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From YouTube: Steering Committee Election Q+A on 20220829
Description
Steering Committee Election Q+A on 20220829
A
A
A
So
I
I
see
the
cc's
on
the
line.
I
don't
want
to
put
you
on
the
spot
exactly,
but
you're
obviously
welcome
and
encouraged
to
ask
questions
as
you.
You
have
them,
I
think
I'll
start
with
opening
the
florida
questions
and
if
it's
super
quiet,
then
maybe
we'll
do
sort
of
a
round
robin
amongst
the
steering
members
and
have
them
share
something
that
they'd
like
to
share.
B
Oh
great,
maybe
that's
because
I'm
still
new
to
the
community-
and
I
have
too
many
questions
about
others,
but
yeah
I'll,
take
this
opportunity
to
ask
some
questions
if
possible.
Yeah,
since
I
yeah
I'm
not
sure
I
just
decided
to
run
this
morning
and
I
sent
out
the
the
issue
just
this
morning.
Thank
you
so
much.
I
would
love
to
learn
about,
like
the
experience
you've
been
through
like
visiting
the
steering
committee
and
how
like
I
don't
know
how
it
feels
like
for
you
guys.
D
D
Like
the
human
skills
side
of
things
than
you
probably
think
it
does,
or
at
least
that's
like
externally,
visible
it's
a
job
that
requires
honestly.
I
think
the
thing
that
it
requires
most
of
is
empathy
more
more
than
than
any
other
skill,
because
a
lot
of
the
things
that
steering
does
like
the
at
least
in
my
experience,
like
the
simple
things,
are
all
kind
of
taken
care
of
like
we
know
what
a
say
gets.
We
know
kind
of
how
we
organize
our
work.
D
The
technical
decisions
are
all
delegated
to
the
proper
technical
leaders,
so
like
steering,
doesn't
really
get
involved
in
in
technical
decisions.
Unless
it's
like
a,
we
have
no
idea
who
is
the
technical
owner
for
a
particular
thing.
Steering
please
find
us
one,
but
a
lot
of
the
problems
that
end
up
surfacing
up
to
steering
are:
are
they
the
human
related
ones
of
like?
D
We
don't
know
where
something
like
ownership
for
a
particular
thing
should
lie?
We
don't
have
the
things
that
we
need
like
we
don't
have
the
right
people
in
the
right
areas,
as
well
as
maintaining
and
fostering
relationships
between
the
kubernetes
community
and
other
communities.
Like
the
cncf
other
projects,
you
know
other
open
source
communities,
there's
a
lot
of
that
kind
of
stuff,
that's
not
necessarily
as
easily
visible
as
as
a
lot
of
the
other
kinds
of
work.
So
it.
D
I
guess
that's
the
thing
that
at
least
surprised
me,
the
most
about
about
coming
onto
steering
is
there's
plenty
of
time
that
you
need
to
spend.
That's
like
the
visible
stuff
that
you
see
that
you
see
steering
committee
members
being
involved
in,
but
there
is
a
surprising
amount
of
like
less
visible
things
that
are
are
like
coordinating
with
other
communities
like
we,
you
know
an
example
would
be.
D
How
do
you
solve
like
weird
governance
problems
like
how
are
you
approaching?
What's
your
thought
process
on
a
particular
thing,
kind
of
like
sharing
ideas
back
and
forth
and
stuff
like
that?
So
there's,
I'm
sure,
there's
other
things,
I'm
sure
other
other
steering
committee
folks
can
kind
of
chime
in,
but
it's
at
least
the
the
was
maybe
one
of
the
more
surprising
aspects
of
of
it.
For
me,
the
last
few
years
that
I've
been
been
on
the
committee.
A
E
Yeah,
I
think
I'd
echo
a
lot
of
what
christoph
said.
I
think
the
the
liaison
role
has
expanded
or
it
sort
of
got
created
and
then
expanded
over
the
past
couple
years,
so
that
each
steering
member
sort
of
has
a
set
of
sigs
or
community
groups.
