Is There a Levelling Path?

Making sure that there is a clear path for everybody on your team. How much responsibility do they have? Are they owning a programme? Do they have a strategy piece? All these things come into play when you're thinking about levelling and how to grow the scope of someone. I find like the hardest part to articulate in these kinds of structures is, what does it mean for some one to be qotqo gic or like, you know, in a decision making position or something like that? It seems kind of arbitrary. That screans micro management to me. And i don't think we'll pass that yet.