How I'd Work With the People Around Me
Cross-functional collaboration and communication, day to day, as part of an existing team. The same Listen, Diagnose, Implement, Monitor cycle from the Story page, scaled to the relationships in front of me.
Good work doesn't land if the people around it don't trust it yet. This is how I build that trust.
Listen: Understanding the People I Work With
Before I build anything, I learn how my manager, the reps I support, and any project partners actually work.
Why it matters: Content that misses how a team learns, or skips someone who needed a say, comes back for rework, twice the work instead of once.
My manager: What they want visibility into, and how often.
The reps I support: What's helping them and what's getting in their way, from their view.
Project partners: What each side needs from the other, agreed before either starts building.
Diagnose: Reading Where a Relationship Stands
Not every relationship gets the same approach. I read where it stands before deciding how to show up.
Why it matters: Asking too much too soon costs credibility I need later, and slows the relationship down instead of speeding it up.
New or untested: I lead with small, reliable wins before asking for more.
Established: Trust exists. I move faster, without re-earning the basics.
Warning signs: Feedback unanswered, content unused, looped in after a decision instead of before. Addressed directly, not absorbed quietly.
Implement: Work People Actually Adopt
Once I know where a relationship stands, the approach adapts to it.
Why it matters: Work that doesn't bounce back, partners who aren't blindsided, priorities that match what reps actually need.
Recommend, don't just report: A gap comes with a proposed fix attached.
Share drafts early: Feedback early is constructive. Late, it means starting over.
Sequence for adoption: Build top-of-funnel needs first, then downstream, so the work proves itself before asking for trust up front.
Handle pushback the same way: Listen, be clear on what's realistic, find what actually serves the need.
Monitor: Staying in Sync
What my manager and the people I support can expect from me, on a predictable rhythm.
Why it matters: They always know where things stand, risk gets flagged before it's a surprise, and if a check-in stops surfacing anything new, I adjust it.
My manager: Weekly check-in on what's shipping, what's blocked, what needs their input.
The reps I support: A standing touchpoint on whatever cadence fits them.
Project partners: A quick sync at the start and end of shared work.
That's the day-to-day. What the first 90 days actually look like, building on this same rhythm, is next.