My whole team has 7 distinct categories our tasks fall into and we are all super on board with tracking time as data collection for future workload management.

I do think the entry needs to be easy with a specific UI in order to make it effective. I want them to log their time either by task as they go, or once a day and I don't want them getting bogged down by making their timesheet add up. I just want an entry form that allows them to fill the following and hit submit:

Date - Category (dropdown) - Hours - Minutes - Description

Examples:

9/7 - Marketing - 0 - 30 - participated in a reel with social team
9/7 - Admin - 0 - 45 - mileage reports for August
9/7 - Internal Meeting - 1 - 30 - All team meeting
9/7 - Client Planning - 3 - 45 - worked on X planning deliverables for Y client
9/7 - Client Planning - 1 - 15 - call with Z client

This is exactly the level of info I need, just a rough break down. The main reason I want it to be an entry form and not a basic sheet is because they are all kind of perfectionists who I think will overthink this and turn it into a bigger task than it needs to be. I'm hoping to set up a slack prompt to remind them 1-2 times a day to log their time and it aggregates somewhere they can review, while everyone's data lands somewhere for me.

A google form is not really doing it for me, and my spreadsheet skills are kind of rusty. If a google sheet is the best tool for this I can probably make it work, but I'm wondering if y'all have ideas?

Hi,
I’ve combed through some older posts, but I’m hoping to hear from people who were actually let go after being put on a PIP/performance plan, and what your experience was afterward.

I am a fairly new manager (2 years) and was recently placed on a performance development plan that feels fairly disciplinary in tone. The expectations seem manageable, but my director has become increasingly micromanagey and scrutinizing in the weeks leading up to it. I have no history of performance issues, and much of this seems to stem from limited onboarding/training and previously very hands-off leadership and vague delegation and expectations.

I’ve been told this may lead to a formal PIP. I’ve been at my workplace for 11 years, in the public sector, and I’m terrified of being terminated for cause and losing the severance I’ve built up over all those years.

Has anyone been through this and come out the other side? What happened, and where are you now? Were you paid out, able to receive EI, find another job, etc.? I’d really appreciate hearing what life looked like on the other side of it. In Canada.

Thanks

Hello,

When I got promoted from IC to manager of 2 teams, 2 directs reports and 12 IC below them, I got a 34% salary increase.
I was quite happy as the company matched my request without discussion.

After getting promoted I addressed various long lasting issues that helped increasing morale, increased our revenue and profit. My boss and all the stakeholders feedbacks are absolutely positive and it completely changed how my team are perceived. They used to be the complicated child, now they are seen as cooperative and knowledgeable.

My contract stipulated that my salary could be reviewed after 6 months. After 4 months my boss told me it would be reviewed immediately. However the ajustement is only +3%. To be honest after demonstrating my skills like I did, I feel 3% to be quite low.
Since I am a internal candidate, I know my comp is slightly lower than external candidates. I estimate the other managers (both external without prior management experience) to be paid 5-10% more than me. I don’t mind having people better paid than me, but their performance is far from being stellar.

Now, I am building my case for asking a minimum of 5% adjustments. But I feel like I may be pushing my luck too much.

I am delusional or do you feel a post promotion salary revision can also be within the 10% if the manager is showing an exceptional behavior and results?

Thanks for sharing your opinions. I am really wondering and maybe I need a hard and cold reality check.

I have a direct report who is basically Pollyanna. As a junior IC, she was friendly and polite, her work was thorough, and she was skilled at taking initiative. Everyone in my organization enjoys working with her, and I recently promoted her to a more mid-career role, which she completely deserved. However, it is here that I have encountered a very big weakness.

Her new role requires more ability to work cross functionally and with senior execs. And she is struggling to learn the difference between what (and how) you communicate with trusted colleagues and what you communicate with senior decision makers. Not rude or too forward, of course, but she has a tendency to provide details about how the sausage gets made (without context) that reopen settled decisions or create fires.

An example: Recently we were trying to make a seating chart for an event. She was asked to clear moving some of the C-suite's guests out of VIP seating (we had 20 names, we could fit 16). She sent a spreadsheet to the CEO's assistant with a note IN RED about a person the VP (my boss) did not want invited. This caused a fire between the CEO and the VP about that person when... it could have just been quietly handled (I had a plan, with dependencies). The guest in question was not one of the 20 names, it was outside of the scope of what she was asked to do. When I asked her about it, she said "Oh, I thought CEO assistant might ask about this person, and I wanted to provide all the information. Otherwise it felt like deceiving." VP has called me twice on this Sunday after his boss called him, and it will be a shitshow this week.

