The second 2011 Board candidate chat ended with questions pending — both those submitted live by chat attendees, and a queue of emailed questions submitted by OTW members, volunteers, and staff that had grown throughout the live chat period. Those questions were delivered in batches to the candidates following the close of the chat, and they were asked to submit answers within twenty-four hours of each email so that those responses could be publicly posted. Responses are posted in the order that they were received by the OTW Elections officer.
Third batch: Questions submitted to candidates at 01:15/1:15am UTC 29 October 2011; answers due before 01:15/1:15am UTC 30 October 2011.
A current known challenge of the organization seems to be volunteer retention and burnout. For example, the majority of the Archive of Our Own’s coding is done by a small number of developers. For all candidates–what practices would you change in the committees you work with to bring in more volunteers and empower them to become long-term, regular contributors? How would you use a board position to do the same org-wide?
First, I think it’s important to make the experience of getting involved as streamlined as possible for experienced coders. They can make a valuable contribution but right now they have too many hoops to jump through to make drive-by fixes. I would continue to work with the Volunteers & Recruiting committee and AD&T to do this – I’d like to point people with prior experience straight at our Github repository at an earlier stage. As part of the website redesign, I’d also like to automate more of the signup process for coders – keeping the human touch of being welcomed by a fellow volunteer, but making sure that you don’t have to wait for them to get access to certain tools. For new coders, I would work with next year’s training lead to ensure that the support I’ve set up continues, that they don’t get bewildered by the options for experienced coders, and increase the amount of mentoring and guidance that’s available. I would also continue to help AD&T with the more frequent deploys to Test, and streamlining that process – seeing your work put to use is a huge motivation, and seeing it sit for months waiting for something else is discouraging for volunteers. I’d also like to do more to build up the community of testers – this is something we’ve struggled with for a while, as testing can seem unrewarding sometimes, but I think more frequent, smaller changes will help.
Org-wide there is no “one size fits all” solution – each committee has different challenges, though some things are common in multiple committees. I’d like to encourage more committees to check in with their staff and volunteers one-on-one regularly, on a schedule that makes sense for their workload. It helps to have a place to vent, to ask silly questions and air ideas and frustrations, without having the intimidation-factor of raising things formally. I’d also consider whether Volunteers & Recruiting and/or the Board could do this with more staff, possibly as part of the yearly feedback survey, “Still Willing To Serve”. In terms of long-term contribution, the other thing that helps is when staff are able to learn new skills and feel that they are gaining something as part of their role, so I’d continue to work with the Development & Membership committee and with Volunteers & Recruiting to progress more training options. We’ve had several people get new day jobs on the strength of their OTW work, and I’d like to see that grow and continue.
I’m fortunate to be a member of the legal committee, which has a more manageable workload than others. The legal committee hasn’t had much difficulty handling its workload while I’ve been on it – there’s always someone to step in and help when someone else is busy. On an org-wide basis, I think that committee chairs should be able to expand the size of their committees to meet workload demands. As for retaining volunteers, I think that recognition goes a long way to keeping morale up, so I’d encourage the org to recognize individual staffers and volunteers when they contribute—via the newsletter, the blog, or some other mechanism designed to make sure the membership knows just how much our awesome people do and how well they do it!! I also think that in-person contact can help keep morale up, so I’d encourage meetups for staffers and volunteers who live near each other and want to get to know each other. Of course, one of the few downsides to being such a fantastically global organization is that we have staffers and volunteers all over the world, and often far away from each other! But regardless of where people live, community is important; when people feel invested in each other, they are more likely to stick around to contribute. For that reason, I would encourage each committee to get to know each other as more than just names on the screen.
(I’m going it interpret “committees you work with” as the ones I serve in, because I wouldn’t tell another committee how to conduct their affairs.) For I&O: Number one would be re-focus on our core mission, and for more general projects like the community survey form cross-committee task groups. We also need to position ourselves better as the go-to people to approach with concerns about diversity, who will amplify and convert them into action internally; I’d like to think that successful recruitment and volunteer retention also hinges on our credibility in that regard.
