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Marketing Lead


  • Culture and Togetherness

    Is conscious of signalling, and tries to act as they would expect other team members to act. Works to develop good positive relationships. Participates in team activities.
    • Fostering community: You've participated actively in events and community with your peers.
    • Developing personal relationships: You've built good personal relationships with peers, superiors and team.
    • Encouraging diverse opinions: You actively contribute to diversity and inclusion discussions. You support and champion efforts towards a fairer safer workplace.
    • Setting an example: You've consciously acted as you would expect others more junior than you to act, including working hours, timeliness, using learning and development budgets.
  • Developing Others

    Able to recognise the strengths of peers, and looks for ways to support those strengths through project work. Has invested some time in materials or process to support team growth. Peers see them as an informal coach.
    • Outcomes: Your supportive and encouraging behaviour has led to increased morale and growth amongst informal mentees or peers.
    • Investing in process: You've gone through a personal process of skills assessment, which you've used to define your future direction.
    • Supporting team growth: You've actively supported and championed a peer in their personal growth, celebrating a promotion, successful project or praise from others.
    • Identifying strengths: You've recognised a natural strength in more than one peer which you've helped them to nurture.
  • Giving Feedback

    Knows the difference between opinion and objective critique, and manages their everyday feedback process to ensure it's actionable and fair. Able to unpick team issues and give good direction without offending.
    • Useful praise: You're in a position of influence over a group of designers, and use praise actively as a way to balance team dynamics and promote diverse thought. Your praise is actionable, reinforcing specific good habits and not resorting to vagaries.
    • Constructive criticism: You have regularly identified opportunities for constructive critique within your team, and given it in a timely and actionable manner, resulting in noticeable improvements in performance.
    • Feedback on work: Your feedback on your team's work is honest, actionable and timely. You ask what level they need feedback on and ensure you stick to that level. You don't give feedback when you don't have enough context to be useful, and expect to be wrong a significant amount of the time.
    • Understanding best practices: You're confident in using best practices when giving feedback to your team. You can give reasoning behind your personal feedback methods and style.
  • Stakeholder Management

    Is able to proactively inform stakeholders both within and outside their organisation with pertinent and timely information, including bad news. Able to read and adapt to personalities across the organisation. Has good relationships with all key stakeholders.
    • Protecting the team: You've protected direct reports from difficult stakeholders through multiple projects.
    • Engendering Trust: You've repeatedly proven yourself able to work closely with clients or stakeholders in ways that earn respect and results. You've used their time wisely and leant into their knowledge.
    • Foresight: You've looked for misalignment across large scopes of work involving multiple clients or stakeholders, and ensured that they're smoothed out in advance.
    • Managing Goals and Expectations: You've led multiple larger projects with external clients or internal stakeholders outside your organisation end to end, including managing bad news and scope creep or timeline slippage, with successful outcome.
  • Team Leadership

    Capable of informally managing interns, contractors, suppliers and agencies. Possibly manages one or two junior team members. Doesn't look for glory, and doesn't complain about boring work. Assumes good decisions in others work. Broadly does what they say they're going to do.
    • Vulnerability: You have proactively admitted fault and weakness in yourself to team members, and admitted a mistake made in work you've done.
    • Reliability: You have been open about your intentions when making a team-level decision – for example moving people between teams or introducing new role expectations – and followed through.
    • Difficult conversations: You have helped someone on your team out with a difficult personal decision and acted in an objective, professional manner.
    • Putting the team first: You regularly make time for listening to and understanding the people you're responsible for.


  • Communication

    Communicates with the wider business, including change affecting the work of others, Helps teams around them to communicate better.
    • Mentoring communicators: You regularly mentor others on communication technique, unpick poor communication in your wider organisation and add process where needed. You're comfortable feeding back on the communication of those above you.
    • Delivering bad news: You have communicated bad news to a group of reports or peers, ensuring that a strategy is in place to manage expectations and morale during the change. Your approach has involved thoughtfully designed communication to the top levels of the organisation
    • Looking for feedback: You have communicated a change in plans, organisational structure or work situation which directly affects one or more people, and managed any fall out from that change ensuring all parties stay informed and content. (e.g., Design System, team changes)
    • Keeping people informed: You have communicated with the business around a strategically important project using appropriate mediums. You have designed the process of that communication and found the important parties proactively.
  • Humility

    Looks actively for opportunities for others, even in areas of strength or interest for themselves.
    • Building trusted relationships: You're trusted to mediate team situations involving difficult parties, without getting in the way
    • Credit and blame: You're a true ally to your peers and wider product team, protecting them from undue blame and pushing praise onto them. You regularly look for opportunities to give kudos publicly
    • Sharing opportunities: You can point to multiple opportunities you've given people to take praise for group projects on your behalf
  • Initiative

    Refuses to believe that anything is unachievable. Infectious desire to activate and progress. Like a rocket: just light the fuse.

    • You've adapted your skillset and knowledge to lead a large or complex project to a successful outcome.
    • pro-activity in seeking help: You have recognised a lack of expertise in yourself and your organisation, and pro-actively found that expertise in areas not given to you. This has led to a successful outcome on more than one occasion.
    • Can-do attitude: You're constantly creating new opportunities for yourself and those around you. Your team is celebrated for innovation as a result of your contributions.
  • Pragmatism

    Is able to break down the assumptions of themselves and peers, and find common solutions.
    • Helping others with pragmatism: You have spotted assumptions in peers and helped them to break down those assumptions without conflict
    • Time management: You're a master of your calendar. You take no issue with not being involved in a project or meeting if it means saving you time.
    • Objectivity in your own work: You are positive in the face of dramatic changes of plans. Curveballs are dealt with sensibly without frustration.
  • Self Awareness

    Is active in building goals and milestones around personal growth, focused on strength and weakness. Supports others in finding their strengths and working on them.
    • Setting sensible goals: You recognise that you'll never be good at everything, and actively reject learning areas that don't align with your interests
    • You involve your wider team in your goals, openly asking for feedback and consciously thinking of ways to encourage more honest critique.
    • Conscious role definition: You can point to a structured future job description for yourself, and have aligned as many of your working hours as possible in the direction of that goal.