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cover of episode Episode 434: Forgetful boss and nothing to say

Episode 434: Forgetful boss and nothing to say

2024/11/11
logo of podcast Soft Skills Engineering

Soft Skills Engineering
AI Deep Dive AI Chapters Transcript
People
D
Dave
活跃的房地产投资者和分析师，专注于房地产市场预测和投资策略。
J
Jamison
通过播客分享软件工程和软技能知识，帮助工程师解决日常工作中的问题。
Topics
Dave: 如果老板总体很好，可以委婉地提醒老板之前讨论或决定的内容，而无需像告密者一样。 老板健忘是普遍现象，直接提醒即可，无需拐弯抹角。如果老板总体很好，可以直接提醒他之前讨论的内容。如果老板很好，可以委婉地指出他健忘的问题，并提供一些建议。 Jamison: 为了避免遗忘，应该将讨论内容、行动项和决定记录下来，例如写入议程、Slack 或任务跟踪软件。记录下所有内容有助于记忆，即使仍然会遗忘，也能通过记录内容得到提醒。记录所有信息是应对信息过载的一种方式。处理老板健忘的问题，既要处理当下情况，也要解决根本问题，避免再次发生。为了避免老板健忘，应该将决定记录下来并与团队成员分享，确保每个人都了解。将决定记录下来并与团队成员分享，可以帮助团队成员更好地记住并执行决定。 在大型科技公司工作，员工可能对公司整体情况不了解，从而导致在与上级经理会面时不知道谈论什么。在大型科技公司工作，即使是资深开发者，也可能有很多问题需要和上级沟通。与跳级经理沟通时，可以讨论公司整体情况，并询问如何更好地融入公司。与跳级经理沟通时，应该提出一些能展现自身价值和对公司贡献的问题。与跳级经理沟通时，应该提出一些能展现自身价值和对公司贡献的问题，例如询问如何帮助公司、公司最关心的问题以及如何改进等。

Deep Dive

Chapters
A listener asks how to help their forgetful boss remember decisions and stay accountable without being a "snitch." The hosts suggest writing down decisions and action items to create a record and help the boss stay on track.
  • Documenting decisions and action items can help a forgetful boss stay accountable.
  • Framing the documentation as helpful for the entire team can make it less personal.
  • Directly reminding the boss of past decisions can be effective if done gently.

Shownotes Transcript

In this episode, Dave and Jamison answer these questions:

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My boss has been forgetting a lot of stuff lately — decisions from team discussions, action items from meetings, their own decisions that they then go against later, etc. They’re great overall, and this is definitely just a human thing… we’re not perfect. But how can I help them remember or remain accountable without feeling like the snitch from “Recess”?

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Listener Gill Bates,

Hey! I started working in a big tech company recently and I feel like I am on a different planet all of a sudden. Before, I did only work in startups and small companies. I have joined as a senior developer and have a weekly 1:1 meeting with my manager, but also a biweekly 1:1 meeting with the skip level manager. The latter is where I am having problems. I don’t really know what to talk about in this meeting and fear that this is seen as disengagement. The first time I had the meeting, the skip level manager mentioned that he was sure I would have tons of questions and in reality I had none at all. I feel like, in my senior role, I must come into this meeting with good questions, but all questions I have, I am discussing with my peers or manager directly. So nothing left really for my skip level manager. I am starting to prepare fake questions, where I already know the answer to, just to seem engaged. It feels like a game. So please Dave & Jamison, tell me how to play that 1:1 skip level manager game.