Lessonly

• Product & Engineering

   Assignments:

  Onboarding buddy

  We provide context through communication boosting productivity leading to new llama satisfaction.

  Full Description

  • We provide context through open communication to provide relevant information to the new llama and encourage a process of continued, self-directed learning.
  • We boost productivity by helping the new llama in many situations based on his/her experience and knowledge to become productive in their role quickly and to help build self-confidence allowing him/her to focus on adding value to Lessonly.
  • We help improve new llama satisfaction by reducing the initial confusion and uncertainty faced by all new llamas.

  Requirements

  • Must have a position with the reach of 2.1 or higher
  • For this role, you must be milestone 1 or greater inCommunication
  • For this role, you must be milestone 1 or greater inProduct Knowledge
  • For this role, you must be milestone 1 or greater inInitiative
  • For this role, you must be milestone 2 or greater inCollaboration

  Examples

  An observation relating to  Onboarding buddy  has not been publicly recognized yet.

  Interviewer

  Growing the team is one of the most important things we do... and we interviewers are responsible for helping to decide on our future teammates.

  Full Description

  Success:

  • You are counted on for two things as it pertains to new llamas joining the pack:
    • Help the candidates get a clear idea of the Lessonly culture as well as the different aspect of the job they are applying for.
    • You'll also be vital in helping the hiring manager assess the candidate across a plethora of criteria

  Details:

  • Attend all on-site interviews for a single position
  • Actively work to give the candidate clarity about who we are
  • Actively work to give clarity to the hirer about your perception of the candidate
  • Understanding of the role the interviewee is interviewing for and the why behind the role
  • Prepared on the general background of the candidate
  • Prepared 2-4 questions based on the role and the candidate
  • Be an active listener. Make sure you are present to the interviewee and not thinking about your life while he or she is talking Here are a couple of thing that I try to do before and during an interview.
  • You listen to answers to see if they follow the values of Lessonly. Ask clarifying questions.
  • When preparing questions, you keep in mind the Lessonly values

  Requirements

  • Must have a position with the reach of 1.1 or higher
  • For this role, you must be milestone 1 or greater inCommunication

  Examples

    Observation created over 5 years ago

  Featuring:Ashley S.Interviewer

  I've been with Ashley as she's been on an interview panel for the first time this week. The cool thing is, you'd never know it was her first time!

  Ashley has been asking really thoughtful questions during the interviews that have helped unearth some great details about the candidates we've been chatting with. Not only that, but I feel like she's communicated with our candidates in a way that is super respectful, down-to-earth, and would make me feel a little more relaxed if I'd been interviewed by her.

  I also appreciate in our debriefs how thoroughly she's thought through the interviews to make sure that we hire candidates that are great culture fits.

  Thanks for being an awesome interviewer, Ashley!

  P&E DBW group member

  We engage in meaningful conversations on ways to help the Product and Engineering team do better work

  Full Description

  Success

  • Do Better Work Groups are a way for anyone on the product team to see something they want to see improved, propose a quest to identify the best solution, and once prioritized make that change happen.
  • You, as a member of a DBW group will be successful if you are a part of inspiring and enabling us to do better work!

  Requirements

  • Must have a position with the reach of 1.1 or higher
  • For this role, you must be milestone 1 or greater inInitiative
  • For this role, you must be milestone 1 or greater inCommunication

  Examples

  An observation relating to  P&E DBW group member  has not been publicly recognized yet.

  ---

  • Management

     Assignments:

    Recruiter

    Our sole goal is to help fill the top of the funnel with "Hell Yeah" candidates

    Full Description

    Key Result(s) / Outcomes

    There isn’t a formal quantitative measure, however, once you are in a leadership position, recruiting becomes at the very least a passive part of your job.

    It does not mean it is a primary responsibility, or that you are running the recruiting process. It does mean that you are making time to have conversations with people outside of Lessonly for networking purposes. It does mean that when you do have an active opening, you are helping the Talent team member and if you have time you are proactively reaching out to candidates to have discovery calls before officially putting them in the process.

    Details:

    • Work with the hiring manager to identify the ideal candidate profile
    • Coordinate with the other recruiters for the given position to ensure you are not all reaching out to the same candidates
    • Devise relatable messages to send to prospective candidates that paint a clear picture of what the opportunity is
    • Cultivate relationships with the community to ensure we have a great pipeline of candidates when positions open back up

    Requirements

    • Must have a position with the reach of 1.1 or higher

    Examples

    An observation relating to  Recruiter  has not been publicly recognized yet.

