How it should look, sound, and feel.

Prioritizes a trusting team

ALooks People Manager at DORISlike:

• Embodies the DORIS values

• Can represent those for others to see and hear

Makes time for people - are there for each other

Encourages people to talk to each other to manage conflict before getting involved or escalatingescalating.

• Does not add to the conflict/drama/tension but isserves as a sounding board totoward help teammates reach a resolutionresolution.

• Gets involved if a resolution is not possiblepossible.

EncouragesIs a good team member themselves.

Builds trusttrust.

• “Have you talked directly with them about this?”

• “What have you already tried to resolve this?”

• “What would a good resolution look like for both of you?”

• “If a direct conversation doesn’t work, loop me back in, and we’ll handle it together.”

• Listens first -and asks questionsquestions.

• Asks “are you looking for a support or a solution?”

• Is a good team member themselves

• Can have tough conversations/ give critical feedback when needed

• Holds people accountable [and shows what it looks like to be held accountable]

• Has their team’s back - and balances this with organization initiatives and goals

• Is an advocate for the individual - the team - and the organization - THIS IS HARD!

• Uses WorkSmart as a resourceresource.

• Seeks coaching to get better

• Is the first stop for PTO requests, office/WFH schedules

• Ensures people are achieving what they should - training, project stuff, job responsibilitiesbetter.

• Uses the Hogan to understand an individual’s values and ‘“red zones’zones” to communicate within ways that resonate.

• “Tell me more about what’s going on.”

• “Are you looking for support, or do you want help solving this?”

• “If I understand you correctly, what you’re saying is… did I get that right?”

• “I’d like to look at your Hogan and think about how we can use your strengths here."
  

• Can have tough conversations and give critical feedback when needed.

• Holds people inaccountable aand wayshows thatwhat resonatesit withlooks themlike to be held accountable.

• Ensures people are achieving what they should: training, project work, job responsibilities.

• Is the first stop for PTO requests and office/WFH schedules (not skipping the manager).

• Can balance theindividual individualizationneeds with what the team needs and what the organization needsneed.

• “I need to give you some direct feedback about what’s not working.”

• “This didn’t meet the standard; here’s why, and here’s what needs to change.”

• “I want to honor your needs and also protect the team’s capacity—let’s find the right balance.”
  

• Develops people, does not rescue them.

• Finds ways to stretch people to grow beyond their current capabilities and is okay when they don’t do it perfectly the first time.

• Encourages.

• Uses WorkSmart, tools, and frameworks to help people think, not to think for them.

• “What options have you already considered?”

• “What do you think your next step should be?”

• “I’m not going to fix this for you, but I’ll walk alongside you while you figure it out.”

• “This wasn’t perfect, but you tried something new and learned—here’s what I noticed.”

• “Let’s make this a stretch assignment and agree on where support vs. ownership sits.”

• Is the operational hub for their people: PTO, WFH/office patterns, workload awareness.

• Ensures people are in the right training and on top of project responsibilities.

• Balances the needs of the individual, the team, and DORIS as a whole in day-to-day decisions.

• “Given the team’s capacity and the business needs, here’s what makes the most sense.”

• “I hear what you prefer—here’s what we can and can’t do based on team coverage.”