
very
well
balanced.
I
appreciated
the
way
you
set
up.
Structure
worked
well
for
me,
cool.
A
That's
really
good
feedback.
I
think
I
think
one
big
area
for
us,
too,
is
just
figuring
out
how
we,
how
do
we
summarize
all
of
the
comments
and
the
issues
for
the
challenges,
because
you
know
dedicating
time
to
review
that
and
read
is
really
it
can
be
tough.
So
that's
a
that's
an
interesting
solve
for
for
us
moving
forward.
How
do
we?
How
do
we
summarize
this.
D
Yeah,
you
know
being
behind.
Actually
one
of
the
benefits
was,
I
was
able
to
go
and
see
and
read
everyone's
comments
ahead
of
mine,
and
so
I
think
people
that
may
have
done
the
things
first
lost
out
if
they
didn't
go
back
and
look
at
all
the
comments
that
were
showing
up,
because
I
think
there's
a
huge
amount
of
value,
almost
more
value.
Frankly,
in
the
comments
than
just
the
the
descriptions.
F
A
question
about
that:
do
you
think
I
like
don't
want
this
to
seem
like
college
and
just
having
to
comment
on
other
people's
responses,
but
do
you
think
it
would
be
helpful
to
have
that
be
part
of
the
assignment
like
you
have
to
respond
to
this?
You
also
have
to
respond
to
at
least
one
other
person's
like
what
they
wrote.
C
I
think
you
know,
as
you
point
out
somebody
who's
really
motivated
or
behind,
can
easily
enhance
their
experience
by
going
back
and
reading,
but
to
make
that
required
you're
going
to
get
into
a
race
condition
where
people
are
kind
of
waiting
on
each
other
and
stuff,
and
I
don't
I
don't
know
that
doesn't
sound
like
any
help.
Any
more
helpful
to
me.
D
B
Yeah,
that's
a
good
idea
yeah!
I
I
agree
with
rebecca
about
not
making
it
required
there
were.
There
were
people
that
gave
good
feedback,
like
hey
seth,
said
a
great
thing
or
rebecca.
That
was
a
great
suggestion.
I'm
gonna
go
read
that
book,
so
it
comes
across
as
probably
a
little
more
genuine
if
it's
organic,
like
that
than
being
forced.
So.
A
Awesome,
no,
it's
really
good
feedback.
I
think
you
know
if
you,
if
you
have
more
feedback
and
you
just
drop
us
a
line
in
the
manager
challenge
pilot-
you
know
channel-
and
you
know,
I
think,
we'll
definitely
a
lot
of
iteration
on
this.
I'm
actually
meeting
with
sid
on
tuesday
just
to
review
the
program
with
him
because
he's
this
is
he's
super
passionate
about
manager,
enablement,
leadership,
training,
so
he's
got
a
firm.
A
B
Awesome
yeah,
that's
great,
that
there
is
this
much
investment
in
training
managers,
because
a
lot
of
times
it's
just
like
okay,
you're,
a
manager
now
go,
and
you
don't
get
this
type
of
training.
I
some
of
us
have
been
fortunate
enough
sounds
like
rebecca
got
it
and
I
think
some
other
folks
on
this
call,
but
I've
seen
other
people
like
you're,
a
manager
now
and
they're
just
kind
of
lost.
I
go
crap.
What
do
I
do
now?
I
knew
my
old
job
and
now
I
have
a
different
set
of
responsibilities.
B
F
A
A
Cool
well,
if
you
ever
want
to
jump
on
a
call
101
where
casey
and
I
talk
about
anything,
any
ideas
or
you
won't
drop
us
a
line
seriously.
We're
we're
an
open,
open
book.
If
you
want
to
participate
in
the
next
challenge
that
we
roll
out,
you
can
do
that
as
well.
I
don't
know
how
different
the
content
will
be,
but
it
should
be.
It
should
be
pretty
pretty
different.
Actually.
E
A
B
Is
there
are
there
any
plans
to
offer
this
to
ics,
who
may
be
interested
in
management
track?
Awesome,
yeah,
yeah,
because
I
think
I
think
I've.
I
managed
I've
managed
managers
before
and
a
lot
of
them
were
the
internal
transfers
from
being
an
ic
to
being
a
manager,
and
I
think
a
couple
of
them
had
they
seen
these
slides
up
front
would
have
said
nope.
I'm
out.
I
don't
want
to
do
this.
