Jason's User Guide

Jun 2024

This is my user guide that allows people that work with me to get accustomed. I encourage you to create your own so that we can learn more from each other. Please read more on jasonr.org/how-i-work

This serves as your .jasonrc in your ~/ directory.

Basics

Meetings are ideally for things we can't get done async. Async works for most things. Writing is the cornerstone for that.
I (intentionally) use Slack sporadically - it is distracting and I prefer to respond all at once.
I do pre-readings for meetings and work better when we have an agenda. So I can be better prepared. I go through the documents attached to the calendar invites.
I am happy to help, am a generalist, and am told I'm good at poking holes (in a good way). If you need feedback or coaching on something you're working on at Celo or outside. Block time with [Feedback] in the invitation. See section on mentorship.
I use email - please send me an email.
The current initiatives I am working on are tracked here. A monthly log of all I've been doing that I can produce most times.
Block my time externally for coaching, mentorship, and help with your startup and product.
I like to use 1:1s to exchange feedback, share tensions, and discuss top-of-mind topics, and ideas for the future. In that order. I pre-read, so please feel free to share.
I spend time on deep work 8 AM - 12 PM GST. My phone is off, so no notifications come through.
I like using whiteboards, flow charts, and diagrams to represent thought processes.

Meetings

Meetings are ideally for things we can't get done async.
I'm usually on time, also I inform (via RSVP or DM) if I am not going to make it.
If I am not in 5 minutes in, please don't expect me.
My calendar is open and typically up-to-date.
My preference for titles for 1:1s is / Jason so that is visible clearly to me and others’ scheduling.
Please don’t multitask. Be engaged. Participate actively.
If you’re not open to switching on video, please let me know.
I don't mind taking calls at 10 PM+ PT.
By the rule of thumb: the other side of the world = my time + 12. Be empathetic.
No meetings on Friday evening. My calendar will auto-decline. I can accept meeting if there are fires (what are fires? see below) with heads up.
I am open to quick calls and meetings - please share a GMeet link, with a note "quick call?"
Why I’m opting to be ruthless with my time? Synchronous time on the calendar means I have to stay past my work hours most times, and it needs to be well worth it and bring value to the 2 of us in a way that written communication would not.

Communicating with Jason

I prefer written communication because:
- Allows me to respond at times when my energies are best.
- I am better at communication that is asynchronous and written than synchronous and spoken. My emails are usually clearer and more direct as compared to conversations.
- I find that writing helps clarify thinking. So when you write it out, it almost always helps you get a better grasp on what you are seeking. This usually makes the email more likely to get you what you need.
My personal preference for communication hierarchy for work communications in order of urgency is Email < Slack < Text IM < Call. My preference is to email first.
I prefer to have an acknowledgment of communication. I like quick “got it” or “on it” type acknowledgment notes, or 👍🏻 reactions on Slack so I know things that we’re discussing are moving.
Preface “FYI”, or “no action needed” there’s no need to respond.
I prefer that a "let's discuss" or "let's catch up" follow with time on the calendar. If I want to discuss something I will do the same.
I try to make myself available.
If you suggest a meeting or discussion, make an appointment on my calendar. If I suggest a discussion, I will initiate finding time.
I prefer that a “let's discuss” follows up with a when we’ll discuss.
I don’t expect you to respond to everything in real-time, but do expect you to close the loop on everything we open. If it’s on my plate, I will do the same
Err on the side of over-communicating. Do not assume I know. If you’re ever debating including me in communication, do it.
Avoid jargon and acronyms that are exclusionary to non-experts and new comers. I recommend that you always explain technical terms, acronyms, and abbreviations the first time they appear.
No weasel words ie phrases that are vague and create the impression of meaning without providing clarity. Drop all of "Would help the solution", "Might bring clarity", "Should result in benefits", "Significantly better", "Arguably the best"
I prefer objective statements provide clear, measurable information that aids decision-making. Avoid adjectives and adverbs; they are imprecise and do not contribute to making a decision. Use data to support your statements. Examples: "DAUs increased significantly in Q4 due to holiday promotions. → "DAUs increased by 40% in Q4 2011, compared to Q4 2010, because of holiday promotions." Instead of "Nearly all customers," use "87% of members." Instead of "Significantly better," use "+25 basis points (bps)." Instead of "We made the performance much faster," use "We reduced server-side tp90 latency from 10ms to 1ms." Else, you will most definitely find me saying that “I don’t understand”
My tone of voice is direct, concise and clear. Preferably use the active voice.
Make sure what you’re saying answers, “So What” ie conveys value clearly.
Respond to questions clearly. Most questions can be answered with simply a Yes, No, A number, I don't know (and will follow up when I do).

