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Write an end-to-end EM operating model plus a worked hard-decision case. Deliver: (1) how you run the team — 1:1s, feedback/performance (incl. how you'd handle an underperformer: coaching first, then a PIP), growth/promotion via a career ladder, hiring with structured interviews, and team health; (2) a DELIVERY system (planning, estimation-as-forecast, unblocking, DORA/SPACE metrics used ethically, tech-debt strategy); (3) MANAGING UP & ACROSS (no-surprises status, partnering with the PM, advocating for the team); (4) a SCALING/org-design section applying Conway's law and span-of-control (when to split the team, the manager-of-managers step); and (5) a worked DECISION case classifying a real call as a one-way vs two-way door, showing 'disagree and commit', and owning the outcome. Ground it in the canonical literature (Fournier, Larson, Scott) where relevant.
Coherent system for 1:1s, feedback/performance (incl. PIP handling), growth/promotion, and hiring; psychological-safety-aware.
Sound delivery system; DORA/SPACE used correctly and ethically; deliberate tech-debt strategy; estimates as forecasts.
Managing up/across (no surprises) + scaling via Conway's law / span of control / manager-of-managers.
Classifies a real decision as one-way vs two-way door; shows disagree-and-commit and ownership of the outcome.
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# An EM operating model & hard-decision case ## Goal Write an end-to-end EM operating model plus a worked hard-decision case. Deliver: (1) how you run the team — 1:1s, feedback/performance (incl. how you'd handle an underperformer: coaching first, then a PIP), growth/promotion via a career ladder, hiring with structured interviews, and team health; (2) a DELIVERY system (planning, estimation-as-forecast, unblocking, DORA/SPACE metrics used ethically, tech-debt strategy); (3) MANAGING UP & ACROSS (no-surprises status, partnering with the PM, advocating for the team); (4) a SCALING/org-design section applying Conway's law and span-of-control (when to split the team, the manager-of-managers step); and (5) a worked DECISION case classifying a real call as a one-way vs two-way door, showing 'disagree and commit', and owning the outcome. Ground it in the canonical literature (Fournier, Larson, Scott) where relevant. ## Acceptance criteria - [ ] People leadership: Coherent system for 1:1s, feedback/performance (incl. PIP handling), growth/promotion, and hiring; psychological-safety-aware. - [ ] Delivery & metrics: Sound delivery system; DORA/SPACE used correctly and ethically; deliberate tech-debt strategy; estimates as forecasts. - [ ] Org & influence: Managing up/across (no surprises) + scaling via Conway's law / span of control / manager-of-managers. - [ ] Decision rigor: Classifies a real decision as one-way vs two-way door; shows disagree-and-commit and ownership of the outcome. ## Verification - [ ] Document installation and run commands. - [ ] Record automated checks and their exact commands. - [ ] Add representative output, screenshots, or a short demo where useful. - [ ] Confirm failure paths and known constraints. ## Decision log ### Decision title - Context: - Choice: - Alternatives considered: - Tradeoffs: ## Evidence - Link each rubric criterion to the file, test, or artifact that demonstrates it. ## Known limitations - List what is intentionally out of scope and what should be improved next.