Monday’s from home

Quieter today with work, and hoping it will remain so. There appear no roadblocks or bugs to deal with today, and though there are updates pending, they’re under control. Within a week I expect we’ll have eased into the BAU management of the live chat client. There’s been a lot of dollars spent on this project in a short period of time, and there’s wariness about invest too much more at this point. There are other solutions pushing forward as well. For me, the most significant factor is project fatigue. The guys have been working day and night for weeks. Push too much more at this point, and you run the risk of mistakes creeping in. Everyone needs to rest and reset – we can get into it again in a few weeks.

Because I’ve been working almost exclusively on special projects, I feel a slight disconnect from the larger team. At the start of each day, I’m due to attend a couple of Teams meetings online. The first is with my immediate team, and I don’t mind it so much because I get to hear of all the things they’re working on. I’ll get asked what’s going on in my world and my answer is just about the same every time: still working hard on live chat. I’ll give them a little more than that because I’ve been full-on with it and are curious. I’ll tell them a little of the ins and outs, the challenges.

Some days I might give them a tip or two. They’re doing without me in my usual role. Typically I’d coordinate and map out much of the work they need to do. I hardly have time to glance at it these days, but if I find a spare 10-15 minutes,, I’ll quickly scan dev ops to see what’s going on. I might add a note or re-direct some of the user stories. In the meetings, I might make some suggestions or give some insight. I’m all about efficiency, s if we can kill multiple birds with the single stone, I’ll give them the word.

What’s interesting, and has implications as we go forward, is that the amount of work coming through is falling. It doesn’t surprise me. Much of the office is so busy adapting to new ways of doing things that they don’t have time for much else. As for our customers, they’re not doing enough to create work. Activity is down all round because activity is down.

The second meeting is almost straight after the first. This is a more disparate group, and I almost always listen silently while continuing to work. The sessions are a nuisance to me as they take me away from my work at the moment I want to set-up for the day ahead. So, I’ll listen, hardly interested as all they report seems so trivial after what I’ve been doing. I didn’t have a lot of time for these stand-ups when I was in the office because hardly any of it was relevant to me. Now, I feel further away from them, somewhere separate and different, and while part of that is due to the extraordinary work I’ve been doing, the rest is because the separation now is literal.

Then, on Mondays, we have a departmental meeting almost straight after. It kills me because it delays for another 40 minutes the stuff I have to catch up on.

I wouldn’t mind so much if the meetings were useful and informative. I’m happy to be updated on things – what’s happening with the business, how things are going, what decisions are pending, and so on. Except there’s none of that.

There seems a focus to maintain and foster team spirit. I understand why, but it’s difficult in virtual comms when only one person can speak at a time, and forty people are online. The result is an untidy session that vaguely equates to happy clapping. You should by know by now that I’m not a happy clapper. I’ve got nothing against it – whatever rocks your boat – but I’m not about to join because it just isn’t me. And I have things to do.

These sessions are really for the extroverts who need an outlet to express themselves. The rest of us don’t. Like the other introverts, I prefer more authentic communication – that is, one on one, or in a more modest setting. I don’t need more than that from work, though I’m sympathetic to the attempt. I have friends to share with and unwind – it’s not something I seek at work, even now.

I used to be more expansive when I was younger. At one stage, I was quite the entertainer. These days I’m pretty economical. I’m more forthcoming with my team because I know and like them and because they’re my responsibility. Outside of them, I’m not inclined to say anything much unless I have something to say. And if I can get away with a nod or a wink or a steely glare, then that’ll do.

That belies my working day because I’m on the phone much of the time, and though a lot of it is directive and task-focused, there’s also time for a laugh to break it up. The point is, I don’t want to pretend to something that should naturally flow.

I think there has to be a better way. I’ll have a think about it.

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