# Ken Luurtsema's Manager Readme

**AVP of Architecture at Travelers**

# My readme

Integrating into a new team can be difficult.  I have always found learning the technology to be the easy-er part. Point me at the code, and I can get started.  Working with team members can be something else. On long-running teams, you have to understand the balance that has been established and discover how you can best contribute.

One way to make this transition a little more comfortable is to share expectations and some information about me.  I read about the idea of a manager README and was hooked. [README](https://en.wikipedia.org/wiki/README) files are just a form of documentation and you can think of this  as a user manual for me. If I am doing something that doesn’t seem to be consistent with this document I would love to talk about it.

# Communication

I intentionally use humor to help people feel comfortable.  I have found this helps people relax and build rapport before we try to solve real work problems and it entertains me.  If I am not entertaining I would like you to communicate this to me so I can make adjustments and you can feel comfortable.

I share information openly and honestly about what’s going on with everything from work challenges to my weekend plans.  Not everyone will feel comfortable with this level of transparency with their personal and professional lives. I have found over communicating gives me the best chance to develop trust and long-term working relationships.  This also makes it easier for my team to spot when I need space or additional support. If you don’t feel comfortable sharing make sure we can spot when you need support or when you need space.

# Work philosophy

We often have to make decisions and create solutions to problems with incomplete information. Paul Saffo has a mantra[ "strong opinions, weakly held"](https://www.saffo.com/02008/07/26/strong-opinions-weakly-held/) that made a lasting impression on me. I want you to have a strong opinion but also be open to discussion and change. You may prove yourself wrong, new information may surface, or a colleague may see something you missed. For me, that is what makes collaboration so much fun.  
  
I value learning and adapting over not making mistakes. We are all humans and will make mistakes but being able to correct and adapt allows you to learn much more quickly. I frequently refer to this as keeping a flexible mind.

# Leadership

Leadership is not for some team members it is for everyone.  Everyone has the autonomy to decide how to solve problems and are responsible for considering how solving today's problem can help the team tomorrow.

One of my favorite leadership books is Turn the ship around.  The author argues if you want people to think you should communicate intent and allow people to decide how to accomplish things.  If that sounds interesting this short video should excite you.

//www.youtube.com/embed/pYKH2uSax8U

# Feedback loop

You are now a leader on this team, and we need you to speak up if you see something we can improve or if you really like something.  The faster we find out we can do something better the quicker we can enact change.

I am always open to critical feedback.  I work best when hearing it as quickly as possible and appreciate some thoughts on how you think we can improve it.  Not everyone operates this way and we will talk about your preference for feedback in our first 1 on 1.

The easiest way for us to be successful together is when our personal and team goals move us in the same direction.  Are you interested in working on some new piece of technology that will help our product? Do you have interests outside of your current role?  Is something not working? I want to talk about it and find opportunities to make it better.

# 1:1s

One on one sessions are the most valuable meetings in any organization.  It not only allows managers and team members to talk about big-picture objectives and career goals but more importantly what is going on in our lives outside of work.

If you report to me you will own our 1:1 meeting.  I'll have content for it but this will largely adapt to your style.  I have seen comprehensive agendas, no agendas, themes, you name it.  You will also be responsible for the cadence (weekly or bi-weekly).

I also love Lara Hogans list of first[1:1 questions](https://larahogan.me/blog/first-one-on-one-questions/).  I found her when I first became a manager and she helped me develop my style and be more aware of things I had never considered.  Just asking how you like feedback and recognition or how you want to be supported sets us both up for success.

# My quirks

I may seem optimistic but that is not natural for me.  I intentionally work very hard at making sure the glass is half full because I have seen the power optimism can have on a team.  We have to believe we can find the answer and solve the problem together.