[Foundation-l] WMF Engineering org charts

[Oliver Keyes]

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 at gmail.com> wrote:

> On 5 April 2012 02:05, Erik Moeller <erik at wikimedia.org> wrote:
> > On Wed, Apr 4, 2012 at 5:45 PM, George Herbert <george.herbert at 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