How I am
Bottom-up Processing
I think Bottom-up. What this means is that, while "most" people think top-down, I approach things from a different direction.
I go from details to generalization. I need to gather information, context, circumstance, etc. into how I work.
That's why I make a good designer: that attention to details, seeing the forest from a mycelium-network perspective -> up.
Written communication
I do my best communication through writing. I also have challenges processing solely verbal communication. It doesn't "stick" quite as well, and my mind gets distracted without a grounding something.
This grounding is a foundation for my focus.
Purposeful, scheduled gatherings
I like to come prepared for meetings. I need to come prepared for the mindset, energy, and context to get the most out of that meeting.
If we're in sprint planning, and we get sidetracked with far into the future stuff...I get frustrated because we've deviated from purpose and ambiguating the outcomes.
I can work with unplanned, unscheduled gatherings. That's why "core hours" and "working agreements" are valuable team practices, for—what I like to call—planned spontaneity.
I also schedule meetings and at least need one to two weeks scheduled ahead of time to perform at my best. I plan my week's energy rhythm according to the schedule, and what I have on my plate.
Shit happens.
It won't always workout how I prefer. However, if it's a habitual, team practice of complete informal, ad-hoc communication with non-communicative, insular knowledge management practices recurring month over month, quarter over quarter—there's a problem.
Rituals & Practices
I enjoy Agile rituals.
The regular rhythms of feedback, iterative improvement, change, spontaneity, and communicative moments are powerfully important.
However.
If they are half-assed, without clear signs of improvement from sprint over sprint, they lose their efficacy.
If you only do sprint planning, and never things like:
- pre-mortems
- retrospectives
- post-mortems
- collaborative practice feedback
- brainstorming
- quarterly planning
- yearly planning
- change management...
...basically:
always sprinting, never listening to the needs of rhythm, longevity, and practicality—
we'll likely have a other problem.
I have big feelings & short-term temporal memory
It's how my bodymind's wired.
I will show my feelings. I have medication that gives me more space to show them less externally, but that's a fact. I will show those feelings, and most of the time it's nothing against you.
Feelings are part of communication.
As is time.
Management
I expect, at least, fortnightly or monthly one-on-ones with whoever reports to me or I report to.
This provides short, contextual feedback loops that keep us aligned, expectations managed, and collaboration flowing.
Conflict isn't a bad thing
Not for complaining , performance management, etc. but the regular ritual of meeting, sharing, and aligning expectations.