# Naresh Chintalcheru's Manager Readme **Director, Software Engineering at XPO Logistics** # Hello I'm Naresh and this is my Manager ReadMe.  After reading this, you should have a better sense of what it is like to work with me, my principles and general thought process.  **I need your input, feedback, and support in order for this to be a successful relationship.** # My Role As a Director of Software Engineering, I'm measured by how I empower and grow People, how healthy and productive our Teams are, how I build the Culture, the technical thought Leadership I bring, and how I work across the Organization to deliver value.  **_People_** - **I want you to succeed.**   Success means different things for different people.  I want to learn about your version of success and Coach/Mentor you achieve it. - **I want you to be happy.**   You should come to work with a some level of interest, excitement and engagement.  If you're not, let's talk so we can find that path together. - **I want you to be productive.**   You should have the right tools, information, and support to do your job.  Part of my job is to enable these things for you. **_Technology_** - **It's my job** to ensure our Platform follows our Technology Vision to modernize tech-stack and manage tech-debt  - **I will ensure** that there is opportunity for People to influence that Vision through a process. - **I look forward** to many healthy debates on Technology. **  ** I hope that our Teams become great at discussing, writing, and evaluating Technology choices. - **I will not seek** to dictate decisions, but I will make them when necessary. **_Organization_** - **I believe in transparency everywhere.**   I will share with you everything I can that is not protected by some reasonable law.  I will share everything we do with the Organization. - **I am in service of our Customers.**   Internal and External.  We should strive to put Customer Service first and foremost in the work that we do. # My Principles I consider the study of leadership to be a craft that I constantly endeavor to master, but never will.  Through this course of study, I have gathered a list of principles that inform my leadership style. I reference these often, having memorized most of them. - **People First** - This is my guiding principle, see above. - **Keep it Simple** - Everything should be made as simple as possible, but not simpler. - **Clarify, Clarify, Clarify** - Clarity affords focus. - **Document Plans** - If you fail to plan, you plan to fail. - **Prioritize & Execute** - When in doubt, ask “What’s most important right now” and then do that. - **Perception is Reality** - Your behavior and results matter more than your intentions. # What you can expect of me? - **Motivate and Support.**   We will work together to set a path that motivates you, and if you struggle, I will be there to support you. - **Be there for you.**   If you need to talk, ask a question, or raise an issue, know that I am here to listen first.  Then, depending on what you need, I can act.  But sometimes, just listening is all that is needed - and I promise to start there. - **Provide perspective.**   Part of my job is to translate the goals of our Executives into goals for our teams, as well as work across other departments to understand their goals.  I will do my best to provide you with the context you need to do your job. - **Celebrate.**   I will make sure you are recognized and rewarded for your efforts. # What I expect of you? - **Be a good human.**   "Do unto others as you would have them do unto you." - **Write, Talk, Share.**   Be known to me and your teammates.  The more we all communicate, the better we know each other and the easier it is to work together. - **Feel safe challenging me.**   Whether you are an Engineer 1, Principal, or a Senior Manager, we should have a relationship where you can point out where I am wrong, or suggest an alternative. - **Do your homework.**   This applies to technology, problem solving, and in-general.  Do proof-of-concepts.  Read and research things. - **Push updates to me.**   Instead of  me asking you for updates, just send me them early and often - even if there's no material change. - **Point out my blind spots.**   I expect you to tell me if something is amiss.  Or if something should be done differently.  Or if I'm not living up to the story I've written here. # One-on-One's - **We will have a scheduled 1-on-1.**   I will make myself available to you for ad-hoc meetings whenever you'd like. - **This is not a status meeting to talk about tasks.**   My hope is that we use it to discuss your professional development, issues on your mind, or where I can shade in context about things happening within the company. - **I will ask you to do homework.**   I am going to send you a few questions to get a feel for how things are going.  And, a few questions to build our relationship. - **We'll start with video call.**   Sometime coffee, lunch or a walk. What I do in O3s comes from [podcasts](http://www.manager-tools.com/map-universe/one-ones), at a web site called [Manager Tools](https://www.manager-tools.com/), feel free to listen for yourself. # My Availability I typically work anywhere between 7am - 6pm CST.  It flexes based on my son's activities. - I work evenings and weekends when I am motivated to solve a problem or there is something important I need to catch up on.   **You may see notifications or Slacks from me during off-hours.  You can ignore them until the next business morning.** - **I do not expect you to work evenings and weekends.  ** _Except if you're on-call._ # Where do I stand? Part of my job is to track where your performance stands at all times - and obviously provide you with feedback on how to improve. I categorize people based on one of three particular levels of performance rating (based on standard HR rating scales): 1. **Exceeds** - Performance exceeds expectations 2. **Meets** - Performance consistently meets expectations 3. **Does Not Meet** - Performance was consistently below expectations It is really important to note that a Meets is not a bad level to be at - I have high expectations of everyone that reports to me. # Feedback I am a strong believer of [Radical Candor](https://www.youtube.com/watch?v=MIh_992Nfes); I want to ensure that you are receiving honest and actionable feedback on a consistent basis. There should never be a scenario where a performance review, or in the worst case scenario, a Performance Improvement Plan, is the first time that you hear negative comments or feedback. I will provide you with feedback and guidance to the best of my ability. Feedback should go both ways. I am relying on you to let me know how I am doing. # Personality Quirks  - I've done some personality tests. - DiSC Profile:  [DI](http://recoveringengineer.com/disc-model/the-disc-model-of-human-behavior-a-quick-overview/) - 16Personalities:  [Assertive Consul](https://www.16personalities.com/profiles/cdd2d7d72247d) - Motivational Drivers: [Achievement and Order](http://groupspaces.com/ChAPT/item/989575) - Meyers-Briggs: [ESFJ](https://www.myersbriggs.org/my-mbti-personality-type/mbti-basics/home.htm) - Clifton Strengths: **[Focus, Futuristic, Significance, Learner & Strategic](https://www.gallupstrengthscenter.com/home/en-us)** - I have no technology favorites.  I will literally do whatever seems like the right tool for the job.  I can change on a dime.  This can be frustrating to people. - I sometimes context switch very quickly.  I don't do a good job of letting people know I've moved on from a topic and am starting the next one.  This can be frustrating to people. - Always have an Agenda in your meeting invite.  Time is so precious, let's not waste it in a meeting. - If you did not take any personality test I recommend to read this and take one [www.recoveringengineer.com](http://recoveringengineer.com/disc-model/the-disc-model-of-human-behavior-a-quick-overview/) # My First 90 Days - Build relationships inside and outside of my unit - Understand the culture, engineering practices, architecture and delivery process - Gap analysis # My Favorite Books **Leadership & Strategy** - The Dichotomy of Leadership - Good Strategy/Bad Strategy - Managing The Unmanageable - Calm The F\*ck Down **Engineering & Technology** - Enterprise Integration Patterns - Release It! - Domain-Driven Design - Evolutionary Architecture