Executive Email Handling Protocol: Difference between revisions
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=General Policy= | =General Policy= | ||
The Executive's main role is serving as the main voice and vision carrier for open source ecology. This includes setting standards for the organization and engaging in conversations related to high-level collaboration and partnerships. Any low-level, on-the-ground activity | The Executive's main role is serving as the main voice and vision carrier for open source ecology. This includes setting standards for the organization and engaging in conversations related to high-level collaboration and partnerships. This is where the executive's forte as the visionary and inspirer is put to the best use towards achieving the goals of Open Source Ecology. Any low-level, on-the-ground activity + communications + management + enforcement related issues needs to be delegated to other team members. | ||
As a growing organization - if OSE does not currently hold the capacity to delegate properly, then those conversations must either be neglected or capacity to engage these conversations must be developer by securing additional resources. The Executive cannot act as both carrier of the vision and enforcer of performance due to an inherent conflict of interest that arises from those 2 roles being carried out by the same person. | |||
=Initial Inquiries= | =Initial Inquiries= | ||
Revision as of 14:31, 1 January 2013
General Policy
The Executive's main role is serving as the main voice and vision carrier for open source ecology. This includes setting standards for the organization and engaging in conversations related to high-level collaboration and partnerships. This is where the executive's forte as the visionary and inspirer is put to the best use towards achieving the goals of Open Source Ecology. Any low-level, on-the-ground activity + communications + management + enforcement related issues needs to be delegated to other team members.
As a growing organization - if OSE does not currently hold the capacity to delegate properly, then those conversations must either be neglected or capacity to engage these conversations must be developer by securing additional resources. The Executive cannot act as both carrier of the vision and enforcer of performance due to an inherent conflict of interest that arises from those 2 roles being carried out by the same person.