Email

I prefer written communication or mail as far as possible.
My preference is that milestone items (like bills, proposals, asks, resignations, longer form writing, etc) be sent over email over Slack
Please be direct in your mail. Ask me 1-2 questions that I can answer in 5-7 mins and you will almost always get a response from me, typically in 2-3 days, latest in a week.
Sometimes, I might miss out on replying to a mail. If so, please resend the mail with a 1-line reminder.
If I don’t reply it probably does not warrant the time to respond.

Slack

I (intentionally) use Slack sporadically - it is distracting and I prefer to respond all at once.
No hello - avoid saying, "Hello" without making the ask. Saves both of us time to make the ask directly on Slack. We can check in on each other, and exchange pleasantries as well.

Feedback

Don't sugarcoat it - we can talk about good together and bad together.
Please be upfront about what is not working.
If it is within the realm of possibility for me to fix I will begin to work on it, if not I will be clear that this is not something that I will do.
Commit to providing me direct feedback when I’m blocking your or the company’s success.
I am flawed. I'm not great at process, obtaining visibility, and asking for help. I work all the time. My list of flaws is longer as you’ll learn.
I respond well to feedback. I don’t like yes-men/women and after we establish a healthy trusting relationship. I appreciate it if you give me feedback on how I can better support you and the company. Our relationship will get better if you do this well.
I encourage you to be clear with me on how I can best work for you. Consider writing a user guide like this for yourself as I will honor it (or tell you if/when I can’t).

Why do I say no?

I am self-directed as are most people to knowing what is an optimized use of my time, skills, and energy - and your ask may not acknowledge the same.
The ask is not specific to me
Time is limited.

Fires

If it can wait till Monday, it is not a fire.
I consider production stop bugs a fire. Please be thoughtful as you triage.

1:1s

Maintain a running Google Doc that we collaborate on. Either you or I can do this. But ideal to have.
If you report to me, this is mostly your time and your agenda.
If I report to you, expect me to drive the conversation.
I like using 1:1s to check in on how you’re doing, what you need from me, resourcing issues, broad strategy questions that we can seed/discuss, things you might need feedback on me from or other professional development, discussing concerns from what you
Use some of the questions listed here to drive conversations

Direct Reports

Please give me feedback on things that are going wrong and right. Preferably the former even if not the latter.
Try to take things that are in your function off my plate and into your system that you create transparency around. I prefer to not ask about something twice
Through our relationship, I will work to understand your style and how you’re best supported. I would be insincere if I didn’t admit that if our friction is sizable, it’s likely that you’ll need to adjust to my style more than I’ll adjust to yours. That said, I recognize this is the first time I am working hard to be better. If I’m the reason for your unhappiness and you don’t sense that I’m unhappy with you, give me a chance to improve. I will do my best to tell you if I’m able to meet you where you are or if I will just let you down. Do this instead of surprise quitting or letting your discontent fester.
I am hands-on until I trust you. Once I trust you I’m hands-off and we’ll collaborate as you need me or when I bring you ideas for us to work through together. Our relationship will feel more like a partnership or me supporting you than a boss-manager if we’re successful at building trust (though I will be in the manager role when needed)
From there, if I get in your hair again, it’s because I’m losing trust in you or don't feel like we are making adequate progress on a given topic, likely because you are not satisfying my need for Communication, Reporting (read the sections).
Be clear about what you need from me for your success. More feedback, more context, etc
Be clear about when you need the resources. Be data-driven about why you need it, gather alignment from the pertinent stakeholders, and show that you’re being cost conscious. I like justifications that include, “this is what [company we respect] does” + “this is the ROI” + “this is what an experiment would cost and if it works, from there I can shut it down or scale it up” + “this is the most cost-effective solution for these reasons.” Develop a nose for value and bargain-hunt.
I will attempt to protest your focus and bandwidth. In a way, if I am your leader, I am your assistant.
cc me on things you think I should know. If you’re debating whether to cc me or not, err on the side of doing so.

