►
From YouTube: Node.js Mentorship Meeting
Description
A
A
lot
of
the
folks
that
are
active
today
in
the
community
committee
joined
us,
including
myself,
during
the
the
community
committee
last
year
at
collaboration
summit
at
no
juice
interactive.
So
okay,
so
let's
look
at
our
agenda
and
I'm
just
gonna
pull
that
up.
So
we
can
all
look
at
that.
It's
been
less
time
looking
at
me
and
what
I'm
looking
at
get
up.
A
Okay,
so
processing
guidelines
for
handling
undesirable
events
in
the
during
the
program.
So
if
we're
going
to
define
the
guidelines
for
undesirable
events,
you
know,
maybe
we
should
start
with
the
definition
of
what
undesirable
events
is.
So
we
can
deal
with
that.
Is
that
code
of
conduct
violations
or
is
that
something
I
know
so
far?
It's
just
lack.
B
We
got
back
in
contact
with
him
and
he
had
a
kickoff
meeting
and
now
we're
unable
to
or
his
his
mentee
was
unable
to
get
in
touch
with
him
up
again.
I
had
Achmed
sit
and
his
mentee
the
his
email
address,
since
it
was
publicly
available.
So
I'm
not
sure
what
happened
after
that
I
don't
know
if
they've
been
able
to
get
back
in
contact
or
not,
but
I'll
command
had
said.
He
wanted
to
discuss
that
in
today's
meeting
yesterday
got.
A
Just
to
sort
of
start
their
framing
so
unresponsive,
mentors
unresponsive,
mentees
I,
don't
know
that
that
much
changes
the
amongst
either.
But
in
this
case
we
were
specifically,
you
know,
addressing
an
instance
of
an
unresponsive
mentor
two
phases
actually
with
I
mean
with
two
different
mentors:
got
it.
Okay,
so
would
we
do
anything
different
with
each
one?
If
we're
going
to
create
a
process
for
each?
How
much
do
they
difference?
Well,
a.
A
A
A
B
It's
almost
like
art
med
in
this
most
recent
instance,
was
leaning
towards
discontinuing
that
mentor
from
the
program.
Mm-Hmm
I
told
him.
I
had
some
reservations
about
that.
I
didn't
get
to
go
into
detail
because
he
said
we'll
just
discuss
it
tomorrow.
So
I
was
just
waiting
for
today,
but
what
I
was
going
to
say
is
that
you
know
even
negative
experiences
are
still
valid
feedback
in
this
round,
though
these
are
good
things
to
find
out
and
kicking.
Someone
from
the
bait
around
isn't
really
useful
to
us
in
any
way
right.
A
Right,
that's
right,
because
we're
learning
we're
also
learning
how
to
deal
with
exceptions
right.
That's
that's!
The
main
purpose
of
us
doing
these
you
know
short
iterations
is
really
to
build
muscle
on
all
right.
What
what
happens?
How
do
we
ensure
that
everyone
has
a
good
experience
and
as
good
as
we
can
possibly
provide
right.
B
A
A
A
B
A
Right
so
I'm
gonna
continue
to
use
the
word
consequence
until
I
figure
out
a
better
word,
because
outcomes
aren't
necessarily
you
know.
Outcome
is
based
on
the
consequences
mm-hmm,
so
I
can't
quite
you
know
lean
on
the
word
outcomes
for
a
place.
Yes,
I
was
joking
anyway,
nobody
I
I,
agree
like
we
don't
want.
You
know
we
don't
want
to
be
overbearing
parents
right,
that's
not
what
we're
here
for,
or
you
know
all
volunteers.
You
know
trying
to
facilitate
folks
getting
involved
in
volunteering,
so
you
know
we
can't
be
overly
aggressive
and
right.
B
Is
all
just
forward-looking
stuff
for
me
because
I,
you
know,
we've
been
kind
of
hit-or-miss
ourselves
administration
during
this
first
round,
we're
all
feeling
it
out.
So
it
doesn't
feel
fair
to.
You
know
punish
people
for
stuff
right
now,
but
we
do.
