You ensure the productivity and health of your engineering team. You can act as a coordinator/liaison for initiatives on the team. You can act according to your team’s priorities. You ensure that voices are heard, and can take initiative to act alone when needed. Overall, you are a role model on your team for all aspects of our culture and process.
One example of success in this area: You are anchoring your team. You’ve been working with your PM and Designer to outline a new epic, and would like to share your learnings with the team. You facilitate a meeting where folks brainstorm and share their thoughts. After the meeting, you work with the PM to scope out explorations that the team can do to de-risk the epic. You incorporate the output of the explorations, your knowledge of the problem, and work with the PM to choose a path forward. You share the outcomes with your team, and continue to be open to input from them as the features are developed.
| Level | Skills |
| P1 |
- Shows curiosity in learning about an anchor’s role on their team, and is ready to shadow their team anchor
- Volunteers for facilitating team meetings
- Discusses team “things” with their anchor (eg: team process, team health/morale, product, architecture)
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| P2 |
- Is responsible for creating and upholding team discipline. This includes setting an example of following team processes themselves, holding other team members accountable, and fostering a culture of providing open and honest feedback about team’s artifacts (product, repos, process.)
- Continually reflects on ways to reduce the tribal knowledge on their team, and evolves the on boarding process over time
- Provides T.A.S.K feedback to LL/PL about team health and morale
- Pairs with PM+Design on technical solutioning (eg: in pre-IPM, preparing for inception, etc.)
- Provides guidance to the engineering team on execution towards a solution
- Can provide technical leadership on their team, and are able to share their technical vision with team members
- Able to anchor small/medium-sized teams with well-defined product priorities and technical direction
- Recognizes when the team would benefit from cutting scope, and helps them get comfortable with it
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| P3 |
- Able to anchor teams with emerging product priorities and technical direction. They are able to help identify unknowns, and work with leadership to resolve them.
- Able to anchor larger teams
- Ensures they are not a single point of failure by effectively delegating responsibilities and sharing knowledge/context
- Pairs with PM+Design to focus team’s effort more holistically towards solving customer problems (eg: participating in user interviews to learn about their needs, and helping PM+Design shape workflows that are technically feasible and solve a customer pain point)
- Advocates for the needs of all roles/members of the team, and evolves team habits to create an inclusive environment on their team
- Has a general awareness of work in progress; is able to catch missteps in real time and provide kind feedback to correct it
- Is a safety-net for the team, and is able to intervene when they see tasks/priorities getting dropped
- Helps team and leadership recognize and agree on the right scope to cut from a large track or product
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| P4 |
- Identifies systemic/long-running issues on their team and are able to intervene to resolve them
- Works with leadership to establish a set of “prioritized skills” and are able to create an environment on their team where team members can grow those skills
- Can delegate responsibilities to more junior team members and guide them through to completion (including providing stretch assignments)
- Works with LL/manager to help team members grow (includes providing feedback and coaching)
- Able to lead teams with long-running/systemic problems (eg: intra-team conflict, tech debt, cons lifting product priorities) through change
- Aware of interfaces and interactions of their team with other teams, and work with leadership to improve them over time
- Promotes/facilitates balanced decision-making on the team by demonstrating awareness of customer problems and sharing that with team members on a story level
- Collaborates across teams and stakeholders to cut scope and re-align engineering effort with leadership-level priorities
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| P5 |
- Regularly collaborates with leadership to align engineering efforts with strategic needs of our organization
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