For high leverage roles in the orgs I work with I like to spend time in 1:1s defining what great looks like for that role. I do this in one of two ways, either collaboratively hacking on the template in the 1:1 as we stub the expectations or giving the template to a report as a homework exercise. Either way, I've found making expectations explicit removes ambiguity and defining great means we push ourselves to do our best work, shaking off any complacency. I normally get folks to publish these expectations so they are accessible to everyone. I think this helps form a social contract between that leader and the rest of the team but also it just shows how different leaders within a group think about and approach their role, which helps others who want to follow in their path.

What Great Looks Like: NAME - TITLE

Why are we doing this?

We’re trying to remove ambiguity, if we do the hard thing and get specific about what we expect from a role it can help us identify strengths (so we can work on amplifying them) and areas for improvement (so you can improve your skills). Being transparent about how you’re going to work and what you’re going to do helps everyone in the team see opportunities for progression at and means you can lead by example within the organisation.

Purpose

How would you define this role’s personal mission if you had to sum it up in a sentence?

For example: “A tech lead works to help the team consistently and confidently deliver quality product and engineering work towards our teams shared goals”

Impact

If you do a great job, this is what success will look and feel like for me and those that work with me.

For example: “Scaleable and sensible engineering and infrastructure”, “Good visibility and communication”, “A team that has consistent and confident delivery with limited errors and firefighting”, “An empowered team who all design and deliver great software”,

Responsibilities and Skills

These are the things I will do and the skills I need to be a success in this role.

Play a great game: I push on the execution of ideas that enable us to deliver our technology strategy. . I’m execution focussed - I can drop into the detail and make things happen at a low level wherever I am required.

Hands on: I want to contribute by remaining hands on, I want to lead by example and if I’m not leading by example I’m not leading. Specifically I want to pick up the less well scoped work, exploratory or gnarly problems that others may not want”

Quality: I drive engineering quality at . I set up feedback loops to monitor system performance and use these feedback loops to drive improvements. You strive to help the engineering organisation deliver a quality product to market rapidly, reliably and repeatedly.

Behaviours

These are the behaviours I will model on a day to day basis as I lead within this organisation.

Multiplier: I give space to others to step up and take ownership of hard problems, I look for teachable moments where I can invest into our talent, aid learning and coach improvement. I create an environment where people do their best thinking. Raise the bar: I expect great things and drive extraordinary results. I apply this approach everywhere - both in the technical work I do and in every interaction with the team I am working with.

Values

This is how I will use ’s values to guide my decision making on a day to day basis.

Success Criteria

Add examples of things you want to take ownership of or commit to shipping that you feel will hit the responsibilities and behaviours of the role. We do this so we have example work that we’ve both agreed reflects the level of your responsibilities ahead of starting in the role, and so those reading this document know where you initial focus is likely to be. We order these examples so we get a feel for the priorities of your role. However, we’re realistic and we know everything will change around us fast, these are examples only and this is not a living document.

First 90 days

First 180 days

First year

# What Great Looks Like: NAME - TITLE

<aside>
⚠️ This is a work in progress, the steps to get this live are: (1) <NAME> writes a first draft from this template, (2) we review it together in a 1:1 (3) we re-draft based on feedback (4) we share it with the organisation as a whole so everyone has clarity on your role and responsibilities.

</aside>

### Why are we doing this?

We’re trying to remove ambiguity, if we do the hard thing and get specific about what we expect from a role it can help us identify strengths (so we can work on amplifying them) and areas for improvement (so you can improve your skills). Being transparent about how you’re going to work and what you’re going to do helps everyone in the team see opportunities for progression at <COMPANY> and means you can lead by example within the organisation. 

### Purpose

*How would you define this role’s personal mission if you had to sum it up in a sentence?*

For example: “A tech lead works to help the team consistently and confidently deliver quality product and engineering work towards our teams shared goals”

### Impact

***If you do a great job, this is what success will look and feel like for me and those that work with me.***

For example: “Scaleable and sensible engineering and infrastructure”, “Good visibility and communication”, “A team that has consistent and confident delivery with limited errors and firefighting”, “An empowered team who all design and deliver great software”, 

### Responsibilities and Skills

***These are the things I will do and the skills I need to be a success in this role.***

**Play a great game**: I push on the execution of ideas that enable us to deliver our technology strategy. . I’m execution focussed - I can drop into the detail and make things happen at a low level wherever I am required.

**Hands on:** I want to contribute by remaining hands on, I want to lead by example and if I’m not leading by example I’m not leading. Specifically I want to pick up the less well scoped work, exploratory or gnarly problems that others may not want”

**Quality**: I drive engineering quality at <COMPANY>. I set up feedback loops to monitor system performance and use these feedback loops to drive improvements. You strive to help the engineering organisation deliver a quality product to market rapidly, reliably and repeatedly.

### Behaviours

*These are the behaviours I will model on a day to day basis as I lead within this organisation.*

**Multiplier**: I give space to others to step up and take ownership of hard problems, I look for teachable moments where I can invest into our talent, aid learning and coach improvement. I create an environment where people do their best thinking.
**Raise the bar**: I expect great things and drive extraordinary results. I apply this approach everywhere - both in the technical work I do and in every interaction with the team I am working with.

### Values

*This is how I will use <COMPANY>’s values to guide my decision making on a day to day basis.*

## Success Criteria

Add examples of things you want to take ownership of or commit to shipping that you feel will hit the responsibilities and behaviours of the role. We do this so we have example work that we’ve both agreed reflects the level of your responsibilities ahead of starting in the role, and so those reading this document know where you initial focus is likely to be. We order these examples so we get a feel for the priorities of your role. However, we’re realistic and we know everything will change around us fast, these are examples only and this is not a living document.

### First 90 days

- 

### First 180 days

- 

### First year

-