We
will
eventually
have
it
stabilized
and
enough
that
we
could
have
some
guidelines
I.
Think
the
sooner
we
get
a
leg
up
on
that
the
better
like
we're
doing
here.
A
With
sort
of
first
exceptions
is
ready,
essential
right,
yeah
yeah,
we
I,
don't
think
you
know,
there's
no
I,
don't
think,
there's
any
scenario
where
there's
one
strike
you're
out
unless
it's
conduct
violations
yeah
sure
like
real.
We
need
to
know
escalate
quickly
to
protect
individuals
that
are
collaborating
with
us
non
code
of
conduct.
Violations
or
you
know
otherwise
known
as
life
happens,
and
you
know
we
get
something
reported
back
to
the
team.
You
know
I
think
that
that
is.
First,
we
seek
to
to
engage
with
the
the
mentor
the
mentee
right.
B
B
If
that's
the
case,
then
I
don't
see
any
reason
for
us
to
step
in
so
in
that
way,
I
think
we
should
be
flexible,
and
you
know
it
was
like
we're
talking
about
strikes
against
someone
I
think
a
strike
against
someone
shouldn't
even
happen
unless
it's
like
Ella
guys
like
excused
absences
from
school.
You
know
as
long
as
they
have
a
good
reason
and
they
let
us
know
what
happened.
You
know
that's
different
than
just
dropping
off
the
face
of
the
earth
right.
A
Right
and-
and
you
know
again
yeah
we
do
want-
we
want
to
avoid
the
strikes,
but
you
know
definitely
provide
a
path
to
escalation
and
mitigation.
So
one
thing
that
I
do
think
we
should
do
in
that
circumstance
is
make
sure
that
we
provide
the
mentor
or
mentee
whoever's.
You
know
unable
to
whoever's
been
unable
to.
A
You
know,
make
their
schedule
work
with
an
out
right,
so
there
should
be
an
optional.
You
know
way
out
right,
you
know
we
need,
we
don't
need
to.
You
know,
come
down
and
you
know
sort
of
inflict
a
rule
there,
but
we
do
need
to
ask.
We
should
be
asking
the
mentor
and
the
mentee
in
the
case
of
unresponsiveness.
A
You
know,
can
you
you
know
looking
at
the
time
commitment
that
you've
made,
you
know
we
we
have
in
in
our
case
a
month.
You
know
you've
committed
to
you
know,
meeting
several
hours.
You
know
with
your
mentee.
You
know
you
know
what
the
time
zones
in
which
that
that
individual
is
generally
available.
We
define
that
much
yeah,
okay,
good,
and
so
there
you
have
the
context
of
when
you
can
meet.
You
know
you
agreed
that
you
know
you
would
have
that
time.
Is
that
no
longer
the
case
right?
Do
you
use?
A
Did
you
in
actually
trying
to
put
this
into
practice?
Did
you
discover
that
hey?
You
know
your
job
situation
change
their
life
situation?
Change?
If
you
do
do
we
need
do
we
need
to
step
in
as
the
team
to
help
you.
You
know
deal
with
this
this
situation
and
make
sure
that
everyone
participating
in
the
mentor-mentee
pair
pairing
is
being
taken
care
of.
A
B
B
I
guess
pre
emergency,
like
you
know,
we're
about
to
have
to
take
action
on
you.
If,
if
we
can't
get
in
touch
with
you,
so
is
there
a
escape
hatch
for
that
to
where
we
can
probably
get
in
touch
with
you?
You
know
if
somebody
just
gives
us
their
email
and
they
don't
check
you
know,
but
once
a
week
or
something
right.
A
A
Right
I
mean
you
know,
for
example,
you
know
I
am
very
much
that
way.
If
you
it's,
the
only
way
that
you're
getting
in
touch
with
me
is
by
email.
You
know
you
it's
hit
or
miss
yeah.
It's
very
there's,
there's
a
very
good
chance
that
it'll
get
lost
in
you
know
the
daily
crush
of
of
email,
Renne
and
I.
B
A
Know
yeah
I
mean,
like
you
know,
I've
shared
with
the
contact
the
context
with
this
team,
and
you
know
it's
been
effective.
