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From YouTube: MECC example iteration series: Informed Decisions
Description
MECC is a new management philosophy to speed up company progress by creating the environment for better decisions and improved execution of them. GitLab pioneered MECC and continues to steward its development.
MECC (Managing so Everyone Can Contribute): https://about.gitlab.com/handbook/mecc/
This call is focused on the first tenet, Informed Decisions: https://about.gitlab.com/handbook/mecc/informed-decisions/
A
Hey
all
we
are
in
the
first
of
a
four-part
series
focusing
on
mech
mech
is
a
management
philosophy
that
been
pioneered
at
get
lab.
Mech
stands
for
managing,
so
everyone
can
contribute,
and
the
goal
of
mech
is
to
speed
up
company
progress
by
creating
the
environment
for
better
decisions
and
improved
execution
of
them.
B
Yeah
thanks
darren
and
thanks
all
the
work,
that's
going
into
this
screenshot
informed
decisions
page.
I
think
this
transparency
example
is
great.
I
do
think
it's
more
of
a.
B
It's
more
of
a
handbook
example
than
transparency,
so
transparency
is
being
public
by
the
fall.
That's
the
core
of
transparency.
B
A
handbook
doesn't
need
to
be
public.
All
of
these
things.
You
could
do
in
an
organization
that
never
shares
anything
with
the
outside
world,
so
I
think
we
stumble
informed
decisions
benefit
from
a
handbook,
but
I
don't
think
it's
an
example
of
transparency.
B
A
B
A
B
Public
by
default,
I
think
it's
it's
stuff
that
paid
off
in
unexpected
ways
like
we
live
stream.
A
ton
of
meetings
I
once
live
streamed
like
michael
mcbride,
was
onboarding
and
he's
like
hey.
Can
you
pitch
the
product
to
me,
I'm
like
sure
or
was
the
other
way
around
he's
pitching
the
product
to
be?
I
don't
know,
but
we
live
streamed
it
and
it
was
like.
B
Oh,
it's
super
hard
because
it's
my
first
day,
but
it's
one
of
the
most
popular
videos
that
we
have
and
it
actually
went
viral
like
his
his
neighbor,
saw
it
as
a
suggestion
below
his
gmails,
which
is
like
how
does
google
know
that
but
whatever,
but
it's
that
if
you
make
something
public,
there's
all
kinds
of
unexpected
uses
for
it,
I
think
for
gitlab,
that's
been
like.
We
were
public
to
stay
in
touch
with
the
wider
community
that
succeeded.
B
B
A
B
You
get
you
get
information
silos
like
people
in
a
company,
don't
know
what
the
strategy
is,
so
they
don't
know
how
to
make
decisions.
People
outside
the
company
doesn't
know
what
the
company
stands
for.
People
inside
the
company
ever
much
are
sometimes
shielded
from
the
information
and
they
need
to
know
it
but
like
how
do
you
hey?
You
have
to
make
a
case
and
in
order
to
make
a
case,
you
first
need
to
know.
The
information
existed
like
it's
public
by
default
makes
that
a
lot
easier.
A
B
I
think
we
would
call
that
internal
by
default,
but
I
think
it
would
still
be
a
benefit
to
kind
of
be
visible
to
all
team
members
by
default:
okay,
good
stuff
yeah.
So
let's
change
this
heading
to
public
by
default.
Let's
add
a
handbook
first
heading
and
let's
find
a
cool
single
source
of
truth.
Yep.
B
B
B
I
think
of
a
smaller
example.
It
was
in
the
ceo
channel
kind
of
a
week
or
two
ago.
It
was
about
time
zone
selection.
I
don't
think
that's
an
appealing
example.
A
A
B
It's
it's
hard
like
anyone
who
can
change
stuff
like
especially
if
it's
a
sheet
like
in
a
sheet
someone
you
like
sorts
and
they
press
the
wrong
button,
and
now
everything
is
he
has
they
selected
a
command
and
then
a
column
and
then
sorted
now.
The
whole
list
is
messed
up
like
it's
hard
to,
like
trust,
every
single
person
to
never
make
that
mistake
or
detect
it
quickly.
B
So
I
think
what
you
need
is
a
shared
display
space,
but
with
version
control
you
need
to
be
able
to
see
who
did
what
when
and
you
gotta
have
something
that
doesn't
allow
for
like
an
easy
mistake.
Maybe
that's
the
wrong
way
to
say,
but
the
version
control
is
essential.
B
The
other
thing
is
people
keep
saying
keep.
Another
thing
was
like
we
organized
by
the
department
which
makes
sense,
and
then
people
say
well,
it's
going
to
keep
the
list
or
purchasing
going
to
keep
the
list
or
people
going
to
keep
the
list.
That's
not
how
it
works.
But
if
you
organize
by
department
we
we
there's
multiple
departments
involved
with
any
application,
still
that
application
should
have
a
single
source
of
truth.
Where
should
that
live
it's
not
about
who
purchases
it
or
who
secures
it?
It's
about
what
the
application
does
the
output?
B
Skill
lab
should
be
the
engineering
part
of
that
book
and
the
security
part,
but
like
that's
where
it
should
be,
and
then
like
wow,
but
I
want
this
list
and
it
should
have
all
these
applications.
I
want
to
see
them
in
one
neat
list
great
well.
We
gotta
write
some
automation
to
do
that
say
to
detect
hey.