    Manager

    We strive to influence those we serve to achieve their own goals as well as their work goals via clarity, trust, accountability, empowerment, and being an example of the Lessonly values and definition of an ideal team player.

    Full Description

    There are three aspects to technology management at Lessonly. The core philosophy that all Lessonly managers adhere to. Systematizing clarity with appreciative inquiry and feedback loops. Mission control, meaning a focus on outcomes in nearly all we do.

    We will end this description with some examples of measures that technology managers will be held accountable for.

    The core philosophy

    The Lessonly Management philosophy is the underlying engine behind everything else within this role. This lesson is the source of truth for this philosophy.

    Positions that require this role will be required to have achieved an early milestone of the required abilities for the craft of your domain, to help us make good decisions for our teams.

    Positions that require this role will be required to have achieved a milestone 3+ for business knowledge to help ensure we can give good context to our team goals.

    Positions that require this role will be required to be milestone 3+ for {mentorship} and {community}, given how vital it is for us to care for the person more than the employee.

    These are the most important aspects of management at Lessonly, however, there are three other keys to success for management on the technology team.

    Systematize Clarity

    Another critical aspect of Lessonly management is seeking clarity (finding out what is working) and giving clarity (ensuring folks know what matters most and why it matters).

    Within the tech team, we do that in various ways. One of those ways is seen by the fact that positions which require this role will also be required to be an enablement lead for the appropriate domain, to ensure we are continuously working through this clarity feedback loop.

    Systems with feedback loops are a great way to ensure accountability. Accountability to those we serve… being able to hold those we serve accountable, as well as accountability to our teammates. Knowing we can rely on each other.

    Balancing autonomy and alignment to make room for innovation...

    Building systems with feedback loops so that it is clear what winning is…

    Leading with the principles of appreciative inquiry…

    These are all vital for the thought work which we are responsible for. Our work product isn’t physical, and can’t be measured purely quantitatively. This means it is on us to foster an environment that embraces uncertainty… encourage a team that embraces constantly changing definitions of clarity… a culture that embraces continuous improvement.

    Mission-Control… means focus on Outcomes

    We are laser-focused on iteratively, continuously, relentlessly adding value to the vision of making continuous training possible for all customer-facing teams.

    The best way to do that is to be continuously learning and improving.

    Outcomes, as opposed to outputs or activities, ensure we are all aiming at the same target/rowing in the same direction.

    It also gives freedom to have trial and error, which is one of the most tried and true ways to have lasting growth.

    Types of managers

    The Lessonly technology team greatly values flexibility and adjusting strategy (how we organize to solve problems) based on the strengths of the individuals on the team(s) in question. Therefore, the positions which require “people management” (or the term I prefer, accountable servant leadership), will also not all look the same. Here is a non-exhaustive list of some potential types. \

    Key Result(s) / Outcomes

    • Onboarding effectiveness
      • Time from hire date to a non-apprentice (achieved all of the appropriate milestones) on all of the required roles for the position. Ideally, 3 months from hire.
    • Career journey guidance effectiveness
      • When those you serve are asked the following question, 80%+ of them (strongly) agree: “When I look back from a year ago to where I am now... what I have achieved… how I’ve grown, I am excited about the progress I’ve made”.
    • OfficeVibe 10 key drivers
      • We do not hold anyone accountable for these measures directly, because it incentivizes behaviors we don’t want to incentivize… however, managers will have access to and should be aware of the opportunities of things we could do as well as the impacts of the things we have done on these measures. So the measure here is awareness of and a plan of action around this employee engagement data.

    Requirements

    • Must have a position with the reach of 3.1 or higher
    • For this role, you must be milestone 3 or greater inMentorship
    • For this role, you must be milestone 2 or greater inProduct Knowledge
    • For this role, you must be milestone 2 or greater inSense and Respond
    • For this role, you must be milestone 2 or greater inSystems Management
    • For this role, you must be milestone 2 or greater inStakeholder / Feedback Management
    • For this role, you must be milestone 2 or greater inGoal Management
    • For this role, you must be milestone 1 or greater inPrioritization
    • For this role, you must be milestone 2 or greater inCommunity
    • For this role, you must be milestone 2 or greater inLessonly Business Knowledge

    Examples

      Observation created almost 6 years ago

    Featuring:Brea D.Casey S.MentorshipManager

    I want to give a well-deserved shout out to our awesome engineering managers.

