Technology / Product and engineering teams
The weekly check-in tracks the sprint. Who tracks the promises to the team?
Add structured preparation to manager check-ins so teams can describe project friction, underused skills and open commitments. The conversation prepares a human decision. It does not predict a departure.
One free campaign: up to 30 invitations over 60 days, no credit card. Paid plan: €2 per person per month, excluding VAT, minimum 50 people.
Fictional brief example
Manager · Check-in to prepare
The number shows a gap. The context is missing.
Question for the manager discussion
Lontra
What does the manager need before the conversation?
The support needed for a new task remains unclear. Ask for a concrete work example, then agree the help needed and a review date together.
Fictional content example, not a product screenshot or customer result. The responsible people still need to check the hypotheses.
The cost of the blind spot
A team score does not tell you which decision will unblock the work.
Lower engagement can coincide with technical debt, a priority change, a team dependency or limited growth. The score cannot choose between those explanations. A focused conversation can add examples without becoming a hidden assessment of the person.
Today
The manager enters the check-in with the backlog, a team average and an incomplete memory of last month’s commitments.
With Lontra
Proposed pilot: one product team, one question about delivery dependencies and an action register reviewed at the next check-in.
In numbers
- 1 campaignup to 30 invitations over 60 daysno credit card required
- 5respondents required before an HR aggregate is availabledisplay threshold; the threshold alone does not guarantee anonymity
- €2per person per month50-person minimum, so €100 excluding VAT per month
What becomes possible
Team conversations connected to work decisions
Prepare the manager with facts, questions and open commitments
Separate a project constraint from a judgement about a person
Ask where a dependency actually blocks delivery
Surface an available skill without promising a move
Name an owner and date for each agreed action
Review the action at the next check-in instead of collecting more themes
Inside the product
From team theme to concrete follow-through
Every step shows what was observed, what was inferred, and who decides.
Choose one team, one decision and one period
Write a work question without implying the desired answer
Invite people and explain that participation is voluntary
Structure examples, constraints and counterexamples
Show the HR aggregate only when at least five people respond
Prepare the manager without raw conversations or individual scores
Follow the action on the agreed date and correct the hypothesis if needed
To try it
A pilot contained within one team
Try the participant journey yourself, then prepare a focused campaign with your team. Adapt the schedule to participant access, response review and your capacity to act.
One question about the work
Choose dependencies, onboarding or follow-through on a recent decision, for example.
One voluntary campaign
The trial covers one campaign, up to 30 invitations and 60 days, with no credit card.
A brief, not a profile
The manager receives questions and actions to revisit, never the raw conversations.
One verifiable commitment
Return to the action at the next check-in, even when the result contradicts the first hypothesis.
Managers never see the raw conversations.
HR reads aggregates from five respondents; that minimum alone does not guarantee anonymity.
No individual score and no prediction of who will leave.
No automated employment decision or disciplinary purpose.
Rolling out across countries, or want to look at your case together? Book a thirty-minute conversation.
30 minutes. Your problem, your teams, your measure.
Less theater. More humans.