# Ken Breeman's Manager Readme

**TL at HubSpot**

# Ken here,

    I aim to change the world, but I can't do it alone. I'm writing this README to make working with me easier and more productive. Keep reading to learn more about what I do, what I value, and how I work with others.

# My role as a Tech Lead

** **   I help build projects and grow people. I'm responsible for our teams success which includes aligning our efforts towards a common goal, providing guidance so we don't repeat mistakes, and coordinating with people outside our team.

    Unlike a stereotypical manager I'm not here to boss you around or tell you what to do, I help set goals for our team so we all know what we should focus on, but I'm not here to dictate exactly how we get it done. I'm always open to questions, there's no shame in not knowing things, especially in technology where things change rapidly. Feedback is an important part of any project and is also key to growing in your role. I try to provide feedback early and often on code reviews and during one-on-ones. Keeping everyone coordinated is a difficult balance between over-sharing and under-sharing. I try to be an umbrella for the team to minimize distractions but also try to share enough that larger changes don't catch anyone by surprise.

    I live for all things security. I am measured by the strength of our defenses, the usability of our tools, the speed of our response to issues, and the guidance we give to others. Security is a never-ending battle, and just like growing people, there is no definition of done here. Ultimately we are measured by the rate at which we improve, not where we linger.

# What do I value most?

** **   Trust is the single most important thing to me. [Security is based on trust](https://dl.acm.org/citation.cfm?id=358210), but so is an effective team, or a great piece of software, or a well-known company. Trust will make or break a relationship and must be earned over time. Trusting someone does not mean you never question their decisions, everyone makes mistakes, trust means assuming they had good intentions and building on that.

    I work best with people I trust. Trust is built gradually over time. Taking initiative, giving timely actionable feedback, and asking good questions will help to build it faster. Conflict can harm trust and I prefer to deal with it in a timely (but not instant) manner, privately, and in-person if possible. Every team has conflicts at some point: whether it's technical decisions or choosing between [nano](https://www.nano-editor.org/) and [emacs](https://www.nano-editor.org/download.php) it's bound to happen. Handling conflict professionally with [radical candor](https://www.radicalcandor.com/) is important and can help people grow but it requires careful wording, timing, and empathy to be effective.

# My Expectations

- Effort - you spend the time to try and do your best work.
- Growth - you move quickly enough to make mistakes but learn from them so they don't repeat.  
- Trust - you actively hold yourself to a high standard and make those around you proud.
- Communication - you provide regular status updates and ask questions when stuck.  

# Working with me

- Need something:
  - Urgently? Page me.
  - Soon? Slack me or find me in person.
  - In the next ~24 hours? Email me.
  - Bug fix? Feature? File a ticket.

- Talking:
  - Briefly? Slack me.
  - In-depth but async? Email me.
  - In-depth and interactive? Schedule a meeting with an agenda.
  - Privately? Ask me for a 1:1.

# 1:1s

**   **  One-on-one meetings are some of the most valuable meetings you can have, but they're often underutilized. These meetings are a chance to ask questions without fear, gain difficult feedback to help you grow, and above all learn. A 1:1 meeting is yours to make the most of. As a manager I can ask for a status update anytime, but a 1:1 isn't the place for that, it's meant for you to have my undivided attention. Come prepared with questions and keep asking until you're satisfied with the answer.

    I try to maintain weekly 1:1's and I will generally ask you how your day is going to start the meeting, this isn't intended to fill time with small talk, it's meant to help clear the air for the rest of the meeting. If you're having a bad day it's likely the number one thing on your mind. Asking you where you see yourself in five years when other things are on your mind is not going to be an effective conversation.

    Giving timely, specific, and actionable feedback can be difficult. Feedback during a 1:1 can take many forms and can include technical feedback, soft-skill feedback, and performance feedback. Reflection is an important part of growth and feedback can help align your mental model of how well you're doing with an external perspective. Some feedback can be hard to swallow, try to sleep on it, wait at least 24 hours, before responding to ensure there's more thought than emotion in your message. I love receiving feedback as well, always feel free to deliver it during 1:1's.

# Where to focus on your first 90 days?

**   **  Learn enough to become the go-to person for something. Try to make a contribution to each project our team owns. Find your niche before trying to branch out into wider areas of impact. Get to know your coworkers and start building trust with them. Set measurable goals towards each of these things, reflect on your progress regularly, and seek out feedback.