Manager Levels

Name	Level 1 (IC 3)	Level 2 (IC 4)	Level 3 (IC 5)	Level 4 (IC 6)
Supervision	Provides direct supervision to professional individual contributors and/or skilled, support individual contributors (e.g., technicians, designers, support personnel). Acts as advisor to unit or sub-units and may become actively involved, as required, to meet schedules and resolve problems.	Manages, perhaps through subordinate supervisors, the coordination of the activities of a section or department with responsibility for results, including costs, methods and staffing. In some instances this manager may be responsible for a functional area and not have any subordinate employees.	Manages activities of two or more sections or departments. Exercises supervision in terms of costs, methods, and staffing. In some instances this manager may have subordinate supervisors.	Directs and controls the activities of a broad functional area through several department managers within the company. Has overall control of planning, staffing, budgeting, managing expense priorities, and recommending and implementing changes to methods. May manage other managers.
Complexity	Works on issues where analysis of situation or data requires review of relevant factors. Exercises judgment within defined procedures and policies to determine appropriate action.	Works on issues of diverse scope where analysis of situation or data requires evaluation of a variety of factors, including an understanding of current business trends. Follows processes and operational policies in selecting methods and techniques for obtaining solutions. Acts as advisor to subordinate(s) to meet schedules and/or resolve technical problems. Develops and administers schedules, performance requirements; may have budget responsibility	Works on issues where analysis of situations or data requires an in-depth knowledge of organizational objectives. Implements strategic policies when selecting methods, techniques, and evaluation criteria for obtaining results. Establishes and assures adherence to budgets, schedules, work plans, and performance requirements.	Works on complex issues where analysis of situations or data requires an in-depth knowledge of the company. Participates in corporate development of methods, techniques and evaluation criteria for projects, programs, and people. Ensures budgets and schedules meet corporate requirements.
Interaction	Frequently interacts with subordinate supervisors and functional peer groups. Interaction normally requires the ability to gain cooperation of others, conducting presentations of technical information concerning specific projects or schedules.	Frequently interacts with subordinate supervisors, customers, and/or functional peer group managers, normally involving matters between functional areas, other company divisions or units, or customers and the company. Often must lead a cooperative effort among members of a project team.	Regularly interacts with senior management or executive levels on matters concerning several functional areas, divisions, and/or customers. Requires the ability to change the thinking of, or gain acceptance from, others in sensitive situations, without damage to the relationship.	Regularly interacts with executives and/or major customers. Interactions frequently involve special skills, such as negotiating with customers or management or attempting to influence senior level leaders regarding matters of significance to the organization.
Scope	Receives assignments in the form of objectives with goals and the process by which to meet goals. Provides direction to employees according to established policies and management guidance. Administers company policies that directly affect subordinate employees. Recommends changes to unit or sub-unit policies. Management reviews work to measure meeting of objectives.	Receives assignments in the form of objectives and determines how to use resources to meet schedules and goals. Provides guidance to subordinates within the latitude of established company policies. Recommends changes to policies and establishes procedures that affect immediate organization(s).	Establishes operational objectives and work plans and delegates assignments to subordinates. Senior management reviews objectives to determine success of operation. Involved in developing, modifying and executing company policies that affect immediate operations and may also have company-wide effect.	Participates with other senior managers to establish strategic plans and objectives. Makes final decisions on administrative or operational matters and ensures operations effective achievement of objectives.
Discretion	Erroneous decisions or failure to achieve results will cause delays in schedules.	Erroneous decisions or failure to achieve results will add to costs and may impact the short-term goals of the organization.	Erroneous decisions will result in critical delay(s) in schedules and/or unit operations and may jeopardize overall business activities.	Erroneous decisions will have a serious impact on the overall success of functional, division, or company operations.
Analogy	Guides team while rock climbing (Skills/training needed, risk-taking support systems in place)	Leads extended alpine mountain-climbing trips (Experienced leadership required for multi-faceted environment)	Pilots expedition through unexpected snow storm (Strong tactical decision-maker, handles unforeseen issues)	Controls search efforts to find missing hikers (Strategic battle-tested leader, directs operational units)
Detailed expectations	L3 - Lead	L4 - Manager	L5 - Head of	L6 - Director

L1 (IC3) - Lead (WIP)

Act as an advisor to the team, and may also be actively involved in operational work, as needed, to meet deadlines and resolve issues.

L2 (IC4) - Manager (WIP)

Scope of responsibilities and impact

Leadership

Problem solving

Communication and collaboration

Process & delivery

Business expertise

Technical expertise

Small team

Job family and technical expertise → specialist (in own area)

👉 Supervision: manages, perhaps through subordinate supervisors, the coordination of the activities of a section or department with responsibility for results, including costs, methods and staffing. In some instances this manager may be responsible for a functional area and not have any subordinate employees.

Small team to small & complex team

Works autonomously with minimal guidance, to deliver consistently high-quality work

Responsible for staffing, spotting lack of skills in the team → training, external recruitment…

👉 Complexity: works on issues of diverse scope where analysis of situation or data requires evaluation of a variety of factors, including an understanding of current business trends. Follows processes and operational policies in selecting methods and techniques for obtaining solutions. Acts as advisor to subordinate(s) to meet schedules and/or resolve technical problems. Develops and administers schedules, performance requirements; may have budget responsibility

Takes decisions based on business needs

👉 Interaction: frequently interacts with subordinate supervisors, customers, and/or functional peer group managers, normally involving matters between functional areas, other company divisions or units, or customers and the company. Often must lead a cooperative effort among members of a project team.

Will proactively make sure that they and their team are meeting other stakeholders’ expectations

Share good practices

Prioritization of work

sets managerial standards for managers in lower levels

Management of a team

Act as an advisor to the team, and may also be actively involved in operational work, as needed, to meet deadlines and resolve issues.

• Grow the team by hiring new people when it’s needed for the business.
• Make the teammates grow with training, coaching, book recommendations, pairing with other team members, and presentations.
• Increase the ownership and empowerment of your team.
• Maintain processes and frameworks that help your team to grow. (career framework, 360 feedbacks, async communication, company policies, onboarding)

Strategy and Business

• You should always think about what is in the best interest of Meilisearch regarding the culture and the business.
• You should always measure the value you and your teams deliver business-wise.
• Work on quantitative objectives chosen with your manager and set clear deadlines and expectations for each project.
• Help your manager to create a clear roadmap for your team each quarter
• Take time for your own growth (read books, benchmark, technical watch)

Communication

• Forward the information to your teams and bring up the important information to the top management.

Skills

• Being able to communicate in an efficient way.
  • sync or async, video, voice or text,
  • put a context when it’s needed, be sure to highlight the most important fact in your messages,
  • often communicate but not too much,
  • find the right tone of voice in your messages,
  • strong capacity to take meetings notes,
  • synchronize your teams and communicate with the other teams,
• Be organized and reliable.
  • don’t miss deadlines,
  • as meeting owner, organize the meetings well, as meeting participants start the meeting prepared,
  • prepare small but efficient planning for every task when it’s needed,
  • don’t forget to answer a message,
  • be clear about your team capacity, know to say no