As a team, we were looking for ways to build stronger connection with each other while working more virtually/remotely, especially because Future Forum was also distributed (not everyone in SF with founders). We wanted to move away from the typical team "small talk" in one-on-ones and team meetings, and give everyone an opportunity to "go deeper" with each other. So we built and utilized these personal operating manuals. Though not a new concept, we probably USED it in more novel ways. 

First: Everyone created one when joining the team (as part of their onboarding process/doc), and everyone got a link to the full team folder with all the personal operating manuals so that each person had something to work off of when setting up those first intro-coffee-chats when getting to know folks on the team. 

Second: We used these for team onsite/off-sites as well! Often paired with an executive coach & going deeper on something like the Enneagram (personality test). But for every in-person gathering, we always set aside specific time for team connections/team dynamics session where we got to converse more deeply about how each person operated, what each person might need from the team, and what else we might not know about that individual.

Every person has their own communication style: different ways they “intake” information, feedback, or requests. Being explicit and up front about what works best for each individual can help teams develop norms that support varying communication styles, reducing frustrations or misunderstandings early and fostering trust between colleagues.

Revealing personal details in a Personal User Manual can feel quite vulnerable or even uncomfortable, particularly for new employees who are still building their confidence and finding their place on a team. So we recommend that the team leader be the first to complete a Personal User Manual, to model open communication and demonstrate that it’s okay and encouraged to bring your whole self to the workplace.

You don't have to use all the categories that I have here -- what's most important is that it's personal enough to kick off meaningful conversations about what you need from others on the team, and what they might not know about you from the get-go.

Helen Kupp

Personal Operating Manuals are short descriptions of your background, values, and communication style designed to help teammates better understand each other.

As a team, we were looking for ways to build stronger connection

 I will write out thoughts and feedback in channel, in doc, in DMs, and sometimes in calendar invites. It allows me to process and give feedback asynchronously

I’m empathetic and care a lot about the people around me.

 You’ll often hear me asking about “how are you doing?” and “how can I help?”

 While I love brainstorming sessions, I do not like being put on the spot. I like thinking through agenda items beforehand, because I want to make sure that 

I will always drive towards “next steps?”

, to ensure we are executing quickly and keeping the momentum up

 I like to know why, and how things fit into the bigger picture

Related, tell me what you need and when you need it.

 Especially if you need feedback or something from me - there’s too much going on for me to keep track of everything shared

; don’t wait for a meeting or feel like something needs to be scheduled to quickly chat about something

Pull me in earlier in the thought process

; I prefer to workshop things with you versus giving feedback on the final more polished version of something

 where possible for meetings; video is just extra draining for me

 I appreciate that we take the time to get to know each other and our varying circumstances outside of work. People have always been the reason I choose a team/role, and the reason I stay or leave.

 I love greenfield opportunities (over optimizations) and like tackling new challenges, especially building something new that we’ve never done before.

 I work really hard, but prefer to do this on my terms. I am happiest when I have a lot of trust in the team, and team in me, to work when I work best - and take time off for recharging, running, or baby time as I need sprinkled throughout my day.

 Ultimately, the work also needs to matter. Whether that’s impact to the organization/business, or to the community/world at large.

 I try to default to “yes” when possible, and make it work. But that can often derail focus, and I can continue to push for where we draw the line, and how we prioritize

 I thrive when supporting the team and others and have a harder time stepping into center stage and being in the spotlight. Future Forum pushes my boundaries on this, and is something I continue to personally push myself on for each piece of content, speakership opportunity, etc. that comes our way

 I love diving into the work with my teams, but that can sometimes mean I preemptively create the doc/slide/etc. without first considering who should (or is) owning. Feedback on this is important to my growth as a leader, you won’t hurt my feelings if you tell me to stop and let you take the first stab!


Personal Operating Manual from Future Forum

How I communicate

How I like to be communicated with:

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