They
might
be
sayings
or
committees
or
working
groups
that
they
are
like
trying
to
reach
out
one-on-one
to
both
to
sort
of
signal,
boost
initiatives
or
information
from
steering
to
those
groups,
but
then
also
to
try
to
you
know,
feel
out.
E
E
That's
just
blocked
off
for
like
steering
stuff,
and
so
some
weeks
everything
fits
inside
that
slot
some
weeks
it
doesn't,
but
that
is
sort
of
a
regular
reminder
to
sort
of
go
through
the
backlog
and
things
that
aren't
urgent
and
screaming
for
attention,
but
still
like
need
to
get
attention
so
that
that
was
helpful
for
me
to
kind
of
have
both
a
time
bound,
but
also
like
a
regular
prod
to
be
like.
Okay,
this
I
should
take
the
time
to
reach
out
to
my
liaison
groups
or
review
open
issues
or
write
that
doc.
C
Yeah
I
again,
echoing
going
with
christoph
and
jordan,
said
there.
I
a
lot
of
this
is
yeah.
A
lot
of
this
is
unexpected
unexpected
time
it's,
I
think,
some
of
the
the
work
that
we
do
is
at
times
bursty
at
time
signal
interrupting
there
urgencies
that
that
maybe
don't
exist
on
the
surface.
You
know
whether
it's
again
interfacing
with
these
various
community
groups.
C
You
know,
you
know
an
example
could
be
the
you
know
the
the
annual
reports
right
so
so
the
liaisons
are
partially
responsible
for
those
two
making
sure
that
those
get
in
and
and
kind
of
and
kind
of,
moving
cigs
through
the
process.
Again.
This
is
a.
I
think,
it's
important
to
continue,
stressing
that
this
is
like
it's
not
a
technical
role.
It's
not
a
technical
role.
It
is.
It
is
very
much
a
human
role.
It
is.
C
Also,
you
know
elements
of
it
where
you
know
answering
these
questions
that
that
don't
necessarily
have
answers
or
or
the
answers
or
maybe
assumed
you
know
examples
include.
You
know
some
discussions
around
the
like.
You
know,
dno
insurance
for
for
standing.
You
know
standing
committee
members
right
are,
are
we?
Are
we
protected
in
executing
our
duties
right
by
some
by
some
set
of
bodies
like
funding
is
another
one
that
we
take
care
of
right,
so
you
know,
can
we
get
this
account?
Maybe
it's
a
one
password?
Maybe
it's
network.
C
Maybe
it's
you
know,
and,
and
like
you
know,
things
like
netlify
are
maybe
seated
to
you
know,
seated
to
be
being
handled
by
like
cntf.
You
know
program
management,
but
there
are.
There
are
often
times
where
you
know.
Maybe
someone
needs
an
apple
developer
account
or
something
like
that
right,
where,
where
there
there
are
certain
things
that
you
know
like
hey,
this
is
not
a
thing
that
we
had
before.
This
is
not
in
our
support
infrastructure
for
the
community.
Someone
needs
to
go
investigate
that
right.
Maybe
that
may
be
contributor
experience.
C
Maybe
that's
that's
on
the
steering
side,
so
there
are
lots
of
little
things
that
are
happening
in
the
background
to
make
sure
that
we
are
actually
supporting
the
community
and
then
I
I
think,
outside
of
that,
acting
as
we're.
You
know
we're
partially
a
voice
for
the
community
right.
You
know
if
the
you
know
so
so
you're
familiar
now.
C
Having
done
the
the
release
team
lead
stuff,
that
there
are
like
cncf
webinars
that
you
do
and
the
press
may
want
to
speak
to
you
and
those
are
things
that
that
the
steering
committee
will
will
also
do
right.
So
if
it,
if
it
you
know,
for
the
sake
of
maintainers
within
cncf
projects,
you
know
kubernetes
has
scores.
C
You
know
scores
hundreds
of
maintainers
really
across
the
you
know
across
all
of
the
sigs
and
sub
projects,
but
for
the
cncf
definition
of
maintainer
that
the
the
people
who
go
on
the
spreadsheet-
that's
that's
the
steering
committee
right
so
so
things
related
to
you
know
the
submissions.
