People Lead Role

People Lead Role#

TL;DR; The People Lead is accountable for shaping strategies and processes crucial for fostering a supportive and growth-oriented work environment. They support and advise our teams while also managing the day-to-day people practices that shape our organizational ethos.

AREAS OF RESPONSIBILITY & OUTCOMES#

  • Care for and grow people: Their primary goal is to strategically support and advise our people, ensuring their well-being, growth, and effectiveness within a unique, globally distributed working model.

  • Build and run our agile[1] people practices: The secondary goal is to act as a trusted advisor and operational expert for all people-related matters within the organization, providing coaching and guidance to people managers, designing and implementing structured, lightweight and responsive processes, and facilitating seamless operations.

  • Advise and support Executive Direction and leadership team, to make organizational work successful: They play an active role in guiding change, so that we can tackle big changes and initiatives and build the organization we want to have in the future.

  • Provide expertise and capacity to teams & leading from the center: They’re a hands-on supporter who lends capacity to every team. They’re also a member of the leadership team, a facilitator and contributor to strategic initiatives.

Note

Caring for our people is not an isolated function within 2i2c.

FAILURE MODE#

We know the People Lead is failing if team members are all overwhelmed and burned out, aren’t getting feedback, and are quitting.

KEY OUTCOMES#

  1. Care for and grow people

    1. Improved well-being, engagement and team cohesion (monitored through conversations or surveys)

    2. New team members are onboarded effectively

  2. People growth: help team members grow skills that support 2i2c needs and their personal goals

    1. Increased focus and skill around people management & leadership

    2. All team members have clear expectations and feedback on their performance

    3. Team members and managers are able to make development plans that embrace a growth mindset

  3. Other elements of building and running 2i2c’s People function,

    1. Working with CS&S, we maintain team members’ records in a way that maximizes autonomy and care for individuals while minimizing toil

    2. Team members can use the policies and practice we put in place with relative ease

  4. **Advise and support Executive Director and leadership team **

    1. Foster growth of leadership stance

    2. Contribute to strategy and scale, with particular attention to guiding change in a way that reflects our culture and care for each other

  5. Provide expertise and “burst capacity” in people management to teams

    1. Fill in people management capacity when teams lack it (for example - coach team members, design roles, co-create development plans)

    2. Partner with managers and teams to resolve people management challenges

LINE-MANAGEMENT#

The People Lead reports to the Chief of Staff.

KEY TOUCH POINTS#

  • All people managers (coaching them to grow skills and work with them to make sure we’re consistent and fair in our people practices)

  • CS&S HR: Jamille White (to borrow and share people management practices and avoid reinventing wheels)

  • Individual team members (guiding and supporting change and also offering people advice, coaching and an escalation point for people-related matters)

3-MONTHS GOALS#

[Current: Review March 2025]

  1. Everyone has clear expectations for their roles

  2. Everyone has had a meaningful performance review with their manager, their previous manager and the people lead

  3. Cost of living adjustments for employee salaries and contract renewals

Notes#

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