Engineering - Personal Development Plan

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Every one of us wants to know what are the opportunities for them and what they can do to get there and fulfill their ambitions. We want to be transparent and fully aligned on the expectations and effectively discuss what are the things that work well/need to be improved. And in more details:

  1. Have a well-defined and transparent career path that supports personal development. Allowing to have long-lasting and meaningful careers within monday.
  2. Communicate the expectations from each level in engineering in a clear way. 

  3. Creating a shared language that will drive more effective feedback and personal growth process.

  4. Create an alignment, internally and externally, on the company’s structure and people’s roles and responsibilities, also making it easier for new people to understand how things work.

  5. Standardized compensation and benefit mechanisms that are directly tied to impact and responsibility.

Competencies

  • Impact

    The actual value you’ve contributed that was delivered to customers, affected our goals or way of work, Q after Q (consistent bottom-line results). Practices impact-driven approach.

  • Complexity and Independence

    The amount of complexity that one can handle independently while knowing how and when to report and get assistance. Succeeds to be independent in their day-to-day while taking full ownership and being accountable for their work.

  • Professional Skills and Craftsmanship

    The level of knowledge in our tech stack and application. The ability to create well-crafted and high-quality code and products while leveraging the appropriate tools, technologies and paradigms.

  • Collaboration and Communication

    The ability to effectively communicate and collaborate with a diversity of peers, management and stakeholders (both in writing and verbally) in an engaging manner.

  • Culture and Maturity

    The ability to manifest the monday.com values consistently over time by practicing the cultural behaviors and affecting others. The ability to convey and receive complex messages in a mature, predictable and engaging manner while assuming best intentions, and converting them into actionable behaviors. Understanding high-level context independently and applying it to day-to-day behavior.

Key principles 

  1. There are many ways to excel – Every one of us brings a different “superpower” to the table, this makes us better as a team. We believe in creating an environment where every person can pursue hers(his) passion and play on their fortes to make an impact. Whether it’s writing code, solving complex engineering problems, mastering craftsmanship, or leading people.

  2. Consistency  – Being consistent is key, that is – meeting expectations over time. The ability to do something in specific times or circumstances is not enough and is different in nature than consistently doing it.
  3. Meaningful Individual contributors and Management paths – We want to allow a career path for both management and IC paths. We evaluate them both. On both paths, you can be a leader in the company.
  4. It’s here to drive personal growth, there are no limits – The fact that we specify the expectations doesn’t mean there are limits to what you can do. On the contrary, we expect everyone to take actions beyond their level and believe that creating transparency around it,  will allow everyone to accelerate their current growth.
  5. It’s just a framework – This framework aims to drive personal growth by stating clear expectations and providing examples and behaviors. This doesn’t mean that we aim for it to become a complete checklist nor a recipe, the reality is deeper than that. There is no substitution for feedback, a personal development plan, working with your team and manager, and so on.
  6. Aligned with our culture and real day-to-day expectations – This model aims to reflect what we believe in and codify our “internal language” and way of thought – who we hire? Who gets promoted? What are the things we appreciate the most and the unique way of work in monday.com?
  7. Keeping the essence over time – As we grow and complexity rises, this model will keep on evolving and adjustments will be made, but we do want to keep the same essence over time (it may have different implementations though).

You can also enter the “Professional Path” to access the relevant skills and resources.

Engineering

Choose the roles

Associate Software Engineer
Software Engineer
Experienced Software Engineer
Senior Software Engineer
IC Path
Tech Lead
Senior Tech Lead
Staff Software Engineer
Management Path
R&D Team Lead
Senior R&D Team Lead
Group Lead

Choose the competencies

All
Impact
Complexity and Independence
Professional Skills and Craftsmanship
Collaboration and Communication
Culture and Maturity

Associate Software Engineer

Professional Path
Impact

Able to make a small, but consistent impact on the specific tasks level inside of the team. Follows up on tasks and able to understand their impact. On each Q, able to solve tasks or participate in a big feature of the team that has a major effect on the vector goals.

Behaviors

  • Deliver tasks that provide tangible impact on our users and R&D
  • Understands the direct impact of their actions, controls the basic metrics of engagement and usage
  • Understands the impact and motivation of each task
  • Can challenge some of the solutions, asks the right questions about how specific task is influencing the KPI of the feature or vector

Examples

  • Participating in implementing the feature, which directly influences the KPI of the vector/domain
  • After deploying code to production makes a follow up with the relevant people and systems about the impact for the users
  • Asks questions “why are we doing this” and “how this will affect our users”
  • Gives a suggestion on how to change the next tasks based on the follow up of the previous ones
  • Participates and helps with defining KPIs for the feature
Complexity and Independence

Delivers small complexity and well defined tasks. Works on tasks that optimize learning and development.

Behaviors

  • Performs a full cycle of plan, execution, communication and impact analysis on small scoped tasks
  • Executes their day to day tasks well, handling their complexity

Examples

  • Easily adds code to areas they are familiar with.
  • Understands and adds increments in areas other people wrote within their domain
  • Raises flags when the execution doesn’t meet the plan
Professional Skills and Craftsmanship

Adds well defined enhancements to existing flows, follows the craftsmanship of the planned design thoroughly with correct technical implementation.

Behaviors:

  • Delivers scoped well-defined tasks, that are enhancing existing flows
  • Has ownership of the planning and estimating their tasks, while getting assistance from the team to achieve that
  • Has ownership on the execution of their task
  • Learns our tech stack in the respective domain to complete their current tasks, and gains basic knowledge on domain core technologies

 

Examples:

  • Creates an impact on existing flows, write tests to their code to reduce risk and raise deploy confidence
  • Breaks down their task to incremental deployable parts and knows when to ask for assistance in planning
  • Follows up on basic feature usage
Collaboration and Communication

Communicates day to day messages in a clear way, within their close circle and gives good communication when engaged by others

Behaviors:

  • Communicates well in the dailies on their tasks, manages to communicate their progress and setback in a concise and fluent way
  • Communicates the problems they face effectively and in a positive manner
  • Learns the technical language and able to talk fluently on the tasks they work on

Examples:

  • Explains in details the the user flow he’s working on including supporting data
  • Shares their update in the daily in a concrete and professional manner
Culture and Maturity

Relates to our culture and proactively trying to practice it. Learns our culture, speaks instances of the culture.