For
you
know,
submissions
for
cubecode,
for
example,
we'll
come
to
conversations
around
you
know,
voting
on
on
on
various.
You
know
on
various
issues
for,
say:
cncf,
tfc
or
gb
may
be
floated
across
our
desk
right.
C
A
So
I'll
I'll
give
a
couple
thoughts
on
that.
First,
the
projects
you
think
the
project
is
roughly
10
years
old.
It's
a
successful
and
mature,
mostly
project
right.
So
what's
missing,
I
think
that's
where
leadership
is
required
to
look
at
what
could
be
missing
and
we're
talking
about
the
liaisoning,
and
you
really
know
firsthand
from
being
released.
Leave
that
it's
not
just
sort
of
equity
message.
You
can't
just
sort
of
say:
hey,
go!
A
I
mean
there's
still
invention
and
innovation
going
on,
but
there's
only
so
many
projects
that
you
can
enable
block,
storage
for
or
ipv6
or,
like
you
start
to
see
these
patterns
over
and
over
again,
and
they
need
done.
But
there's
other
things
that
need
done
also,
and
that
part
is
a
new
and
different
challenge
for
me.
So
yeah
I
feel
like,
as
somebody
who's
been
around
the
industry
for
almost
three
decades
now.
I
feel
like
it's
partly
my
responsibility,
it,
the
last
kubecon
somebody
was
walking
by
me
and
there's
a
conversation.
A
They
had
a
question
and
they
turned
to
me
like
hey
librarian.
How
did
we
do
such
and
such?
And
it
was
like
an
honor
kind
of
to
to
know
that,
like
I'm,
I'm
not
just
old,
but
I'm
old
and
I
can
remember
stuff
and
have
some
useful
context,
maybe
to
bring
to
a
situation
and
not
that
we're
always
bound
by
the
past
but
to
to
be
informed
by
it.
At
least,
and
I
feel
like
that.
A
B
A
We,
I
think
a
couple
of
there's
been
sort
of
a
theme
around
sort
of
we're
challenged
with
hard
problems
and
those
we
really
have
to
then
all
express
what
we're
thinking
and
feeling
and
work
through
what
the
problem
is
and
what
might
a
solution
be
and
not
necessarily
be
tied
to
our
own
opinion,
but
be
open
to
hearing
what
the
others
say
and
know
that
we're
going
to
be
challenged
in
that
probably
and
that
there's
not
an
easy
answer.
So
the
willingness
just
to
engage
in
conversation
is
a
really
key
initial
point.
D
Yeah,
just
to
add
to
that
the
the
job
is
definitely
a
mix
of
like
at
this
level
it.
The
steering
committee,
is
a
representative
democracy
like
we
can't
have
at
for
some
of
these
like
complex,
difficult
stuff.
You
know
we
can't
have
the
entire.
You
know
ten
000
plus
folks
that
have
contributed
to
kubernetes.
D
But
it
also
requires
a
certain
degree
of
listening
to
the
rest
of
the
community
and
to
to
where
different,
different
people
from
different
backgrounds.
Having
different
experiences,
you
know
there's
a
lot
of
people
who
are
engaged
in
the
project
now,
like
I,
I
think
I've
been
a
maintainer
now
the
project
for
about
five
years
or
so.
D
D
Expanding
the
availability
and
making
it
easier
to
get
involved
in
the
kubernetes
community
or
at
least
trying
to
maintain
a
certain
level
of
ease
as
far
as
getting
involved
as
the
tech
as
more
people
just
become
knowledgeable
in
in
in
the
project
and
what
it.
What
it
can
do,
as
that
involves
the
kinds
of
people
and
the
the
demographic
and
the
diversity
of
those
folks
is
going
to
hopefully
expand
and
there's
a
lot.
D
Folks,
we'll
all
say
like
we
did
the
best
that
we
could
at
that
particular
point
in
time
and
make
the
right
decision,
but
those
decisions
will
evolve
over
time
and
and
having
that
kind
of
pulse
and
listening
to
what
the
community
actually
needs
and
how
those
community
needs
evolve.
Over
time,
I
think,
is
one
of
the
most
important
things
that
you
know
new
steering
committee
members
coming
in
we'll
need
to
to
do
and
kind
of
bring
some
of
those.