For Translation: apart from trying to make the overall translation process smoother, we are committed to making translators feel part of the organization (if they want to!), because it’s way too easy to feel detached and out of the loop as a volunteer.
But to veer back to a more general perspective: My educated guess is that volunteers don’t differ all that much in what they want out of their OTW volunteering experience. They want their work to be acknowledged, they want it to be meaningful, and they want a degree of agency. So if we consistently fail to deliver on these fronts for some people, they leave (– or they don’t volunteer at all, if they suspect that the threshold to getting things done is too high). So: acknowledgement or praise, work that connects meaningfully to a larger whole, and agency. Board can make a difference in all these areas. Pragmatically, we’re also trying to learn more about volunteer motivation and the gap between expectations and reality in the internal survey. My hope is that it’ll help us get a better grasp on the issue in general.
Finance actually hasn’t had much of a problem with retention or burnout related to the committee’s work. We currently still have three of our five original staff (one having left for personal reasons, and another who left after suffering burnout from her time on the board combined with forming and chairing Fincom). Another of our members has been with us for two years, a fifth joined us at the start of the current term, and we have one new member who joined us over the summer, all of whom are committed to serving through at least the next year. We also have at least one possible new member for next term.
I think we’ve been able to manage our numbers in relation to our workload because of how we distribute the workload. Our current chair has been more than willing to delegate tasks, and as a committee we’ve made a point of breaking down any given project into manageable pieces. We’re also a very vocal group about when we have time conflicts, low energy, or just aren’t interested in something. Because Cat, Sheila and I have been around for a while, we have a solid idea of what an average term looks like and have been able to tell our new members what to expect. Also, because of our history in working together and who we are as people, we tend toward the sort of touchy-feely style of managing things, doing regular check-ins, starting meetings by asking about everyone’s week since our last meeting, and generally keeping the committee atmosphere casual. We want the work to be fun, not draining, and I think we’ve managed that over the years.
In addition to the social culture of Fincom, we’ve also instituted a policy of tackling projects, or segments of projects, in pairs. What that looks like has depended on the pairing, but for me, that’s meant doing the Delaware state filing with Sheila (who had previously done the filing with our prior chair, Susan) by splitting the preparation tasks and then meeting in our Campfire chat room while I filed in the document and Sheila answered any questions I ran into. More recently, when compiling a complete list of tasks Sheila’s been responsible for as Treasurer and committee chair in preparation for the end of term turnover, and during the process of Sheila moving houses, it meant getting on the phone with her while she commuted between work and home, and taking notes while she talked through the list. To bring it back to Fincom, I typed up the list, distributed it to the committee, and now we’re in the process again of dividing up the tasks to make sure someone with experience in the area is mentoring someone with less experience.
So, to sum up the wordy answer that’s wordy so far, delegation, mentoring, and social support have been key in keeping Fincom staff engaged, as well as being open to taking some creative approaches to the time crunch we can all experience. Those are all things I would bring with me to the board. I’ve already been engaged in a number of conversations to get a better idea of what to expect in terms of workload as a board member, and with other committee chairs and staff to get a clearer view of what some of the committees will have on their plates going into next term. Having those one-on-one conversations have been invaluable to me and it’s a practice I would encourage other board members and chairs undertake, because it’s given me a clearer understanding of where assistance from the board or from me as an incoming committee chair/Fincom member will be needed or could be offered.
I am aware that the way I approach my committee work isn’t a solution that will fit every committee. We all have different needs based on our areas of specialization and being short-staffed is a huge concern, particularly for our more technical committees. In these areas, I think being mindful of what can be realistically accomplished in a given timeframe is important, and giving each committee the means to, as Fincom does, identify and articulate their limits will be vital as we continue to grow.
None of us wants to let anyone down, and we want to do the very best work possible, and that means being able to take a step back when needed to take care of ourselves without fear of negative repercussions. Knowing when you’ve hit your limit of energy isn’t a weakness, as an individual or as a committee, but all too often, when the stakes seem high, it can be treated as one. Being honest about those moments, being able to say, “I am worn out. I need a break,” and taking responsibility for our own self-care is something I want to build into our organizational culture, and to do so without it turning into a situation of resenting or blaming our colleagues for our failure to identify our own limits.
