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This document defines what every role is, but you as a person will not solely occupy one of these roles. This is not prescriptive. The world does not conform neatly into separate categories, so you may find yourself partially occupying other roles. This guide helps label and organize the various tasks you may be doing. Some examples would be:
You may be an advisor on WARG, but do some tasks that this document scopes for subteam leads; that is totally reasonable with permission of subteam leads.
If a director wants to do some individual contributor level mechanical task, they become subject to the same reviews and requirements of any other individual contributor.
Subteam leads may do director level tasks, with the permission and/or request of directors.
Directors may delegate tasks for their role out to others. This is not ideal because it forces more responsibility on others, but may occur.
In general, everyone is in WARG to learn, have fun, and as we like to say, “put something great in the sky”. With reference to Team Charter.
Information on evaluating whether someone is a good fit for a role: Skillset Levelling Rubric
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Your scope encompasses the entire team. Your focus is on policy, culture, direction, and integration, and specifically excludes the focus of other roles (unless there is literally no one else to fulfill them, in which case you fill the gap and should prioritize recruiting someone and onboarding them to fill the role).
It is not recommended to spend time on other roles' tasks (project manager, individual contributor) on the team, though you can pick up IC tasks if you’d like, or if necessary. Focus on filling these roles with recruitment and training of suitable members when possible. You have a technical background, but you do not need to understand or design specific components. You make sure that the subteam leads are able to find the people and resources they need.
You host leads meetings, where you discuss administration, programs, resources, and planning. You host director meetings to align the team on culture, policy, & direction. You host or nominate a host of cross-discipline meetings, such as general meetings , which can be socials or subteam demonstrationsor competition syncs, or team socials. You organize integration meetings, where integration of projects are discussed by the project managers and the subteam leads. You organize coordinator meetings for specific tasks that are not part of any single subteam. You make sure projects are making progress. You assign the subteam leads and the directors every term.
You are in communication with and maintain relationships with external organizations such as the SDC, other student design teams, and sponsors. You ensure recruitment is occurring. You make sure the team has the required resources (e.g. financial, physical space, access to UW equipment). You develop administrative procedures and make sure that the subteam leads agree with and understand them. You set the example for the WARG culture. You resolve major negative social incidents.
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