# Brian Marin's Manager Readme

**Senior Vice President, Global Services at Botify**

# Motivation for this document

For teams to be successful, I believe it is important that everyone is clear on the responsibilities of both the team lead and the team members. To achieve this, one can draw up a contract of sorts. The contract should cover both the psychological and practical responsibilities of working together.

# My role

I am responsible for Services at Botify. This means I'm working towards scaling our services offering to contribute to Botify's overall business growth.

As a member of the executive team it is my responsibility to clarify the mission, the team's purpose and the goals/objectives we should be working towards achieving. I am committed to coaching and mentoring team members to help them reach their full potential. This extends beyond your time at Botify.

# What do I value most?

Consistency is important. When working as a team it makes everyone's life a lot easier if your behaviour is consistent. It allows others to get to know what to expect from you and to get into a rhythm working together. There is nothing more challenging than working with someone whose behaviour is inconsistent.

What I value most is reliability. Showing up. Being on time. Delivering on what you committed. Being someone the team can depend on. 

It's important to take initiative and to start things. I am always highly appreciative of people who can also finish things, ship things, get them out the door, get the project over the line.

# My Expectations

What I expect of the team is:

- To choose to be on the team.
- To have a positive attitude.
- To understand the team’s goal.
- To make clear contracts about your best contribution towards achieving the goal.
- To encourage your colleagues.
- To be creative.
- To find solutions to challenges.
- To deliver on your promises.
- To do whatever is necessary to help the team to achieve success.

I expect you to take ownership. Have an entrepreneurial mindset. Imagine our team is a business of its own and you are the CEO. What would you do first? What would you do next? What has the greatest potential to contribute to success? What should we de-prioritise?

I expect you to manage up. Please share updates with me proactively (both positive and negative). Let me know where you need support. If I hear nothing I will assume that all is well. If I hear nothing for too long I will come searching for information. Either manage me or I will manage you (and neither of us want that!).

# 1:1s

I will set our recurring 1:1 meetings. I prefer to schedule them myself as it allows me to more easily change the time if necessary. I hope this is ok with you. I try to not reschedule unless absolutely necessary. If I do reschedule a meeting I always provide a reason and would appreciate it if you would do the same.

We don't need to set an agenda - I am happy to address whatever topics are top of mind for you at the time. If I have something specific to share I will. It's quite often the case that I'll take a call while on the move meaning it's not possible to take notes. There is no need to transcribe the content of our conversations but I do appreciate it if you can capture the high level actions from the discussion, and then action them or at least set the wheels in motion.

# Personality quirks

I use analogies a lot, for illustration. I also use alliteration a lot, e.g. the 3 C's, the 3 P's, the 3 D's, etc. If you don't know what those are you probably haven't worked with me for very long.

I'm a big believer in "less is more" and a fan of bullet points.

# Where to focus on your first 90 days?

Start with the end in mind. Familiarise yourself with the team goals and objectives and the timeframe for achieving them. Then build a roadmap for yourself to clarify what steps you will take to achieve the goals. Solicit feedback on your plan.