# RJ Zaworski's Manager Readme

**CTO at Koan**

# Motivation for this document

This README outlines how I think about work. It's meant to help onboarding teammates get to know me and established teammates hold me accountable. That doesn't mean it's etched in stone—it's changed in the past and it doubtless will again—but as far as working with me, it's the best (read: only) high-level summary you'll find.

Let's do it.

# My expectations for my role

At a minimum, I'm on the hook to:

- **collaborate with leadership**  in setting priorities and allocate the resources needed to achieve them. I won't always have the last word, but I do need to make sure our goals are realistic and that we have what we need to achieve them.
- **grow our capabilities** both technically and as a team. Technically, I should always be looking for technologies that will give us leverage (and steering us away from overhyped tech that won't). We can also get leverage through people: both by hiring excellent people and by training and retaining the ones we've got.
- **maintain a supportive, inclusive working environment** where it's OK to do things your way (whatever that is) without questioning whether or not you belong. Culture is the product of individual actions, but I'm ultimately responsible for establishing boundaries and fostering a safe, healthy working environment.
- **align interests & talents** with business outcomes. Disinterested people tend not to stick around. Balancing personal growth and business needs is easiest when the two overlap—and as much as possible I should keep them close together.
- **market our work** both inside and outside the organization. Inside the org, R&D is a cost center that tends to be opaque to both leadership and other business units. Outside the org, a reputation for technical excellence (and a great operating environment) can greatly smooth boh fundraising and hiring conversations.

Those are the expectations, but I'm far from perfect. I deeply appreciate feedback on areas where I can improve. And if I'm not living up to my role (or doing anything to prevent you from delivering your best work), please let my supervisor know.

# My expectations for you

Intel's legendary CEO Andy Grove encouraged managers to think in terms of "task-relevant maturity"—that expectations are a function of both the job and the person doing it. A senior employee taking on a new job may be just as immature as a new recruit, and the manager's perception should shift accordingly. It's an important idea.

Whatever task is at hand, though, I expect that you'll:

- **do your job**. You were hired on the belief that you would excel with a specific team and role. If the expectations aren't clear, let's talk. Otherwise I trust you to do what you need to do.
- **know yourself**. Ask questions when you need to. Raise a red flag if you're tapped out. I'll do my best to anticipate issues and resolve them before they get in your way, but you're the best reference available regarding your own capabilities and preferences. If you're approaching a limit, say something. We'll get through it.
- **play well with others**. I don't have many red lines, but I do expect courtesy and respect when dealing with the people around you. Whether they're teammates, customers, or colleagues in other departments, interactions reflect both on your personally and on us as a team. Be cool to others.
- **grow on the job**. Learning is one of my primary motivators in taking a job, and (rightly or wrongly) I tend to assume that others feel the same. That means embracing challenge and keeping an open mind. Manage that and we'll go far.

I'll check in from time to time if I need reassurance that you're getting the support you need; that expectations are clear; or that stress isn't tipping over into a red zone. By default, though, I'll trust you to look out for yourself while ensuring the job gets done.

# Availability

In general I'm available to chat. When I need blocks of time to focus on specific things I'll make them; the rest of the time I expect to be largely interrupt-driven.

# Communication preferences

During business hours, it's easiest to reach me by company chat. For after-hours emergencies, email is your best bet, then by [my phone](https://rjzaworski.com/2011/08/what-no-phone).

Communication styles vary. There are talkers, painters, videographers, dancers—you name it, people do it. [I tend to write first](https://rjzaworski.com/guides/writing). I tend to write big, honking essays first. Most of the time I'll edit them down before hitting "send." Whatever the medium, though:

- I get frustrated when I have to repeat myself (hence writing).
- Except for private matters or very specific questions, I prefer to communicate through public channels. If important information's exchanged over a call, I'll write down a plot synopsis and share it. I'll ask you before moving anything we're discussing into a public forum, but I strongly prefer that things stay out in the open.
- Durable notes are good. I put wikis (or other shared knowledge bases) above mailing lists; mailing lists above individual emails; emails above Slack; and all of them above yet another video call.

# Giving and receiving feedback

I appreciate feedback. I assume you do, too, though in my experience both medium and message can dramatically alter how feedback is received.

**Reminder to self** : add tips for giving and receiving feedback effectively.

# Calendar

This one's easy: my calendar is yours. If an appointment, meeting, or "working block" isn't on it, that's on me.

- Unless previously discussed, it's safe to assume that I'm available 8a - 5p Pacific (UTC-7)
- if my calendar _is_ blocked and it's urgent, ping me and I'll do everything I can to make time

# 1:1s

One-on-one meetings are some of the most important time I spend during the week.

- Force time during the week
- this agenda's yours. I'll have one too, but let's start with whatever's on your mind

# Meetings

I will go out of my way to avoid meetings. Standing meetings are particularly noxious: left unattended, they nearly always devolve into administrivia and a checked out audience over time.

To make meetings less bad:

- **have an agenda**. At worst case, an agenda will help keep things on track and make sure the topics that need time actually get it. At best, writing an agenda often answers the questions the meeting was meant to address. _Et voilà!_ Meeting avoided!
- **take minutes and actions**. The meeting was called to accomplish something. Make it real (and accessible to anyone that wasn't there) by writing it down. If I'm bugging you for a summary that I can't find it elsewhere, that's a bad sign. Please don't make me do it.

# Outside of work

I prefer to keep strong boundaries between my working and personal life. That said, some of the things that past coworkers have been surprised to learn about me include:

- My causes are education and the environment
- I'm a strong extrovert (though one that's learned to keep quiet)
- I [send volumes of mail](https://rjzaworski.com/2018/10/notevember), the postal kind
- Movement (walking in particular) is important to me. Music, art, and food are important too, and much of my time off goes to one of the four

# Books

Looking for that next read? In no particular order, try:

- Andy Grove - High Output Management
- Daniel Kahneman - Thinking Fast and Slow
- James Gleick - The Information