The VP of Engineering and their direct reports track our highest priorities in the Engineering Management Issue Board, rather than to do lists, Google Doc action items, or other places. The reasons for this are:

    1.   - It's a way to use our own product more (dogfooding)
    2.   - It lends itself to our preferred async method of working
    3.   - It's transparency across the company for what senior leaders in Engineering are working on
    4.   - It allows for delegation while reducing the need for status check-ins by relying on issue notifications

    Here are the mechanics of making this work:

    1.   - Use the `Engineering Management` label to get it on the board, and the department label to get it in progress (e.g. `Development Department`)
    2.   - Mention the appropriate people in the issue so they become participants and receive notifications
    3.   - We can re-prioritize in 1:1’s or staff meetings periodically
    4.   - Directors can delegate items to anyone in their department
    5.   - Link to issues on this board in places where status needs to be tracked _e.g._ 1:1 docs, staff meeting notes, etc
    6.   - It's okay to link to other issues, boards, epics, etc in the body of an issue to avoid duplicating content
    7.   - Set the issue due date
    8.   - An issue per quarterly OKR is expected
    9.   - If the product of an issue is _not_ an MR, please assign it back to the stakeholder to verify the output and close it for you.