Those
current
perspectives
to
the
committee
as
the
committee's
membership
evolves.
B
C
C
I
think
you
know
for
the
the
people
that
are
here
on
this
call
and
really
the
people
who
are
here
on
you
know
in
steering
in
general,
you
have
a
lot
of
people
who
are,
you
know
peering
around
corners
right.
You
know
their
their
background
in
the
project.
Is
you
know
across
you
know?
Maybe
they've
done
you
know.
Maybe
they've
done
some
project
ownership
and
they've
they've
they've
chaired
sigs
for
multiple.
You
know
they've
injected
themselves
into
a
lot
of
like
glue
work
right.
C
They,
if
you
look
at
the
trends
for
steering,
for
example,
right
you'll,
see
that
you
know
almost
in
in
every
in
every
iteration
of
steering
you
have
you
have
someone
from
contributor
experience
right.
Who's
like
been
a
technical
lead,
been
a
been
a
chair
of
contributor
experience
and
that's
that's
like
that's
a
bit
of
a
signal
right.
C
It's
the
the
community
is
selecting
people
who
are
who
are
looking
or
attempting
to
look
after
the
community
right,
maintain
the
the
the
processes
and
procedures
and
the
people
who
make
the
community
run
right
so
like
in
you
know
in
a
new
steering
committee
member
that
that's
what
I'm
I'm
kind
of
looking
for
right,
I'm
looking
for
someone
who
is
his
projecting,
where,
where
the
problems
are
going
to
be
appearing
around
those
corners
and
going
like
this
is
this.
This
is
a
pattern
right.
This
is
a
pattern.
C
This
is
happening
because
like
when
were
talking
about
you
know,
I
I
think
the
the
you
know
the
conversation
a
lot
across
the
last
few
years
and
really
the
conversation
hasn't
stopped
yet,
and
it
won't
stop
for,
for,
for
some
time
is,
is,
is
being
burnt
out,
people
being
burnt
out,
right
and
and
like
thinking
through.
That's
you
know,
that's
not
just
because
of
that's
not
just
because
of
your
your
home
life.
That's
your
work,
life!
That's
your
open
source
life!
That's
your
kubernetes
life
right!
C
So,
looking
at
the
patterns
that
emerge
as
people
are
working
on,
you
know
people
are
working
on
various
areas
of
the
project
right
are
we
are
we
doing
triage
efficiently?
Is
you
know
it
do
the
you
know
the
the
lion's
share
of
work
end
up
in
in
a
few
people's
hands
day-to-day
right?
How
can
we
fix
patterns
like
that
right
is?
This?
Is
this?
This
is
you
know,
working
group
user
group,
sub
project
sig
all
together,
still
functioning
as
as
a
as
it
needs
to
as
it
used
to
like?
Is
it?
C
C
So
those
are
some
of
the
things
that
we
we
look
at
but,
like
you
have
to,
I
think
annual
reports,
for
example,
have
been
a
good
way
for
us
to
to
kind
of
get
some
of
that
feedback
coming
coming
back
into
the
into
the
committee,
but
like
that,
it
also
requires
us
to
look
at
what
you
know
the
I
I
the
the
first
time
we
put
out
the
annual
reports.
It
was
kind
of
like
here
are.
C
The
things
we
need
is
what
we
said
to
the
the
sick
leads
right
and
they
kind
of
evolved
over
time,
and
it's
like
here's,
a
template
of
the
things
we
need
like.
Let's
make
it
easier
for
you
to
provide
us
the
things
and
the
ways
that
we
need
to
see
it,
but
even
in
the
even
in
the
submission
of
those
annual
reports,
you
get
to
see
stuff
like
how
they
speak
about
the
the
work
that
they
that
they
have
day
to
day.
Right
is
it
from
the
perspective
of
like?
C
If
I'm
writing,
if
I'm
writing
the
annual
report,
I'm
writing.
From
the
perspective
of
like
you,
have
never
seen
the
sig
sub
project
working
group
in
your
life.
I
want
to
present.
