Managers
Last updated
Last updated
We currently have 4 leadership Levels with different expected traits but similar objectives: lending support to addressing the needs and wants of the people and the organization. This is our priority. This contrasts with the leader-first perspective, where a person aims to gain control quickly, often driven by material gain or influence but it’s our way to ensure autonomy, accountability, innovation and high-performance.
The core duty of a manager Level 1 is to get the work done through process management. They are in contact with customers, suppliers and employees of all levels, therefore they need to navigate frequently between difference audiences to set-up the right context. Our Level 1 managers are required to deliver fast results. These leaders are primarily focused on performance. They often set high standards and hold their colleagues accountable for hitting the department’s goals. The fast-paced work environment fostered by them can also create miscommunications so to ensure effectiveness they have to be able to provide clear instructions and have an outstanding ability to manage adversities, chaos and change.
The Level 2 managers are responsible for people's growth and performance. They are involved in strategic decisions and are required to anticipate technical issues and complex and ambiguous problems or opportunities that are often systemic with no readily understood answers. They are responsible for identifying these situations in their teams, requiring a change of mindset or attitude, and providing the right corporate context.
They are quickly to recognize their team members’ strengths, weaknesses, and motivations to help each individual improve. They assist team members in setting smart goals, ensure quality and efficiency through processes management and provide regular feedback with challenging initiatives to promote growth. They’re skilled in setting clear expectations and creating a positive, motivating environment. Level 2 Managers promote the development of new skills, innovation, free-thinking and empowerment while building high-performing teams.
The core duties of our Level 3 Managers are strategic and high-level. They are responsible for providing direction for different teams and at the same time ensure there are no knowledge gaps in them. They are constantly monitoring the market and strategy to ensure our competitive advantage. They have a powerful ability to drive progress and usher in periods of change by inspiring employees and earning trust for new ideas. They are also advisors in establishing a strong organizational culture by fostering confidence among direct reports and colleagues alike. These managers live by a people-first mindset and believe that when team members feel personally and professionally fulfilled, they’re more effective and more likely to produce great collaborative work regularly. These leaders are exceptionally skilled in building employee morale and helping people re-engage with their work. Focused on the big picture, they have capacity to boost employee productivity, improve employee development and decision-making, cultivate trust, and create future leaders. Level 3 Managers help the company to grow, unite teams and improve outdated technologies or practices.
Our Level 4 Managers are responsible for setting strategic direction, developing context and fostering our corporate culture in an organizational level. They focus on clear communication, goal-setting, and the company’s productivity. Instead of placing the majority of the energy into each employee’s individual aspects, they are driven by a commitment to organizational objectives. However, they are also committed in developing the next generation of leaders and build a strong relationship with our shareholders. These Managers also value the company’s ethics and teams while focusing on high-performance in the long-term.
All of our managers' responsibility is the growth of individuals. Their activities include:
provides 1:1 coaching based on data
responsible for Career Development and Performance Reviews (with inputs from Scrum Master and Tech Lead)
levels up a functional skillset
organizes communities of practices that encourage members from different cross-functional teams and divisions to share knowledge through regular meetings, raising the bar in their area of expertise
protects teams and divisions from distractions and unrelated or unnecessary work
understands, teaches, or sponsors the software and hardware engineering skills needed to support the development of high-quality code, components, systems, and solutions.
And of course the focus of a manager is the performence. This is why they:
provide context, coaching, and training
help to build Agile Milestones and Roadmaps, and the plans to enable them
helps to develop, implement, and communicate the strategic framework
support teams and divisions by helping them remove systemic impediments and by implementing continuous improvement.