    First off, to Brea, who is making a point spending time getting to know each and every engineer on the team personally. It's really helped me to feel valued by her, and I'm sure will help her relationships with her reporting engineers start off a lot more smoothly. There are a million things she could be doing to be learning about Lessonly, our codebase, how managers here work, etc, but the fact that she has spent time getting to know us (and at more than a group level) shows me that her people are her biggest priority and that's huge. Thanks Brea!

    And then of course to Casey, who has been working tirelessly as the solo manager for months now and, even though I wasn't here for most of those months, I feel confident saying she probably never complained. In the time I've been back since being on leave, I've been impressed at how she manages to meet with all of us, answer questions, write up stories, do code reviews, lead hiring, and still manage to be her positive, happy self that we have all come to appreciate. Thanks, Casey, for being a great manager while also leading and lifting up the team in so many ways. We are glad you decided to spend your superpowers on us here at Lessonly. :)

      Observation created about 6 years ago

    Featuring:Adam G.We don't wait to be told what to do, we take initiativeWe inspire others to do better workManager

    This morning, Gardee reached out to me with the following message:

    Hey Hey! Each quarter I work with --name is redacted-- on gathering feedback from teammates they work with day in and day out. Given that, I wanted to see if there were any observations/feedback (I took a look in ourgruuv already but wanted to ping for any additional things) you would like for us to discuss :slightlysmilingface:

    HELL YEAH!!!

    Way to be a proactive manager and go out and gather the feedback.

    Some might wait and see... others might try and have an in-person convo, but asking in a digital forum allows the person you are asking to take their time and give thoughtful feedback.

    Also, asking for observations shows that you want things that are actionable and not judgments that we are forced to unpack.

    I love, love, love this as an example of ways a manager can help their folks grow.

      Observation created over 6 years ago

    Featuring:Casey S.We inspire others to do better workWe get agreementsWe have difficult conversationsWe highlight what's workingWe critique, we don't complainManager

    Wow... just wow.

    First, she tried something new, and added clarity as to how the new thing should flow:
    https://lessonly.slack.com/archives/C8UPX4UPM/p1564432055022900
    https://lessonly.slack.com/archives/C97TXG1PW/p1564432252002200

    Then, the retros happened... all three of them (I wasn't there, so I can't say how they actually went, but as an outside observer, I was impressed with what happened).

    Then, she didn't let the things that were discussed die on the vine... no, she took it upon herself to write up the note for all three, with clear actions, and clear ownership of who is going to take on which actions:

    https://lessonly.slack.com/archives/C97TXG1PW/p1564675008018100
    https://lessonly.slack.com/archives/C8UPX4UPM/p1564675014002100
    https://lessonly.slack.com/archives/C97TXG1PW/p1564670582013700

    I'm damn near in tears of pride and excitement (I cry a lot, so tears of joy, sadness, and pride are relatively common, but I will say they only come when something in the world hits me in my soul).

    Here's why...

    I've tried retros of all shapes and sizes. I've hated retros of all shapes and sizes. They are often well-intentioned, but it is really difficult to get a group of adults to open up and share in such a way that useful progress can be gleaned from it.

    When looking at the result of this, I think of our value of critique, not complain. Clearly, what happened in those retros is people opened up, put themselves out there, and critiqued and not complained! I see no way clear action items like this could be found without that happening.

    This shout out is aimed at Casey, but let's be clear, I'm thrilled with the vulnerability and teamwork that had to be shown by the entire Practice and Tech Services squads. Also, I Casey got the idea for this new format from Aaron (:highfive: man!!)

    Casey, it has been amazing to work with you from day one, and every day I am a bit more in awe. Thank you for being you!!

    Let's keep it rolling... ONWARD!!

    Squad organizational design architect

    Our goal is, by continually refining the design of the org, to give the department as a whole the best chance of success

    Full Description

    Success:

    • You'll look at each squad and it's evolving mission, combined with the organizational goals, combined with budget and current personnel status and continually work on devising plans that give each squad the best chance of success.

    Details:

    • You'll ask yourself... do squads have what they need to be successful from a policy and personnel perspective?
    • You'll propose net-new roles and positions (such as software support engineer, when the needs of tech services became clear).
    • You'll re-establish the measure of success for positions, such as changing tech services into essentially three sub-squads, with the goal of making things smoother.