You
know
I
want
to
present
our
content
in
a
way
that
is
manageable,
that
you
know,
and,
and
you
know
and
and
seeing
it
you
know
seeing
it
maybe
presented
as
like.
We
did
xyz
or
you
know
the
you
know
there
did
this
cup
and
and
like
there's
an
opportunity
for
coaching
for
teaching
saying
like
well.
How
can
we
present
this?
E
E
There's
like
the
maintainers
leads,
who
I
think
we
have
a
lot
of
visibility
to
because
we're
engaging
with
them
a
lot
and
then
there's
sort
of
general
contributors,
they're,
not
bleeding
a
cig
or
a
community
group,
but
they're
you
know,
participating
and
then
there's
like
users
and
integrators
and
really
thinking
through
like
are
all
of
those
perspectives
being
represented
in
the
direction
of
the
project
and
decisions
we
make.
And
you
know
we
we
try
to
structure
different
parts
of
the
project.
E
You
know
with
the
process
and
to
get
feedback
from
groups
but
sort
of
at
the
steering
level
trying
to
pay
attention
to
like.
Are
those
processes
working
the
way
they're
supposed
to
or
are
things
slipping
through
the
cracks
did
we
do
something
that
really
impacted
users,
and
just
you
know,
maintainers
are
like.
Oh,
this
is
awesome,
we're
deleting
stuff
and
like
our
work,
is
getting
easier
and
users
are
like.
Oh
no.
What
are
you
doing,
and
you
know
not
that
the
answer
to
that
is
always
no,
but
like
did?
E
We
have
a
duty
to
the
people
who
are
depending
on
us
side.
So
just
as
new
members
come
on,
like
it's
really
easy
to
only
focus
on
the
like
the
leads
and
the
contributors,
because
those
are
the
people.
We
work
with
all
the
time
and
kind
of
forget
like
oh,
no,
we're
we're
representing
and
trying
to
help
steer
the
project
to
continue
serving
the
people
not
just
to
participate,
but
who
depend
on
it.
A
D
I
I
think,
most
of
the
questions
that
I
have
have
already
been
answered.
I
think
the
biggest
thing
is
the
distinction
of
what
the
I
mean
as
as
a
previously
voting
member.
One
of
the
perceptions
I
had
about
steering
was
that
it
was
something
that
was
going
to
be
more
technical
and
understanding
that
it
is
more
human
and
that
it's
more
based
on
decisions
around
the
community
and
not
as
much
decisions
around
the
project
as
a
repo,
but
the
project
as
an
ecosystem.
E
I'll
start,
since
I
talked
about
my
calendar
block,
so
I
would
say
in
an
average
week
there's
usually
a
steering
related
meeting.
There
are
two
regular
monthly
meetings
and
then
there's
you
know
occasional
meetings.
So
I
would,
I
would
say,
like
three
weeks
out
of
four
there's
an
hour
devoted
to
steering,
there's
often
some
prep
time
for
that.
So
it
might
be.
You
know
just
20
or
30
minutes,
or
it
might
be
a
couple
hours.
E
D
D
That's
a
that's
a
fairly
busy
time,
where
there's
a
lot
more
interactions,
with
liaison
like
being
the
liaison
between
steering
and
checking
up
with
your
various
groups
and
and
that
kind
of
stuff
kind
of
in
the
first
quarter
or
so
of
the
year,
but
yeah
I'd,
say
on
average,
probably
about
I'd,
even
go,
maybe
a
little
bit
higher
like
six
to
eight
hours
a
week.
That's
like
specifically
focused
on
on
steering
stuff
with
this
a
similar
kind
of
breakdown,
at
least
what
jordan
said.
A
It
specific,
but
something
came
up
in
a
steering
meeting
or
you're
thinking
that
something
that
came
up
in
a
meeting.
Maybe
it
should
come
up
in
a
stirring
meeting,
but
you
don't
have
all
the
context
you
got
to
go,
do
some
reading
and
poking
and
asking
some
questions
and
and
then
maybe
it
doesn't
so
would
you
account
that
to
steering
or
just
general
project
visibility,
awareness
but
I'd
say
for
me:
it's
kind
of
there
there's
a
couple
of
modes.