Behaviors:

  • Takes pleasure and pride in their craft
  • Own their mistakes, strives for feedback
  • Doer, biased for action and not taking advisory role
  • Translates challenge into actions
  • Wants to be exceptional (not aiming for “just good”)

Examples:

  • Actively shares their mistakes in a team retro
  • Creates Captain’s log
  • Proactively checks the impact of their tasks in BigBrain

Software Engineer

Professional Path
Impact

Able to consistently make sure their tasks are prioritized based on the team or company goals. Raising flags and consulting others in order to leverage business impact.On each Q, able to lead small features or participate in a big vector of the team that has a major effect on the company goals.

Behaviors

  • Looks back on their achievements, challenges them and triggers discussions, and proactively seeks guidance from their team
  • Makes data-driven decisions in their day to day tasks and constantly measures their tasks impact
  • Manages to define iteration level priorities for their work and justify them with results from the real world
  • Defines how success looks like and why each feature/task is important

Examples

  • When releasing a feature, check usage or users feedback in order to adjust their plan by consulting others
  • When releasing a feature, get feedback from people in the company in order to adjust their plan by consulting others
  • When releasing a feature, identifies and advocates opportunities for the next steps of improvements
  • When developing a feature, make sure we have all measurements in order to evaluate the feature usage and quality after deploying
  • During the iteration, know how to optimize the order of the tasks based on the team goals
  • During the iteration, know to allocate scope/time for each task based on how much the task is important to the team goals
  • Portraits the KPIs and goals before working on something. Set business and usage KPIs for their features
  • Portraits the KPIs on fixing bugs or refactoring areas of code – Reducing the number of bugs and making sure that each future bug will be easier to solve
  • After performance improvement look not only at the technical KPI (f.e. response time, but also on the user impact KPI (f.e. amount of searches)

 

Complexity and Independence

Plays a significant part on core projects in the domain together with others.

Behaviors

  • Understands and improves the ecosystem and architecture of areas they work on
  • Helps manage the domains complexity by handling complex areas themselves
  • Creates new end to end features with a known stack and architecture
  • Fluent in multiple main areas of the domain

Examples

  • Identifies problematic tasks, raises flags in advance and gets the help they need to do it
  • Suggests and implements actions to meet the iteration plan
  • Handles most of the incidents in the domain from end to end, independently
Professional Skills and Craftsmanship

A domain’s builder. Adds end-to-end flows, with full craftsmanship ownership and has good grasp on our core technologies, works with others on big projects

Behaviors:

  • Delivers simple end-to-end flows in the domain and leads their architecture
  • Takes a part in the design of the feature, and fully accountable for the craftsmanship of the solution
  • Discuss solutions while talking the craftsmanship-language
  • Can use our tech stack to complete the required workflows
  • Takes part in the on-call round

Examples:

  • Executes a/b tests end to end (understands the populations, traffic size, analyzes results and shares insights)
  • Plans and estimates their tasks independently while knowing when they need to consult with the team
  • Writes maintainable code on their own
  • Manages the risk of their own features, and delivers with confidence
  • Performs code reviews according to set standards in scoped areas
  • Understands all lines of their code, has an understanding of the underlying flows happening when their code is running
Collaboration and Communication

Proactive communicator, highly collaborative in the team. Uses communication as means to success

Behaviors:

  • Communicates problem in a positive and constructive manner, bottom line first
  • Raises flags on time, while providing different possible solutions. Proactively requests assistance from their peers to succeed
  • Communicates verbally and in written, interact with feedback from the company on their tasks in an efficient manner (captain logs), can follow up on the feedback independently while consulting with other team members
  • Can provide higher context to a conversation, detect when context is missing/not aligned and request for it
  • Can communicate on the task level with all of the relevant domain members (Product, Dev, Design). Communicate the right amount of information at the right time
  • Contributes to the aggregation of knowledge in the team

Examples:

  • Publishes Captain’s Logs and Iteration Summaries
  • Initiates task preparations sessions and grooming with the relevant domain members on their tasks (CS, Product, UX, Analyst, etc..)
  • Writing wikis or giving tech talks
Culture and Maturity
Highly aligned with the company’s culture and practices it in the day to day                                                                            

Behaviors:

  • Takes full ownership and accountability on all aspects of their project, including other’s work and legacy
  • Supports others, promotes mutual help
  • Focuses on the core, and reaches outward for extra impact
  • Cares about the bigger picture, assumes best intentions. It’s not about me
  • Manages to take feedback to grow and improve, from real world sources (users, other departments etc.)
  • Practicing ‘can do’ approach, focuses on how to achieve the goal before the obstacles
  • Avoids silos and collaborates with other teams

Examples:

  • Converts Voice of customers feedback to actionable task
  • Will strive to take tasks from the backlog proactively
  • Yes first to a request from peers in the company
  • Being a context buddy for a small project
  • Celebrates other’s success – happy to see others succeed inside their own core responsibility

Experienced Software Engineer

Professional Path
Impact

Project focal point, leads a project to completion whilst monitoring data to ensure impact is achieved. Understands the reasoning behind the project and is able to initiate pivot moves and find creative solutions to ensure the desired outcome and maximize impact. May lead additional developers within the project. On each Q, able to lead a vector or participate in a domain of the group that has a major effect on the company goals. Owns team success and failure

Behaviors:

  • Finds creative ways to get their goals done, while contemplating alternatives based on the best ROI at the time of the decision
  • Independently creates a plan and makes the necessary adjustments on the go. Reacts on results, on time. Learns from mistakes and applies them to future tasks
  • Leads big projects within the domains world with major impact on the company
  • Adds content and prioritizes on a quarterly level to maximise their impact
  • Drives others in the vector to take actions and maximize their impact by providing guidance and focus

Examples:

  • Deployed a feature, followed up on the adoption number. Raised a flag that the feature is not adopted by users, so it doesn’t make sense to focus on the improvements until the adoption will not be understood/fixed
  • Comes up with the suggestions of big feature improvements based on the VOC sessions, the cheeses backlog, analysis of the competitors.
  • Planned and implemented MVP of the feature and proved an affect on the main KPIs of the vector
  • Proactively participate in complex domain handling processes
Complexity and Independence

Leads core projects of the domain while clarifying unknowns and defining priorities.