    Requirements

    • Must have a position with the reach of 3.2 or higher

    Examples

    An observation relating to  Squad organizational design architect  has not been publicly recognized yet.

    Hiring manager

    Bringing new folks into our tribe is one of the most important activities any of us will do. We ensure a good candidate experience, a great interviewer experience, and ultimately a talent/opportunity fit we are excited about.

    Full Description

    Success:

    • Facilitating the hiring process such that candidates have a pleasant experience (as measured by things like Glassdoor reviews).
    • Making decisions on who we will make offers to, such that the talent/opportunity fit is high.
      • Meaning the fit is great for them and the direction they are wanting to take their career, and Lessonly and the direction we are wanting to take the squad/discipline/department/company.

    Handbook:

    • You are responsible for getting the job posted
      • Drafting the job description and working with Talent to have it posted on lessonly.com/hiring and appropriate job boards
    • You are responsible for the interview structure
      • Identifying the interview team
      • Setting the interview structure
    • You are responsible for managing candidates in the workflow and communication
      • Making the decision on which candidates will progress to which states
      • One specific communication requirement is that within the Clubhouse card representing a position you are hiring for, you are required to post a weekly update similar to the following:
        1. Applications actively being reviewed: All-time: ## | In-Progress: ##
        2. Theresa Interview: All-time: ## | In-Progress: ##
        3. Woven Work Simulation: All-time: ## | In-Progress: ##
        4. Hiring Manager Interview: All-time: ## | In-Progress: ##
        5. Final Interview: All-time: ## | In-Progress: ##
        6. Offers Sent: All-time: ## | In-Progress: ##
    • Making the final hire recommendation (making the offer by working with the P&E Talent representative as well as the {budget/comp manager} if you are not taking on that role).

    Incomplete Lesson - Hiring Manager’s Handbook

    Requirements

    • Must have a position with the reach of 3.1 or higher
    • For this role, you must be milestone 3 or greater inMentorship
    • For this role, it is recommended to be milestone 1 or greater inCommunity

    Examples

      Observation created about 5 years ago

    Featuring:Brea D.Hiring manager

    I'll post the original message at the bottom (can't link because it was a DM).

    This is how it should be done!!! What is it? Setting up interviewers for success. A few specifics:

    1. Brea had to turn around a hiring gameplan in hours because of a non-usual situation with a specific candidate... and did so!
    2. Brea gave clear background and context to what is happening in the interview
    3. In an effort to ensure the interview is as smooth as possible, she assigned each person with a specific value, skill, behavior, or knowledge she wanted them to check for.
    4. Finally, she was aware enough to realize that since folks probably weren't used to our new ATS, that she should give a bit of guidance/training on that as well.

    Overall an excellent way to set up an interview for success. An excellent show of adaptability given the time frame this was all put together under.

    The time crunch isn't something we will get used, to but damn does it feel good to know we can rely on each other to step up when needed to kick it into a higher gear temporarily.

    Well done!

    Good morning and Happy Thursday! We have an engineering candidate, [redacted], joining us Friday. :tada: He’s interviewing for a Senior Software Engineer position (his focus will be on SRE and data needs to start and eventually help us grow a data team). [redacted] has interviewed with Lessonly previously about a year ago and was offered a position the timing didn’t work out. Here’s some more info about him:
    Jobvite Summary: [redacted link]
    Woven Results: [redacted link]
    LinkedIn: [redacted link]
    Here’s an overview of Friday’s schedule:
    09:30 AM to 10:00 AM, Conversation with: Brea
    10:00 AM to 10:45 AM, Technical/Culture Interview with: Tyler, Kristina, and Makenzie
    10:45 AM to 11:00 AM, Break
    11:00 AM – 11:45 AM, Culture Interview with: Kim, Ashley, and John
    11:45 AM to 12:00 PM, Break
    12:00 PM to 12:30 PM, Hiring Manager interview with: Brea, Andrew, and Theresa
    Let’s take the following parts of the scorecard as our focus areas for interview questions. Feel free to ask questions that don’t focus directly on these areas after you’ve covered these areas - also feel free to swap with someone if you want. Let me know if you have any questions!
    @kim

