Onboarding & Leadership Pathways

Create clear pathways for people to join your community and grow into leaders

Related Resources

Context-Building Tasks: A guide to finding tasks for contributors to help them grow their understanding of the project.
Governance Questionnaire: Learn who already holds power, whether formal or informal, in your community.
FRAME-ing First Tasks: A guide to finding tasks for new contributors that don't require deep knowledege of the project.
Basic User and New Contributor Testing: "SpinachCons" are simple, short events that help software projects do basic user and new contributor testing.
Smoke Signals: How to Tell If You're Burning Out in Open Source: While maintaining an open source project can be fun and fulfilling, it can also be very draining. Here are some common signs of burnout in open source maintainers.
"It all goes back to what's best for the community": An interview with Python's Carol Willing: Carol Willing was a crucial part of Python's governance transition from a BDFL model to a Steering Council. She served on the first Steering Council and has also been involved with Jupyter and its governance. In this interview, she talks about governance transitions, diversity in tech, and her "guiding star" - education.

Why You Might Need Onboarding & Leadership Pathways

People often reach out for help building onboarding & leadership pathways because they want to grow their communities. They may be a solo maintainer eager to find people to help share the load, or a group that wants to expand and diversify.

Onboarding & Leadership Pathways: The Relational Approach

Pathways are always particular to each project, but the overall approach is the same across projects, and indeed across all of Relational Tech's services. That is, we follow the 5 Cs.

1. Clarify Your Needs. You likely have multiple needs, some of which are clear and some of which are murky. For instance, you may know that you need specific help with a specific task (say designing a new logo, or fixing your broken build process), but only have a vague sense that something's missing in the community. We may use the Visibility Spectrum exercise to help bring overlooked needs to light. It's also important to think about *how* you want people to help. Are you looking for people to share an existing task with you, take it over, or handle an entirely new area of growth?

2. Connect With People Who Can Meet Your Needs. The next step is to begin making connections to people who can meet your needs. There are many approaches we can take, depending on your existing resources, your comfort level, and the kind of help you need. In some cases, there are existing communities of practice in a given domain that you can reach out to. You could also look for people via social media. You can participate in meetups/sprints/hack nights or programs like Outreachy or Google Summer of Code.

3. Communicate Your Needs to Each Other. At this point, you've hopefully done some work to clarify your own needs, and have shared those needs with your new connections. Now it's time to listen to their needs. What are they hoping to get out of the project? What are the barriers standing in their way?

While each individual has different needs, there are some common patterns (in open source projects, and in communities, generally) that we can take advantage of to make life a little easier. For example, most newcomers to open source projects will need social connections to community members and feelings of psychological safety. People also need context about what the project is and how it works. For code contributors, they may need technological context; for people helping with user support, they may need context on known pain points. We can proactively address some of these needs with things like regular social gatherings and context-building tasks.

4. Address Conflicts. Again, conflicts are individual and specific, but there are common patterns we can learn from. For example, one common conflict is between a maintainer's already overstretched time and energy, and a newcomer's need for help. Together, we can brainstorm solutions that will help your specific community, whether that's virtual work parties so people can get help quickly; improved documentation; cohorts of newcomers who can help each other; or something else.

5. Make Commitments. Once you've established good relationships, articulated needs, and worked through some of the more obvious conflicts, it's reasonable to ask for commitments, provided you are willing to make commitments in return. For example, you can say, "I can make time to meet with you one-on-one for the next several months, to teach you all you need to know about X, if you're up for splitting the load of X going forward." The right person will be excited to make this commitment.

Service Specifics

Specifically, the 'Onboarding and Leadership Pathways' service includes:

  • a needs identification session, including exercises
  • my help creating and implementing a plan to connect you with people who can meet your needs, including sharing my network
  • support in setting up common solutions for meeting needs (ie mentorship programs, recurring work parties, context-building tasks)
  • needs indentification sessions with new contributors and potential leaders
  • support with conflict resolution and navigating commitments
  • help documenting the whole process into unique pathways for your community
  • being "on call" to help with issues as they come up, for 12 months after the service ends
  • check-in calls 3, 6 and 12 months after the service ends

With all of the above steps, my goal is to teach by doing. For your project to succeed long term you will want to continually be bringing in new people, guiding them down the pathway, and updating the pathway to fit everyone's changing needs. So in addition to facilitating and leading the process above, I will also be sharing and teaching, so your community can do this yourself in the future.

Outcomes

The most important outcomes are often the most uncertain. So I like to frame outcomes in terms of both tangible accomplishments, and the more elusive, harder-to-measure things we're truly aiming for.

Tangible

  • Clear, documented pathways to leadership.
  • Connections to new people and new communities.
  • Tools like mentorship programs and context-building tasks.
  • Skill-building around commitment-making and conflict resolution.

Intangible

  • A larger, more diverse and resilient project and community.
  • Less burnout and more joy for existing maintainers.
  • More friends to work with!

Relational technology is built by and for people in relationship with each other.

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