Behaviors:

  • Quickly learns and gets into complex system-wide areas
  • Fluent in the domain’s architecture and design, understand the internals of the domain tools and flows and proactively improves them
  • Solves complex tasks in the domains core
  • Plans and executes their own iteration in a high standard

Examples:

  • Leads cross-domain task forces, A-Z
Professional Skills and Craftsmanship

A big vector engine, adds complex end-to-end flows, leads projects and acts as mentor and go-to person in key craftsmanship aspects creating a halo effect on the team

Behaviors:

  • Delivers new and complex end-to-end flows in the domain, leading meaningful projects’ architecture that changes how we do things
  • Holds advanced knowledge in all key technologies of the domain. Fluent in all technologies, with the nuances, avoiding pit-falls
  • Weighs in a set of solutions, understands the tradeoffs and selects a scalable solution that is also maintainable and not “just works”. Proposes creative solutions, and great technical ideas
  • Knows how flows work on the domain-level, doesn’t have a lot of black boxes in the domain in terms of knowledge
  • Leave their code better then when they got it, refactors on the move.(boy/girl scout rule)

Examples:

  • Plans projects with multiple participants, considering also the tasks of their peers. Sets milestones for their projects, spreading a feature to phases. Manages a big project’s roadmap and beat
  • Independently plans A/B tests, defines KPIs, goals and engine heat metrics
  • Proposes alternatives to the UX of a feature to improve the craftsmanship level
  • Go-to person for incidents in their domain
  • Performs critical code reviews incorporating security aspects and risk management, impact on core components and infrastructure elements while providing a deeper perspective
  • Challenges the existing solutions and raise problems
  • Helps onboarding others on the technical stack and on how to break down their own tasks
Collaboration and Communication

Backbone of the team communication, identifies lack of communication and creates it. Solves conflicts in their immediate environment (Team/domain)

Behaviors:

  • Communicates their progress in a clear and methodical way, loops back on goals
  • Detects conflicts in communication, analyses the root cause and creates turnover in the communication method that leads to a positive outcome within the team
  • Communicates with different levels of details based on an understanding of the current situation while providing context when needed
  • Communicates feedback in a constructive and engaging way
  • Receives feedback and makes it their own, being able to repeat the essence as if it came from them. Can generalize specific points to a larger message or behavior
  • Identifies knowledge gaps on the domain level, and fulfills it in the right way

Examples:

  • Leading the daily updates and making them concise and effective
  • Takes part in preparing and presenting parts of kickoffs/syncs/summaries
  • Contributes to customer calls, proactive asking for feedback and communicating actions and timelines
  • In a complex task, bring the relevant people to a room and continuously works to create context and to resolve
  • Communicates different alternatives while using our language (craftsmanship) and well-constructed arguments and facts and with a clear narrative (not: “I think it’s a good idea”)
  • Creates new knowledge base articles for gaps in the team, training sessions and brainstorms
Culture and Maturity

Communicates and drives the company’s culture in the team.

Behaviors:

  • Founder approach – become a safety net in the domain, cares as if it’s their own
  • Acts as a buddy for new employees, manifests mondays culture and values in an accessible level for new joiners
  • Feels responsible for all of the team projects
  • Inspires the team with a ‘can do’ approach, focuses on how to achieve the goal and not on if we can achieve them. Winner state of mind
  • Silos breaker
  • Learns from successes and failures, manage to get the learnings in respect to our culture

Examples:

  • Will push a feature forward and fight for time to make sure it is impactful 
  • No one else’s problem – Care’s about problems that are not in their core, and acts 
  • Successful solve DOD from other projects in the group 
  • Implicate and uses insights from previous team retrospectives 
  • Peers naturally approach them for domain questions 
  • Looks from the optimum perspective, it’s not about finishing the feature nor clearing the backlog – it’s about doing what makes an impact on the domain

Senior Software Engineer

Professional Path
Impact

Full domain ownership. Leading all the aspects of their domain –  execution, planning, quality – for various features owned by them and by other team members. On each Q, able to lead the domain or participate in company activities that have a major effect on the company goals. Owns domain success and failure.

Behaviors:

  • Proactively challenges the domain activities, helps others to modify their plans to be more impactful. Influences the domain goals for the Q
  • Initiates activities that help others to maximize their short and long term impact
  • Can identify, solve and optimize undefined problems driven by the impact of the issue
  • Understands the root cause of the issue and proactively solves it, instead of healing symptoms
  • Recognizes cross-domain opportunities
  • Triggers actions, which will transform to the long term impact

Examples:

  • Introduces the new process in the domain, which reduces the amount of DoDs by 10%
  • Improves dev environment loading time by 50%, which saves 1 day of work for the whole R&D per month
  • Reduces the amount of meetings / shorten existing ones by introducing a new process to sync offline
  • Over the quarter initiates and delivers features, which directly affected the domain’s KPI
  • Solves the root cause for a big amount of DoDs, which will save 1 day of DoD per month
  • Proactively participates in complex company level incidents handling processes
Complexity and Independence

Key focal point for problem solving inside the domain. Holds the domains’ complexity and manages to support and mentor others in the day-to-day.

Behaviors:

  • Proactively finds major opportunities in the domain, plans and executes them, themselves or with other people
  • Works on the domain’s most complex challenges
  • Mentors teammates on large projects
  • Go-to person for the entire R&D in the domain’s tools and stack

Examples:

  • Finds critical new problems in the domain’s area and triggers actions to solve them
  • Reviewer for complex and dangerous PRs in the domain
  • Does high standard tech talks for the entire R&D
  • A critical part of the team’s daily, helping the team maximize its performance
Professional Skills and Craftsmanship

A domain’s engine. Helps others, identifies trends and initiates improvements, and has a Halo effect to the domain. Leading the domain’s architecture, craftsmanship and technical stack and standards.

