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Given the matrixed nature of our work, managers can make sure they're in alignment in terms of what they're someone to prioritize

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Supervisors could ask about untapped skills and talents during "stay interviews" that could be paired with performance reviews

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Working together to create more spaces where managers and leadership can air issues and ambiguities they're wrestling with

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Improving our knowledge of who has what skills in APDE so that we can more easily turn to each other for support. One idea is to create a space where staff can create a technical skills bio.

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Encouraging projects to have monthly or quarterly meetings where all staff assigned to the project deliver a brief "here's what i've been doing and why" update.

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The Drama Triangle and The Empowerment Dynamic The Keys to Conscious Leadership (003)

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Receiving more information from managers about project-related communication happening at higher leadership levels, especially related to potential issues, possible changes, etc. Greater transparency is helpful, even if deliberations are ongoing and decisions haven't been made.

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More conversations between supervisors and supervisees about what each understands to be the talents and skills of the supervisee

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Managers making clearer what skill sets are needed for new projects and why think staff they supervise would be a good fit

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Outlining job training and funding availability for non-union represented staff

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Have a session where folks can share how they facilitate such conversations.

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Support each other in setting clear boundaries with the teams we work with.

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Build a culture that welcomes diverging opinions, which can lead to better products, decision-making, contextual awareness.

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Set aside time for everyone to pursue learning, reflection, passion projects that are aligned with work - as outlined in health dept wellbeing plan

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Can there be ways to hear about project opportunities that are outside of our workplan? A more formal way of sharing these opportunities. Can even be short term like one time support

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Have conversations (staff/supervisor) to hear what expectations are of each other

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Ask supervisors what I should prioritize if there are competing demands or a lot coming up.

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developing quarterly workplans to manage long and short term projects

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Encourage facilitators/managers in team meetings to intentionally pause and ask whether anyone has other ideas that haven't been shared yet, or, perhaps a totally different direction that could be helpful to discuss/consider.

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Clear timelines help people understand what is expected of them. Timelines and priorities evolve. That should be clearly communicated and corresponding actions should occur (e.g., adjust to more or less meetings)

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Support staff using a portion of their time on professional development projects/activities that are aligned with our professional goals and skill building goals

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This is dependent on organizational culture and a culture of trust within our teams. We should continue to build our organizational capacity and trust.

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Add skills component to the APDE project board

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Create opportunities for staff in matrixed projects/teams to periodically check-in with their supervisor + project lead in the same meeting to ensure that both lead and supervisor know how to best support employee, can clarify expectations/priorities, and answer any questions so that everyone has clearer expectations and is on the same page.

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More time for strategic planning of roles and projects. What is the future of this work? What is the larger strategic goal? Particularly for roles that are new or evolving

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Project roles can be in flux in beginning. Action could be more documentation of best practices and open communication to name and work through the ambiguity. Team approach.

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Encourage use of tools like project charters and RACI charts to clearly identify and document roles and responsibilities including who makes decisions and how

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Management approaches may not be compatible. Can there be ways for supervisees to build rapport with other managers to improve communication? Find common ground on communication styles. For example, manager open hours with Kim were helpful

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Provide different ways to provide input (non-verbal, anonymous options). More breakout rooms

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Pilot mini projects (e.g., hackathon) to apply new methods to local data

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Create opportunities to work on projects outside of one's workplan. Can either be working on new project temporarily or dedicated time (across APDE) per month to develop your personal talents/skills.

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Make space in supervisor check ins to just check in about this topic and include on yearly performance review form.