You
know
for
us
in
you
know,
connecting
and
making
sure
that
we're
you
know
collaborating
together
effectively,
you
have
a
single
greatest
weight,
so
I
get
just
with
me
is
DM
me
on
Twitter,
and
you
know:
we've
used
that
effectively
and
you
know
when
I'm,
when
I'm
not
responsive
in
other
medium,
you
know
having
that
escalation
path
has
been
something
that
this
team
has
has
found
useful
as
well.
Okay,
right
I,
like
that.
B
That
may
be
something
to
put
on
the
the
form
as
well
the
application
form
for
mentors
how
many
I'm,
the
only
thing
we
get
is
email
address
and,
like
you
said,
a
lot
of
people,
that's
not
the
primary
form
of
communication
right
right.
Actually,
that
might
not
be
true.
We
might
have
Twitter
or
something
else
on
there
right.
A
But
you
know
I
don't
want
to
index
to
what
works
well,
for
me,
doesn't
necessarily
work
well
for
other
people
right
right,
you
know,
I
know
a
bunch
of
people
that
you
know
are,
for
example,
are
not
even
on
Twitter,
so
you
know,
if
there's
an
expectation
of
like
oh,
like
D
sha,
we
should
be
able
to
DM
you
like.
That's,
not
realistic.
What
we're
trying
to
do
is,
you
know,
have
an
effective
communication,
medium
and
effective
communication
that
works
for
the
individual.
A
B
A
Right,
I,
wonder
if
we
should,
you
know
not
have
like
a
permanent
record
and
like
you've
done
this
three
times
like
new
you're
out,
but
if,
like
we've
tried
and
it
fails
and
you
try
you're
exiting
a
cohort
and
then
we
come
back.
We
try
again
then,
like.
B
Right
but
yeah
so,
like
I,
said
earlier,
I
think
it'll
be
relative
to
the
to
both
parties.
You
know
like
it.
It
differs
depending
on
if
it's
a
problem
for
the
other
person,
if
it's
just
flakiness
and
the
other
person's
okay
with
a
little
flakiness,
then
I
don't
see
any
reason
for
escalation.
But
you
know
it's
like
we
said
it's
minty
driven.
So
if
the
mentee
is
unhappy
with
the
experience,
I
guess
that's
when
the
escalation
process
would
come
into
play
right.
A
A
So
you
know
the
issue
is
how
to
handle
a
mentor-mentee
pair
deciding
to
work
together
after
graduation.
You
know
the
you
know
our
objective
here
as
the
mentorship
team
would
hopefully
be
to
encourage
our
mentors
to
become
available
and
help
other
people.
There
was
persistence.
We
have
so
many
individuals
who
have
raised
their
hands.
You
know
asking
to
participate
in
the
mentorship
as
mentees
imagery
as
mentees,
but
I
guess
there's
a
assumption
here
and
sort
of
articulating
that
out
loud
that
the
mentor
has
an
obligation
to
re-up
I.
Don't
think
that's
a
real
assumption!
A
That's
a
realistic
assumption
right
right.
It
may
it
well
I
mean
shoot
I'm
I'm
a
an
example
of
this
in
this
cohort,
I
agreed
to
mentor
Achmed
and
I'm,
not
sure
that
that
I'm
going
to
be
able
to
read
up
I,
hope,
I
hope
I
can
write.
But
you
know
I,
honestly,
the
it
was
bitterly
he
comfortable
in
sort
of
you
know
taking
taking
at
that
time.
Commitment-
and
you
know
yeah.
B
Of
goes,
there's
something
mentioned
way
early
on
I
think
before
I
was
even
a
team
member
which
was
like,
like
a
rolling
cohort
like
them.
A
A
You
know
we
aren't
doing
cohort
analysis
or
anything
you
know
like
that
was
with
the
programs
yet
so
you
know
that
we
don't
have
any
requirements
on
time
and
you
know
if
our
mentors,
like
our
I,
forget
what
the
the
I
think
it's
a
begins
of
the
K
Ben's
mentee
Costas
Benko.
Oh,
oh
sorry,
what
did
you
say?
