I got called for a 1 on 1 with my manager. Nothing out of the ordinary, I thought. We have those from time to time. This time it was because I've been losing the trust of my team. I haven't been communicating with them very effectively and it's taken a toll on our working relationship.

We talk on slack when we run into issues, and we give a daily update at the end of the day and during stand up in the morning.

Anyone have any suggestions on ways I can increase the communication to help earn my teams trust back?

  • 2
    Hm. Really no trust?

    I struggle with the word trust.

    Since "no trust" means that someone thinks you are not capable of doing your job.

    I'd ask for a team meeting to discuss this (without management).

    It's a pretty red flag - especially since noone talked with you as it seems, but escalated instead to management.
  • 0
    Impossible to tell from the information you provided. Was there some particular conversation that you failed to participate in?
  • 2
    That's nasty situation. I was in similar, which lasted quite a while and ended in terminating my contract. Wasn't able to fix situation, as others didn't want to talk at all, only told owners that they don't trust me and want me out.

    If you want to stay there, I'd imagine being open and willing to listen what others feel that is causing that lack of trust. Just listen, don't go defending or talking them down. Only afterwards if you feel it is unjust, make calmly your point how you see things.
  • 0
    Maybe it could be that you are ripe for a 2 week+ vacation?
  • 1
    They don't even bring this up with you before going straight to your manager? Sounds like they're the ones not communicating effectively about you not communicating effectively
  • 0
    You are hiding details from us.
  • 1
    OK, so what exactly did you fuck up?
  • 0
    I'm a huge fan of cartesian 1:1s, especially for remote teams. I convinced most everyone at $currentEmployer to give me 30 minutes every other week just to chat.

    It's amazing how effective socializing is in bridging rough relationships.

    The other thing I've enjoyed is a weekly virtual 'happy hour' where all technical decisions are banned. Experiencing the team socially together helps to humanize everyone away from that @#$ on slack.
  • 1
    I've only had one failed deploy in the past 4 or 5 months, and it was rolled back within about 15 minutes with minimal end user impact as the app was not widely used at that time. Some of the comments during my 1:1 were about how my testing notes, the ones for our QA team, were sparse or non-existant. I wasn't leaving testing notes for things that I thought were pretty straight forward. "{Page} should display {this information}" or "Remove {this} from {this page}". Other things, I would provide screen shots because the difference was in what was being sent to/returned from the server. The QA team has been on this project from the ground up and I thought they should have a pretty good handle on it. I guess it's true what they say about assuming. With the dev team, I see that my updates could have contained a bit more info. I also didn't push my code before taking a few days off so no one else was able to pick up my story. There were a few other things mentioned, too.
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