What's confidential and who knows what? Salary info is available to leads, People Ops, Finance and Carl/Jarrad Performance discussions happen between leads, People Ops and Carl/Jarrad Leads only have access to

We aim to be transparent on the good and bad. Here we take a look at how and why Status lets a contributor go, known as an involuntary termination. NB: the info here

This guide is aimed at swarm leads supporting a contributor who’s not meeting performance expectations. NB: there are many ways you might go about helping someone in this situation, you might have

NB: We're using the catch-all term Terminations here for the action of ending a contributor's services agreement / employment contract. This can be either initiated by the contributor (e.g. a resignation) or by

How do I measure my team’s performance?As with most of these topics, you’re the expert at what works well for the team, so feel free to implement whatever you see

How do I prepare my team for the DAO?Think about how your swarm could apply for funding via the DAO as a project. Check out examples from other projects using similar structures,

As a lead, you will be having 1:1s with your team members. These guidelines are meant to support you in the process, however, note that they're in no way mandatory. If you're

When a new team member joins (either a new hire or someone joining from another team), they will need your support to get started. This is a general outline of what should happen

General info about how we hire, the process, the tools, and the people involved.

What's the optimum team size? Ideally, teams should be a maximum of 7 people for an optimum balancing of coordination tax and productivity. Beyond that number, consider splitting into smaller sub-teams. Read more:

Swarm performance Continuous improvement (holding retrospectives etc.) Setting, prioritising, tracking and accountability for milestones, team roadmap and deliverables. Make sure there are clear goals for the swarm Responsible for improving the quality and