Ben's
mentee
right,
it's
a
Ben
and
Jennifer
Jennifer,
okay,
so
Ben
and
Jennifer,
for
example,
you
know
both
have
been
really
fantastic,
proactive
about
sharing
what
they're
learning
along
their
journey.
A
So
you
know
if,
if
those,
if,
for
example,
that
particular
pair
you
know
decides
to
continue
the
their
mentorship
diary
right,
like
the
real
impact
here,
is
you
know
if
they're
continuing
the
mentor
mentee
pair,
you
know
and
they
disappear?
Okay
right,
it's
a
no
up
if
they
continue
sharing
a
diary
and
participating
through
the
mentorship
program,
and
you
know
sharing
the
context
of
what
they're
learning
with
folks
through
the
no
just
project.
Like
that's
pretty
awesome,
yeah.
B
And
it
seems
likely
that
the
longer
it
goes
on
the
deeper
and
more
advanced
topics
they'd
explore,
so
that
our
program
may
inadvertently
end
up
being
more
useful
to
the
people
who
aren't
directly
involved,
or
at
least
the
larger
volume
of
the
impact
it
has.
Maybe
on
people
who
are
being
mentored
because
of
the
small
number
of
people
were
actually
able
to
actively
mentor,
we
could
potentially
have
hundreds
of
people
reading
the
the
journals
and
learning
from
those.
B
A
A
Probably,
but
so
the
upside
of
issues
is,
you,
have
you
know,
kind
of
direct
input?
It's
easy
to.
You
know,
throw
something
at
github
and
you
don't
need
to
be
a
sophisticated
github
user.
To
do
it.
The
downside
is
file
is
there's
a
you
know,
an
ongoing
public
record,
there's
timestamps
contributions.
You
know
attribution.
A
B
So,
as
I
mentioned
at
the
bottom
of
it,
the
the
obvious
downside
I
saw
was
the
you
know:
we'd
have
to
manage
the
PRS
for
them
that
their
their
Diaries,
but
I
just
had
a
thought
there
and
alternative.
That
would
be
letting
the
mentor
be
responsible
for
keeping
the
diary
in
their
own
repo,
and
then
we
could
create
a
link
or
a
list
of
links
to
all
the
current
cohort,
Diaries
mm-hmm.
A
A
B
A
B
A
Know
what
I
think
we
can
lean
on
here
is
the
fact
that
we
are
not
only
team
members
who
have
you
know,
ability
and
authority
to
do
things
and
no
Jess
sphere,
but
all
of
our
mentors
do
too
right,
since
we
yeah
shifted
the
program
to
you
know
emphasized
members
of
the
know,
just
projects
being
our
mentors.
That
means
that
anybody
who
is
a
mentor
can
also
work
with
us
to
land
the
PRS.
A
A
B
B
A
I
think
that'd
be
great
and
yeah
III
think
that's
a
a
good
direction
for
us
to
go,
and
you
know
my
my
you
know.
Main
test
of
effectiveness
is
based
on
the
you
know,
just
project
being
you
know,
github
centric
and
you
know,
are
we
doing
things
that
makes
it
more
in
line
with
with
that
sort
of
baseline
consideration?
Yes,
so
off
you
go.
B
B
Main
cause,
but
it
was
like
the
administration
of
the
program-
is
kind
of
slipping,
so
I,
just
kind
of
made
a
throw
together
issue
everything
that
came
to
mind
so
we've
mentioned
several
times
about.
You
know,
making
roles,
specific
specific
roles
for
team
members
rather
than
everybody,
just
being
a
generic
team
member
with
and
delegating
more
tasks
to
those
members,
because
right
now,
it's
kind
of
just
a
free-for-all
between
mostly
the
three
of
us
doing
it
kind
of
whatever
needs
to
be
done,
yep.
A
Sorry
III
thought
tyranny
did
a
great
job
of
laying
out.
Not
just
you
know
the
the
the
the
tasks
that
need
to
be
done,
but
expectations
around
time,
okay,
and
that
was
in
context
of
the
kumkum
or
bright.
