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At Checkly, a manager's first job is to understand the company strategy and lead from it.
From there, everything comes down to two things:
If you manage managers, you're also responsible for ensuring your managers live up to these expectations with their own teams.
Our 2026 strategy is ‣. That requires focus, speed, and teams that operate with real ownership. None of that works without strong leadership. Managers set the pace, remove the friction, and make it possible for people to do their best work. When management is inconsistent or unclear, teams slow down, talent disengages, and we lose ground.
These expectations exist so every manager at Checkly knows what good looks like, and so every person at Checkly knows what to expect from their manager.
| Expectation | Responsibilities | Outcomes |
|---|---|---|
| Drive results | → Set the right context for direct reports to perform. | |
| → Execute business decisions made by leadership. Challenge decisions in the right room, but once they’re made, own the decisions. | ||
| → Manage performance for your team and part of the business that you are responsible for, proactively inform and escalate concerns to your exec leader. | ||
| → Act as hiring manager for new roles in your team. | Team(s) hit(s) targets | |
| Create clarity | → Communicate business decisions & strategy to your team with context and conviction. | |
| → Write onboarding plans. | ||
| → Drive expected regular meetings (retros, 1:1s, career conversations). | ||
| → Report and give visibility on team performance to the team and to your exec leader. | Direct reports can articulate their priorities, what’s expected of them, and how they’re performing | |
| Generate energy | → Match work to your direct reports’ strengths and career growth areas where possible. | |
| → Make sure your direct reports are engaged (through team meetups, socials, actions from engagement surveys). | ||
| → Ensure direct reports take time off regularly to avoid burnout and test that your team is built so no one is a single point of failure. | eNPS is +50, team sustains performance without burnout |
Think of the People team as Manager Success Managers: Customer Success Manager for managers.
You have a monthly catch-up with someone from the People to