To reach that point, however, we need to model it for our new(er) volunteers and staff, from the board level, from chairs, from senior staffers. We can best do that by delegating tasks when we can, planning early for projects, asking for help and training when we need it, and giving reasonable advance notice of times we know we will not be able to participate fully in the work. We also must be mindful of how much we are asking people to take on and whether they have the tools and knowledge they need to complete the work, as well as whether we ourselves have the ability to take the time to train those who need it and if we are willing to ask for the training we need to grow in our positions.
Response received 30 October 2011 02:16 UTC. Added to document 30 October 2011 02:31 UTC.
Actually, on the archive, 47 coders have committed code to the archive over the life of the project, 22 have committed in the last year, we have 15 committers with more than 100 commits and 3 with more than 1000 commits. Ohloh ranks the archive team in the top 10% of open source projects. We do have a limited amount of highly active senior coders, who are the ones best able to take on a major project that integrates with a lot of other things, but this too has been creeping up at last where now we have 3-5 active senior coders as compared to 1-3 at the beginning.
So honestly, I wouldn’t change a ton there; I think ADT is doing great at the slow-and-steady building of a resilient project team, for which btw I give enormous credit to Maia, Lucy P, and Elz and Amelia for creating the kind of atmosphere where people want to come and work.
That said, more broadly I feel that the way that the org retains volunteers long term is, you accept that people are going to come and go — you have generous policies to support it, and a culture of respect for people’s free time and wanting to do other things, so people feel like they are not chaining themselves to a wall if they do sign on.
You keep in mind when recruiting that this is effectively an unpaid second job. It’s easy to feel disheartened from a recruiting perspective when people show up, poke around a bit, and drift away — but we are in fact asking people to work for free! So it is not that surprising when someone who is all for the org and our projects and likes us and thinks they might want to do some work, turns out to not really be up for sinking in large amounts of their free time. You don’t take that drifting-away personally, and you don’t let it make you give up on recruiting and welcoming, and you welcome BACK with open arms and visibly so people know that any time they might come back, even if they’ve vanished previously, they’ll be welcome.
You make the work as much fun as possible, you keep procedures lightweight and unobtrusive, you eliminate as many sources of frustration as possible, and you try and create hospitable environments for people to come into.
And for a more detailed specific thing — the Coders chatroom is a great example, people are always hanging out there so it’s easy for people to drop in. Our off-topic Water Cooler chatroom hasn’t really worked the same way for our other staffers/volunteers, probably because it’s not actually geared for stuff to happen in — it occurs to me one thing we might do to enable a similar experience for people in other parts of the org would be to sort of cluster committees that have some related projects and work going on, and give them shared chatrooms for anyone from those cmtes to hang out in and get work done. It would also be a great way to let people mingle with other volunteers across committees and build more org-wide relationships.
I’ve also mentioned previously that I’d like to see us lower the gatekeeping in general to empower basically any volunteer who wants to get something done, and that I’d like us to expose our internal documentation so (among other good effects) prospective volunteers could see what they would be getting into even before they have shown up.
Response received 30 October 2011 13:01 UTC. Added to document 30 October 2011 14:47 UTC.
(Just as a prefix here: I had some computer problems and am writing on one where I can’t really see most of the screen, so there will be some mistakes in this -I hope it doesn’t make it too hard for people to read.)I’d like to start by saying that while volunteer retention is a concern, it’s not the case that (at least in the committees I have worked closely with) we’re in a terrible position right now. I think the fact there are six people running for Board this year is a testament to the fact that the org as a whole is growing and developing. So, while there are some specific problems to address, and there’s an overall need for any volunteer organisation to keep thinking about volunteer retention and satisfaction, I think that we’re doing a lot of things well already and the real concern is continuing and improving.