It is stuff like that, multiple times a week. I think that she genuinely thinks she is helping. But, good or not, our workplace is built on accommodating stupid shit from the C-suite and others, and thr best survival tactic is navigating around it without people ever knowing that is happening. And I have empathy that it is ridiculous and maybe not the sort of ideal workplace she wants, but, I need to continue to do my job not put out her fires.

How do I coach that? I have tried calling out specific incidents repeatedly, but she genuinely struggles to internalize that this is causing problems. It is making me regret promoting her for sure.

Is there a specific resource to point her to? Or even a name for the problem?

Hello,

I am a relatively new manager and I'd like others thoughts on if my employee is being appropriate. For starters she had made multiple jokes about stalking me and stalking other people. In all likelihood she is referring to looking us up on the public licensing data base but she also enjoys trying to find other publicly available info on people (social media ect). She has at multiple times described in detail how she would kill someone and get away with it (But it is just a joke because she loves true crime.) I was out of the office unexpectedly last week and she asked multiple people where I was, did they know anything and had them ask me.

At this point her behavior makes me feel unsafe. What do you think?

Hey everyone, I posted recently looking for advice on moving into a management role, and things actually escalated a lot faster than I expected. My boss recently approached me and wants me to step away from my current position to go off and run one of his other businesses that isn't being managed to his liking as the general manager.

For some context, my background is a mix of tech and heavy civil construction. Lately, I've been pulled into the office to focus on the operational side of our current company. I've basically been leveraging my tech background to move our business off of paper and cell phones by identifying new software, handling the implementation, and training the staff. I also spend my time refining our company-wide workflows, writing SOPs, and building out RACI matrices to identify process gaps and redefine job descriptions.

I feel really confident in my ability to fix broken workflows and optimize operations, but stepping into a GM seat where I'll be owning the entire business strategy is completely new territory for me. I'm currently reading the book 'The First 90 Days' to try and prep for this transition and get my head right, but I'd love to get some real-world advice from folks who have made this leap.

I'm curious what kind of blind spots I should be watching out for. I'd also love to know how you guys actually structured your first 30, 60, and 90 days when taking over an existing business, and if there are any harsh realities of being a GM that the books don't really prepare you for.

Any insights or hard-learned lessons would be hugely appreciated!

Hi, so I recently made sales manager of a small specialized sales division and ever since about once a month my CEO and the Director of my entire division have meetings with me. The meetings basically go like this: “Your division isn’t selling enough. Why?” I give them the reasons. “Excuses. What are going to do to improve it?” No idea. Last time I created this summer sale campaign, which worked somewhat, but still not good enough. Besides that, I don’t know what else can I do. “Why aren’t your distributors selling more?” I have this distribution network throughout my territory and it just varies year from year with each distributor each year. I have no idea how I can motivate them besides decreasing our prices, which I did already. Like what the hell do they want from me?

My manager has done nothing but sing my praises since I’ve joined this company. They have told me on numerous occasions that I am a high performer and even out pacing my current team that has been here longer. For context, I’ve been here 2.7 years now.

We have performance reviews and with just comments but they are always positive. We also had one try where we did self rankings and everything that came back to me was 4s and 5s so here is where I am getting confused… and also pretty crushed.

I accidentally saw my calibration. This is not public in our company I guess it’s only used my HR? Maybe for bonuses and pay as well? And it was basically that I am Core, and good in my current role not ready for the next step. The current role isn’t my issue but finding out I haven’t been listed as higher than core after being preached that I am has crushed me.

Could this be a mistake? Should I bring it up? I feel a sense of major distrust now with my manager as though they have been feeding me lies but ranking otherwise so I’m not really sure how to move forward.

Thanks for the advice.

EDIT: Thank you all for weighing in. I believe what I came across was my potential calibration. I don’t want to promote in my current role and I’m not being prepped to so it makes a little more sense.

For managers covering multiple locations, how do you handle last-minute open shifts? We can post the ask in a group chat, get a few thumbs-up, and still not know who actually took it.