    • Business and technical translation
    • Prioritization @Ashley
    • They work to meet deadlines, and if they can’t, they proactively communicate progress and make a plan
    • We have difficult conversations @John
    • They have strong opinions weakly held (No brilliant jerks)
    • They are willing to give and receive both critical and appreciative feedback @tyler
    • Troubleshooting/debugging
    • Technical Investigation
    • Prioritization @Kristina
    • Collaborative
    • Mentorship
    • Comfortable with change
    • Empathy @Makenzie Bontrager
    • They recognize when to ask for help and when to utilize their resources effectively
    • Self-awareness
    • Initiative A few notes on Jobvite since it’s a newer tool not widely used: Please login ahead of time by selecting the first link in the calendar invite and make sure you can see the Evaluation Form. If you have issues logging in, let’s chat. All fields on the evaluation form are required to submit it, so please select NA for those you don’t have a strong opinion on. I’ll be putting a quick debrief meeting on the calendar here shortly, and please let me know if you can’t make it Friday so we can find a replacement. Thanks! Brea

      Observation created over 6 years ago

    Featuring:Rick G.Hiring manager

    Hiring is hard.

    It is time-consuming, it is nerve-wracking, and it is easy to get overwhelmed with the work of shepherding candidates through the process.

    However, it is the single most important thing we can do to continue our journey to be the greatest product team so that we can help fuel the greatest organization which is here to push forward one of the greatest missions of our time :-) (couldn't help myself :-) )

    When someone comes in and finds a way to improve any part of it, I'm thrilled.

    In this case, Rick posted an update from the week of what was done, and where his head is at.

    https://app.clubhouse.io/lessonly/story/29768/hire-product-quality-engineer#activity-30491

    That is HUGE... and here's why... clarity and transparency are better work.

    We love transparency here. So, posting an update like this directly impacts folks' ability to follow along and be a part of the process. Also, anyone who is interested never has to ask "where are we with that", because it is in the right place, it is concise, and it is clear.

    :spidey-dance:

    Great job man... keep it up!

      Observation created over 6 years ago

    Featuring:Casey S.We represent Lessonly positively in the communityHiring manager

    We're currently hiring not one but two mid-senior engineers, for which there's a lot of competition these days. I saw on Twitter yesterday that an engineer I admire had just been laid off and could could be a fantastic addition to our team. I let Casey know (she's the hiring manager for this position) and she followed up that day via Greenhouse and even replied on Twitter, referencing one of the candidate's blog posts she enjoyed for a personal touch: https://twitter.com/case_eee/status/1135723324414341127

    Compared with other teams who responded to this person with a generic "We're hiring" message, Casey's prompt and thoughtful response made me feel proud of how she represented our team. And of course the goal here—bringing folks we can all learn from and growth alongside on to our team—has a direct impact to each of us. Thanks, Casey!

    Budget/Compensation manager

    We are the trusted facilitators of some of the most sensitive data we have within the organization... the budget and salaries. Our goal is fair, consistent, responsible, and equitable decisions regarding budget management.

    Full Description

    Success:

    • You are a trusted facilitator of some of the most sensitive data we have within the organization... the budget and salaries.
    • You help ensure we live our value of having an equitable compensation strategy. Including but not limited to:
      • Base compensation
      • Bonus compensation
      • Spot bonuses (such as Llama bucks)
      • Expenses (including lunches, books, etc)
      • Work-related incentive compensation aka stipends (such as incentives for working holidays or for volunteering for on-call)
    • You are trusted to converse with and explain compensation decisions to your direct reports, and when called for to a larger audience.
    • All employees for which you are responsible (strongly) agree to the following:
      • I am paid fairly within the industry for my position
      • The incentives and stipends inspire me and show that the organization cares

    Details:

    • Must have an understanding of the budget process.
    • Must have an understanding of the basics of the Lessonly business from a financial standpoint
    • Must have experience or a strong desire to research and synthesize market data as it pertains to compensation

    Requirements

    • Must have a position with the reach of 3.1 or higher

    Examples

      Observation created over 5 years ago

    Featuring:Casey S.Budget/Compensation manager

    asdf

  • Product

     Assignments:

    --None--

    ---

    • Product Design

       Assignments:

      UI Designer

      We are relied upon by our squadmates for our strong design opinion (simple, elegant, brand-aware, desirable, viable, feasible, and usable) while being flexible and open to ideas during the collaborative convergence

      Full Description

      Success:

      • Your squadmates relying on you for your strong design opinion while being flexible and open to ideas during the collaborative convergence
      • Simple, elegant, brand-aware, desirable, viable, feasible, and usable solution and the necessary UX/UI.
      • Designing for MVP + additional releases

      Feedback loop/deliverables:

      • The feedback loop for this role is qualitative... how complete are the designs as measured by your squadmates.