Behaviors:

  • Hold a holistic view of the domain’s craftsmanship, know the weak spots of the domain and give constant feedback to others to encourage improvement and take significant actions by themselves
  • Helps others in breaking down tasks, architecture decisions, learning about the domain technologies, avoiding pit-falls, clarifying issues, reaching craftsmanship decisions
  • Can detect pitfalls and extreme edge cases, navigates the solution to a correct pin point of the core and makes sure its sustainable and extensible in the future
  • Excels in identifying dependencies and risk management and as result is Involved in dangerous releases and leads domain release plans

Examples:

  • Able to go into the seemingly unsolvable, opens dead ends
  • Go-to person on all issues in the domain, and some core technological stack
  • Detects trends and recurring issues in code reviews, task breakdowns and all of the above, and initiates actions to ramp up the domain
  • Introduces new methods and best practices from past experiences and external references
Collaboration and Communication

Generic communicator, narrative builder and connects the domain with external interfaces. Acts as an interface for the domain

Behaviors:

  • Consistently contributes meaningful and actionable feedback on diverse topics that is translated to actions and results
  • Takes complex feedback from multiple sources, processes it and creates it into their own message with their own arguments
  • Detects areas with non effective communication and suggest alternatives for improvement. Resolves communication conflicts between domains
  • Can build and communicate a narrative, verbally and in written, from scratch, and engage stakeholders with a new goal
  • Communicates with all types of disciplines from the company, and adjust their message according to different people

Examples:

  • Can represent the company externally in conferences, webinars, external partners etc
  • People always look for their feedback, positive and constructive
  • Translates feedback from kickoffs and Q summaries into actions
  • Can build a kickoff or part of it, can start new initiatives in the domain and convince stake-holders to invest their time in this
Culture and Maturity

A culture influencer, accountable for the culture in their domain and influences other domains.

Behaviors:

  • Proactively identifies and solves cultural issues in the domain
  • Rock-solid behavior on crisis events, proactively engages others to create a positive and engaging atmosphere 
  • Takes steps that drive others to take actions to improve our culture 
  • Engage with the community and shares the knowledge externally  
  • Knows to empathize with a challenged colleague’s situation and assist in bridging the gap 
  • Inspires people outside of their domain with a ‘can do’ approach, focuses on how to achieve the goal before the obstacles

Examples:

  • Working effectively in a major production failure which requires multiple disciplines to resolve and communicates with the rest of the stakeholders in a calming manner 
  • Drive events such as hackathons, training days, etc.
  • Facilitate a professional meetup for industry leaders 
  • Contributes to open source projects 
  • Has the ability to bring themselves out of the bottom – raise the energy after failure 

Tech Lead

Professional Path
Impact

Consistent unique impact through engineering. Uses tech superpowers to drive efforts that have a significant impact on the R&D and the company, consistently.

Behaviors:

  • Functions as a seed for new efforts that requires laying deep tech foundations, a unique design and/or massive amount of work
  • Triggers and drives our tech evolution steps before we break in a way that improves our product and engineers day to day
  • Help others with finding creative solutions to technical problems in a way that maximizes their impact
  • Highly productive, manage to deliver significant progress, consistently
  • Solves problems that most others can’t, ones that were assumed as “impossible to crack” – makes things happen
  • Have a great halo effect that translates to people growth, drives deep technical understanding, standards improvements and better focus on the most impactful points in every team/project he’s part of
  • Impacts other domains on the day to day basis, a go to person in various areas in the system, drives cross domain efforts

Examples:

  • Creating the first version of the dashboards, allowing everyone in the R&D adding new widgets on top of it with a very short ramp up. ,
  • Changing the usage of immutable JS to plain JS objects to improve performance in the client, making the changes throughout the system and defining new best practices around it
  • Changing our redux store structure to accommodate multiple board vies for the search everything feature
  • Helping other teams with elastic search queries, which afterwards everyone of the team learned principles for performant and well structured queries that stayed in the domain since
  • Cracking how to draw the boards on the mobile app
Complexity and Independence

Holds the complexity of either multiple domains with a common area, or a domain with deep or very high complexity. Enabler of key projects, champion of the engineering excellence and the architecture of their domain.

Behaviors:

  • Leads a technical design of large and complex efforts. Breaks down into concerns and areas of volatility, provides high-level solutions, and hands it off to the team
  • Tackles the most complex challenges in the building of a project or production incidents
  • Leads the research in new efforts within their domain
  • Reduces complexity, makes complex and difficult tasks achievable and down to earth

Examples:

  • Leads ongoing production incidents of high complexity, giving first-response mitigation, and analyzes and performs long term solutions
  • Researches a new area of the domain, builds knowledge, and train others
Professional Skills and Craftsmanship

Professional anchor of a group or a technical domain

Behaviors:

  • Integral part in defining the group’s technological vision and system architecture
  • Detects technical opportunities and gaps in the group level, and leads handling them.
  • Holds deep technical specialization at an industry level
  • Provides technical guidance in specific areas
  • Ramps up on new technology fast and independently
  • Able to independently perform deep massive changes with speed while maintaining high quality

Examples:

  • Lead commando forces in the group that seed new 0-1 projects
  • Involved in key long term technical decisions
  • Go-to person for the R&D on specific areas
  • Successfully leads cross-r&d complex projects, risky upgrades etc.
  • Gets to the root cause of complex issues by systematic deconstruction of problems and excellent debugging skills
  • Independently cracks complex product and craftsmanship challenges
Collaboration and Communication
R&D wide communication engine driver

Behaviors:

  • Stakeholders management – can effectively communicate and set expectations with multiple stakeholders across the organization over a predefined goal
  • Brings tensions to the surface, helps to resolve conflicts and produces a positive outcome

Examples:

  • Leads a cross R&D professional community
  • Bridge gaps between stakeholders in complex projects in an engaging way.
Culture and Maturity
Drives the monday culture within their group, by their day to day actions and behaviors. Being a role model to others

Behaviors:

  • Drives strong enthusiasm and a ‘can do’ attitude to achieving results for employees – creating a winner state of mind
  • Promotes monday’s culture in their day to day actions and decisions, sets an example in their actions that promotes our core values and principles
  • Recognize and put emphasis on actions that drive our culture
  • A builder, sets standards by examples and actions. Takes mundane and everyday tasks and manage to make “gold out of them” in a way that affects others perception
  • Respects differences and similarities; taking the time to understand the viewpoints of others

Examples:

  • Challenge a decision to postpone feature based on complexity
  • Taking a code cleanup task in which they find a common issue in the way we load CSS that eventually leads to performance boost and a new best practice on loading CSS
  • Asks ‘what we can achieve tomorrow’
  • Stop a negative heated discussion and remind people what are the goals
  • Jump into issues from other domain without considering the lack of knowledge

Senior Tech Lead

Professional Path
Impact

Lead the engineering group to make an impact in every project they do through integrating or implementing the right frameworks, and processes

Behaviors:

  • Shapes our tech culture and defines new principles and methods that are adopted to the day to day in the R&D
  • Solving R&D issues end to end with a full ecosystem (deep understanding of the problem, cracking a solution, rollout, documentation, follow up till it’s 100%)
  • Share monday practices and solutions to the outside world
  • Manages to be the one who fills major gaps in the R&D level, regardless to the type of the task. Can solve any problem in any domain, regardless to its extent, complexity, etc.