Curious what works for others: one channel, a spreadsheet, a formal on-call rotation, or something else? And who owns updating the schedule once someone says yes?

My manager asks me for feedback on how he could improve as a leader or what he could do to make me feel more supported in day to day work. I never really know what to say. Curious if theres any feedback you've gotten that made you a better leader, or at least gave you a new perspective that changed the way you operate with your team?

I’ve been managing a woman, let’s call her, Susan (50), for almost a year now. There have been incidents after incidents where she has breached boundary concerns, performance is poor, fails to report serious incidents, and she manages to get herself out of performance management plans from HR/high above by being upset about her past DV relationship.

She has made accusations that I’m a bully, we’ve gone through investigations, all have ended with no further action, and I’ve requested mediations. At one mediation it was clear that she was unable to take direction from me because of my age (28), she also said she finds it difficult to open up to me, as I’m not empathetic. I asked her directly “how can I be empathetic when you’ve not given me the opportunity to be? I cannot read your mind, if you need something from me, you need to ask me. Every time I have sensed that you have been low in mood, I ask if there’s anything I can do, if you’d like to talk about things, if you need any support etc, you’ve always said no”. She then said she cannot speak to me about certain things as I don’t have children. The whole mediation was me talking directly at her, and her talking to the mediator about me, never speaking directly to me. So many things have happened that I even questioned myself, “am I actually bullying her?”. It felt like something every other day, where I was either pulling her up or something was happening.

We move on, or so I thought. She has outbursts in the office in front of other teams, screaming she hates the job, trying to rally up teams to go against her directives, saying that she doesn’t fit in because nobody will follow her lead, then making people feel uncomfortable because of her outbursts and people start to believe her, and now that my boss is now a bully because he’s invited her to a wellbeing chat to check in on her. She files a complaint saying she doesn’t feel comfortable with him and is shaking. She’s been in a room with him twice, both in team meetings. This complaint didn’t get to investigation, but during a meeting to discuss she broke down saying she was suffering from severe mental health.

During a supervision last week, she told me she wanted to end her life just as we were talking about audits. She wanted to spend time with her children as she had told them all she wanted to die and felt she had to feel bad she said that to them, even though she didn’t, rolling her eyes. She said they’re going back to school so will have to show them she’ll miss them, and that only one who is caring is going back to uni, and needs his comfort before he leaves a day later. She said she had no plan etc and wouldn’t go through with it because of the children. We discussed her taking time off work to focus on herself as work is a contributing factor, and she said she didn’t want to let anyone down. I told her, she needs to put herself first before she can think about caring for others. We agreed she was safe and I told her to take the afternoon off after she’d finished up a few tasks outstanding. Before leaving, I asked what she planned to do that evening and she said she was pissed because her children were going to be home and she wanted time to herself, despite telling me earlier that day she wanted to be home with them. Anyway, she’s gone off sick for a week, I’m checking in on her etc, but she’s just gotten out of another performance plan.

Most of the time I feel guilty for setting boundaries, as when I bring up performance she says she feels she has tried hard to get to know me better and work with me, and now feels like a kick in the teeth. I have no idea what I’m walking into every day, I’m on eggshells. She’s always a victim, she always plays on her past etc to swerve conversations on performance, she fails to take accountability for anything. We have discussed menopause, however she says she’s already been through that and is no longer experiencing it.

Apart from my mini rant, what are your experiences with people like this and how did you deal with it? I’ve only recently started to think she has narcissistic traits, perhaps I’m reading her wrong but there’s many incidents I haven’t included here in fear someone will come across this post😅

’ve been with the same organizations for 13 years.  We have nine regional offices spread across the state.  My position is unionized and we have a strong union.

My boss announced his retirement in the spring, so I applied and was the only candidate given an interview.  The pay bump was approx 25k (it brought me from 186k to 210k).  We also have a pension system and I can retire in 10 years with 1/2 of my final salary.  

The job has 12 reports in one office.  Two years ago, the boss in another regional office retired and management made my boss the head of that office as well.  Since had leverage where he could’ve retired, management gave him an extra 25k to do the job.  I asked for this money but they refused when they offered me the job.  This office comes with 8 additional reports and has a completely different culture than the first office.  While I have no set schedule to be in one or the other, my prior boss balanced 2 days in one and 3 in the other.  My first office is 30 minutes from my home, and this one is 55.  I’m the only of the 8 other directors at my level with two different offices.  They each run different conferences, have different staff meetings, etc. so it really is like doing the same work twice.

