@@ -118,15 +118,17 @@ Members of the director group are expected to demonstrate leadership in the way
1. They ambitiously define roles for, grow and hire their teams for what is needed from the business in the next 3-4 years.
1. They coach their teams to work within the [communication guidelines](/handbook/communication/) and lead by example.
#### Senior Directors
Slack channel: `#directors-and-above` (private)
Senior leaders are defined as Senior Directors or VPs. They are all members of our [S-group](#s-group). Senior Directors are typically managers of Managers and/or Directors. In some divisions, senior leaders map to departments in the cost center structure.
Members of the S-group are expected to demonstrate leadership in the way all members of the director group are, plus the additional competencies you can find in the Job Framework.
Typically a Senior Director reports to a VP or above.
#### Senior Directors and VPs
##### S-group
Senior leaders are defined as Senior Directors or VPs.
Members of the S-group are expected to demonstrate leadership in the way all members of the [director group](#director-group) are, plus:
Senior Directors are typically managers of Managers and/or Directors. In some divisions, senior leaders map to departments in the cost center structure. Typically a Senior Director reports to a VP or above.
VP's are typically managers of Senior Directors and/or Directors. Similar to Senior Directors they map to departments. Typically a VP reports to an Executive.
Senior leaders are expected to demonstrate leadership in the way all members of the director group are, plus the additional competencies you can find in the Job Framework:
1. They have significant strategic and functional responsibility.
1. They have significant operating budget responsibility (things like compensation planning, budget allocation, negotiation, investment tradeoff decisions).
@@ -134,12 +136,6 @@ Members of the S-group are expected to demonstrate leadership in the way all mem
1. The impact of their decisions are broad and significant.
1. Some of them have critical external responsibility to represent the company and make decisions and statements for which the company is accountable.
#### VP
VP's are members of our [S-group](#s-group). VP's are typically managers of Senior Directors and/or Directors. Similar to Senior Directors they map to departments.
Typically a VP reports to an Executive.
#### VP-Directs
VP-Directs are a subset of GitLab VPs who report directly to a member of E-Group. They are members of the VP-Directs Group.
@@ -157,7 +153,7 @@ Except for Sales and Marketing, there are usually multiple executives to a [cost
##### E-group
Members of the E-group are expected to demonstrate leadership in the way all members of the [S-group](#s-group) are, plus:
Members of the E-group are expected to demonstrate leadership in the way all members of the [Senior Directors and VPs](/handbook/company/structure/#senior-directors-and-vps) are, plus:
1. They suggest relevant, ambitious, and quantifiable OKRs and achieve 70% of them.
1. They are reliable and ensure their teams complete what they agreed to do.
@@ -171,6 +167,8 @@ Members of the E-group are expected to demonstrate leadership in the way all mem
1. They frequently help achieve results outside their function.
1. They make other executives better in their discipline
Slack channels: `#e-group` (public), and a private channel for confidential matters
#### Management group
Members of the management group are expected to demonstrate leadership in the way all [GitLab team members are](/handbook/leadership/), plus:
@@ -213,6 +211,8 @@ Members of the management group are expected to demonstrate leadership in the wa
1. Coach team members to establish good [remote work practices](/handbook/company/culture/all-remote/), by encouraging [asynchronous communication](/handbook/company/culture/all-remote/), being [handbook-first](/handbook/about/handbook-usage/#why-handbook-first), communicating poor audio or [video quality](https://about.gitlab.com/blog/2019/08/05/tips-for-mastering-video-calls/), or pointing out an open microphone.
1. Ensuring that GitLab's policies are upheld is an essential part of a manager's responsibility. Managers have an obligation to look out for both their team members and the business's best interest. If a manager becomes aware that a team member is in violation of a GitLab policy (including *but not limited to* the [GitLab Code of Business Conduct and Ethics](https://ir.gitlab.com/governance/governance-documents/default.aspx) and [Relocation policy](/handbook/people-group/relocation/) as examples), it is their responsibility to communicate this to the [aligned People Business Partner](/handbook/people-group/people-business-partners/#people-business-partner-alignments) or Legal team immediately.
[Board Members](/job-families/board-of-directors/board_member) serve on the GitLab board and participate in board meetings and board committees, as well as other responsibilities.
@@ -231,6 +231,8 @@ This group is called on to help provide input and communicate messaging when app
As an example, the [Functional Leaders meets after every e-group offsite](/handbook/company/offsite/#functional-leaders-meetings).
Slack channel: `#functional-leaders` (private)
## Directs-Group
Directs-Group is a group made up of a senior leader from each function. These leaders operate as extensions of E-Group and support key initiatives within a six to nine month rotation. The Office of the CEO is responsible for organizing and orienting this group in collaboration with the cohorts E-Group Sponsor.
@@ -45,7 +45,7 @@ In an all-remote organization, we want each team member to be a [manager of one]
## Interim and Acting Leadership
In some cases, a individual in the [Management group](/handbook/company/structure#management-group), [Director group](/handbook/company/structure/#director-group), [S-group](/handbook/company/structure/#s-group), or even [E-group](/handbook/company/structure/#e-group) may have an "Interim" or "Acting" title.
In some cases, a individual in the [Management group](/handbook/company/structure#management-group), [Director group](/handbook/company/structure/#director-group), [Senior Directors and VPs](/handbook/company/structure/#senior-directors-and-vps), or even [E-group](/handbook/company/structure/#e-group) may have an "Interim" or "Acting" title.
1.**Acting** means that someone is occupying this role temporarily and will move back to their original role after a set amount of time or other conditions, such as an external hire.
1.**Interim** means the individual is working on a promotion into the role.
Succession planning is an important step in our Talent Assessment process. Completing the [Performance/Growth Potential Assessment](/handbook/people-group/talent-assessment) gives leaders a fresh overview of the top performers and the highest growth team members in their respective organizations. Particularly for individuals in Senior Leadership roles and above (the [S-Group](/handbook/company/structure/#s-group) and depending on structure the [Director-Group](/handbook/company/structure/#director-group), a recommended next step following the Performance/Growth Potential assessment is to do succession planning.
Succession planning is an important step in our Talent Assessment process. Completing the [Performance/Growth Potential Assessment](/handbook/people-group/talent-assessment) gives leaders a fresh overview of the top performers and the highest growth team members in their respective organizations. Particularly for individuals in Senior Leadership roles and above (the [Senior Directors and VPs](/handbook/company/structure/#senior-directors-and-vps) and [E-Group](/handbook/company/structure/#e-group)), a recommended next step following the Performance/Growth Potential assessment is to do succession planning.
Succession planning ensures we are identifying and developing future GitLab leaders to ensure business continuity in the event of an unforeseen change, and providing the current leadership team the opportunity to grow and scale. It may provide an opportunity to diversify our leadership team by developing our internal bench of talent. Note, potential alone does not determine who will be a successor. Strong succession candidates should demonstrate sustained exceeding performance and growth, aspire to have a role at the next level, and be ready for a much larger role in the near term.
@@ -63,7 +63,7 @@ The VP, Business Development and Strategic Parterships is a [grade 12](/handbook
- Demonstrated complete understanding of the company, product, and landscape to make informed long-term strategic business decisions
- Established network of executive level contacts within the public cloud space, DevOps and open-source communities. Proven ability to translate those to new partnerships and business opportunities.
- Demonstrated analytical and data led decision-making.
-[Leadership at GitLab](/handbook/company/structure/#s-group)
-[Leadership at GitLab](/handbook/company/structure/#senior-directors-and-vps)
