The ERs have entered a new phase: it was the first time we run it for the second time for the same person.
Few short comments and notes:
- If you have no (good) role description, you end up with feedback session, not a real ER. Still useful & engaging, though.
- Last time I created a too ambitious development plan. Lesson learned: development plan is not to please the audience, it is to help you work better. So don’t lie to yourself, that you would be able to do X and Y and Z. You won’t. Tackling X will be an achievement.
- You need to make sure the participants understand their role well. Devote some time for it or you won’t get what you are looking for (i.e. interesting, well-thought, sensible appreciations and improvement suggestions).
- Select your participants wisely. They need to work with you a lot. Of course, since all your colleagues are intelligent beasts, every each one of them is capable of telling you something interesting, but the most valuable comments will come from people who had a lot of chances to see you in action.
- People get used to the fast-paced way of conducting ERs.
- More and more people prepare themselves for ERs. We talk more about roles. Not much done yet in the area, but I hope it will change soon.
- New joiners think ERs are an established practice and they treat is as one of many weird things we do here. 🙂