C
There
yeah,
I
think,
there's
that
I
would
agree
on
the
the
time
estimates
and
I
would
say
that
I
think
the
biggest
chunk
of
time
spent
is
is
that
you
know
steering
you
know
the
the
doing
the
dishes
kind
of
thing,
the
the
wait.
A
second
you
know,
there's
a
I
think,
there's
like
a
big
project
blob
in
my
head,
where
there's
the
like.
You
try
to
do
the
you
know
the
conspiracy
theory
map
where
you
draw
the
the
threads
together
you're
like
does
this,
so
I
mean
like
for
context.
C
I
think
you
know
for
for
any
one
of
us
we're
not
just
doing
one
thing,
you
know
it's,
you
know
maybe
you're
sharing
a
sig
and
you're
you're
you're
helping
run
a
sub
project,
and
you
know
so
I'm
on
two
steering
committees
and
a
governing
board,
and
sometimes
all
of
the
dots
connect
right
and
sometimes
it's
related
to
internal
work
right.
So
it's
like
hard
to
describe
the
the
time
to
just
steering.
C
Sometimes
it's
like
this
is
interesting
if
I
talked
about
it
in
to
do
group,
but
it
also
has
to
do
with
the
open,
ssf
and
then
yeah
and
then
you're
like
so
yeah.
I
I
think
the
general
time
estimate
is
is
is
is
right
on
the
money,
but
I
think
between,
I
think,
most
of
the
time
that
we
spend
is
there
are
the
hardest
times
or
the
the
crunch
times
the
emergent
issues,
because
they
are
it's
it's
the
attention
that
it
requires.
Sometimes
right
so
the
same.
C
If
you
were
to
talk
to
someone
who
is
like
a
member
of
a
code
of
conduct
committee
right
where
their
the
attention
that's
required
at
that
moment,
is
so
important
right,
it's
not
yes!
This
is.
This
is
20
hours
that
I
can
stretch
over
four
weeks.
It's
20
hours
that
I
might
have
to
give
in
the
next
three
days
to
get
this
over
the
hump
right.
C
E
It's
actually
really
similar
to
the
security
committee.
I
think
where
there's
like
a
rotation
and
some
weeks,
it's
really
quiet
and
those
are
great.
You
know
it's
like
here-
are
the
normal
duties
that
take
this
much
time.
But
then
some
weeks,
it's
like.
Oh,
we
have
a
zero
day
and,
like
I'm,
gonna
spend
20
hours
this
week,
like
coding
and
reviewing
and
shepherding
and
building
and
releasing
and
coordinating
this
zero
day
like
the
steering
thing
is
sort
of
similar,
like
you
know,
maybe
two
times
a
year
three
times
a
year,
they'll
be
like
nope.
C
C
So
there
there's
a
there's
quite
a
bit
of
coordination
and
like
we
all
have
each
other's
personal
contacts
and
like
that
kind
of
thing,
so
like
there
is
there's
pretty
good
handoff
when
something
emergent
is
is
happening,
but
it
is,
it
is
definitely
one
of
those
and
and
again
you
know
cc,
for
example,
you're
having
done
the
release
team
lead
role,
you're
familiar
with
like
when
something
like
starts
falling
apart.
It's
like
all
right.
D
D
I
don't
think
we've
ever
had
something
that
I
know
of
that
has
been
like
get
people
out
of
bed,
because
normally
the
things
that
steering
is
dealing
with
are
more
like
long-term
policy
strategy
kind
of
things,
like
normally
the
the
get
people
out
of
bed.
Things
are
people
who
actually
like
hold
the
keys
to
particular
things
like
github
or
zoom,
or
like
different
stuff,
like
that.
E
I
I
would
actually
say,
like
a
third
of
the
things
that
come
to
steering
we
respond
with
actually
like
thank
you
for
letting
us
know,
but
this
group
over
here
like
whether
it's
code
of
conduct
or
security
response
or
sick
architecture
or
contrib
x,
like
it,
it's
more
just
wrapping
like
great
that
you're
wanting
to
get
eyes
on
this.
We
are
not
the
right
eyes.
