A User Guide to Working with Yu

Inspired by How to work with Xiaomin and **A User Guide to Working with You* (Julie Zhuo)*

Introduction

I believe clarity is kindness, and this guide outlines my working style as a project manager and team member. My aim is to provide a quick overview of my values, communication approach, preferences, and potential drawbacks so you can understand how best to collaborate with me.

How I view success

Success goes beyond metrics or KPIs. My "North Star" values—**Kindness** and Connections—shape my approach to success in threefold:

• As a Project Manager, I prioritize delivering on scope, time, and budget while maintaining strong relationships with all involved (team members, stakeholders, clients, etc.).
• As a team member, I value open, transparent environments that promote collaboration, innovation, and a growth mindset.
• As an employee, I value inclusive cultures that embrace diversity, sustainable practices, and a long-term vision of success, seeing competition as “An Infinite Game.”

How I communicate

• “Silo ends with me.” I seek order in chaos while looking for clarity in an ambiguous environment. I often face situations where there lacks a lead to gather people, prompt discussion, and document actions. That’s where and when I’d like to step up.
• Make informed decisions. I guide teams to consensus by gathering data and navigating ambiguity through incremental change, viewing challenges as learning opportunities.
• Value interaction over documentation. I map out stakeholders' roles and responsibilities, ensuring clear communication without assumptions. I prefer real-time working sessions over relying solely on PM and instant messaging tools.
• Respect time boundaries. Instead of randomly adding meetings, I use existing ones to align teams, resolve issues, and highlight contributions. I advocate for "no meeting" blocks to protect development time.
• Retrospect regularly. I encourage regular introspective reviews with both internal teams and stakeholders to adapt strategies, prioritize, and reassess project goals.

Things I do that may annoy you

• Taking action too quickly. In urgent situations, I may rush to respond rather than taking time to assess risks more comprehensively. Reminding me to pause and revisit established protocols can help balance immediate needs with long-term solutions.
• Frequent follow-ups. I may check in more than necessary, which could disrupt those juggling other priorities. Offering alternative ways to manage these situations can help foster understanding and empathy.

What gains and loses my trust

• Describe problems, not prescribing. I prefer clear, well-defined challenges over a to-do list, giving me space to strategize and find creative solutions.
• Delegate with trust. I thrive when given autonomy and feel empowered to ask questions or seek advice without excessive oversight.
• Be realistic about capacity. Honesty about what can be achieved helps prevent burnout. I’m here to support and adjust plans, emphasizing that we succeed and fail as a team.
• Look forward, not back. I value learning from mistakes and using them as opportunities for growth rather than dwelling on past missteps.

Where I do well

• Creating collaborative, supportive environments. I prioritize building spaces where everyone feels safe to share ideas and push boundaries, fostering innovation and positive team dynamics.
• Navigating ambiguity with focus. I excel in managing the "grey zones" of projects, bringing clarity to complex problems and driving towards high-value outcomes.
• Using journaling for insight. I regularly reflect on key moments in projects, which helps me generate creative solutions and develop emotional awareness for better future planning.

Where I have blind spots

• Asking sufficient technical questions. Engaging with technical aspects, even as a non-expert, helps bridge gaps and fosters deeper collaboration. Staying curious ensures nothing important is overlooked.
• Keeping up with industry trends. Balancing daily tasks with staying updated on best practices is a challenge. I’m working on setting time aside for professional development, networking, and attending industry events to stay current.

How I give and receive feedback

• Feed-forward over feed-back. I focus on solutions, quick fixes, and long-term improvements instead of dwelling on mistakes (and pointing fingers). I believe that failure signals growth and learning.
• Feedback is a gift. I take feedback thoughtfully, applying what resonates the most with me, while revisiting other points later. When giving feedback, I prioritize practicing Lead with Kindness to provide context to guide productive conversations.