# Lev Levin's Manager Readme

**Team Leader at diagnostic robotics**

# The motivation for this document

This is my "Manager README", in which I would like to gather my thoughts on who am I, what is guiding me as a manager, and what would I like to achieve as a manager.  
The README is targeted firstly as a guideline to myself, but I want to share it with my team members and co-workers. Reading it will expose you to my credo, which will help you to understand the way my reasoning works, and my managing expectations from myself and my team members.

I will be glad to get your opinion on it and let me know of any suggestions to add to my README.  
Also, this is a kind of a self contract, which should be implemented by me, so if you feel that I'm not acting corresponding to it, I would love to hear about it.

# My role

In general, my role is to lead my team to success.

From the organizational point of view, I should handle all the team's commitments, while evolving and improving quality and efficiency. From the point of view of my teammates, I should help each one of them to pass all possible obstacles, and handle their work successfully, while thinking about how to improve each one of them. In addition, I must put my efforts into building highly effective teamwork, which will bring us to the highest performance as a team. 

# What do I value most?

Knowing me for a little bit, it is easy to find, that I have a straight forward attitude.  
As such character, I appreciate transparency, honesty and integrity.

I also believe in a "can do" attitude, so I will always value acts of leadership and taking responsibility for issues in the team.

Last, but not least, I appreciate a volunteer spirit, which translates into efforts for the sake of the team.

# My Expectations

I expect from my teammates and measure them for:

- Taking responsibility for their commitments
- Acting transparently, while raising red flags on time
- Pushing themselves to the limits, by constantly learning and improving themselves
- Taking initiatives and contributing to the team and organization

Also, those are general expectations, they are well defined and sets a clear contract with my team. As for them to succeed in those, I am always ready to help, in any case of an obstacle that stops them.

# 1:1s

The 1:1 meetings are just a formal appointment that should be used for me to help my teammates in their individual progress.

I believe that such an appointment should be constantly recurring, while the content of the 1:1 may vary. Also, it is lead by me, it is a good platform for you to let me know of any issues that bother you, and we can plan together how to solve them. While part of the time is concentrated on status and problem solving, the other part of the time will be invested in your personal growth and in mentoring. In order, the mentoring to be effective, you should be active and cooperative, so we can reach together the goal of your personal progress

Even though the 1:1 is the formal time for you to discuss with me the above, I want you to feel free (and expect you) to reach me whenever needed, in an informal way.

# Personality quirks

- I argue with “passion” - I may raise my voice a little or be overconfident in my way, I don't want you to take it as some arrogant act, it's not the intention. If you feel it, just let me know. 
- Sometimes, I may act sarcastically - it's not to offend anyone, it is just the way I talk.
- Sometimes I may move from doing something to doing something else, just because someone asked me (I love dynamic work) - if for some reason you feel that anything you asked was moved down in priority, just ask it again, and I promise to handle it or let you know when I will be handled