Metadata
- Author: GitLab
- Full Title:: Leadership
- Category:: 🗞️Articles
- Document Tags:: ✍️ Déjame sin trabajo, por favor,
- URL:: https://about.gitlab.com/handbook/leadership/
- Finished date:: 2023-05-11
Highlights
Most companies communicate from top to bottom through a chain of command. This communication flow often empowers managers, but it also introduces inefficiency as team members are not able to connect directly with the people they need to communicate with in order to get their work done. At GitLab, every team member is encouraged to reach out to whoever is the correct person (or people) to quickly unblock issues, solve problems or support in other ways. Do be courteous of your direct manager and copy them on the request. We don’t encourage unnecessary friction in asking team members to escalate through managers and wait for responses to come back. What matters is efficiency in getting to results. Slack the CEO, Slack a VP, or Slack a peer. Do what you need to do to make GitLab successful. Managers should not be bottlenecks or silos for communication. Anyone should feel comfortable reaching out to anyone else with the best information they can to solve a problem. This is a more efficient, transparent, and collaborative way to work. (View Highlight)
No matrix organization Please see /handbook/leadership/no-matrix-organization (View Highlight)
But process also has good aspects. Having a documented process for how to communicate within the company greatly reduces time spend on on-boarding, increases speed, and prevents mistakes. A counterintuitive effect is that it also makes it easier to change processes. It is really hard to change a process that doesn’t have a name or location and lives in different versions in the heads of people. Changing a written process and distributing the diff is much easier. (View Highlight)
Manager M-Team Groups M-teams are management support groups made up of 3 to 6 managers who are in timezones that allow for sync meetings among members. M-teams should set up a regular meeting on a cadence agreed by the members with the agenda being “what’s challenging this week?“. Decide who will facilitate and each person will get a chance to have their challenge discussed in the meeting (View Highlight)