Lessonly's domain: Lessonly

Llama land

  Positions 

• Positionsare simply the titles, which represent the expected reach (team, department, company, etc) each employee is expected to have at Lessonly.
These are critical to ensure consistent and therefore fair pay (each position should have a small salaray range in which everyone is paid within)
• Assignmentsare a collection of responsibilities needed for Lessonly teams. What outcomes and impacts your teammates can expect from you
• Abilitiesare the tools we value/recognize at Lessonly. They are the tools you need to complete those role responsiblities... HOW you do it
• Valuesare the aspirations we strive for at Lessonly

OurGruuv::Expect is built on the aspiration of equal pay for the same job.

Which is why we encourage companies to do away with arbitrary and unavoidably biased raises.

The better way is to have multiple levels within a single title and tie tight compensation ranges to these levels.

For instance, let's imagine that you have a growth framework where juniors are 1.*, mids are 2.*, seniors are 3.*, etc.
A 3.2 and a 3.3 within the domain of engineering would have the title of Senior Software Engineer. However, they would be paid differently becuase they've reached a different sub-level within the journey of being a senior.
This style of growth framework promotes actionable feedback based on the abilities Lessonly values.

  • More opportunity for recognition (and promotion)
    • ... and less ambiguity, burnout, and questioning "what do I have to do to be promoted/recognized"
  • More fairness and consistency.
    Possible because the system is designed to base recognized growth on a predefined and agreed-upon system of cumulative achievement (fair for specialists and generalists alike).
    • ... and less chance of bias or stress related to ensuring an equitable system for compensation-impacting recognition
  • More conversations about the things that matter (growth, performance, and the impact each teammate is having on each other and the mission)
    • ... and fewer "who likes whom" or "who is the best raise/compensation negotiator" games
Unstated expectations are resentments waiting to happen.

Therefore, OG strives forClear Expectationswhich leads to great habits, which leads to the team flow state, which leads to theLessonly Gruuv!
0 Positions directly associated with this domain.
    0 inherited Positions within the 0 parent domains.
      60 nested Positions within the 13 nested domains.

        Values 

      • Positionsare simply the titles, which represent the expected reach (team, department, company, etc) each employee is expected to have at Lessonly.
      These are critical to ensure consistent and therefore fair pay (each position should have a small salaray range in which everyone is paid within)
      • Assignmentsare a collection of responsibilities needed for Lessonly teams. What outcomes and impacts your teammates can expect from you
      • Abilitiesare the tools we value/recognize at Lessonly. They are the tools you need to complete those role responsiblities... HOW you do it
      • Valuesare the aspirations we strive for at Lessonly
      Unstated expectations are resentments waiting to happen.

      Therefore, OG strives forClear Expectationswhich leads to great habits, which leads to the team flow state, which leads to theLessonly Gruuv!
      7 Values directly associated with this domain.
      0 inherited Values within the 0 parent domains.
        3 nested Values within the 13 nested domains.

          Assignments 

        • Positionsare simply the titles, which represent the expected reach (team, department, company, etc) each employee is expected to have at Lessonly.
        These are critical to ensure consistent and therefore fair pay (each position should have a small salaray range in which everyone is paid within)
        • Assignmentsare a collection of responsibilities needed for Lessonly teams. What outcomes and impacts your teammates can expect from you
        • Abilitiesare the tools we value/recognize at Lessonly. They are the tools you need to complete those role responsiblities... HOW you do it
        • Valuesare the aspirations we strive for at Lessonly

        Many organizations do not delineate between an employee's Position, and the Assignments they take on.
        OG believes that even though this standardization / uniformity might seem simple and harmless, it is actually devestating to clarity.
        This is true for one simple reason... no two people are the same! So we should stop trying to drive more and more uniformity onto our workforce... we should lean into an individual's strengths and helpt them self-organize to form unbeatable teams!