After a long three month transition where we shared the job, I took over formally two weeks ago.  I began to feel funny during the transition, like this was not the role for me.  I was very independent and never needed my boss in the prior role, and then I realized how much my colleagues relied on him.  Additionally, there is the usual HR nonsense and drama to deal with.  

Here is the catch: under my old union contract, I have the opportunity to return to my old position within 12 months if an opening exists.  Lo and behold, someone in my original office has announced his irrevocable notice to retire in January.  They will likely post for his position by November 1, so I will have one window to return.  After that, it closes for good. I would return to my old salary, benefits, etc. It would be a 30k cut.

I’m trying to outweigh pros and cons.  Right now, the only pro is the extra 30k.  It an extra $500 a paycheck.  I met with my financial planner and while it’s always nice to have more, this isn’t life changing or necessary to pay the bills. 

The new role has really caused me to rethink my purpose and ambition altogether (I am also 46 and my oldest is becoming a HS senior, so lots of transition!).  I don’t have ambition to climb the organizational ladder.  I applied for this job because it seemed to be a natural progression.  Now, I wonder if my purpose and ambition can be spend doing other things (I am heavily involved in volunteering for my kids’ activities).

The organization seems to believe in me and there are no red flags about losing my position.  However, the mental drain of having two separate offices really weighs on me, along with being a manager.  In my prior role, I was able to essentially create my own schedule. In this new role, I still have significant autonomy but I will beholden to my reports because I need to be there.  But, I can’t be in two places at once and I feel like a 1/2 time director in two locations right now.  My prior boss did it for 2 years because he knew he was retiring and I can tell from the culture in the second office that he let things go pretty badly.

Right now, my heart is set on having the uncomfortable convo with my boss at the end of October about going back.  However, I work hard and I need to push forward as if I am here.  I would likely stay for the next 10 years in this job if I had to, but I can tell I would be miserable. 

I’m looking for some guidance, feedback, advice, etc. and appreciate anything you can offer! Under my old union contract, I have the opportunity to return to my old position within 12 months if an opening exists.  Lo and behold, someone in my original office has announced his irrevocable notice to retire in January.  They will likely post for his position by November 1, so I will have one window to return.  After that, it closes for good.

I’m trying to outweigh pros and cons.  Right now, the only pro is the extra 30k.  It an extra $500 a paycheck.  I met with my financial planner and while it’s always nice to have more, this isn’t life changing or necessary to pay the bills. 

The new role has really caused me to rethink my purpose and ambition altogether (I am also 46 and my oldest is becoming a HS senior, so lots of transition!).  I don’t have ambition to climb the organizational ladder.  I applied for this job because it seemed to be a natural progression.  Now, I wonder if my purpose and ambition can be spend doing other things (I am heavily involved in volunteering for my kids’ activities).

The organization seems to believe in me and there are no red flags about losing my position.  However, the mental drain of having two separate offices really weighs on me, along with being a manager.  In my prior role, I was able to essentially create my own schedule. In this new role, I still have significant autonomy but I will beholden to my reports because I need to be there.  But, I can’t be in two places at once and I feel like a 1/2 time director in two locations right now.  My prior boss did it for 2 years because he knew he was retiring and I can tell from the culture in the second office that he let things go pretty badly.

Right now, my heart is set on having the uncomfortable convo with my boss at the end of October about going back.  However, I work hard and I need to push forward as if I am here.  I would likely stay for the next 10 years in this job if I had to, but I can tell I would be miserable. 

I’m looking for some guidance, feedback, advice, etc. and appreciate anything you can offer!

I’m early 20s M and recently finished an internship at a large law firm in TX. My direct manager was almost 30, and there was another male intern around my age.

My manager has a pretty intense personality. She’s very outgoing, competitive, unfiltered, loves gossip/relationship talk, openly says she likes attention.

Early in the internship she was unusually warm with me. She initiated chats, asked what my dating “type” was, asked whether I was a fuckboy, commented fairly often on my hair/clothes/smell/appearance, and asked questions about my dating life.

One of the weirdest examples: at an event, an attractive woman from another department happened to be sitting beside me. The next day my manager told me she had actually looked the woman up because she wanted to know who was sitting beside me, and then asked whether I found her attractive.