The
calm,
calm
chair
right,
so
you
know
you've
mapped
these
out
in
terms
of
tasks.
You
know
probably
to
make
this
most
effective.
We
need
to
translate
that
into
something
like
a
role
and
but
we
don't
have
to
like
we
can
experiment
with
you'll.
Have
things
be?
You
know,
task
driven
or
kind
of
attribute
Durban
right.
B
A
A
You
said
like
a
role
right,
but
you
know
that
said:
I
think
we
are
a
healthy
team
if
we're
actively
and
proactively
compensating
for
others
needs
right
so
and
and
by
doing
a
better
job
at
you
know,
capturing
and
defining
the
expectations
you
know
if,
for
example,
you
know
I
say
I'm
like
I'm
interviewing
all
week,
I'm
not
gonna
have
any
you
know
time.
Then
you
know
one
of
the
other
team
members
like
all
right.
You
don't
have
any
time.
You
know
you're
responsible
for
setting
up
the
meeting
you
know
doing.
B
So
yeah
what
else
and
it
seems
like
the
engagement
from
our
team
members-
has
been
gradually
lowering,
which
I
think
is
just
because
we
haven't
really
given
them
an
active
role
to
do
anything
sure
so,
I
think.
If
we
once
we
make
those
roles
and
start
specifically
delegating
things,
will
either
get
engagement
back
up
or
real
out
or
figure
out
that
we
need
to
recruit
more
people
and
then.
B
Right
right,
it's
hard
to
say,
you're,
not
doing
your
job.
When
we
haven't
told
me,
everyone
think
it.
No!
It's
like
doing
right,
so
team,
meeting,
issue
creation,
the
I,
don't
know
what
the
name
of
that
is
I,
just
called
it.
The
agenda
issue
that
used
to
be
where
we'd
share
the
link
for
the
the
meetings
before
they
happen
and
would
be
that
that
was
a
good
place
for
last-minute
conversation
on
hey.
A
Automated
thing
right,
so
you
know
it,
there
is
a
task,
and
that
task
is,
you
know
getting
the
issue
generation
script
set
up,
but
once
that's
set
up
then
you
know.
Basically
you
don't
have
to
think
about
that
again.
You
know
and
user
feedback.
Now
that
the
group
that
I
chair
you
know
I
asked
Michael
Dawson
to
help
set
that
up.
He
set
it
up
himself
and
since
that
I've
only
ever
had
challenges
around
meetings
that
I
really
needed
to
schedule
out
far
into
the
future.
A
Yeah
yeah,
the
nice
thing
about
the
automation
is:
oh,
it's
there,
meaning
time
the
downside
of
the
automation.
Is
it's
not
there.
You
know
I
mean
user
feedback.
I
have
been.
You
know,
scheduling
out
meetings
as
much
as
a
month
in
advance.
You
know
to
enable
you
know
our
you
know.
Enterprise
or
tooling
focus
area
leads
to
you
know
to
take
and
run
their
own
things
or
to
build.
A
You
know
build
consensus
around
a
topic
where
we
really
need
an
anchor
out
in
the
invisible,
and
you
know,
then
you
know
there's
the
annoyance
of
you
know.
If
you
do
that,
then
the
automatic
automated
thing
you
know
does
kick
off
like
it's
not
bad
aware.
So,
if
you've
already
created
the
issue,
you
know
I've
had
a
couple
times
where
there's
another
issue
that
pops
up
and
it's
not
the
actual
one
there's
some
minor
quibbles
and
annoyance
with
that.
A
A
A
Again,
if
we
have
the
the
you
know
the
automated
script,
it's
gonna
pick
up
anything,
that's
labeled
mentorship
agenda
and
you
know
that,
for
example,
it
frequently
happens
in
the
community
committee
me
that
you
know
no
one
took
off
the
label,
you
know
from
a
previous
meeting
and
so
it
pops
back
up.
And
yes,
it's
a
minor
annoyance,
but
you
know
the
second
time
you
see
it.
You
know
two
weeks
later,
it's
a
great
driver
to
say
you
know
you
go
and
remove
that
label.