To talk about coders specifically, since that was mentioned in the question & it’s a subject dear to my heart – about 47 people have contributed code to the project since we started allowing for the fact that some people contributed under more than one name) and our last code release had code from 14 different contributors. This is not a small number of developers – in fact, according to ohloh, which tracks open source projects, we count as a ‘large, active development team’. It is true that there are a few people who are responsible for big chunks of code – this is because when a big new feature is being developed, it needs someone who is experienced and able to do the high level work that requires. This does mean we sometimes say ‘we are still waiting for x feature because it needs y person to be free’, but on the whole this mostly just dictates what features come out when. All the people who have contributed a lot of code to the Archive have also had extended periods of time away from the project, and development has continued happily without them, which I think bodes well for sustainability. And even in that area we are gradually building a larger coohort of people who can take on bigger things; for example I’m totally thrilled we now have a wonderful coder rebecca working on translations (I could actually ramble a lot more about the way coders has developed, but i might save that for a journal post!). . In terms of improvements, I think that our recent move to using git to manage our code will enable us to reach out to some people who have been active in the Open Source community and who are comfortable wih a different way of working – for example, git allows people to sumbit code to the project without ever joining formally (and we can review it and decide if it works for us), which might suit some people and might give us some extra ad-hoc help.
I actually wrote on my journal about my experiences of wokring within AD&T and its subcommittees, where I analysed in detail why I hadn’t burnt out and what was working. If you’re interested in my thoughts on these issues, this sets out a lot of what I think. In brief, I would say that having a warm, friendly working environment in which achievements are valued is key: Naomi worked hard to creaate that ethos at the beginning, and subsequent AD&T chairs have done an enormous amount to maintain it (it was certainly something that was important to me as chair). I think burnout tends to happen most in roles where the goals are longer term or where the work is more likely to be overlooked, and where people have less control over their own workload: for example, we tend to lose a lot of testers (who do awesome, amazng work btw) because there work goes on in the background (although we try to push it to the forefront, e.g. by doing shout-outs in the AD&T reports I write) and because the fact that we build up a bunch of code and then it needs to be tested for it to be out in the world tends to make for erratic spurts of work at times not of their choosing. We’re working on addressing this – we recently introduced a new system where we put new code on our Test Archive every Friday, so there’s more chance testers can drop in and do a bit of work every week (this also makes them feel more part of the day-to-day life of the org).
Overall, to improve volunteer retention generally, I think that a warm & supportive environment is essential, and that the Board can have a lot to do with creating that because if the Board support chairs effectively and make sure they are happy and have what they needs, the chairs are better able to support their committee members, who are able to be more supportive of each other & of volunteers, and so on. And where there are some specific problems, the Board can help by working with committees to come up with solutions for those committees: every situation is different, and it should always be committee-led, but the Board can provide their experience and also have some distance from the situation which can be useful.
I’ve been hearing a lot of interesting ideas from the candidates, but at the same time, some of these ideas make me worry. For example, the suggestion to open up the wiki to the public: something like that is not at all simple and is absolutely extra work and a matter of extreme effort; it would require, as an absolutely key part of the whole proposal, volunteers across multiple committees to review the entire wiki. When I hear this and other suggestions tossed out right next to statements about volunteer sustainability and burnout, saying we don’t have enough people for various tasks, this is really troubling to me and I fear that a lot of these great ideas create more work that results in losing more people. As a candidate, how do you plan to balance these needs? I’m hearing a lot of ideas, but how do you plan to incorporate these into an approach that helps our sustainability?
Before we go ahead with any of these ideas, they would need to be sent as proposals to the appropriate committee or to the Board. Each one would be considered with the pros and cons, including if it makes more work for people, before we decide to put it into action. I’ve been through that a few times, and some of the things I’ve mentioned are going through the process now. However, most of the reasons I’ve heard for burn-out are not due to sheer volume of work – more often, it’s due to feeling that the work they do is not valued or not effective. Improving support for volunteers makes more work, but also gives us more volunteers to do the work. We’d need to choose from these ideas carefully, to go ahead with the ones that improve things for people without adding too much of a burden, but that kind of evaluation is a normal part of the Board’s job. To give a tiny example of something we already do, saying thank you to people takes a small amount of effort on the part of senior staff, but makes a big difference to many volunteers – it helps to know that your work is appreciated, and most people respond by doing more.