        However, this does not mean we have pure chaos. It means that if we break down the work that needs to be done into collections of responsibility, we can sanely and simultaneously give employees a unique-to-them job description and have a well-oiled team with no responsiblities falling through the cracks.

        This is what Assignments are; hats you wear that represent the expectations or the specific set of responsibilities to a project, squad, team, department, or Lessonly as a whole.

        Another downfall that organizations who do not distinguish between a person's standardized set of responsibilities (one role = your position) suffer from is that this rigidness doesn't take into account the fact that your responsiblities shift and morph over time.
        Sometimes an engineer will play part of a product owner role. Sometimes a technical product manager will take on a role that is usually completed by an engineer. This is the key to clarity!

        Assignments should be building blocks of clarity, that can be expertly combined to put folks in a position where they can utilize their strengths every day.

        So when should you separate out a Assignment?
        • Is this collection of responibilities always done by a single person? It likely should be one role.
        • Is there a realistic situation where it would be played by two separate people? It likely should be split!
        • As a manager, do you have folks that do excellent on a few of the responsiblities, but need improvement on others? Consider splitting so that you can be clear in your feedback!
        Unstated expectations are resentments waiting to happen.

        Therefore, OG strives forClear Expectationswhich leads to great habits, which leads to the team flow state, which leads to theLessonly Gruuv!
        1 Assignment directly associated with this domain.
        0 inherited Assignments within the 0 parent domains.
          60 nested Assignments within the 13 nested domains.

            Abilities 

          • Positionsare simply the titles, which represent the expected reach (team, department, company, etc) each employee is expected to have at Lessonly.
          These are critical to ensure consistent and therefore fair pay (each position should have a small salaray range in which everyone is paid within)
          • Assignmentsare a collection of responsibilities needed for Lessonly teams. What outcomes and impacts your teammates can expect from you
          • Abilitiesare the tools we value/recognize at Lessonly. They are the tools you need to complete those role responsiblities... HOW you do it
          • Valuesare the aspirations we strive for at Lessonly

          Abilities are be defined as the behaviors, skills, or knowledge that Lessonly values. These are observable, tierable, and able to be practiced deliberately given the opportunity and intention (by executing the responsiblities of different roles)

          Abilities are how you do what you do, and are the key ingredient to the role and position eligibility journey you are on while at Lessonly.

          If abilities sound like competencies from a traditional HRIS-style compentency model, it is because OG believes our take on this far exceeds what they are intended to do, and seeks to replace them.
          Competency models are far less than ideal when trying to drive clairty, consistency, and fairness into a growth framework. The difference is that Abilities in this framework are observable, tierable (in that there are milestones that are used to indicate when your manager is willing to put you in situations of greater and greater impact), and awarding of the next milestone should only be done when there are clear signals that the person in question has been performing at that level for a period of time.

          No treating subjectivity as a bug and trying to remove all of the subjectivity out of the process (this is impossible)... instead OurGruuv:Expect seeks to make the subjectivity the feature, especially when paired with OurGruuv:Observe. Consistent observations that help us express the one true piece of data we have... our experiences. Matched with a tool that drives clairty between you and your manager as to where you stand with your manager... not specifically what YOU are, but a way to track your perception as measured by what situations your manager would place you in.
          Unstated expectations are resentments waiting to happen.

          Therefore, OG strives forClear Expectationswhich leads to great habits, which leads to the team flow state, which leads to theLessonly Gruuv!
          1 Ability directly associated with this domain.
          0 inherited Abilities within the 0 parent domains.
            42 nested Abilities within the 13 nested domains.

              Domain Hierarchy  

            Domains are simple. They exist to group a common set of Roles, Abilities, and/or Values.

            They are usually departments, disciplines (such as design or engineering), or even teams.

            Their hierarchical structure exists to help you visualize the organization of your growth framework.

            Unstated expectations are resentments waiting to happen.


            Therefore, we believe thatClear Expectationsleads to great habits, which leads to the team flow state. Do this continuously and your team has found it'sGruuv!
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