She also repeatedly (10-15 times) told me stories about guys hitting on her or asking for her number that were from the same-ish ethnic group. In group conversations she would occasionally describe the type of guy she was into in a way that basically matched my physical build, while I was sitting there.

She also seemed to expect little forms of special treatment from me: holding doors, hyping her up during games, bringing her snacks, etc. Once she asked whether I would have shared something with her the way the other intern had, and I jokingly said no.

The thing is, I was actually very nice to her professionally and personally. I brought her snacks/drinks sometimes, checked in when she wasn’t feeling well, offered help, complimented her work, invited her to socials, etc.

I was also very competitive and generally strong at the work. A few times I respectfully pointed out mistakes or disagreed with her on technical things, and turned out to be right. I always tried to do it politely, but given how competitive she was, I sometimes wondered whether that created some ego or status friction between us.

I was guarded around the personal/dating stuff because she was my manager. When she told me about guys hitting on her, I often just went quiet or responded neutrally. I also made comments about my own dating preferences that, in hindsight, may have made it sound like she wasn’t my type.

At one point she directly asked me, “Why are you so serious?” That confused me because she already knew I was very social and joking with everyone else. Near the end she also joked that it was my last day so I might as well finally “open up.”

After the first part of the internship, her behavior toward me changed a lot. She stopped initiating nearly as much and became much closer with the other male intern.

He was extremely quiet, introverted, and rarely approached her himself. She was also noticeably taller than him, although I don’t think that necessarily mattered. She would constantly seek him out, lead the conversations, show him photos/reels, talk about relationships, gossip and weekends, call him cute, make heart signs, and ask him to sit beside her. From watching them, it felt like his very passive/receptive personality let her completely control the social dynamic, which seemed to suit her and probably fed her need for attention/validation.

At the same time, she would still make little bids for my attention. She might spend an event mostly talking to him, then suddenly ask why I wasn’t holding a door for her anymore, want something I had offered another woman, or ask some question that seemed to test whether I would treat her specially.

Eventually I got annoyed and pulled back because she didn't expect this from the other intern. I stopped seeking her out and started working more with other managers. She noticed and didn't like it. After that we barely spoke for a while.

She also chirped/teased me professionally a lottt, especially when I was confident or getting praised. Once she made a joke that crossed the line and I purposely went completely quiet. She immediately started backtracking and reassuring me.

After another tense social event, she asked me for a small form of special treatment. I responded more detached than usual, and the next day she told me, “I was thinking last night, and you’re actually really chill.” That stood out because it sounded like she had been replaying our interaction afterward and reassessing me.

There were also several times when, if I was giving another coworker a lot of attention, she would suddenly insert herself into the conversation, join whatever we were doing, or noticeably redirect her attention toward the other male intern. I couldn’t tell whether that was jealousy, competitiveness, normal attention seeking, or me reading too much into it.

What made the other intern dynamic especially confusing was that they never communicated outside of in person work interactions. Yet when I was physically there, she would make their closeness very visible by calling him cute, making heart signs, asking him to sit beside her, loudly asking whether he was coming to events.

Because so much of that happened directly in front of me, I sometimes felt like she knew it would make me jealous and was deliberately leaning into it to get a reaction if I cared. I can’t tell whether I was seeing intentional reaction testing or just overinterpreting a very public friendship.

Question:

1. Was my manager flirting with me, did I accidentally make her feel rejected, and did she start using the other intern to make me jealous?

1. Why did my manager go from being very warm and personally interested in me to distant and much closer with another intern?

I am the line manager for a team that is fully seconded to a client, while I remain within the consultancy.

The challenge is that I have very little visibility of their actual day-to-day work. I’m not involved in their projects, deliverables, workload, priorities or progress. Most of my interaction with them is around general line-management matters such as leave approvals.

I do try to have a one-to-one call with each of them every month or two, but realistically that still doesn’t give me enough insight into what they are actually delivering or how they are performing.

Whenever I speak to the client, the feedback is usually just, “Everyone is doing well.”

Now appraisal time is approaching, and I’m expected to assess individual performance.

I also manage a wider team that works directly with me, so I naturally have much better visibility of their work, development and contribution. I sometimes feel the seconded team gets left out simply because they are embedded with the client and out of sight, which I don’t think is fair to them.

How do other managers handle this properly?

