GDC 2019 - Art Leadership Roundtable Notes: Early Career Day 3

This set of notes come courtesy of Jessica da Silva.  Special thanks to Jess for taking these notes and also allowing me to share them with all of you!

Managing skill growth in the team

• Heartbeats instead of sprints which are 6 weeks long but with a last 7th week dedicated to training and leadership lunches
• Work outside of work to skill up (extracurricular) and give the opportunity for people to prove themselves in a new role.  But they have to prove themselves first as it can be too dangerous to train them in the production pipeline
• Classes between projects instead of sprints
• 1st Wednesday of each month as a training day where people can work on an area unrelated to their job and projects if they like.  If unavailable in a certain month, days in lieu but the expectation and time block is set.

Managing Passion and Emotions

• If working remotely, talk face-to-face or in a call if things start to get heated
• Keep the team grounded in the project’s needs, goals, and scope; “That’s great, but…”
• Start with and agree on (come back to) facts, “what’s the goal here?”

Managing Toxicity or things becoming personal

• Soft skills
• Sit aside and talk together about how talking like that is not productive
• If it continues - HR
• Letting go of toxic or un-self-aware or hero people can be a net gain for the team
• Give everyone a chance to voice their opinions, quiet people can be accidentally pushed out of the conversation
• “Why are you frustrated?” “Why do you think the other person is frustrated?” Reframe perspective
• “Are you serving yourself or the project?
• Catch ups once every 2 weeks 1-on-1
• Let people have their emotions away from the team and then when they give feedback, reframe it always to the pillars/goals

Managing Introverts

• Take the introverts aside and hear their views first to warm team up and then in the meeting “I was talking to X about this and they have a really good idea about this” - put them on the spot a little, but give them a chance to warm up 
• Remind people they can come to you after the meeting and it’ll be taken into account, leave that door open
• Try to uncover why they’re shy.  Are they uncomfortable around someone or just socially anxious
• Company team building / getting coffee
• It takes time, proper culture, they need to see it’s safe to come out of their shell

Managing mixed directions from management

• Broadcast to people (about the thrash) who can affect change
• It takes time to change
• CEOs are kept in the ivory tower for a reason
• Try to communicate upwards that this confuses, causes anxiety and thrash and that it can throw spanners in the works (make things worse, reduce productivity)
• Don’t waste teams production time in unnecessary meetings (clear agendas and broadcast “Who do I need to tell?”)

Managing Leads

• Once a week leads discuss problems / research ideas / team management to be a team and help each other develop their management skills
• Shadow another lead to grow organically
• 1-on-1 to discuss strengths and weaknesses early and to discuss direction
• Iterate that failure at the role is okay and that we’ll find something that works for them together
• Specialist vs. Leadership track to help eliminate want to be leads and still have a path for growth without having to become a lead (if unsuitable for it)
• Provide job description (expectations developed with HR) to provide clear expectations of what being a lead is

 Managing Retention

• Do they want advancement or more money?  Decouple advancement from compensation because titles come with new expectations and tasks.

 Hiring Diversity

• Diverse interviewers
• Wording the ad to encourage other people to apply 

Managing Meetings

• Blocking in time blocks for meetings to take place in; Tuesday/Thursday afternoons
• One dedicated meeting free day per week (Wednesday)
• Block out areas on your own calendar for producers to respect and schedule around
• “What kind of meeting is it?  Who are the key stakeholders? Agenda?  Desired outcomes?”
• Shared with producers and directors, clear meeting plans will aid “who do I need to tell” and having the right attendees and goals
• Block off time for leads and directors where the teams know they won’t be in meetings and can be around to help the team.
• Book - Death by Meeting
• Color coding meetings
• Green - In depth, detailed
• Yellow - More high level, etc.
• Using DiSC and having team post up type of communication on desk so people know how to best talk to them
• What kind of decisions does the director have to be in on?  Which can be trusted to the artist / people in the field?
• More on personality color coding using lego bricks on desk in order of communication method
• MBTI personality test
• Basecamp - Art management tool
• Delegating, having shadows and leads to stop spreading too thin “Who is the best person to be solving this problem” and build that relationship with them
• Frequently asked or sought advice to question if you need a cheat sheet or your style guide is missing something.  Is this a reaction or something I can do to support my team’s independence - tutorial videos + wiki
• Losing credibility as an artist?  Swap one project as a lead and the next as a senior/principal

 

Managing time investment in the work

• A scale of quality.  A brick wall: “We need this to be a 3” (out of 10)
• Not every asset has to be awesome and giving a metric can help know how much detail needs to go into each asset
• Not everything needs to be a hero piece, and in fact needs to be generic

Managing critique

• Positive reinforcement, no shame, no blame
• Team effort to work through productivity and goal behind critiquing work