      Details:

      • We move fast. We move together. Dual-track agile best describes our product delivery model. Meaning, at all times a squad is active in both discovery and delivery. This is admittedly very difficult to manage, but the payoff is worth the cost. Iterate, iterate, iterate.

      Requirements

      • Must have a position with the reach of 1.1 or higher
      • For this role, you must be milestone 2 or greater inInteraction Design
      • For this role, you must be milestone 2 or greater inVisual Design
      • For this role, you must be milestone 1 or greater inProduct Discovery
      • For this role, you must be milestone 2 or greater inDesign Collaboration
      • For this role, you must be milestone 1 or greater inStakeholder / Feedback Management
      • For this role, you must be milestone 2 or greater inInformation Architecture
      • For this role, you must be milestone 1 or greater inProduct Knowledge
      • For this role, you must be milestone 1 or greater inDesign Project Management
      • For this role, you must be milestone 1 or greater inDecomposition & Sequencing

      Examples

      An observation relating to  UI Designer  has not been publicly recognized yet.

      Design System Contributor

      We create reusable patterns to add to a growing library so that we can continuously improve our shared language, and this language allows the team to collaborate more effectively

      Full Description

      Success

      • Reusable patterns are identified and added to the growing design system library to be implemented by engineers
      • Designs are representative of and add to our understanding of how the system functions as a whole

      Feedback loop/deliverables:

      • Documented elements that have been reviewed and approved by the principal product designer, and Design System senior UI engineer
      • Element specs include visual design, interaction design, rules, and edge cases

      Details

      As we begin to create a full system with our app, it's critical that pieces created are of very high quality. This role has a higher milestone requirement to reflect the need for thoughtful, consistent design.

      Requirements

      • Must have a position with the reach of 2.1 or higher
      • For this role, you must be milestone 3 or greater inVisual Design
      • For this role, you must be milestone 2 or greater inInteraction Design
      • For this role, you must be milestone 2 or greater inDesign Collaboration
      • For this role, you must be milestone 2 or greater inInitiative
      • For this role, you must be milestone 2 or greater inDesign Operations
      • For this role, you must be milestone 1 or greater inDesign Project Management

      Examples

      An observation relating to  Design System Contributor  has not been publicly recognized yet.

      Design Facilitator

      We facilitate design activities aimed at collaboration, clarity, and alignment

      Full Description

      Success

      • Business / workshop goals achieved in time allotted (ex: Decisions made, solutions identified and spec'd, etc)
      • Confidence in presentation and activity management
      • Keeps all participants engaged. (ex: everyone participates equally)
      • Selecting the best activities for the type of outcome desired + group dynamics
      • Knows when to pause on the agenda to dig into a conversation vs. save until after the session.

      Feedback Loop/Deliverables

      • Workshop agendas and activities
      • Next steps after workshops
      • Post-workshop survey (for large, special facilitation)

      Details

      • This is a critical role in product discovery, as collaborating with 3+ people is challenging in and of itself. A facilitator alleviates the load of a discovery team bearing the weight by themselves
      • Sometimes, tricky product and/or collaboration problems call for a leader to facilitate that collaboration. This role delivers on that collaboration with confident, thoughtful leadership in the room, and creates an enjoyable experience that arrives at needed goals.

      Requirements

      • Must have a position with the reach of 2.1 or higher
      • For this role, you must be milestone 2 or greater inDesign Facilitation
      • For this role, you must be milestone 2 or greater inStakeholder / Feedback Management
      • For this role, you must be milestone 2 or greater inProduct Discovery
      • For this role, you must be milestone 1 or greater inDesign Collaboration
      • For this role, you must be milestone 1 or greater inDesign Operations

      Examples

      An observation relating to  Design Facilitator  has not been publicly recognized yet.

      Design Reviewer

      As design reviewers, our goal is to make our application (and ourselves) more awesome!

      Full Description

      Success

      • Giving thorough, thoughtful design critique while upholding our company core values.
      • In early reviews, asking the right questions to evaluate if our users will understand, enjoy, and benefit from the designs
      • In late reviews, ensuring designs meet standards and cover all aspects of the checklist (accessibility, mobile, error states, unhappy paths, design system adherence, tone)

      Feedback loop/deliverables

      • Attendance at design critique sessions
      • When necessary, whiteboarding or real-world examples sent to the designer

      Details

      • This role should be played by many on the design team, as we create a supportive and collaborative atmosphere.
        