This
is
an
application,
and
on
that
application
page,
you
should
see
like
okay.
Well,
this
one
was
reviewed
by
the
security
department.
This
is
one
legal
signed
off
on
this
one
etc.
B
Not
really
like
the
ideal
state
is
that
peers
detect
like
hey,
I'm
keeping
a
list
you're
keeping
a
list,
but
we
we
all
need
a
comprehensive
list
of
all
applications
that
are
used.
My
list
is
missing
some
of
yours
and
vice
versa.
We
should
solve
this.
It's
the
ideal
state.
If
functions
can
do
it,
then
it
goes
to
the
the
ceo
level,
at
chief
of
staff
level,.
B
A
A
B
A
A
B
B
The
style
can
go
if
you
look
at
the
spectrum,
you
can
say:
hey
darren
on
this
page,
insert
remove
the
double
space.
That's
super
direct
and
do
it
now,
that's
super
directive
or
you
could
say,
hey
darren,
can
you
have
another
look?
I
I
think
that
page
doesn't
look
nicely
formatted
if
you
agree,
consider
spending
some
time
on
that
at
some
point
in
the
future.
B
So
you
can
vary
the
styles
and
I
think
people
sometimes
assume
that,
like
because
you're
directive
in
one
situation,
that
you're
directive
in
all
situations.
B
Some
people
are
but
you'd
be.
You
won't
be
very
successful
right
if
you,
if
you
do
that,
so
things
that
and
there's
an
idealized
version,
I
don't
actually
function
like
this,
but
an
idealized
stylized
version.
You
consider
all
kinds
of
factors
when
making
that
decision
on
how
directive
to
be.
A
There
an
example
in
your
own
leadership
that
comes
to
mind
where
you
are
maybe
proud
of
yourself
for
pausing
and
considering
leading
in
a
situational
manner.
Well,
conversely,
if
there
was
an
example
where
maybe
that
wasn't
the
case,
the
situation
wasn't
considered.
I
think
both
of
those
could
be
useful
as
we
flesh
this
out.
B
Yeah,
lots
of
them.
B
There
was,
we
cancelled,
a
company
get
together
and
we
were
working
on
okay.
What
now
and
I
had
a.
B
Pretty
detailed
proposal-
and
I
left
it
before
my
holiday-
I
said-
look
figure
this
out,
but
when
I
get
back,
I
want
something
we
can
service
to
the
entire
company
in
a
day
or
two,
and
when
I
got
back
there
was
a
completely
different
proposal
and
there
were
all
kinds
of
problems
identified
with
my
original
proposal.
So
the
change
proposal
was
a
lot
better.
That's
great
like
I
could
have
also
pressed
for.
Like
hey,
you
publish
this
to
the
company
now
and
I'll
deal
with
the
fallout.
B
So
that
that
be
an
example
and
there's
also
like
I
had
a
conversation
today
with
a
team
member
and
it
was
like
well
at
that
point,
you
were
you're,
pretty
not
their
words,
but
pretty
stern
about
like
hey
this.
This
is
unacceptable
and
it
it
was.
We
were
gonna,
send
out
a
communication
to
millions
of
people
that
I
thought
could
have
a
material
adverse
effect
to
the
company.
I
said
look,
this
is
this
is
unacceptable.
B
This
cannot
go
out.
I
need
to
improve
every
single
message
that
goes
out
from
here
on.
That's
like
on
the
delegation
scale.
That
is
like
very
little
delegation.
It's
very
little
responsibility,
but
when
the
stakes
are
very
high
and
the
risks
are
very
high,
like
it's
a
lot
of
people,
it's
an
important
message
and
so
far
the
messaging
hasn't
been
great
like
well,
then
it
calls
for
the
most
most
most
risk
reduction.
That's
possible,
even
though
that's
not
it's
not
fun,
and
it's
not
efficient
for
anybody.
I
do.
A
B
Being
willing
to
be
the
same
as
saying
darren,
look
anything
you
write
about
mac
run
it
by
me
before
you
even
put
it
in
a
merch
request
like
you'd
you'd,
slam
the
door
and
walk
out
because,
like
what
is
that
doesn't
make
sense,
it's
very
inefficient.
It's
very
demotivating
and
very
not
empowering,
and
in
the
end
like
we
have.
We
can
course
correct
where
we're
off
so
and
and
what
bothers
me
a
bit
about
the
example
today.
I
think,
when
kicking
off
a
new
project,
a
manager
is
open-minded.
B
Well,
first
of
all,
open-minded,
I
think,
is
a
strange
word
to
use,
but
when
kicking
off
a
new
depends
on
the
project,
sometimes
a
project
is
like,
I
know,
what's
needed.
I
know
my
reports.
I
know
this
and
this
person
is
going
to
go
on
it.
I'm
not
going
to
ask
for
inter-companies
volunteers.
B
No,
this
calls
for
the
expertise
of
this
and
this
person.
I
know
I
know,
there's
nobody
else
there
like
that.
The
whole
idea
of
situational
leadership
is
it
depends
when
we
identified
a
small
thing
today,
the
youtube
unfiltered
icon
was
wrong.
Are
we
going
to
say
exactly
to
this
person
fix
it?
No,
we
ask
like
hey
ceo
shadow:
can
you
drop
it
in
the
co
channel
and
we'll
see
whoever
whoever
wants
to
fix
that
it's
low
stakes?
We
don't
know
who
should
solve
it?