We empower the makers to make. A few short, regular meetings keep us connected, and the rest of the week is for building.
Many companies get bogged down in meetings, and the people building the product lose the time they need to build it. We keep recurring meetings to a minimum, keep them short, and try to hold meetings that aren't about a specific project on Mondays and Wednesdays. That leaves long stretches of the week for focused work.
Each engineer posts their plan for the day in Slack, drafted with an AI skill. It covers what finished yesterday, what's in progress or in review, and any lingering issues or roadblocks.
A live standup to review the plan for the week, with project status and roadblocks. Engineers demo new work to each other and to support, because we all own every feature together.
A quick live check-in, even though everyone has already posted in Slack. It keeps a remote team connected. We review progress, talk through priorities, then get back to work.
Engineering shares new learnings and best practices, including what we're learning about AI, talks through current pain points, and agrees how to fix them.
Time with your manager to talk about wins, roadblocks, and feedback on how to improve and grow. Every quarter, it includes a career conversation about your growth goals.
We don't hold sprint planning meetings. Linear's two-week cycles give us a rhythm, as described in KODE Kanban, but the planning itself happens as the work moves: in a project's Slack channel, in a quick huddle, or in the project record.
So Monday isn't a planning meeting. It's a live standup to review the week's plan, and a checkpoint that nothing was missed. It also gives product what it needs to plan release timing and training with the business, and to share scope changes quickly.
Talk live whenever it helps: a huddle to untangle a tricky problem is often faster than a long thread. Our shared hours make that easy. Then write down what you decided. See Communication.