Managing toxicity

• Official warning
• Toxicity is very quick and easy to spread, but positivity is hard to cultivate
• Re enforce and solidify company values and ideal culture
• Emphasize and spend a lot of time in hiring to find fits who aren’t just hard-skilled
• Quantify it money-wise, a toxic person affecting 10 people’s productivity will cost more money
• Two types of toxic people
• Openly toxic and Charismatic toxic
• Charismatic toxic is bad for the company, but bring people into the team
• More actively separate yourself, refuse to work with them and cut them out of your team
• “You can want to manage and put up with them, but I do not.”
• When firing charismatic toxic people and to not look like you’re firing them for speaking their mind:  “I can’t go into why we’re firing them, because we have to respect their privacy, but here are our company values and so long as you are in line with these, you are welcome and safe to keep working here.”
• Do reviews with your team about new members during probation

GDC 2019 - Art Leadership Roundtable: Veteran Day 2

This set of notes come courtesy of Elizabeth Blythe.  Endless thanks to Elizabeth for taking these notes and permitting me to share them with all of you.  On a personal level, I especially wanted to thank all of the attendees/participants in this session.  The conversation about diversity and inclusivity was one of the most earnest and heartfelt discussions we've had at GDC.

 How to develop your leads?

• Responder: We faced team problems, run once per week without the Art Director directing. The team would pick topics. Extreme ownership was a book they'd read and had discussions. Treated management as a craft and something that can be learned. One person good at time management would help one another out.

• Responder - Try to have the convo earlier in the career to identify what a person wants to do, identify strengths and where they want to go, then train on that organically. Provide some guidelines with a little bit of structure. Assign another art director as a mentor, then have them meet twice per month. Also, if they fail at a role, have convos about how that failed.

• Responder - working as an art group to define what the leadership structure looks like. When leveling, we defined 2 second tracks - leadership and specialist.

• Responder- large teams with co-dev. Leads and directors for a single project across studios - having a job description is part of what we start with. It sets expectations, an check it monthly with the person. There's a three tier approach, and get feedback from the lead, asking them what they think they need to start-stop-continue. The expectations gives clarity.

• Responder - I'm interested in retention and titling. Prevent people from leaving when there is no chance for advancement? The current structure is an entry - associate - chair - self.  - people leaving due to a feeling of lack of advancement. Meaningful one-on-ones to discern what they want… more money versus wanting to "advance". Try to decouple compensation with costs.

Anyone have experience with tactical ideas and strategies to improve diversity on their staff?

• Responder - Mention that they prefer apps from under-represented groups. A lot of emphasis on showing off their studio culture as being very considerate and diverse. We also get work experience students in that are often under-represented. Send women developers to conferences and cons, help them with costs, and make an effort to make them the face of the organization. Talk to under-represented team members and make an effort to make certain they're heard.

• Responder- spent a lot of time getting the word out to get a super diverse group. Made certain to promote in places that had reach to the applicant pool, like websites that support diversity.

• Responder - make sure the target audience sees the adverts is a key issue. Also, get away from the idea that some implicit biases are bullshit - hire for skill, not assumptions about how that skill can be applied. For example, hiring women to make a [shooter] game was nervous, because the team wasn't sure how they'd go with guns, etc, but it turned out fine

• Responder: flexible work hours has really helped us get people of various backgrounds, like people with kids and other stages of life. yes, rethinking about people being able to work remotely is a huge advantage.

• Responder - thinking about changing which schools we recruit from because when you hire from a specific school, you inherit the school's biases. We have implemented diversity rules because we need our team to mirror our clients.

• Responder - There are recruitment agencies like Bain and Amethyst can help you change the wording of your job advertisements to get feedback on how to make the ad more broadly appealing.

• Responder - Presenting at school, but also getting senior positions to be filled with diverse groups, like having a woman senior manager who goes and does presentations at schools. It makes us seem more friendly to diverse groups and got us a bigger pool of applicants.

• Responder - established a group to promote gender equality at schools and events. Another thing, there are services where we allow everyone to attend, but we market to women (for example) solely because women seemed turned off by things they think are targeted towards men.

• Responder: be cautious when asking someone to advocate or present for you because when being asked to go do this, it often feels like "I was used to tick a box instead of being treated like a person." I became the 'demographic' instead of a person.

• Responder - the ads get people interested, sure, but the culture is what keeps them. Also, the games you make. Or the culture, like dude bro culture with people making sexist comments on Slack but you feel powerless to respond or stop it. Stop treating women like unicorns and fairys, and encourage women to come and speak even if they don't want to or feel patronized. Women want to be treated like anyone else, seriously, respectfully, and as critically as anyone else.

• Responder - I want to add another word of caution around having female employees speak at very public events and forums. Be considerate of the online harassment experience they are likely to encounter online. We heavily moderate chats and are supporting those employees we send out there, moderating their media streams or supporting them is huge. Also, general stuff to make a studio more attractive to women:

• Flexible work hours

• Ability to work remote

• Showing children are welcome in the studio (Ex. holds trick and treat events and other family/kid events)

• Once was told an interviewee that we had tampons and other things in the bathroom that showed her we thought about people with different bodies' different experiences

• Responder: We hosted a group called DIY girls to give girls the opportunity as a kid to explore what opportunities there are to expose them. We also did this at high schools.