There's
a
team
dedicated
to
this.
So
there's
some
there's
a
fair
amount
of
redirection
for
like
urgent
type
issues.
A
Next
and
then
stephen,
I,
I
was
just
pulling
up
to
see
if
it's
still
there,
because
I
think
it's
kind
of
relevant
in
the
release
team
lead
document.
There's
a
time
commitment
section
and
we
literally
say
before
you
volunteer-
make
certain
that
your
employer
and
your
family
are
okay
with
you
spending
a
lot
of
time
on
this
for
the
next
four
months,
because
it
can
be
intense
and
steering
just
doesn't
quite
tend
to
be.
That
way
I
mean
there
are
some
things
where,
like
a
ping
will
come
by
and
you're
like.
A
Oh,
I
gotta
go
look
at
that
and
we
got
to
pay
attention
and
see
what's
going
on
there,
but
we
are
an
escalation
point.
So
we're
we're
choosing
to
pay
attention
we're
something
to
come
to
us,
but
the
things
that
do
come
to
us
are
are
relatively
limited
in
being
a
highly
time
sensitive
thing
compared
to
like
security
or
conduct
or
a
infra
problem
steven.
C
Yeah
they're
yeah,
if
anything,
I
I
would
say
the
the
emergent
stuff
is
coming
from.
Maybe
you
know
connection
points
between
groups
that
may
not
be
part
of
kubernetes.
You
know.
How
can
we
make
that
connection
quickly
if
we,
if
someone
needs
to
have
a
conversation
about
something
otherwise
there's?
A
I
think
one
of
the
attributes
of
people
who
tend
to
come
into
these
roles
is
that
they
worry
a
lot
and
there
are
various
things
that,
like
we
want
things
to
be
good.
We
want
them
to
be
successful,
sustainable
and
they
eat
away
at
our
brains
outside
of
the
the
time
that
we're
in
the
meeting
so
figuring
out
how
to
how
to
balance.
That
can
be
a
personal
challenge,
but
it's
also
a
good
one
to
do
a
good
skill
to
develop.
B
Yeah,
that's
great
to
know
the
the
the
time
estimation
there,
because,
as
you
mentioned
as
the
release
later,
we
have
a
handbook
for
the
delicate
time
and
the
actually,
the
the
one
important
advice
I
got
from
the
previous
leaders
is
to
update
that
time.
To
increase
that
time,
don't
let
people
like
overestimate
the
investment,
but
thank
you
so
much
for
sharing
that.
I'm
just
curious,
like
as
a
follow-up
question
like
how
the
duties
are
spread
between
the
members
inside
the
steering
committee.
I
understand
like
for
any
report
it
might
like.
A
This
was
one
of
my
first
questions
when
I
joined,
and
I
think
it
was
kristoff
to
explain
how
things
tend
to
work
and
there's
there's
a
formal
liaisons
document
that
says
which
members
liaison
with
which
entities.
But
your
question
was
more
sort
of
like
the
emergent
thing:
how
how
is
it
handled
and
really
it's
pretty
pragmatic
in
egalitarian?
I
feel
like
in
our
stock
channel.
We
have
a
little
bit
of
a
chat
about
what
the
issue
is
and
see
who's
available
or
not.
A
I
need
to
remind
people
on
that
slack
channel
that
I'm
leaving
this
week
on
vacation,
so
I'm
not
around
next
week.
So
we
try
to
do
little.
Things
like
that
and
somebody
will
will
typically
jump
on
it.
But
where
I
had
said,
I
would
jump
on
something
and
then
sent
a
message
out
on
behalf
of
steering.
I
got
reminded
like
wait.
We
actually
also
still
make
sure
that
everybody
agrees.
A
So
we
we
draft
a
message
together
and
make
sure
everybody's
okay
with
the
wording
of
the
thing,
and
then
it
comes
out
on
behalf
of
steering.
So
we
we
do
sort
of
federate
things
to
who's
available,
but
then
also
come
back
and
make
sure
that
we
have
appropriate
consensus
and
that
it's
not
one
of
us
speaking
on
all
of
our
behalf,
without
buying
on.