Mentorship

I take an approach that is a hybrid between mentorship and coaching.
I like to look at the wheel of life as I help.
Let me know if what you want is someone to listen, or to be guided with questions or solutions - I can wear either hat.
I work with up to 2-3 people every 4 months at the end of which we can review if the conversations are useful
Share your goals and feedback with me.
My preferred cadence is bi-weekly

Reporting

I try to create a regular, systematic, clearly framed written process to share progress against the plan.
Collaborate on the type and frequency of reporting. I am happy to share my feedback.
I place a high premium on data to describe results and ideas.

I report to you

Be clear on what you need to be done
Communicate expectations regularly
I am good at running with it with limited information at hand. If you feel like the direction needs calibration, please tell me.
I would like for you to protect my bandwidth and focus from external asks. This is the thing I value the most from engineering organizations.
"I recommend" "Consider" "How about" "This is my feedback" → Good for the suggestion phase.
"Do {Task} by {Date}" → for urgent matters that need to be completed immediately.
Please don’t frequently override priorities. If you do, please share a clear rationale.
I prefer to allocate bandwidth to up to 3 things. More than this leads to burnout or exit.

Asks

Keep your calendar current, and make your calendar responses status accurate (ie- don’t accept meetings you can’t attend, say tentative if not sure)
Please be punctual

Sharing at work

If you’re undergoing a breakup or surgery, I want to know.
I believe in the wheel of life
Tell me about your boundaries. I will respect them.

Hanging out outside of work

I am open to hanging out in non-work related contexts with work friends as it presents them in a new light.
I am open to most activities - day trips, hiking, dinner, boats, bowling, poker, karaoke, clubbing, and concerts. You name it.
I have an irrational fear of dogs that I am working on and I welcome help. UPDATE - slowly becoming a dog person now.

Texting Outside of Work

I prefer to maintain chat hygiene
- Email, Discord, and Telegram for work
- WhatsApp or Instagram for personal matters, and memes (always welcome).

Vacation

People that work with me know that I encourage time out from work.
When you go on vacation, let me know how I can help or what could go wrong.
Make a plan for your leave, give a heads-up, and set an autoresponder.

Logistics

I can talk anytime (24x7) if something is urgent (see the section on fires)
I try to take one day off on the weekends to recharge (usually Saturday) but am usually available during the weekends

Tips if you’re new

Drink out of the firehose.
Be proactive in identifying new opportunities that propel the business forward. It’s not enough to just wear your functional hat in strategy discussions. This is a time for you to take off your functional hat and own the overall company strategy
Frameworks and context are critical to sharing your work. I am always interested in the reason why you believe what you believe. All of us have a calculus by which we take in information and output a decision or position. Share your logic, particularly as we are building trust. Point to precedent, other industries, or if you’re reasoning from first principles, say that. Critically important we learn how we think so don’t worry about over-communicating
I believe that the first 3-6 months are my time frame for iterative trust building especially if we work closely.
Ask lots of questions.
Share your 30-60-90-day game plan. Time your goals in shorter increments early on so I can see you ramping up.
Show what you’re learning and what you still have to learn. Share your a-ha moments and outstanding questions.

Working with Jason

We define what your 90 day rocks are together based on the vision
On a weekly basis, we meet at the same time and:
- measure scorecard toward measurables associated with the rocks
- tell me issues that get in the way of the vision and I will try to make them go away

Jason Rodrigues