The supporting growth track emphasises the development of soft skills and expertise in situational leadership and the development of efficient org structures and processes. It focuses on the ability of each employee to continuously improve the work environment, existing processes and rituals, and the wellbeing of others.
There are four specialisations in the supporting growth track - growing together, organisational development, wellbeing, accomplishment.
Provides strategic support to engineers to help them build the career they want.
Defines processes and structures that enable the strong growth and execution of a diverse team
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Supports the emotional wellbeing of team members in difficult times, and celebrates their successes.
Inspires day-to-day excellence, maximises potential and effectively resolves performance issues with compassion.
Gives insight into opportunities at Luko and helps identify individuals' strengths and weaknesses.
Respects and participates in various activities, giving focused feedback to help the organisation improve.
Uses tools and processes to help ensure colleagues are healthy and happy.
Helps individuals identify blockers and helps them identify next steps for resolution.
Examples of demonstrated behavior
Advocates on behalf of a team member.
Recognises achievements and shares improvement opportunities.
Collects and delivers feedback using appropriate tools for the occasion.
Teaches (new) colleagues on existing processes and best practices.
Provides feedback on team rituals helping to improve the established processes.
Reflects on situations that leave them inspired or frustrated.
Does what it takes to maintain positive dynamics and change.
Notices when colleagues show signs of burnout.
Shows high level of empathy by putting themselves in other people shoes and understanding their views.
Helps others break down work into smaller tasks with feasible steps to complete timely.
Notices when colleagues are under pressure and blocked and unblocks them.
Focuses on the situation and actions to resolve problems and doesn’t judge.
Formally supports and advocates for 2-3 people and provides them with tools to define their dream career.
Identifies opportunities to improve existing processes and structures. Makes changes that positively affect a team.
Creates a positive, supportive, engaging team environment.
Helps individuals resolve difficult performance issues, with insight, compas-sion, and skill.
Examples of demonstrated behavior
Helps others create plans for personal and professional growth.
Plans and handles structured and constructive 1-1s. Follows up on actions.
Coaches when needed using a variation of tools.
Advocates and shares ideas for improved diversity and inclusion.
Defines team rituals at cadence that meets the team needs.
Implemented a process improving the cross-team communication within their tribe.
Regularly celebrates success and sustains team’s motivation.
Notices when the team loses momentum and identifies ways to get them on track.
Connects team objectives and results with the company strategic goals.
Continuously encourages ownership of actions and responsibilities.
Provides construc-tive feedback to help others improve their work and performance.
Helps decision-making by gathe-ring information outside the imme-diate problem.
Formally supports and advocates for 7-10 people and challenges them to achieve the "unachievable".
Develops and executes initiatives to solve ongoing organisational problems.
Manages expectations across peers, leads in the organisation, promotes calm, and prevents consensus building.
Takes ownership of long-standing (non-technical) performance issues and resolves them employing wide variety of tools.
Examples of demonstrated behavior
Offers advice on career options to others without being prescriptive.
Executes bi-annual reviews for his people and sug-gests compen-sation and career improvements.
Supports a tran-sition for a team member to help the person grow and be challenged.
Identifies talent and emerging leaders.
Reflects on longstanding organisational problems and implements solutions to solve them.
Implemented a new best practice or process to improve release quality or operational and business metrics monitoring.
Bootstraps a new team responding to a business or organisational inefficiency.
Maintains a pulse on individual and team morale.
Works with fellow colleagues to learn to approach problems with curiosity.
Trains teams see opportunities in challenges they face.
Identifies poor performance and implements corrective actions (PIP) for improvement its successful outcome.
Investigates motivation and externalities for consistent poor performance.
Identifies opportunities for team members that help them improve their performance.
Manages interactions and processes for teams via other leaders. Promotes best practices and sets a positive example.
Thinks deeply about organisa-tional issues, identifies and shares hidden dynamics that contribute to them.
Advocates for the needs of team / tribe / chapter members, and proactively works to calm the organisation.
Mediates esca-lated situations, empowers under-performing teams/ small chapter. Recognises and resolves (hidden) conflicts.
Examples of demonstrated behavior