A
A
A
A
If
you
know,
if
we're
seeing
that
you
know,
if
you
don't
capture
that
thing
in
the
meeting
that
doesn't
happen,
let's
make
sure
that
you
know
we
do
capture
that
and
we
do.
You
know,
carve
out
time
and
right
now,
I
I,
don't
want
anyone,
know
we're
all
volunteers
there.
We
all
have
you
know
responsibilities.
You
know
you're
you're,
starting
a
whole
new
life
adventure.
So
you
know
the
the.
A
A
You
know,
team
members
should
also
be
willing
to
say
hey,
I'm,
gonna,
step
away,
right
and
I.
Don't
have
time
following
this
meeting
to
go
and
capture
and
accent
them
could
someone
else
capture.
We
were
reviewed
a
couple
action
items
were
you
know
that
was
the
case
for
me.
I
had
back
meetings
and
you
know
I
wasn't
able
to
do
it
and
you
know
we
still
have
the
the
issue
that
that
occupant
created-
and
you
know,
captured
on
my
behalf.
A
A
So
you
know
Amazon
did
something
really
smart
to
compensate
with
the
this
with
reality.
That's
you
know,
folks,
don't
have
the
time
to
prepare
for
meetings
and
though
they
kind
of
took
that
reality
to
heart,
and
you
know
built
meeting
process
around
that
and
so
what
they
do
is
you
know
the
meeting
that
the
individual
calling
that
calling
for
a
meeting
has
the
burden
of
you
know
creating
a
document
with
context
for
everyone
else
in
the
meeting
and
they
literally
start
the
meeting
with
everyone.
A
You
know
laptops
down
and
reading
the
reading,
the
content
that
everyone
is
supposed
to
be
debating
on
shutting
up
right.
That's
the
hardest
part.
Is
you
know
getting
folks
to
not.
You
know
like
jump
in
take
on
you
know
that
thing
in
the
first
paragraph
shut
up
yeah,
you
know,
allow
everyone
to
read
through
and
then
begin
the
meeting,
so
you
know
I
think
that's
a
healthy
appreciation
of
reality,
and
so
we
can
sort
of
come
back
to
that
baseline
of
you
know.
A
B
Of
the
two
options
I've
listed
there,
one
being
making
an
issue
for
every
action
item
and
the
other
being
kind
of
adopts
that
not
making
any
issues
and
just
reading
meeting
notes
and
going
from
last
meeting
to
this
meeting
and
seeing
what's
changed.
What
action
items
are
still
there,
which
you
know
following
up
on
them
that
way
which
of
those
do
you
think
it
works
better?
B
A
You
know,
what's
potentially
an
action
item
right,
an
action
item
could
be
a
you
know,
comment
or
in
an
issue
threat
right,
and
you
know
I
think
that's
the
most
likely
to
get
lost
based
on
my
experience
right
right.
That
would
it
be
overkill
to
create
an
issue
for
every
action
item.
Iii.
Think
that
you
know
we
should
start
with.
You
know
this.
A
The
recommendation
is
that
you
know
if
you,
if
you
have
an
action
item,
that
you're
creating
an
issue
and
the
the
reason
being
is
that
that
could
potentially
yet
you
have,
you
know,
get
up
tooling
that
you
can
assign
someone
to
that
and
if
you,
if
we
create
an
issue
and
it's
assigned
to
someone
and
that
person
becomes
unavailable,
then
we
can
reassign
it
right.
Okay,.
B
A
That's
the
you
know,
probably
the
the
least
likely
to
you
know
likely
act
to
be
shaved
is
going
through
and
closing
those
stale
issues.
Yeah
I,
definitely
find
that
you
know
sometimes
I
have
a
day
where
I'm
really
going
through.
You
know.
I
have
I,
have
some
extra
time
and
I'm
really
going
through
the
issues
and
I.
Have
you
know
time
and
space
to
think
about
it?
It's
a
nice
little
exercise
to
do,
but
yeah
I
I
think
could
be
optimized
for
the
other
than
the
others.
B
Well,
I
think
that's
all
I
had
I
guess
we're
out
of
time
anyway
to
try.