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My EOY Reflection Checklist
11–20 of 28 posts
Re: My EOY Reflection Checklist
#12I like this list. On calendars - I wish companies would hire people to manage calendars for teams and orgs. It feels like keeping my calendar defragged is an uphill battle, but one that could be solved at a top level fairly well.
This role does exist. It is called an "administrative assistant" and you see them at most companies above a certain size. The downside is that they will tend to be assigned only to executives above a certain rank.
I'm thinking of it more on an org level though - i.e. have one person who all scheduling goes through, with the expectation that they're continuously optimizing everyone's calendars.
Re: My EOY Reflection Checklist
#13I like this list. On calendars - I wish companies would hire people to manage calendars for teams and orgs. It feels like keeping my calendar defragged is an uphill battle, but one that could be solved at a top level fairly well.
Have you tried Clockwise? We have it installed in our G Suite account; it performs decently well.
Re: My EOY Reflection Checklist
#14Earlier quoted context omitted.
This role does exist. It is called an "administrative assistant" and you see them at most companies above a certain size. The downside is that they will tend to be assigned only to executives above a certain rank.
I'm thinking of it more on an org level though - i.e. have one person who all scheduling goes through, with the expectation that they're continuously optimizing everyone's calendars.
That's a very interesting thought. I don't have the opinion that administrative assistants scale well since the idea of "is this meeting important" is really based on understanding, for the person whose calendar is being managed, what they consider important. As you scale it out to a whole org I would imagine that you end up with the same schedule as before - just now the organizers assistant is talking to your assistant. It might deflect meetings from two people of the same rank at an org, but managers can still drag you into meetings where you add no value nor gain no value.
Maybe the solution would be to auto decline every meeting until the person inviting makes a personal case to you, for why you should attend. Every quarter, decline all reoccurring meetings until the case is re-made ;)
Re: My EOY Reflection Checklist
#15Earlier quoted context omitted.
Who says I'll want a job in six months? Maybe I'm tired of all the BS and want to live in a van down by the river.
Maybe uncharitable of me, but it seems like you are just trying to throw in some snark to the discussion rather than contribute anything useful about your perspective. I for one would be interested to hear what you mean by your original comment, but it so far doesn't seem like you are that interested in explaining yourself.
I have become disillusioned by the company I work for, and the industry. After being screwed over and passed over for multiple years, I feel like there's no point in trying to climb the ladder. Why should I try to improve myself for the company's benefit, especially if I'm not going to be rewarded? For reference, I'm a midlevel who has filled the role of senior and even tech lead.
Re: My EOY Reflection Checklist
#16Earlier quoted context omitted.
This role does exist. It is called an "administrative assistant" and you see them at most companies above a certain size. The downside is that they will tend to be assigned only to executives above a certain rank.
I'm thinking of it more on an org level though - i.e. have one person who all scheduling goes through, with the expectation that they're continuously optimizing everyone's calendars.
When I used to work in ad agency land, there was typically a role called the "traffic manager", which was sort of like a project manager but for the whole creative department rather than just an individual project or two. They would definitely organise everyone's calendars for them, amongst many other things. It wasn't a job I was terribly envious of, I must say!
Re: My EOY Reflection Checklist
#17Earlier quoted context omitted.
Maybe uncharitable of me, but it seems like you are just trying to throw in some snark to the discussion rather than contribute anything useful about your perspective. I for one would be interested to hear what you mean by your original comment, but it so far doesn't seem like you are that interested in explaining yourself.
I have become disillusioned by the company I work for, and the industry. After being screwed over and passed over for multiple years, I feel like there's no point in trying to climb the ladder. Why should I try to improve myself for the company's benefit, especially if I'm not going to be rewarded? For reference, I'm a midlevel who has filled the role of senior and even tech lead.
I think the real answer is to improve yourself for your own sake, and with luck those improvements will take you somewhere out of your company or even industry. This is similar to the concept of Scott Adams's Talent Stacking (see https://talentstacking.com/about/).
Re: My EOY Reflection Checklist
#18Hey OP:
Thank you for this. Management Operations is such a neglected field. I've just subscribed.
I'm my consultancy's ops person (we're +20 people), so its nice to see these topics on HN and elsewhere. I look forward to your content continuing.
Re: My EOY Reflection Checklist
#19Re: My EOY Reflection Checklist
#20Like the list and your trello responsibility tasks list definitely gonna steal that. I was thinking around the same like you know every company declare annual report every year. So why I don't declare a personal annual report(PAR) on all things that I did, likes, expectations that were in the beginning of the year, what was accomplished, learnings, life lessons, things that got cancelled.... If one continues to do this consistently do this there won't be many only a few like 35-50 PARs per person depending life expectancy but would be a great collection. The questions in your site can really help my stuff, I hope I can start on this idea.