# Ofir Israel's Manager Readme

**Director of R&D at Check Point Software Technologies**

# Why this document

This document is for everyone I work with - a glimpse into my thought process in the hope that this at least improve how we work together. This is also intended for new members in my team who want to better understand what they got themselves into :-)

I believe in “writing is thinking” and I also believe that giving context and setting expectations are some of the most important things that managers can do in order to improve how they work with their employees, peers and managers. That is why when I first read about the concept of a manager’s README I was keen on creating one. If we work together and you see that I missed something important or that there’s something I don’t notice about my tendencies, do me a favor and let me know.

# What I encourage & care about

I strongly believe in **Dev-Centric Culture** [1] and in **Extreme Ownership** [2] (Notes section below includes links to explanations on these).

Due to those beliefs I feel and strive to act as the driver of success of the products I own; if I need something but someone else is the “official owner” of something I will try to engage with them, however if for some reason I fail, I will revert to doing it on my own because if it matters to my product, it matters to me. **I don’t mind about “official ownerships” or “whose job is it” when it comes to things I care about.** I will do whatever it takes to guarantee the success of my products.

I see our partners in other departments: QA, PM, RLM etc - all are partners that are very helpful in achieving the goals of our products.

I believe in “context not control” since I usually work with great managers that I trust. Sometimes it might seem like under-directing but really it is me trusting you to do your job. I will value you more if you tell me what you want to do and why you’ve decided that, instead of asking me what I think you should do. The more senior you are, the more this is _expected_ of you and not only _nice to have_.

# How to win my appreciation / my expectations

Act as an owner. Have your goals set and do whatever it takes to win them.

Don’t do everything I tell you or suggest you do but rather debate with me if you think I’m asking for something wrong. Be open about mistakes you feel are being made. I expect you to question me but once decision is made  **disagree and commit** [3].

Be kind to other people and help the same way you would have wanted others to help you in your times of need. If you set an ETA, make it or let me know you will not make it.

Don’t ask me what to do - tell me what you want to do and why.

I expect you to let me know (explicitly) if you need my help - otherwise I might think you are doing something yourself and need no help (as I said before, I trust you).

# How to lose my appreciation / how to disappoint me

I will be disappointed if you tell me you need something done, but won’t do it yourself only because it’s another team’s ownership but they won’t do it. (the right way: if you need it and couldn't get others to do it, do it yourself).

I will be disappointed if you act in a certain way just to make a point and not because it is what you believe is best for the organization.

You will lose my appreciation and trust if you commit to a date and don’t deliver, consistently, without letting me know: I can’t follow-up on everything so I trust and assume things get done.

# How I operate (WLB, WhatsApp, E-Mail)

WLB is very important to me and I respect my employees WLB deeply. On the other hand, I have a tendency for over-working; I have much more that I want to accomplish than time in the office so I might e-mail on nights or weekends (although I’m trying to stop doing that). **You don’t need to act the same. I do not expect you to be the same. Don’t.** The only exception is that if I WhatsApp you at night or on the weekend then you should know it must be something that can’t wait.  
I usually read e-mails all the time but if you need something urgent - WhatsApp.

# On 1x1s

I try to keep up with 1x1s - I use them to untangle any conflicts you have that I can help with. It is much more efficient if you set an agenda, but if you don’t - I will at least use the time to ask you how things are going and investigate you about your feelings and thoughts. I love 1x1s because I love speaking with my employees. If you want to discuss something - just schedule using my calendar, no need to ask me.

# On Feedback

I value feedback, really. You are doing me a favor if you let me know what’s bothering you or what you feel is going great. It will even make me happy because it means I’ve earned your trust to share your thoughts with me. I am not easily insulted so that should not be an issue if you even wonder whether to tell me something or not. I think that most issues are best solved as early as possible and in a conversation. I usually don’t bite.

If you wonder about feedback from me and I did not offer it soon enough - ask. I have no problem speaking about it anytime.

# Notes & Reference

[1] Dev-Centric Culture: [http://www.aviransplace.com/2013/10/28/dev-centric-culture-breaking-down-the-walls/](http://www.aviransplace.com/2013/10/28/dev-centric-culture-breaking-down-the-walls/)  
[2] Extreme Ownership:

//www.youtube.com/embed/KSW7LQaFHTg

[3] Disagree & Commit: [https://hackernoon.com/disagree-and-commit-the-importance-of-disagreement-in-decision-making-b31d1b5f1bdc](https://hackernoon.com/disagree-and-commit-the-importance-of-disagreement-in-decision-making-b31d1b5f1bdc)