I
don't
want
to
get
that
involved
at
a
personal
level.
With
my
team
I
didn't
realize
that
was
that
important.
B
C
I
second
that
and
for
a
different
reason,
so
this
was
like
the
first
question
that
I
got
in
my
peer
managers,
team
and
support.
They
asked
me
to
speak
about
this
program
this
week,
since
it
just
finished,
and
that
was
the
first
question-
was
I've
got
people
who
are
interested
in
potentially
being
managers?
Would
this
be
a
good
thing
for
them
to
do,
and
I
was
like
definitely.
C
It
was
like
not
even
a
question
in
my
mind
and
it's
I
love
what
you're
saying
about
kind
of
weeding
out
or
making
it
more
real,
but
it's
also
stuff
that,
for
example,
in
our
definition
of
senior
support
engineers,
we
look
for
some
of
these
skills
to
be
happening
already
right.
So,
if
we're
looking
for
that
to
be
happening,
let's
show
them
how
right
and
not
just
wait
for
people
to
magically
or
intuitively
know
how
to
do
these
things.
C
Let's
give
them
some
tools,
so
I
love,
I
think
you
said
something
more
towards
the
beginning,
josh,
that
there
might
be
kind
of
an
opt-in
way
of
doing
it.
If
it's
run
a
couple
times
a
year,
then
people
could
opt
in.
I
also
like
that,
it's
measurable
right,
it's
a
thing
that
can
go
into
someone's,
maybe
promotion
document
or
something
you
know.
I
have
this
aspiration
towards
that
goal.
I'm
going
to
do
this
program
and
see
you
know,
evaluate
the
results.
It's
it's
concrete.
It's
something
good!
That
way.
A
Yeah
well,
this
is
exciting.
I,
if
there's
other
topics
too,
that
you
think
would
really
like
hit
home
like
get
lab
specific.
You
know,
I
know
we,
you
know
coaching
and
trust
and
high
performing
teams
and
inclusiveness
too,
like
that's
another
thing
like
we're,
constantly
trying
to
reevaluate
just
making
sure
the
topics
align
with
our
values.
D
Some
of
this
is
already
in
the
handbook,
but
maybe
some
task
specific
things.
You
know
running
effective,
one-on-ones,
running
effective
team
meetings,
running
effective
brainstorming.
You
know
a
lot
of
the
things
that
are
very
specific
to
what
we're
doing
in
a
remote
company,
even
just
a
workshop.
You
know
two
hour
session
of
like
hey
here's
one
on
ones:
here's
how
to
structure
them.
Here's
things
to
do
not
do
same
thing
for
team
meetings
and
so
on
and
so
forth.
C
I
could
see
that
being
like
an
ongoing
series
of
seminars
offered
right
like
once,
a
quarter
you'd
get
a
thing
about
one-on-ones
or
whatever
yeah.
I
like
that.
I'm
working
with
one
of
my
colleagues
slowly
on
an
issue
about
running
inclusive
meetings
in
particular,
because
it's
very
different
than
how
many
get
lab
meetings
are
run.
So
we're
going
to
be
doing
some
experiments,
probably
in
q4
and
I'll
touch
back
with
you,
jc
and
josh,
and
see
if
that
ends
up
being
something
that
could
be
helpful
to
workshop
with
other
people
who
run
meetings.
C
Well,
the
nice
part
is
a
lot
of
people
have
done
a
lot
of
work
in
that
area,
so
we
don't
have
to
invent
things.
We
can
choose
a
boring
solution,
but
it
does
take
some
experimentation,
followed
by
iteration,
I
think,
to
see
what
might
actually
work
in
our
async
environment.
Another
question
rolling
this
out
more
would
are.
Is
it
assumed
that
other
things
will
be
prerequisites,
for
example,
that
you've
already
gone
through
the
101
and
201
of
gitlab
basics
that
you've
already
done
the
remote
work?
Foundations
thing?
A
Yeah,
ideally
there
would
be
a
number
of
them
and
you
know
I
think
I
don't
want
to
take
too
much
more
of
our
time.
But,
like
you
know,
we
are
getting
a
learning
management
system
here
at
gitlab
in
the
next
couple
of
months,
and
that's
really
going
to
help
us
really
really
scale
learning
and
really
make
it
like
a
lot
more
personalized.
So,
like
I
would
envision
you
wouldn't
be
able
to
sign
up
for
this
course.
Unless
you
completed
those
prerequisites,
you
know
right
now.