Operating Manual
Welcome to my Operating Manual. Consider this a condensed version of who I am and how to work with me.
I created this document because I'm convinced that the faster we get to know each other and how we work, the better and stronger our relationship will be and the more we'll accomplish together.
This is an ever-evolving document destined to change as I learn more about myself and how we can best support each other.
I'm convinced that most issues result from poor or infrequent communication. We should try to communicate well and often. If something's important to you, I'll always make time to discuss it. But if we're having a planned meeting, it needs to have an agenda and clear outcomes, actions, or benefits.
Here's my hierarchy of communication, from most to least urgent messages:
Call → Text/WhatsApp → Slack → Email
I will always make myself available if you need me. If you suggest a meeting or discussion, find a timely and up-to-date time through my calendar. If I suggest a discussion, I will initiate finding the time. Let's not do the "let's discuss" without a follow-up.
I don't like brainstorming meetings where we start from a blank page. Meeting preparation and pre-reads are essential. I like to ensure we've done some structured thinking around the topic and that the output of that structured thinking (whether it's a doc, a deck, or even some rough notes) is shared before we meet - even as a thought starter!
I have a personal goal of "zero inbox" and "zero messages". If I haven't replied to a communication requiring my action or attention, it's on my to-do list. Don't hesitate to send a follow-up message with a clear timeline if urgent. If the roof is burning, refer to my hierarchy of communications above!
While I don't expect people (myself included) to respond to everything in real-time, I do expect people (again, myself included) to close the loop on everything open.
If you're blocked or want me to make a decision, help me help you by including these 4 elements in your message:
Frameworks and context are critical to sharing our work. I am always interested in the reason why people believe what they believe. We all have a calculus by which we input information and output a decision or position. Let's share our logic, especially as we are building trust.
I commit to making my boundaries clear and respecting yours. I'm an introvert by nature and need the time at home, with my wife, my son and my daughter to feel energised for work. This means that unless something's critically urgent, I will be slower to reply to messages and communications during my time with them. With that said, I often do work and send messages later at night - but I don't expect other people to do the same.
Let's create a regular, systematic, clearly framed written process by which we share our progress against the plan. Let's collaborate on this to make it as quantitative as possible and connect the dots between our team's and the company's objectives.
Let's make sure we exchange on the said-reporting at a pre-determined cadence. To ensure that updating the said reporting doesn't take too much time, let's think about automating it as much as possible so that we always have live information and can focus on delivering value.
I value data, but more importantly, I value how data describes patterns, actions, and results.
I take notes during our one-on-ones and keep them in a document. Ideally, this should be a collaborative document we both review before our catch-up.
I often refer to a list of questions that I've categorised here: Better One-on-ones to guide the objectives and discussions that we have. Feel free to do the same!
I like using one-on-ones not just to review the operational day-to-day but to check in on how you're doing, what you need from me, if there's anything I can help unblock, your professional development, your concerns, and most importantly, the feedback that you have for me.
I commit to providing direct feedback and creating a safe space for others to give me direct feedback.
I will challenge people directly, especially when I care about them.
I will also directly ask people to challenge me and solicit criticism directly. I respond well to feedback and usually have better relationships with people who care as much as I do.
I am flawed. I sometimes overestimate the clarity of my point because my brain is already focused on the next thing. I often need to see things in writing or paper to grasp them because that's how my brain functions. I can be over-analytical, slow to act on some opportunities, and impulsive about others.
I try to be self-aware about my performance. But if it's not working for you, be clear with me early on how I can best help you and turn things around. Let's not wait until there's a build-up of frustration (or worse, resentment) before we discuss what I can improve!
I think people understand I care a lot about the people I feel responsible for - my team or family. I'll go to great lengths to do what I believe is right for them.
People underestimate how introverted I am. For some people, big social events are energising. For me, they're draining. It doesn't mean I don't enjoy them. It just means I need time alone or with my family to recharge my batteries.
In good relationships, I kept an open mind and tried to listen to the other person's perspective regardless of whether I agreed with them. I proactively created safe spaces for us to exchange even conflicting views.
I became harsh, overly boundaried, and put some physical and emotional distance between the other party and me. I'm working on it.
What pushes my buttons in stress relationship times is reactivity. When dealing with a situation, I step back and look at the bigger picture. If I feel like someone is reacting impulsively to new information or change, it irritates me, and I can become... reactive myself! I'm also working on it.
This is the plain version. The full thing is a day you can scroll through. There is also the room.