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updating slack (#13047)
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Sampfluger88
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@ -7,6 +7,17 @@ Need quick Answers?
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* [Who will...(#Rituals)](#who-will)
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## Team
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The 🦿 Remote department (g-remote) (also known as the "CEO support team"), is made up of these people:
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| Contributor | Role
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|:-----------------------------------------------|:----------------------------------------------------------------------|
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| Mike McNeil ([@mikermcneil](https://github.com/mikermcneil)) | [CEO](https://www.linkedin.com/in/mikermcneil/)
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| Sam Pfluger ([@sampfluger88](https://github.com/sampfluger88)) | [Apprentice to the CEO (AttC)](https://www.linkedin.com/in/sampfluger88/)
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## Flaws and feedback
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[](https://www.youtube.com/watch?v=_T-UR9mU4-o)
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@ -20,7 +31,18 @@ Need quick Answers?
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### Writing style
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Infuse the core [values](https://fleetdm.com/handbook/company#values) into everything you write. Read and reread, then rewrite to make it shorter. Use links rather than explanations, short sentences. Get to where you feel like it’s really good, short, simple, and clear, hack away at any word that’s too confusing. Don’t sound formal, sound welcoming so that anyone can understand. Translate "puffery" into "ease of use" or "readability". Apply the advice about writing linked from the company values (the [Paul Graham](http://www.paulgraham.com/simply.html) essays). Create heading(s) that make good permalinks, use links and add missing links. Indicate links by highlighting words that describe the content (Better SEO than lighting up “click here”). Don’t duplicate content, link to other places like the [values](https://fleetdm.com/handbook/company#values) or [“why this way”](https://fleetdm.com/handbook/company/why-this-way#why-this-way), but don’t make it awkward. A big goal is to be able to link directly to this stuff when something comes up as a gentle way to remind and train using the foundation we've already built. Avoid unnecessary changes, and don’t change headings lightly (it breaks handbook links people might have put in an external article or have in their email inbox somewhere). Read your PRs, check it carefully with each change and edit until the diff looks good. Check preview mode in GitHub to make sure the format renders correctly. If you look at your diff and notice unintentional changes, remove them.
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Infuse the core [values](https://fleetdm.com/handbook/company#values) into everything you write.
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Read and reread, then rewrite to make it shorter. Use links rather than explanations, short sentences.
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Get to where you feel like it’s really good, short, simple, and clear, hack away at any word that’s too confusing.
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Don’t sound formal, sound welcoming so that anyone can understand. Translate "puffery" into "ease of use" or "readability".
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Apply the advice about writing linked from the company values (the [Paul Graham](http://www.paulgraham.com/simply.html) essays).
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Create heading(s) that make good permalinks, use links and add missing links. Indicate links by highlighting words that describe the content (Better SEO than lighting up “click here”).
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Don’t duplicate content, link to other places like the [values](https://fleetdm.com/handbook/company#values) or [“why this way”](https://fleetdm.com/handbook/company/why-this-way#why-this-way), but don’t make
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it awkward.
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A big goal is to be able to link directly to this stuff when something comes up as a gentle way to remind and train using the foundation we've already built.
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Avoid unnecessary changes, and don’t change headings lightly (it breaks handbook links people might have put in an external article or have in their email inbox somewhere).
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Read your PRs, check it carefully with each change and edit until the diff looks good. Check preview mode in GitHub to make sure the format renders correctly. If you look at your diff and notice unintentional
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changes, remove them.
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@ -29,15 +51,6 @@ The CEO is the [directly responsible](https://fleetdm.com/handbook/company/why-t
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- **Note** When the CEO is out of office, these responsibilities are either paused, delegated, or coordinated through the Apprentice to the CEO so they can be handled promptly. (It depends on the responsibility and the situation.) The process for the CEO going out of office is a [work in progress](https://docs.google.com/document/d/1mtFP_92zQKMXW630ZyixBmwQeMY_q_cqW080ZTHFX5E/edit).
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## Team
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The 🦿 Remote department (also known as the "CEO support team"), is made up of these people:
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| Contributor | Role
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|:-----------------------------------------------|:----------------------------------------------------------------------|
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| Mike McNeil ([@mikermcneil](https://github.com/mikermcneil)) | [CEO](https://www.linkedin.com/in/mikermcneil/)
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| Sam Pfluger ([@sampfluger88](https://github.com/sampfluger88)) | [Apprentice to the CEO (AttC)](https://www.linkedin.com/in/sampfluger88/)
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@ -71,12 +84,6 @@ Don't schedule over the Weekly E-group call unless approved by Mike.
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Last-minute changes or cancellations must be communicated to Mike via [direct message (DM) only](#why-not-mention-the-ceo-in-slack-threads).
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- If there is additional context to share, you can cross-post another Slack message as part of your DM.
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### CEO email management
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The Apprentice to the CEO is [responsible](https://fleetdm.com/handbook/company/why-this-way#why-direct-responsibility) for handling all email traffic prior to review. Multiple times daily (minimum 3), The Apprentice will reduce the scope of Mike's inbox to only include necessary and actionable communication.
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- Marking spam emails as read (same for emails Mike doesn't actually need to read).