Examples:

  • When doing infra changes in production, we coined the phrase “risk free” which means we want to have mechanisms to insure customers are not affected by a change like upgrading Rails version
  • Contributing to open-source, meetups that makes others adopt them, blog posts that many people
Complexity and Independence

Makes significant advancements in our technology and abilities as R&D and product.

Behaviors:

  • Can handle very complex challenges independently, breaking walls with near zero guidance, independently
  • Designs and executes major architecture or technology changes that affect the entire ecosystem in the R&D or the product
  • Can perform complex long term planning that are derived from the technical design, including identifying key personnel and team structures

Examples:

  • Carry out projects such as multi-region and micro frontends
Professional Skills and Craftsmanship

Professional anchor of a cross-domain area, has major influence on practices, go-to for multiple teams across the R&D.

Behaviors:

  • Holds technical expertise that impacts multiple groups
  • Safety net for owner-less projects and forums – has context and can dive right in
  • Brings deep knowledge from other disciplines (product/business…) into their group
  • Identifies R&D-level health gaps and initiates solutions

Examples:

  • Leads commando forces in the R&D that seed new 0-1 projects – those may become new groups
  • Involved in major system architecture changes in their area of expertise
  • Raises cross-group craftsmanship gaps and suggests holistic solutions
  • Participates in critical system incidents and leads solutions
Collaboration and Communication
Binds R&D members into a shared goal                                                                                                                                     

Behaviors:

  • Creates effective work relationships with people in the company with diverse personalities and skills
  • Can independently communicate with different stakeholders in the organization and create alignment around the decisions and course of actions in their project
  • Can communicate a complex message and set the expectations within multiple stakeholders in the company

Examples:

  • Own on a cross company sync on a top line project
  • Pulls in other departments outside of the builders such as legal, finance
  • Detecting opportunities for team growth by pairing people together, assigning the right projects to the right people etc. Detects and trigger actions in regards to the team’s health
Culture and Maturity
Drives the monday culture within the R&D, leads by example. Being an R&D role model                               

Behaviors:

  • Evaluates own performance and takes responsibility for the outcomes of decisions made in their domain
  • Recognizes points that requires interference and manages to get to the root cause and drive a resolution in the R&D
  • Responsible also for the success on non-direct reports from other disciplines
  • Create and engage with a clear mission statement
  • Drives impact driven development in their actions
  • No task is beneath them, prioritize tasks according to their impact and not according to their “sexyness”. Makes everyone understand how important these tasks are

Examples:

  • Considering the optimal assignments of new people in the R&D level Seeing that other domain is in a difficult state and thinking about the possible solutions, as if this is your domain
  • Accountable for the team continues learning and apply insights from retrospectives
  • Accountable for a cross team alignment on their team insights
  • Has the maturity to choose the right solution while seeing the full picture over choosing the coolest option

Staff Software Engineer

Professional Path
Impact

Make a consistent unique impact through engineering. Brings the whole engineering of the company to a new level. Growing the next generation of tech leads. In charge of the most complex and impactful parts of the system/projects/products.

Behaviors:

  • Brings direct exceptional impact to the business by themselves, by leading significant projects & efforts
  • Leads the major parts of the system’s architecture and escorts the development according to it, proactively makes it better
  • Identifies and establishes new landscapes and playgrounds for the entire R&D to get impact from
  • Cross R&D mentorship on the top most challenging and impactful efforts
  • Brings unique value for multiple domains in across disciplines – Dev, Product & Design
  • Mentors other tech leads, taking them for their next levels and multiply their impact
  • Identifies our next most critical cross R&D challenges. Finds solutions and implements them together with different teams in the R&D
  • Fins creative solutions that allows others to make exceptional progress in their projects

Examples:

  • Go to person for the most crucial parts of the system
  • Initiates and starts development of the new product/project/direction
  • Organizes and leads technical sessions, lectures, workshops
  • Designs the solution for significant improvement of the overall system performance/security/stability
  • Builds the columns infrastructure which solves the common issues once and allows people to concentrate on their domain’s content
  • Participates in all serious production and security incidents
Complexity and Independence

Makes product and company-wide quantum leaps. Makes non-linear advancements and opens up the next steps in evolution.

Behaviors:

  • Independently scopes, designs, and delivers solutions for large, complex challenges that involve multiple groups or affects wide areas in the R&D
  • Versatile in their skills, gets into complex areas with an exceptional learning curve. Becomes a specialist in a field, fast and independently
  • Deep understanding of engineering concepts and technologies, knows how systems and different programming languages work and manages to apply this knowledge in their day-to-day actions
  • Organically involved in all of our strategic projects, the ones that lay foundations for the future
  • Applies a wide range of context in their considerations, is able to play different roles in the discussion, and easily jumps between low and high-level

Examples:

  • Leads the multi-region project from A-Z, while taking into consideration all the aspects – security, maintainability, overall complexity to the R&D, business-oriented planning and more
  • Becomes a client-side expert, acquiring deep understanding of how browsers work, Javascript internals in a matter of months
  • Criticizes and offers creative architecture for the restructure of our permissions management in the system
Professional Skills and Craftsmanship

Professional anchor of the entire R&D, creates holistic impact and vision.