      • It's important that even non-milestone 2 designers participate, but they should not be the only participants in a design critique.

      Requirements

      • Must have a position with the reach of 2.2 or higher
      • For this role, you must be milestone 2 or greater inInformation Architecture
      • For this role, you must be milestone 2 or greater inDesign Collaboration
      • For this role, you must be milestone 2 or greater inVisual Design
      • For this role, you must be milestone 2 or greater inInteraction Design
      • For this role, you must be milestone 2 or greater inStakeholder / Feedback Management

      Examples

      An observation relating to  Design Reviewer  has not been publicly recognized yet.

      Product Design Enablement Lead

      We serve the function of Product Design, and those executing against its roles. Our goal is continuous improvement of the tools and processes (balancing autonomy and focusing on feedback loops).

      Full Description

      Success:

      • Those executing against the following roles have a continuously improving set of tools and processes (balancing autonomy and focusing on feedback loops).
        • Evaluative researcher
        • Solutions designer
        • Visual designer

      Details:

      • Designers across product teams are communicating, collaborating, and using consistent methods for defining problems and arriving at solutions. Designers are able to assess the processes they use in everyday product design work and know when to iterate on the methods and tools that they currently employ
      • The feedback loop is qualitative. Do the designers have what they need to succeed as it pertains to guidance on the process and proper tooling.
      • Maintenance of a design system
      • Ensuring the product team’s design practice is comprehensive, collaborative, and inclusive

      Requirements

      • Must have a position with the reach of 3.1 or higher

      Examples

      An observation relating to  Product Design Enablement Lead  has not been publicly recognized yet.

      Solution Designer (UX design)

      We create, prototype, test, and iterate concepts in collaboration with the entire squad in pursuit of desirable, viable, feasible, and usable solutions

      Full Description

      Success:

      • Validating and learning as quickly as possible with collaboration being a major key. Our value of sharing before ready is most applicable to this role.

      Things you'll do

      • Utilize Lean UX methods used to create successful team collaboration to create desirable, viable, feasible, and usable solutions to big problems.
      • Create, prototype, test, and iterate concepts
      • Use the full library of techniques such as lo-fi, wireframing, hi-fi live-data prototypes and any of the other techniques in between.

      Feedback loop/deliverables:

      • Designs that enable clarity of how a problem will be solved.
      • Validated solutions to the problems/unmet needs proposed
      • When necessary, you'll work with the Opportunity shaper and Discovery engineer to flesh out the execution section of investment canvases

      Details:

      • Solution definition is the most visible aspect of the designer position: creating, prototyping, testing, and iterating upon solutions and concepts.
      • We will lean on you to influence best design practices when it comes to choosing prototype fidelity, finding ways to learn and validate, collaborating within and between product teams, and encouraging the sharing of ideas and concepts early on.
      • Iteration and Sharing Before Ready are two concepts at the center of what it takes to be successful in this role. Trying to go it alone will ultimately lead to failure. You should think of yourself as a shepherd of the solution, not as someone who owns it in isolation.

      Requirements

      • Must have a position with the reach of 2.1 or higher
      • For this role, you must be milestone 2 or greater inProduct Discovery
      • For this role, you must be milestone 1 or greater inInteraction Design
      • For this role, you must be milestone 2 or greater inDesign Collaboration
      • For this role, you must be milestone 2 or greater inStakeholder / Feedback Management
      • For this role, you must be milestone 1 or greater inInitiative
      • For this role, you must be milestone 2 or greater inDesign Facilitation
      • For this role, you must be milestone 1 or greater inDesign Project Management
      • For this role, you must be milestone 1 or greater inDesign Operations

      Examples

        Observation created over 5 years ago

      Featuring:Ashley S.Design CollaborationSolution Designer (UX design)

      https://lessonly.slack.com/archives/C8H3ENQ2J/p1582565374007400

      Just wanted to give a quick shout out to Ashley on something small, but amazing.

      I'd love for us to do more of this style of collaboration. Small bits along the way. Sharing early and bringing in feasibility and viability as you go. I believe this is vital to the continuous discovery/design/delivery methodology we are striving for.

      I absolutely love this!

      Keep it up!!