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Internal chatter seems to weight towards voices of more "veteran" teammates

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Internal chatter seems to weight towards voices of more "veteran" teammates

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Feels like we are missing out on some voices

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I love that we transitioned two years ago to portfolios. I think intra-collaboration is working really well. 

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I love that we transitioned two years ago to portfolios. I think intra-collaboration is working really well. 

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It can be really hard to know what's happening in other teams. What are the wins? What are the learnings?

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Monday calls and memos don't capture all the work happening across portfolios. How can we learn more about what's happening on different teams? even on an opt-in basis?

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Portfolios though mean that cross collaboration is tough. You only really know/collaborate with people on your portfolio. 

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Portfolios though mean that cross collaboration is tough. You only really know/collaborate with people on your portfolio. 

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Share playful, creative "Day in the Life"  pieces so folks can learn more about one another's real day-to-day work and personhood

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Share playful, creative "Day in the Life"  pieces so folks can learn more about one another's real day-to-day work and personhood

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For the teams I'm part of, I feel really connected and have a great sense of what's going on. It works well for getting work done and it works well for being human and feeling belonging and having fun

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We have several design partners thinking/building/working on similar ideas and methods without the knowledge of so happening or without clear opportunities to cross-pollinate each others work to be stronger for partners.

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Monday calls feel really big and it's hard to create connectivity and relationships on them and that seems like THE way we all come together right now.

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At regular intervals, each portfolio shares some kind of "here's what we did, here's what went well, here's what we learned." Could be in any number of creative storytelling formats.

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Folks can 'shadow' anyone else in the org for a day -- with their permission of course ;)

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Sharing of resources is common amongst "veterans" or people who have worked on various projects together in the past, but outside of that doubling work that has been done already is common

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I think people feel connected within their teams and feel like they are doing meaningful work within them!

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Given how our team works, I think Slack has been a really helpful way for me to organize my conversations. (I'm sure we could do it better but the tool seems like a pretty good fit)

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I think a huge issue for connection has been our inability to be in person over the last two years. Wondering what happens when we can have retreats again AND wondering how many we should have a year.

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My sense is we haven't updated many of our communication and collaboration routines/structures/etc. in a way that kept up w our growth

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opt-in work jam sessions where partners collaborate on similar ideas/methods, open to all. Each one hosted by a partner who knows the work is coming up; specific to something they are building

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What SPECIFIC information needs to be shared across portfolios? How do we problem-solve around the specific info rather than aiming for the unsustainable goal of sharing everything?

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Hands on learning (Authentic cross team building opptys) is much richer than "reading an update" passive consuming

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Hands on learning (Authentic cross team building opptys) is much richer than "reading an update" passive consuming

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In past orgs there was a practice of assigning folks onboarding "buddies" that were outside of their direct team. This person was assigned to check-in an serve as an additional support figure for the new employee while also establishing a bridge across teams/depts. In both of those places I was able to build and sustain deeply meaningful relationships in ways that may not have happened without that intentional structure.

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I would love to have a more robust version of our org chart with names, portfolios, roles, etc that help new staff get a lay of the land. In my first weeks (months?) I found myself revisiting our org chart constantly as I was meeting people and building my frame of reference to understand who is where and how they all connect.