We practice 5 levels of leadership. Each level corresponds to the level of excellency in value delivery, level of ambiguity the person can deal with and ability to scale tools, themselves and people around for impact.
In this section, find short description of levels we see at in the company today. The description of factors that influence the promotion can be found further in the text.
We onboard promising individuals to this level to develop their potential and align with company culture. They contribute through talent and generating knowledge. Usually not familiar with the process and building their impact on tool level. Expect to know exactly what we need to do and how to implement it.
We onboard people as full time members on this level. The idea is to grow excellence in execution. Usually not dealing well with uncertainty or ambiguity, but impactful on individual level. Usually expect to know exactly the solution and building confidence in execution.
We promote members of a team that achieved a certain level of individual performance as well as facilitation within the team. People on this level are capable of organizing people and resources towards efficient identification of solutions. Impactful on team level, they expect to know what problem to solve and why, building experience in finding effective solutions and excellent at execution. This is where we start excellence in delivery.
They expect to scale themselves past their own individual capacity. They are helping to identify problems they should tackle, gather and motivate the team, scope and facilitate finding a solution and execution to add value for impact on project and company level.
Focus on who rather than what, building ambition for organization. Scale themselves and impact on company and client level. Defining problems, global company strategies and helping people to scale.
You can read more about expectations on different levels in the matrix below.
*Ambiguity is intimidating. Taking the responsibility on the path to take, on mapping the risks correctly, on building the execution plan. In day to day, dealing with complex and uncertain projects can lead to mental difficulties. Dealing with them successfully, though, is a real growth experience.
In some sense, being able to deal with ambiguity of different levels is a true sign for seniority. In fact, I would like to argue that the only metric that successfully defines seniority is the amount of uncertainty one can handle.
Source: developing.dev*