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- Escalate actionable sales communication and update Mike directly.
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- Ensure all calendar invites have [necessary documents](#document-preparation) included.
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### Travel preferences
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Preferences for flights, in descending order of importance are:
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@ -90,7 +97,7 @@ Preferences for flights, in descending order of importance are:
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### Contact the CEO
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If urgent, send a Slack direct message (DM) right away.
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If urgent or personal, send a Slack direct message (DM) right away.
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If you mention the CEO from within a Slack thread, he will not read your message.
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@ -129,8 +136,15 @@ From Mike:
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## How to...
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### Manage the CEO's email
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### All Hands prep
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The Apprentice to the CEO is [responsible](https://fleetdm.com/handbook/company/why-this-way#why-direct-responsibility) for handling all email traffic prior to review. Multiple times daily (minimum 3), The Apprentice will reduce the scope of Mike's inbox to only include necessary and actionable communication.
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- Marking spam emails as read (same for emails Mike doesn't actually need to read).
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- Escalate actionable sales communication and update Mike directly.
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- Ensure all calendar invites have [necessary documents](#document-preparation) included.
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### Prep for the All hands call
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Every month the Apprentice will do the prep work for the monthly "✌️ All hands 🖐👋🤲👏🙌🤘" call.
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1. In the ["👋 All hands" folder](https://drive.google.com/drive/folders/1cw_lL3_Xu9ZOXKGPghh8F4tc0ND9kQeY?usp=sharing), create a new folder using "yyyy-mm - All Hands - yyyy month name".
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@ -238,29 +252,32 @@ How to file videos from Gong recordings (**marking as "private" in Gong is not a
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- Include in the doc "link to transcript:"
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### Slack channel
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The `#g-ceo` channel is for the CEO to drop ideas and tasks when on the go.
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- Prefixes: TODO, DOTO, FYI
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- Mark requests with 👀 (emoji reaction) to indicate that you are working on the task
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- Mark requests with ✅ (emoji reaction) to indicate that you completed or filed away the task
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## Slack channels
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| Channel | Purpose | Standard Operating Procedure | DRI |
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| ---------------- | ----------------------------------------------------------------------------- | --------------------------- | -------------------------------------- |
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| g-ceo | Open [line of communication]() for Fleeties to make requests of the [remote team](https://fleetdm.com/handbook/company/ceo#team)
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| `help-being-ceo` | Private [hallway](https://about.gitlab.com/handbook/leadership/1-1/suggested-agenda-format/#hallway) for the CEO to drop tasks and personal scheduling information | Mark items with 👀 (emoji reaction) to indicate that you are working on the task. Mark requests with ✅ (emoji reaction) to indicate that you completed or filed away the task | AttC |
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## Who will...
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All rituals are completed by the [AttC](https://fleetdm.com/handbook/company/ceo#team)
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| Task | Frequency |
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| Task | Frequency | Discription | DRI
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| ----------------------------------------------------------- | -------------------------------------------------------------------------------------- |
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| [CEO e-mail management](#ceo-email-management)| Daily, multiple times |
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| [Manage the CEO's email](#manage-the-ceo's-email)| Daily, multiple times |
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| General communications [slack channel](https://fleetdm.com/handbook/company/ceo#slack-channel) | Daily, multiple times |
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| Schedule internal and external [meetings for the CEO](#scheduling-with-the-ceo)| Triage inbound communications, draft responses, flag actions | Daily, multiple times |
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| [Preparing agendas and content](#document-preparation) for CEO's meetings | Create and edit agenda, provide context, and contact information | PRN |
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| Expenses for the CEO | Intake expense receipts | PRN |
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| [Ad-hoc](https://fleetdm.com/handbook/customers#scheduling-a-customer-call) requests from the CEO | Triage requests, prioritize actions, flag actions for further review | PRN |
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| Total [travel coordination](#travel-preferences) for the CEO | Triage travel request, plan and coordinate flight, stay, and concierge arrangements | PRN |
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| Coordinate the [weekly E-Group calendar](https://fleetdm.com/handbook/company/ceo#weekly-updates) events for the Executive team | Weekly, PRN |
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| Fleet warehouse management | Process inventory & transfer of all equipment Fleet IT warehouse | PRN |
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| Weekly update | Weekly | On Friday, Mike McNeil posts a single message in #general [based on the message from the previous week, saving a copy for reference _next_ week](https://docs.google.com/spreadsheets/d/1Hso0LxqwrRVINCyW_n436bNHmoqhoLhC8bcbvLPOs9A/edit#gid=0). This weekly update recognizes each of the week's on-duty people for each of the on-call rotations, along with any hiring and departure announcements, and information about ongoing onboardings and open positions. | Mike McNeil |
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| CEO inbox sweep | Daily unless OOO | Mike McNeil does a morning sweep of the CEO's inbox to remove spam and grab action items. | Mike McNeil |
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| Calendar audit | Daily | Daily Mike McNeil audits CEOs calendar and set notes for meetings. | Mike McNeil |
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| Prepare Mike and Sid's 1:1 doc | Bi-weekly | Run through the document preparation GitHub issue for Mike's call with Sid. | AttC |
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## Kanban
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