Behaviors:

  • Dives into any technical area and creates 10x wherever they land in the R&D
  • Identifies future challenges and addresses them in advance 
  • Builds and defines craftsmanship guidelines in the R&D level
  • Elevates the entire R&D professional level
  • Challenges practices and paradigms in other disciplines of the group (product/business…)
  • Proactively introduces industry solutions and concepts to solve R&D challenges

Examples:

  • Leader of R&D Guilds (like quality, cheese, security etc.)
  • Seed of innovative technological and product solutions
  • Involved in strategic technical design reviews and brings the high-level architecture perspective and risk management
Collaboration and Communication

Challenges and Defines the way people connect in the company                                                                                                                               

Behaviors:

  • Initiate and define cross R&D ongoing collaboration efforts
  • Can convey non popular opinions in a sincere way with the appropriate context and framing
  • Build methods and tools for communication, mentors managers on building inspiring and engaging messages 

Examples:

  • Initiates a task force to improve quality across the R&D
  • Identifies inefficient forums and redefines the structure
Culture and Maturity
Shares the responsibility to drive the builder’s culture. Proactively initiates opportunities to affect builders within the company

Behaviors:

  • Creates a unique organizational culture. The ability to trigger and drive changes in who we are and how we work
  • Recognizes points that requires interference and manages to get to the root cause and drive a resolution in the R&D
  • Proactively builds context and take actions in order to be up to date with what other groups are working on
  • Manages to challenge their own decisions
  • Drives actions that create a clear mission statement and manage to translate it to KPIs and goals in an engaging way. One that drives from deep understanding of the “why” by everyone in the team
  • Creates a trade-offs discussion in choosing new technologies, uses the right arguments and ignoring noises

Examples:

  • Take active part in cross R&D events (pre-planning, scale review, …), syncing with other group leads
  • Create a roadmap motivation presentation to onboard the team for the Q plan

R&D Team Lead

Professional Path
Impact

Drives the impact driven approach in the team, makes every iteration count and that everyone works on the most impactful tasks. Manages to inspire their team through planning, context building and setting aspirational goals .

Behaviors:

  • Creates an execution beat and leads the delivery of impactful content with their team, consistently.
  • Responds to changes in an effective and frictionless way and manages to push boundaries in creative ways, even in pressured times.
  • Actively builds context that allows everyone in the team to make decisions in a way that maximizes impact.
  • Celebrates impact, gives recognition to actions that matters based on their impact on the “real world”
  • Creates an inspiring and impact focused plan, with the right level of guidance and in a way that creates a setup for people to excel.

Examples:

  • Prepare the roadmap together with product and design to engage the team to discuss what is the biggest opportunity and how much impact it will have on the company and the customers
  • Plan iteration retros that focus on parts that need improvements and build together with the team, a list of action items to address in upcoming iterations
  • For every iteration, decide together the expected goals with the team and create transparency of achieving it
  • Evaluate the current roadmap to identify and adjust when major pain points/goals are not addressed. Stop the current roadmap and act to change it together with the team
  • Create dashboards for iterations and plannings to promote transparency and help identify gaps between planning and execution
Complexity and Independence

Holds the entire team complexity from end to end Can provide solutions and guidance on all aspects within the domainTypically leads an entire domain within a group, typically up to 6 engineers

Behaviors:

  • Controls the domain’s material with details, has the right knowledge and ability to drive delivery of high-quality results of their team
  • Understand all aspects in the domain and manages to set a standard in every aspect – tech, business, product, craftsmanship
  • Manage to fill any gaps in the team level (including other functions, like Product, Design, or Analyst) to keep the domain effectively working
  • Go-to person in every aspect and is able to provide guidance and insights in every area under the domain

Examples:

  • Guides the full forms implementation, manages to provide insights about the technical design and ways to ensure quality
  • Can explain the motivations behind the design of notifications aggregation
  • Conducts a sync meeting 
  • Can plan a quarter roadmap, accounting for dependencies and pitfalls, analyze risks and complexities and build a setup for the execution
Professional Skills and Craftsmanship

Holistic team management and leadership of an entire domain in a group

Behaviors:

  • Setting and tracking professional level,engineering standards – quality, architecture, craftsmanship and production health
  • Getting to exceptional performance by leveraging engineering creativity, finding solutions that makes 10x progress
  • Creates a consistent, predictable beat of deliverables, that improves over time
  • Defines and leads team methodologies & ceremonies effectively
  • Provides the right level of guidance and technical mentorship for people that maximize personal growth and productivity

Examples:

  • Performs code reviews and product reviews according to set professional standards and craftsmanship principals.
  • Sets engineering kpis and goals that allow the domain to keep improving its health
  • Takes full ownership over consistent execution of the teams’ processes and work methods from the R&D’s happy path. Makes the necessary adjustments to keep them productive and well suited for the team
  • Retrospectives creates meaningful and open discussion with insights that are being taken into the day to day and are not repeating over time (the team is open and improves over time)
  • Dailies, tech talks, quality management, production incidents reports are implemented and provide actual value
  • Chooses the right onboarding tasks that maximize the setup for success for new employees, and bring them quickly up to speed with the technological stack happy path
  • Independently translates Q plan into inspirational well-understood plans
Collaboration and Communication

Team communication engine. Leads discussions by sharing clear and concise intents.

Behaviors:

  • Creates a safe place to talk – any idea or comment can be heard 
  • Communicating clearly the intent behind their actions 
  • Listen more than talk. Leads conversations by asking questions and creates discussions between all team members 
  • Establish trust & honesty in personal communication channels 
  • Keep all team members aligned with others work by creating sharing environment

Examples:

  • Stakeholders management – can effectively communicate and set expectations with multiple stakeholders across the organization over a predefined goal
  • Leads the domain ceremonies and creates discussion with all team members
  • giving constant feedback to team members (daily weekly, 1:1, etc.) 
  • Detecting opportunities for team growth by pairing people together, assigning the right projects to the right people, etc. Detects and trigger actions in regards to the team’s health
  • Builds a synergetic, in culture, diverse team that is capable of its day-to-day challenges
  • Builds the context for the team and pinpoints on important events, both positive and negative
  • Deals with disputes between team members, help them to solve it in an engaging way. Creates opportunities for “team time” – like events
  • Giving feedback on a daily basis. Every employee has a clear personal development plan and goals that are being addressed in the day-to-day. People in the team progress over time, at a great pace
  • Giving recognition for achievements/gives  constructive feedback that emphasizes principles that help others to understand how to replicate/avoid it
Culture and Maturity
Accountable for creating and driving culture manifestation within a team.                                                                     

Behaviors:

  • Drives strong enthusiasm and a ‘can do’ attitude to achieving results for employees – creating a winner state of mind
  • Promotes monday’s culture in their day to day actions and decisions, sets an example in their actions that promotes our core values and principles
  • Recognize and put emphasis on actions that drive our culture
  • A builder first, sets standards by example
  • Creates an halo effect in the team – perceived as an excellent, winner and encourage other to be up to their level
  • Respects differences and similarities; taking the time to understand the viewpoints of others
  • Brings tensions to the surface, helps to resolve conflicts and produces a positive outcome
  • Involve impact driven consideration in the team level

Examples:

  • Challenge a decision to postpone feature based on complexity
  • Asks ‘what we can achieve tomorrow’
  • Stop a negative heated discussion and remind people what are the goals
  • When things go bad will provide the truth but share the burden on how to grow from it

Senior R&D Team Lead

Professional Path
Impact

Leads the impact driven approach in multiple domains. Consistently pushes for exceptionally impactful results.

