Expectations

• Directors are expected to care about everything.

  • You don’t have to be an expert in everything, you just need to care.

    • Asking “Why” questions is completely reasonable when you feel out of your depth.

  • The idea is that if you care you can push the team to put out their best work and create the best product for their customers.

    • WARG isn’t a business but the terms product and customer are easily extrapolated to our purpose within Team Charter .

• Strive to be respected, not liked, by the team.

  • As director you will need to make difficult calls and your mistakes will have vast consequences.

  • The team is big enough that you cannot please everyone.

• Directors are expected to coordinate the subteam leads to guide the team’s direction whenever possible.

Responsibilities

• Define and behave with WARG’s Culture

  • Inspire & Lead the next generation of great big dreams

  • Maintain the culture space in confluence

  • Behave in compliance with past wisdom given in the culture section

    • Directing infrequent leads socials

• Ensure data handling infrastructure

  • Ensure leads have a sandbox to play in regarding documentation

  • Current state is given in Data Handling

• Help leads resolve engineering and social conflict

  • Provide leadership guidance

  • Provide engineering guidance

• Uphold

  • Propose changes with subteam leads

  • Define the role of different positions at WARG

  • More generally, enforcing and maintaining

• Direct leads meetings

  • Ensure scheduling and execution

  • Ensure optimal meeting minutes are taken and/or taking meeting minutes for leads meeting

  • As of F23 leads meetings should occur once a week

• Direct which projects subteam leads should be pursuing

  • This should of course be done with subteam lead input, and with input from finances.

  • At the end of the day the decision lies on directors

  • Ensure that sub-teams do not start projects without permission!

  • As of F23 this consists of beginning of term sync meetings with subteam leads with sufficient meeting minutes

• Define and follow up on program timelines

  • This should of course be done with subteam lead input

  • Directors will define timelines

  • Directors will check in with subteam leads frequently to assess how projects are going

  • As of F23 this is done via our competition integration sync weekly meetings which directors direct

  • We have been doing termly syncs with every subteam to align on their objectives

• Maintain relations to SDC

  • Meeting with director of SDC

    • there are termly SDC meetings that we must attend, see email for info.

  • Attend mandatory SDC meetings with Graeme and Teertstra and represent WARG

    • Ensure to talk over team stances with subteam leads.

  • For the SDC WARG must have at least one onsite “Team Lead” (we call them Directors) internally so as director you fulfil this role.

  • Ensure the team is satisfying all requirements of

• Assist necessities

  • while leads and members should be orchestrating these, sometimes directors will need to step in

  • these include:

    • securing and preserving funding

    • maintaining recruitment

    • ensure onboarding process for leads and directors is smooth

    • upholding SDC relations

• Actively Maintain leadership team

  • Administrate throughout the term ensuring it is going smoothly and bringing it up at leads meeting

  • Announce to team in #announcements at the start of every term

  • Ensure we have a safety captain (who cannot be the onsite team lead).

  • Ensure we have subteam leads or facilitate ramp down of subteams as a whole.

• Handle

  • While rare, it is a responsibility

• Responsible for scrambling codes

  • See

  • See

  • See