• Responder: I've seen it happen to people around me - it's important that people are not hired as a 'diversity hire' - they want to be hired because they're a great fit. So you need a great pool of applicants, but if someone around says something like 'you only got that job because you were a woman', it's very harmful because it makes her doubt she's there for any reason other than her skill. Always reinforce this and give them a space to speak about it when this sort of thing happens otherwise the women will begin to doubt themselves and cut themselves off socially, harming their connection to the team, even though they weren't the one who caused the problem by undermining a coworker. It's bad for everyone.

•  Responder: Yes, you need strong leadership and culture to tamp that down and reinforce the culture of diversity and respect.

• Responder: One of the most powerful thing is to consciously strive to have a diverse network - consciously strive to make the people you hang out with diverse. People naturally want to hire people they know, so make sure you know diverse people. Consciously make an effort to diverse and connect as much as you can.

• Responder: Also, hire from your community, as communities tend to be quite diverse.

• Responder: Don't hire 'mini-me's. It really hit home with me, we want to hire people who think like us. Also, diversify the people interviewing - bring in people who will be working with them. Sometimes Art Leads and Directors think they need to do it all, but I often get the best hiring feedback from people who are working as peers. It gets different eyes on skills.

• Responder: We should, if all possible, do NOT have all male interviewers. Women may suss out creeps while male interviewers may not notice anything untoward aimed towards them.

• Responder: Create a mechanism to allow people to safely express their concerns about diversity, the content they're making, etc.

• Responder: have a studio in a location that is SAFE to walk to or crunch in late at night or walk to during the day. For example, a woman won't want to go to work in a place that has a dark parking lot they have to navigate at night.

• Responder: Yes, take the time to install lights, security measures, etc.

GDC 2019 - Art Leadership Roundtables

Greetings, everyone!  First of all, I wanted to thank everyone who attended the roundtable sessions this year.  For those who couldn't make it, we decided to try something a bit different this time.

This year, we had six (6!) roundtable sessions.  In response to feedback, I decided to moderate three roundtables each for both "Early Career" and "Veteran" to ensure that attendees had a reasonable expectation of what types of topics might be discussed in each session.

While survey feedback has not yet been received, in-person responses seemed to be largely positive.  However, this change to the roundtables did not come without a cost.  Past readers have come to expect a pretty robust write-up on these sessions.  Increasing the number of roundtables to six (6!) meant that I simply don't have the wherewithal to provide a lengthy write-up for each.

Thankfully, a small number of people offered to share their notes with me (and thus all of you), which I will post in the days to come.  For those who might be interested, here are the topics that were discussed this year:

Early Career - Day 1:

• Student Question - Working with peers who have English as a second language, resolving conflict while preserving trust, working towards clarity
• Mentorship - How to encourage others to become more independent, learning how to pull away with creating the sense of "abandonment"
• Switching Gears - how to manage the mental shift from one type of work to another type of work
• Growing your Team - small studio concerns about growing from very small (2) to a functional team (5)
• Path to a "Lead" role - expectations, skills, qualities

Early Career - Day 2:

• Generalist Artists to Specialists (3D) - growing your art skills
• Managing heated discussions / conflict - reframing questions, establishing goals, clear metrics for success
• Introversion for Artists and Leads - understanding and growing your energy levels, clarifying what the team needs, making time to prepare
• Conflict between Directors - hashing it out away from the team, avoiding office politics, strategies to achieve resolution
• Balancing Time between Communication and Content Creation - clarity of purpose, reducing iteration, shared objectives and timelines

Early Career - Day 3:

• Mentorship failure - "cutting the cord," communicating problems upward, finding different opportunities
• Impostor syndrome - managing anxiety, confidence through teaching
• Toxic Coworkers - communicating with management, separating work
• Team Building exercises - leadership training, art jams, game jams
• Coworkers Dating - perils to communication, clarifying expectations, establishing boundaries

Veteran - Day 1:

• Outsourcing - strategies, art tests, communication, delivery systems
• Unifying Team Cultures - multi-team challenges, aligning expectations, department social events
• Growing Directors - clarifying motivations, expectations, early leadership opportunities
• Retention / Promotion - Titling systems other than "lead" and "director," differentiating paths

Veteran - Day 2:

• Mentoring Leads - directors investing proper time, leadership struggles, leaning away from content creation
• Titling and Retention - developing different career paths, understanding employee goals, unique challenges
• Diversity / Inclusivity - developing studio strategies, recognizing blind spots, demonstrating respect while avoiding "unicorn treatment"

Veteran Day 3:

• Meetings - controlling your schedule, blocking out "desk time" to do work, respecting Focus
• Project Needs vs. Team Needs - unifying goals where possible, compromise solutions, recognizing shifts during the development cycle
• Obsessive working - avoiding burnout, effectiveness vs. hours
• Critique Culture - art nor artist, clarifying metrics of success, improving "safety"

Once again, you expect some more robust write-ups in the weeks to come.  These notes were collected from attendees and full credit will be given to each individual when I post.  If you attended the roundtables and would like to share your notes, please contact me.

Thanks for reading!