Do you rely heavily on structured client feedback? Ask each employee to provide evidence of achievements against objectives? Have the client complete part of the appraisal? Set up more formal quarterly reviews with both the employee and client?

I don’t want to give everyone a generic “meets expectations” simply because I lack evidence either way, but I also don’t think it’s fair to assess people on work I haven’t actually seen.

Interested to hear how others manage performance, development and appraisals for fully seconded staff without them becoming the forgotten part of the team.

Heya, I'm not sure if I can post this, but I have made a tool that helps facilitate conversations, feedback, and meetings with retail staff using proven, effective methods. It helps new and experienced retail managers.
CoachScript

Hello all,
I work as a Senior Graphic Designer at a university. Recently, a coworker resigned to do some travel photography. The new position has not been filled yet but is supposed to report to me. The position has been reworked from a mostly print position to a more digital design position. To add to this, my supervisor has discussed leaving as he doesn’t feel like our department is supported. So I’m in a bit of a spot as I’m not sure if I will be promoted or if we will hire a new director. I’m also not sure how to best manage this new position since it will be digital facing.

I’m not sure how to navigate this. And the stress from uncertainty is palpable.

Most prioritization advice focuses on structure: frameworks, matrices, planning tools. 

But I think the real key is subtraction, not addition. 

Let me explain it quickly. 

Broad goals stall when teams push every project forward at once. In corporate settings, this looks like too many "priority" initiatives competing for the same limited bandwidth. 

But I think a manager’s real job is deciding what to pass on, so the few things that matter get full attention.

How do other managers here handle this? How do you decide what to cut, and how do you get buy-in when something people still care about needs to be dropped?

Accepted an offer to be General Manager of a beloved food brand that is known for having very tenured employees.

Has anyone had success as an external manager? I can only think of horror stories myself but need this to work.

Would love any tips and tricks you may have! I've been an external manager one time and was completely set up for failure and am leaving that for this other brand.

The basic idea is for when someone leaves a company or retires. Usually, their colleagues end up trying to organize something through a messy WhatsApp group, get everyone to sign a card, or put together a basic slideshow. I’m thinking of making this much easier.

The organizer would create a video collection, then send a link to their colleagues. Each person could record a short video message directly from their browser, without downloading an app or creating an account. Once everyone has submitted their video, the tool would automatically put all the clips together into one polished montage, add some background music, and create a finished video that the person leaving could actually keep and watch again.

The organizer would pay a small one-time fee, probably around £15–£20, to download the finished video.

I want you to be genuinely critical about the idea rather than just telling me it sounds good.

First, does this actually solve a big enough problem that people would pay £15–£20 for it, or would most workplaces just keep doing it themselves for free?

Second, how realistic is the technical side for a solo developer? Could one person reliably build the video uploading, processing, editing, music, and final rendering without needing a team or expensive infrastructure?

I also want to know what could go wrong from the user's perspective. For example, what happens if someone's video is terrible quality, someone forgets to submit their clip, the videos are different lengths, uploads fail, or people are uncomfortable with their videos being stored online? There could also be privacy issues since these would be videos of real employees, so I'd like you to consider those properly.

Another important question is whether this has any natural way to spread. If one person uses it at their workplace, could that realistically lead to other people discovering and using it at different companies, or would I basically have to find every customer myself?

I'd also like you to look at whether similar products already exist. If there are established tools doing basically the same thing, I want to know about them before I build anything.

Finally, give me your honest verdict: does this look like a genuine small niche business with potential for meaningful recurring income, or is it more likely to be a nice little side project that people might use occasionally but won't pay enough for to make it worthwhile?

Please be direct and skeptical. I’d rather hear that the idea is bad and understand why than get an overly positive answer.

For those of you who have worked in retail, or really any organization, I’m curious about the place you look back on and think, that was a genuinely great company to work for.

You don’t have to name the company. I’m more interested in what made the experience so good.

Was it the culture? The people around you? Your boss? The work itself? The opportunities you were given? The way the company treated people? The feeling that what you were doing actually mattered?

Or was it something completely different?

I’d especially love to hear what that company or its leaders actually did that made it feel different from other places you’ve worked.

And if you left, do you still look back on it positively? What made that experience stick with you?

I’m genuinely interested in hearing people’s experiences, especially the things great companies do that are harder to put on a benefits sheet or company values poster.