So, Erik is best suited to speak for Engineering's wider attitude on
personal development: I can only talk about what I've seen, as an editor
who slaves away for our evil and monolithic overlords in their goal to
obliterate the commu-crud. wrong meeting.
I've been not just impressed but humbled and kinda touched by the attitude
I've seen from managers, or simply people with a day-to-day role directing
other staffers, when it comes to personal development. Obviously, the
software and the movement is the first priority, as well it should be, but
they've always tried to make me feel at home and, more importantly, make
sure I'm *learning*. It's a genuinely great environment to be in on that
front :)
On 5 April 2012 05:46, Thomas Dalton <thomas.dalton(a)gmail.com> wrote:
On 5 April 2012 02:05, Erik Moeller
<erik(a)wikimedia.org> wrote:
On Wed, Apr 4, 2012 at 5:45 PM, George Herbert
<george.herbert(a)gmail.com>
wrote:
Has this
been an observed issue within the WMF?
In some areas. In my view, a well-functioning agile team is
self-organizing and self-managed, and it's a manager's job to
primarily set that team up for success, hire the right people, replace
the people who aren't working out, and help escalate/resolve blocker
or coordination issues outside the team's scope. Putting so much
responsibility on the team's shoulders is in my opinion a good thing,
because it treats them as adults accountable and responsible for the
success or failure of their own work.
What about personal development? Do your managers play an active role
in helping their reports develop with objectives, feedback, training,
etc? I imagine doing that for so many reports would be extremely time
consuming.
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Oliver Keyes
Community Liaison, Product Development
Wikimedia Foundation