This is great! I actually made another sheet in the same file to track historical changes in one of the values by manually checking based on Google's own version history. Of course, I would probably use this but the price tag isn't a match to how I'm going to use it (just for personal expenses)
In my team, the role is a Lead who essentially leads the creation process, like you're doing. They do PoCs, R&D and technical requirements while also guiding the ICs in building out the product.
Seems like Director would be a good fit as well if you're in a more advanced stage of your career.
All of my planning is digital, so that it's easy to see across devices and by other people.
Important + Urgent = Add as event in calendar for today
Important + Not-urgent = Calendar event but for a later date, or todo list
Not Important + Urgent = Calendar event for someone else in the team
Not Important + Not Urgent = Todo list
I find that leading a remote team means most adhoc syncing done between members go away so standups are required. Also, the higher up you go, the more of these meetings you need to be in if you want to stay aligned with everyone.
For me, I spend around 6+ hours on team sync up and 5 hours on 1:1s with DRs. But that's because I am very involved in most parts of the org.
You can replace meetings with documentation but you need to be disciplined to read all those and digest them. Or just think about the sync meetings as a time to build rapport with them.
You're not an IC anyway, you're measured by your team's work so alignment is necessary if you want them working on the right thing all the time.
For #1, 1:1 will help a lot but it will take time as you need to build the relationship enough for them to open up to you.
But I agree with #3. The problem is getting the seniors to RTO just for this express reason. Though having an always-on call for that day would help with adhoc questions from juniors.
> build the relationship enough for them to open up to you
Completely agree, it's also about building that open and honest culture to enable having that kind of conversation with the entire team. But even with this it still doesn't catch many day-to-day frustrations or things you may pick up on that the person wouldn't offer up regardless.
> having an always-on call
The problem with this is you put the onus on the Junior to ask the question, which is hard for someone who's still learning (especially with imposter syndrome being so rife). Also this doesn't allow for the Senior to spontaneously create learning opportunities relevant to whatever they're currently doing, the barrier cuts down a lot of it.
1:1 are for building relationships and talking about long-term goals, in work or otherwise. It's also a good time to discuss big picture goals, seeing where the work you're doing fits into the grand scheme of things (at least within the company)
This goes both ways: if you're the direct report, it's best to build rapport with the manager so you can work more smoothly and especially to get that raise or promotion later on.
I guess sometimes its hard to build the relationship for some people, but often it does take time.
1) Regular push ups and planks, except when I was injured or on trips.
2) Tracking my diet which helped me lose 10 kgs.
3) Reading tech-related books which only stopped during crunch time at work.
I think seeing results is the main reason I continued these habits. I have tried some other habits like those related to finance or social media but since I could not see any results, they fizzled out.
For the initial push, looking forward to achieving your goals for your habits is crucial. Making sure they align with your own value set is key, so you don't slack off (or pick it up immediately when you do, and that's okay)
And another thing was making the habit small at the start. I didn't go full intermittent fasting or lifting weights since cold start doesn't work for me. It's easier to just improve on the habit as you get the hang of it.
This is precisely what's happened in our company. The project management head was not a servant leader and actively avoided doing real work while telling others what to do and promising to do things that never happened. Sadly, this person is still with our company at the time of this writing, but thankfully not anymore in a role where they can derail work.
What really struck a nerve in me was that I had to catch all the work this person wasn't doing, and I only realized it after I got burned out from all the extra work.
The bigger issue then is that you can't solve this because often, the person does a good job of hiding the bigger issue by deflecting to smaller, more pressing ones.
The worst case of that took 2 other managers with him.
He was kicked but project was so mismanaged that the next 2 PMs outright fucking left, with last one throwing comment like "well, they told me that they will be throwing me on deep water but they didn't tell me it will be with concrete boots on!".
To be entirely fair fuckup wasn't totally his (the person involved in selling it to customer sold Perl based piece of software that we only had to "lightly customize", that turned out to be a lie and we had no Perl devs on staff, so it turned into some monster...) but still.