Behaviors:

  • Generates new ideas, opportunities and innovations to drive continuous improvement and sustainable growth
  • Creates an impact-driven state of mind, that embraces changes and speed. Finds creative ways to meet exceptional goals (30 columns in a month)
  • The team meets all its key goals, consistently, regardless of the circumstances. Creating a major and noticeable impact every Q.
  • Consistently follows through and delivers on even difficult commitments, and challenges those who do not
  • Accountable for maximizing impact in their team and other teams in the group, find the right places to intervene on the day today
  • Identifies and leads the biggest product opportunities and promotes them within the group while keeping everyone engaged.

Examples:

  • Looking at the data and identifying the performance issue that affects the usage and building a solution together with a team to solve it
  • Creating a 30 columns over new board within a month
  • Every single board meeting presentation contains at least one slide of “wow” feature done by team
  • Improve quality process and promotes it within whole RnD
  • Leading Login improvement effort across the teams (ios + android + framework)
  • Recognizing platform code as a bottle-neck in the mobile development process and taking proactive steps to build confidence within a team to learn and make changes according to their needs
  • In BoardsCore every member leads the domain vertical
  • Creating Resource Allocation MVP in 3 days hackathon and delivirying it’s to real customers
Complexity and Independence

Typically leads multiple efforts concurrently / owner of an extremely complex world in a group or directly in the R&D, typically up to 12 engineers
Can also lead (formal/informal) non R&D functions.More details

Behaviors:

  • Controls the material of multiple/complex domains, manages to stay up to date and in control of the details and provide professional value in the day to day
  • Manages a diverse set of people, from different backgrounds and cultures. Can cope with profound people challenges (no need to adjust the team to the lead)
  • Onboards and mentors other functions in the domain
  • Goes to technical kickoffs/solution finding discussions and manages to quickly grasp new concepts, even if they’re not in their domain
  • Manages to rise above their domains land. Has a wide context about other domains and cross R&D challenges

Examples:

  • Reassess a project scope and adapt given new information or changes to the original plan
  • Conduct R&D wide activities such as bootcamps, hackathons and technology upgrades
Professional Skills and Craftsmanship

Leads multiple efforts concurrently or an owner of an extremely complex world

Behaviors:

  • Successfully leads cross-domain or cross-technology efforts
  • Serial setting up of new teams (“fast forwarding”)
  • Mentors peer team leaders
  • Creates a synergy between product, dev and design of the team. Take actions that promote all functions in the team
  • Mentors and promotes top talents by providing value (“taking seniors to their next level”)
  • Flattens the low sides of the “sinus” behavior
  • Can act as a professional anchor in technical and craftsmanship areas within the team.

Examples:

  • Creates accelerated growth paths for people, manages to create a constantly challenging and provide support that optimizes talent growth (“seeds factory/monster within 3 months”)
  • Handles frequent setup changes, manages to bring new members up to speed, fast
  • Deals with immediate challenges and changes in their day to day without losing focus on the bigger picture
Collaboration and Communication
Connect beyond the team’s scope and integrate processes company wide

Behaviors:

  • Versatile and can create an effective work relationship with diverse personalities and skills
  • Leads cross R&D initiatives while keeping all members involved and in sync towards common goal
  • Build coherent narratives for cross team goals. Can bring and communicate complex messages towards teams.
  • Can independently communicate with different stakeholders in the organization and create alignment around the decisions and course of actions in their project

Examples:

  • Leads a cross R&D professional community
  • Own on a cross company sync on a top line project
  • Pulls in other departments outside of the builders such as marketing and sales
  • Can communicate the the R&D personal development plan levels to teams
Culture and Maturity

Creates a deep level of maturity both in their direct and non-direct reports. Affects other roles and disciplines inside and outside their domain

Behaviors:

  • Evaluates own performance and takes responsibility for the outcomes of decisions made in their domain
  • Recognizes points that requires interference and manages to get to the root cause and drive a resolution in their team(s)
  • Responsible also for the success on non-direct reports from other disciplines
  • Manage to understand wide view considerations and take actions that puts these consideration in first priority
  • Create and engage with a clear mission statement

Examples:

  • Considering the optimal assignments of new people in the R&D level Seeing that other domain is in a difficult state and thinking about the possible solutions, as if this is your domain
  • Accountable for the team continues learning and applying insights from retrospectives

Group Lead

Professional Path
Impact

Creates an impact-first culture via leadership, inspiration and mentorship within and without the group. Leads the group to deliver meaningful impact, consistently.

Behaviors:

  • Define & refine group core and teams core, proactively puts core first with an extreme level of ownership 
  • “Impact through focus” – defines vision & mission to focus the teams on the “winning picture”. 
  • Builds a wide context and understanding for all people in the group in a way that allows them to take impact-driven decisions in their day to day 
  • Have a good grasp of reality/state of the union, knows to detect “sine” behaviors and take proactive actions in time. 
  • Drives the most impactful direction to ensure success, either personally or by assigning the right person on the job.
  • Owns the “cross-concern”, breaks silos between teams and ensures no ball gets dropped 
  • Introduces clarity, brings high-level/ambiguous concepts to the ground to set clear and ambitious goals 
  • Creates a predictable group-level beat and drives delivery goals 
  • “Impact through others” – manager of managers/leaders, amplifies impact via mentoring, directing and training; sees a “bigger picture” and ensures inbound and outbound context is shared 
  • Has the right knowledge and ability to be very effective and deliver high quality results 
  • Drives impact through team building (planning, setting goals, setting vibe/atmosphere, creating culture etc.) 
  • “Rocks the boat” to introduce growth inducing friction 
  • Identify cross company opportunities and ensure alignment towards the optimal goal, drives company/product wide initiatives 

Examples:

  • Create concrete Q goals based on the company strategy and product vectors with a clear definition of success.
  • Recognizes opportunities to optimize processes, at all levels (team, group, R&D, company)
  • Detects setbacks in the processes or daily conduct by deep diving and getting his hands dirty, when needed
  • Setting “traps” for projects that allow a “10x” thinking and focus on the impact.
  • Creates a setup where people are empowered and makes more impact as time passes by.
Complexity and Independence

A manager of managers, leads multiple teams with a shared goal. Fully accountable for the entire group activities.

