I'm a manager but has single contributor responsibilities.
1. How do you interface with your team (and how frequently)?
A. Daily, if not hourly. Via calls, chats and emails.
2. How do you interface with your manager (and how frequently)?
A. Ad-hoc and scheduled 1:1, my manager is a C level (smallish company, ~$40 in net profits.)
3. Do you have some recurring meetings? What is their cadence?
A. Yes, but this depends on the employee, high flyers I let them set the schedule. Folks that turn out to need more help, I set the schedule, anywhere from once a week to once a month.
4. How do you take care of documentation?
A. I have a background in Technical Documentation... Probably drives my team nuts. But I focus on getting tribal knowledge in to Wikis at least, formal documentation as required by regulation or policy/standard.
5. How do you ensure that you have time to work on your sprint tasks while context switching?
A. LOL... In seriousness I weight my story points heavier as what I am working on is usually obscure and/or steeped in regulation.
6. How do you ensure everyone is moving in the same/correct direction?
A. Through 1:1 and daily stand-ups. Plus monitoring the board. Finally, communicating the overall goals and obligations of the group. If one of my team members says "I've heard this before" I respond with "Good, you'll here it at least one more time."
I took the more challenging direction with my leadership. I manage people balancing their expectations and mine. I'll give someone enough rope early on to see if they can manage themselves.
Parting thought, I work with and worked for many veterans. One thing I learned from them is find your NCO, lean on them and reward them. Consider yourself a newly minted butter bar (Lieutenant) and don't assume you know best. But use your experience to guide the ideal direction, avoiding pitfalls you know about.
1. How do you interface with your team (and how frequently)? A. Daily, if not hourly. Via calls, chats and emails.
2. How do you interface with your manager (and how frequently)? A. Ad-hoc and scheduled 1:1, my manager is a C level (smallish company, ~$40 in net profits.)
3. Do you have some recurring meetings? What is their cadence? A. Yes, but this depends on the employee, high flyers I let them set the schedule. Folks that turn out to need more help, I set the schedule, anywhere from once a week to once a month.
4. How do you take care of documentation? A. I have a background in Technical Documentation... Probably drives my team nuts. But I focus on getting tribal knowledge in to Wikis at least, formal documentation as required by regulation or policy/standard.
5. How do you ensure that you have time to work on your sprint tasks while context switching? A. LOL... In seriousness I weight my story points heavier as what I am working on is usually obscure and/or steeped in regulation.
6. How do you ensure everyone is moving in the same/correct direction? A. Through 1:1 and daily stand-ups. Plus monitoring the board. Finally, communicating the overall goals and obligations of the group. If one of my team members says "I've heard this before" I respond with "Good, you'll here it at least one more time."
I took the more challenging direction with my leadership. I manage people balancing their expectations and mine. I'll give someone enough rope early on to see if they can manage themselves.
Parting thought, I work with and worked for many veterans. One thing I learned from them is find your NCO, lean on them and reward them. Consider yourself a newly minted butter bar (Lieutenant) and don't assume you know best. But use your experience to guide the ideal direction, avoiding pitfalls you know about.