How it should look, sound, and feel.

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.”