Oh, yeah. Communication is good. Yeah, we do have like a continuation on the documentation side of topic. What's your approach to documenting the process? I think it's like how much of your process gets documented as a process? What I so like, I like to go as minimal as possible, so I like from my experience knowing that they want to know what task you're on, when it's going to be delivered and who's the person to contact. So I'll like start like, you know, kind of above the fold, like they say with newspapers, like so anything above this line is just like need to know basis kind of things. So keep it as minimal as possible. So, cause then I like it to use it as I always say this, like to point to like when I was, when a doctor point to any, whenever anybody comes and so with questions. And so then below the fold I will do things like, here's a list of, like here you can find all of our consolidated meeting notes. Here you can find what the timeline is and our complete task list that's being updated. But above the fold, just like very straight to the point minimal. And then if five people keep asking me, okay, but where's the repo? Okay. That gets added above the fold. So I just like keep it, yes, keep it super simple and then add as I see necessary. She's wide awake now that everybody's here. Of course you want to participate too! Cool.
And another question we got is it feels that sometimes automation in the processes can make people in the team detach from each other and low lower the ownership, lose the ownership specifically during remote work. And that is better to use personal communication to expand for example, personally notify a person to do a PR review, and instead of automated notification. So on the process of documenting your personal way of dealing in communication, what would you add on that? I would say do a readme file because it's something like that about your personal way of doing stuff. Okay, see, yeah, I think like, the automation is extremely handy. But I definitely get the point of kind of losing that personal effect to everything that you're doing and losing. It's very hard to feel a part of a team when you're just getting oops, sorry, when you're just getting GitHub notifications and emails about doing something. But there's the flip side to that too, where you know, we are humans, and it's easy to error and be like, I asked you about, you know, doing this thing, like, no, you didn't. Oh, yeah, I didn't. And something sits there for a while, or put or the fact that, you know, sometimes it can become a burden, if you have to ping somebody, and it can become contentious to even if you're just like, man, they keep being me to like, you know, check this and check this, and I know it's there. And it's really, really hard remotely to gauge, you know, attitudes, and you know, how people are feeling about things. So I would almost say that those things can be separate. So you can have the automation for things like reviewing GitHub issues, or, you know, requesting a blog post review or something like that. And then, you know, it's up, then to the manager to have more ways to be more social. So for instance, like we were going to automate, in Slack, we we kind of give updates as things progress with certain integrations or projects. So we were just going to keep that in that social channel, our like social team channel where we chat, but also have it have a thing on, on Slack that would automate it being added to a notion doc.
Comments