B
C
C
There
are,
there
are
instances
where
it
is.
It
is
not
something
that
is
so
controversial
that
you
need
that
it
may
be
sufficient
to
say
that,
like
you
know
we're
we're
working
on
x
or
like
you
can
track,
you
can
track
this
this
issue
here
or
there
right
in
the
the
emergent
case.
I
think
it
is,
and
I
mean
also
just
given
the
last
x
amount
of
x
amount
of
time
where
people
have
you
know
had
to
either.
C
You
know,
tend
to
attend
to
personal
stuff
or
tend
to
to
internal
work,
where
you
may
not
be
able
to
build
consensus
with
them,
because
they
are
not
available
right.
So
I
think
we
we
walk
into
it,
having
you
know,
making
sure
we're
up
front
about
our
availability
to
to
you
know
to
to
weigh
in
on
on
a
situation,
but
I
think
that
you
know
a
a
good
majority
of
the
stuff
that
we
do.
Day-To-Day
is
not
a.
Let
me
just
see
what
jordan
is
saying.
C
They
say
how
we're
proceeding
as
a
as
a
committee
or
a
community
and
and
let
the
next
step
happen.
So
it
is
so,
but
I
think
you
know
in
terms
of
who
handles
what
on
a
day-to-day
basis,
it
depends
as
well.
You
know
again
the
the
liaison
stuff
has
it.
You
know
it
makes
it
clear,
for
I
mean
I
think,
like
sig
specific
work,
I
think
there
are
some
you
know
within
the
committee.
C
There
are
some
natural
affinities
based
on
the
work
that
we
may
already
be
doing
in
other
in
other
groups
that
make
it
clear
who
might
want
to
or
need
to
work
on
it
just
for
the
sake
of
expediency,
maybe,
and-
and
really
we
just
you
know,
if
something's
coming
up,
we
we
toss
it
up
in
the
air,
make
sure
everyone
is
aware
of
it.
If
you
see
something
first,
you
you
say
the
thing
and
you
you
figure
out
who
who
needs
to
work
on
it
next.
B
I
guess
I
got
all
my
questions
answered
and
I
guess
that's
also
the
initial
idea
why
I
came
up
with
the
combiner
sim
for
like
the
previous
release,
because
I
do
see
the
communities
like
combine
the
power
by
like
multiple
computers
and
from
different
kind
of
background,
and,
as
you
were
mentioned
before,
and
it's
great
to
know,
the
community
all
still
remembers
are
willing
to
listen
to
all
like
listen
to
like
all
the
feedbacks
from
everyone.
Thank
you.
A
A
C
I
think
it's
a
good
opportunity
to
remind
folks
that
we
have.
We
have
public
steering
committee
meetings
that
happen
every
month,
even
our
so
we
also
have
a
scheduled
private
meeting
that
happens
once
a
month,
but
the
even
parts
of
the
private
meeting
are
public.
We
basically
focus
on
our
private
topics
at
the
top
of
the
hour
and
once
we've
worked
through
that
the
agenda
flips
over
to
a
public
recorded
meeting
which
is
published
later
so
so
please,
if
you
are
interested
in
steering
I
would
you
know
I
would.
C
C
It's
it's
definitely
a
you
know,
definitely
a
different
traffic
flow
and
then
there's
also
the
the
funding
repo
right.
So
so
our
content
is,
is
within
the
the
community
repo
under
the
the
steering
the
committee
steering
folder
the
steering
repo
and
then
the
funding
rebound,
which
has
all
the
discussions
around
funding.
Various
aspects
of
the
project.
A
And
for
anybody
who
sees
this
recording
in
the
future
or
for
an
email
here
we
have
the
steering
committee
slack
channel
too
feel
free
we're
we're
humans.
We're
part
of
the
project
feel
free
to
reach
out
to
us,
whether
they're
or
also,
if
you
want
to
dm
any
of
us
and
ask
a
appointed
question,
somehow
less
visibly
or
you're
uncertain
we're
we're
all
here
to
serve
the
community
so
definitely
feel
free
to
reach
out
to
us
at
any
time
and
we'll
do
what
we
can
to
to
help.