Every new idea has to be considered with an eye to feasibility and benefit – whether it will create extra work, and if it will, whether the benefit justifies the extra work. If the benefit does justify the extra work, then we have to figure out how to get the work done without creating an undue burden on staffers and volunteers. This may involve bringing in more staffers and volunteers, or relinquishing other projects, or passing up/postponing ideas that we might otherwise like. Not every new idea may be possible or advisable—but we should keep having ideas! As for Naomi’s specific idea of opening up the wiki, I’m not sure whether it’s something I’d support. It might be—I can see the benefits of opening up at least part of the internal wiki—but I’d have to hear more about the logistics and workloads before I could make a decision.
We can only balance this by talking *with* other committees and respecting their needs and limitations. I appreciated arrow’s question from the last batch, because we need to acknowledge the anxiety that this current flurry of new ideas causes — I intimately understand that volunteers are weary of additional work piling up, so we need to consider the cost-benefit balance for each individual committee.
Basically, if we want something from someone, our approach needs to be “what help can we give you?” instead of “hey, do this!”. So I always try to get a handle on the ramifications of a suggestion by checking back with the people involved before I initiate something; we need everyone’s cooperation, after all, and I’ve seen what havoc the best-intentioned ideas can wreak if they’re not integrated into existing discussion.
My quick and dirty answer is to compile all the ideas, evaluate them, and then prioritize implementation. My longer answer is that we need to look carefully at each proposed project and weigh them in terms of time commitment, staffing needs and availability, anticipated benefit, and how/if they advance our mission and/or our internal goals. As I said above, we have to be mindful of what we’re asking of our volunteers and staff, and of what we can realistically accomplish in a given timeframe.
There are some projects, such as taking the wiki public, that would require a tremendous amount of backend work, and the payoff value in the short term and compared to that work, may not be worth it. Other projects, like developing an emeritus board of former board members and committee chairs to serve as mentors to the acting board and chairs, would take less time overall, require fewer organizational resources, and provide more immediate benefits. As a board member, and as a regular staffer, I would want to see detailed proposals on both ideas, and any others, before we committed to act on of them.
The demand, real or perceived, for a project can often exceed our ability to take on that project, and we are in a position now that we must be more intentional in how we grow OTW as an organization and each of our individual projects. In addition to detailed proposals for all of the ideas brought forth during the election process, I would like to see a general survey of all of our committees to determine what the real needs are and where the strongest interests in new projects lie. It’s easy to make assumptions from the outside about what a committee or group needs based on what you can provide, such as Naomi’s idea of automation for Volcom systems or mine of all-chairs meetings, but it does no good to act on creating a solution the people involved may not actually desire or find useful.
Response received 30 October 2011 02:16 UTC. Added to document 30 October 2011 02:31 UTC.
I find it’s generally more problematic and stressful (and less stable) to add things that require sustained long-term effort, even if relatively small, than things that need an initial burst of work but then are over. So for instance, if we’re looking for a solution that increases transparency, I would lean towards spending the initial time and effort to open up the wiki as opposed to put an ongoing burden on committees to create an initially smaller but ongoing increase in their outward communication to achieve similar levels of transparency.
Of course, the answer for this or any such idea that when the Board sits down with it and looks in detail at what would be involved, you realize that it’s either just not feasible, or not enough payoff for the work involved. Then you consider how possibly the idea might be scaled back or trialled in a less painful way. For instance, the opening of the wiki could be trialled by say opening up just the ADT section of the wiki (nearly all technical stuff, basically nothing confidential or needing review) and seeing how much it’s used, what if any issues arise. If it really proves effective, then you could gradually move one after another committee in that direction.