Behaviors:

  • Transforming company vision into group-level Q goals, and working with group leadership to transform those into a coherent inspiring plan.
  • Controls the right level of details, knows the material in the different teams.
  • Mentors and guides managers and team members on every domain in the group and on every aspect: tech, craftsmanship, design, etc.
  • Controls the architecture and is familiar with the code.
  • Builds context and practical guidance to the leaders and members of the group which allows them to work independently (“loosely coupled, highly aligned”).
  • Proactively reduces the group’s complexity through tech, processes and focus. Setup controls and monitors it regularly, plans and executes a long-term strategy with key actions for coping with the constantly growing complexity as we scale.
  • Proactively take actions to build their understanding of the R&D, Builders and Company (take full ownership over their own context)

Examples:

  • Participates in architecture and design meetings and adds concrete value from their wide understanding of the group and general architecture
  • Facilitates a bi-weekly group meeting in which a wider context is being shared with the group
  • Trigger a change in the architecture of the system to handle the rising scale
  • Promotes controls and breaks to increase ongoing engineering health and excellence
  • Works with colleagues from other departments to align on the roles and responsibilities to create clarity and to keep each side focused on their core
Professional Skills and Craftsmanship

A manager of managers, leads the technology of multiple teams with a shared goal.

Behaviors:

  • Builds the high-level narrative which brings all group members towards a shared goal
  • Drives to an engineering excellence atmosphere. Accountable for the professional level of group members and the professional standards for the group’s land
  • Accountable for the group’s technological direction, selection of tech-stack and tools, architecture, etc.
  • Keeps a high-level view and ensures that all group members are focused on the goals
  • Creates a culture and reality of constant learning in a structured and consistent manner. 
  • Identifying group level professional gaps, trigger actions that drive improvement with tech excellence in mind
  • Identifies and helps to solve beat and execution gaps within the group
  • Recruits and builds a team with a diverse set of skills, that allows the group to meet its goals, both short and long term.
  • Oversees and mentors the team and tech leaders on the professional development plans they build for the team. Ensures each person in the group is in a setup that drives to personal development.

Examples:

  • Creates a beat of ceremonies that promotes the technical level in the group like tech talks, incidents retrospective in the group forum, cross-tems code reviews, etc.
  • Hire, fire and promote in a way that defines the group engineering standards to be excellent.  
  • Initiate concentrated group efforts to address technological or craftsmanship issues (like test coverage hackathon)
  • Leads a strong technical leadership forum within the group, that navigate the group forward in terms of architecture and long term tech vision
Collaboration and Communication

A senior manager and leader in the R&D. As such, proactively promotes positive, effective and respectful communication. Navigate complex and stressful situations in a way that promotes collaboration.

Behaviors:

  • An ambassador of the R&D and the R&D leadership, can represent the R&D perspective, culture, and core values.
  • Promotes a culture of openness and sincere and frequent feedback, where people have the best intentions in mind while providing feedback.
  • Can convey non-popular opinions in a sincere way with the appropriate context and framing, making other people understand the ‘why’.
  • Adjusts the level of details and way of communication-based on who the target audience is. 
  • Proactive about building context, creating feedback points and reporting, to stakeholders and management. Keeps everyone on top of the group’s activities, vision and goals
  • Build methods and tools for communication, mentors managers on building inspiring and engaging messages.
  • A driver of collaboration – both inbound and outbound. Sets an example in their interactions with the team, peers and management.
  • Detects and solves issues in cross R&D/cross department collaboration issues.

Examples:

  • Leads cross-domain efforts by communicating clear and inspiring goals, not because of authority
  • Provide constructive and actionable feedback to a colleague in an engaging way, one that makes the feedback wanted and actionable
  • Detects an issue with the role definition of the CXS in the domains and work in collaboration with CS to make it clear
  • Can communicate conflicts about assignments of new people in an engaging why, while creating the needed context for their peers
  • Communicates delays and changes in plans to stakeholders in a structured and engaging way
Culture and Maturity
Accountable to create a micro-organization that preserves and improves the monday culture while creating their own unique culture. Shares the responsibility to drive the R&D culture

Behaviors:

  • A builder’s state of mind. Controls the details. Don’t just manage their team from the “high level” but get their hands dirty. Brings a contagious “can-do” approach to the day to day and drives a winner state of mind
  • Creates a unique organizational culture. Trigger and drive changes in who we are and how we work in order to keep the monday culture intact as we grow
  • Take monday values into practice in the group’s day-to-day. Transparent and inclusive in the way he operates, creates a strong sense of ‘We’ rather than ‘I’
  • Puts our users in the center, relentless about building the ‘best product’, one that makes our users succeed with their challenges
  • Creates tools and setup that empowers others to take decisions, independently, while getting feedback from the real world. 
  • Recognizes points that require interference and manages to get to the root cause and drive a resolution in the R&D
  • Proactively builds context and take actions in order to be up to date with what other groups are working on 
  • Sees all the R&D challenges as their own, acts upon what’s broken
  • Drives actions that create a clear mission statement and manage to translate it to KPIs and goals in an engaging way. One that drives from a deep understanding of the “why” by everyone in the team

Examples:

  • Shares the full picture about things that don’t work and on day-to-day failures in a way that allows others to take part in solving it
  • Holds a group bi-weekly group meeting and explain the full context in a transparent manner, to make sure everyone is included and understands the “why”
  • Takes active part and shapes cross R&D events (pre-planning, scale review, …), syncing with other group leads 
  • Communicates the context for parting ways with an under-performing team member 
  • Creates a roadmap motivation presentation to onboard the team for the Q plan