(BTW, although I get you are using this just as an example, in this case, the internal wiki is already open to all our volunteers — that’s hundreds of people many of whom have just volunteered in passing. If there is anything in there that is actively confidential, it shouldn’t be there anyway, and we can still keep the wiki non-googleable for the very real distinction between “readable by someone who comes and dives in actively” and “findable for typing your name in google”.)
Addenda received 30 October 2011 03:31 UTC. Added to document 30 October 2011 14:47 UTC.
and copracat@DW has just told me that actually that’s not the case anymore, on volunteers able to see the whole wiki, and there are different access levels set up, which I had remembered being something we wanted but didn’t have. So I am all wrong on the absence of confidential information, but on the bright side it should be pretty easy to do the opening up by sections. 😀
Response received 30 October 2011 13:01 UTC. Added to document 30 October 2011 14:47 UTC.
I think one of the valuable parts of the elections process is encouraging people (not just the candidates, but everyone interested) to be creative and explore ideas for change. Obviously, once the new Board meets, they will need to review those ideas andd talk with committees, thinking about what is sustainable, what is a great idea but not right for now, and what isn’t actually workable. As a Board member, what I’d be looking for is ideas which are either small and simple to implement (like a formal plan for one-on-one meetings with Board liaisons & committee chairs – having had a similar mentoring relationship with a new committee chair when I was chairing, I can say that this can actually be a lot of fun!), or things which involve short-term work now but will mean less work for everyone in the future. For example, the wonderful YShyn on Support has just put a vast amount of work into improving documentation & setting up a system for Support staffers to document their knowledge. This is something that never got done before because everyone was to busy – but it will actually make everyone’s work much easier and take the stress off in the long term. Board can actually be in a good position to identitfy that kind of work (whereas when you’re on the front line, it can be hard not to think ‘BEARS!’) and encourage committees to implement it, even if it actually requires a temporary slowing down of their day-to-day work.
Also, even though I think Board can be helpful in giving an outside perspective, I would emphasise that ultimately, sustainable solutions come from the people on thr the ground. I would like to maintain an ‘agile’ organisation that doesn’t have a ton of set-in-stone procedures, so that committees can keep coming up with creative ideas, change as their situations change, and feel confident saying ‘this won’t work for us’. So I would be looking to ask the committees how we can best help them, rather than having the process go the other way round.
There’s been some discussion since the first chat about the time commitment required for serving on the Board, and what that means for Board Members who also have other roles within the OTW. How will you balance your role as a Board Member and committee liaison with your other commitments within the organization?
I will be handing over my role as AD&T training lead to a new person at the end of the year anyway, so that will free up a significant chunk of time. Committee chair positions are appointed by the Board in December, and staff roles are chosen by chairs in discussion with Board and the Volunteers & Recruiting committee in January, so I can’t yet say what committees I will be invited onto. I will definitely continue as a coder volunteer, but I will probably scale back the amount of time I spend testing, tag wrangling and running training sessions. I would hope to stay on AD&T as well as getting involved with whichever committees I liaise with, but not leading anything within AD&T. I am also committed to two internal workgroups (I can’t remember how much has been publicly announced about either of those yet, so I won’t go into detail), but neither of those take up much time.
I’m expecting to spend more time on OTW work next year than I have this year or last year, but I also know from experience that I don’t lack time to keep up with commitments so long as they’re fun rather than draining. I’m used to balancing a hectic schedule and prioritising to make sure that the important things still happen, and I enjoy working in the OTW.
Here, again, I’m fortunate to be on the legal committee, which has a more manageable workload than others. Although Board service does add a significant time commitment and may require me to adjust some of my other work, I’m fortunate that my life in academia allows me some flexibility about when I do my work. As a result, I don’t expect to have trouble managing my workload for both the Board and the legal committee.
I’m relieved I found a likely successor for chairing Internationalization & Outreach, and I hope to take a step back in general, because regardless of whether I’m elected to Board of not, I believe in trusting the “next generation” with carrying on the mission. I hope we can do the same with Translation committee soon; I’d feel uneasy (okay, streched way too thin) occupying a central role in two committees *and* serving on Board. I’m not going to just stop serving on either committee, it would feel like callously abandoning my mates! But I would encourage any chair who wants to run for Board to hand over the baton, if they can (it’s often simply not possible, I know!).
I anticipate serving as a board member, liaison, Fincom chair, and the treasurer next year, particularly given I’m currently the only candidate (and would be the only board member) qualified for the last and am already committed to chairing Fincom. It’s a lot of work to take on, and I expect to be the liaison for Fincom and one other committee at minimum. To be honest, it’s already been a lot of work to go through the beginning of the election process on the heels of just tracking the membership drive while preparing for committee chair transition and trying to pack in as many one-on-ones with other staff as possible alongside keeping up with my regular life. Scheduling things in advance, as much as possible, has been highly important. Keeping fairly detailed notes about commitments, ideas, and conversations has been another major step. In the bulk of my work with Fincom, and with other staff over the past several weeks, I’ve made a point of being clear about when I will be able to respond to emails and phone calls (sometimes immediately, sometimes needing more time to consider a response), and I’ve been mindful about deadlines that impact other people and tried to meet them in advance when possible. I’ve also regularly made a point of setting aside a limited timeframe to handle OTW work that doesn’t require immediate action or response in each day; generally two to four hours, which I spend answering any lingering emails, reading documents, working on proposals, checking in with other staff, etc. All of these things are habits I’ll continue in my myriad roles next term.
I’ve talked openly in my Dreamwidth and Livejournal accounts (sanders and sandersyager, respectively) about my previous struggles with maintaining balance in my life, particularly when working with a non-profit agency. Having been through the crash and burn of taking on too much, too fast, and lacking support, it’s not an experience I have any interest in repeating or creating for anyone else. So far, I’ve been able to avoid doing so with OTW because I have found a strong support system in my fellow Fincom members, and I’ve intentionally been reaching out to current board members, other candidates, and other staff to lay the groundwork for the kinds of relationships that will allow us to lean on each other when its needed and to be open about our successes and frustrations as we move forward. I’m also starting from a place of being as genuine and honest about who I am—strengths, limitations, neuroses and all—and working to create spaces for my colleagues in OTW to do the same.
Response received 30 October 2011 02:16 UTC. Added to document 30 October 2011 02:31 UTC.
The way I have from the beginning. 🙂 I do have less free time than I did before baby, but I also wouldn’t be chairing again and the full scope of the challenges code will finally be in after this year, so I think it will be manageable. (The first year when I was chairing both Board and ADT and having something like 2-4 weekly meetings was tough, I will say!)
The thing is, you need productive people on Board. Productive people are usually already doing stuff in their RL, and already doing stuff for the org. And often the work they’re doing is work they enjoy. I love coding; if I wasn’t doing it for the archive, I’d be doing it on something else. So for myself, I will still be coding if I’m on Board, I’ll probably just focus more on smaller and more discrete chunks of code and more bugfixing instead of new features, which would also not be a bad thing for the project as a whole to have a senior coder on.
Response received 30 October 2011 13:01 UTC. Added to document 30 October 2011 14:47 UTC.
One of the things I learnt the hard way as AD&T chair is that when you step up to a new role, you have to lt some others go. So, while I would want to retain a connection to the committees I have worked with, I would anticipate realy scaling down the amount of responsibility I had within those committees. I think in a lot of places this will be easy – for example, Support started the year as quite a small committee which was still developing its procedures, but it’s now really thriving and has a good community and it has acquired new people who have taken on some of the roles I used to fill. (Thanks in no small part to the quiet but extremely effective work of Matty the current chair.) So, the continuing growth of the org makes it easy for me to know that when I stop doing certain things, someone else will be there to pick them up. I anticipate the main thing I would keep up if I get onto Board would be some of my communications work, which I love, but I anticipate scaling that down too (I actually have two different plans for how to proceed with that depending on whether I get on Board or not). On the whole, though, I am someone who likes to be busy, and after juggling being AD&T chair with finishing a PhD and writing a book, at a time when AD&T and its sister committees were much less developeed, I feel confident I will be able to find ways to balance my Board committments with everything else.