“The path to mastery starts with humility and a willingness to learn from others.” –Richard Sennett
We are a craft-oriented organization that rewards the pursuit of mastery, so for our consulting talent we use a competency framework to match title and base salary to observed abilities.
As you review our levels, please keep the following in mind:
| Level & Title | 1 – Associate Change Maker | 2 – Change Maker | 3 – Associate Director | 4 – Director | 5 – Associate Principal | 6 – Principal |
|---|---|---|---|---|---|---|
| Base Salary (USD) | $95,000.00 | $116,000.00 | $140,000.00 | $185,000.00 | $215,000.00 | $260,000.00 |
| Utilization Target (% of time expected to work on billable work) | 90% | 80% | 80% | 80% | 70% | 60% |
| Competency: Change Making |
Pioneer and implement a new, unique, and effective approach to organizational change | - Demonstrates recall of the Change Making process after initial training
Displays an active curiosity to learn more about NOBL's process and approach | - Demonstrates the ability to synthesize Orient-phase findings into logical, concise, and clear prose that aids understanding of the organization's goals and barriers
Demonstrates the ability to lead core rhythms (planning, shipping, retros) with confidence, exhibiting knowledge of Change Making's fundamental rituals
Seeks out additional resources on change management and org development to add to existing personal knowledge | - Demonstrates the ability to draft a Change Charter that clearly outlines the intentions for change (including business objectives), hypothesized causes of change resistance, and prioritized interventions
Demonstrates the ability to manage program milestones effectively (always thinking 2-4 weeks out), and brings the team together to adjust when disruptions occur
Demonstrates the ability to keep recurring rhythms (planning, shipping, retros) and deliverables (weeknotes) on time, effective, and always improving based on team and client feedback | - Demonstrates a competent and confident grasp of Change Making (the process, the general theory, differences, and even ambiguities) and can educate others
Demonstrates the ability to design an effective Align phase to bring key decision- and change-makers together to plan the intervention work to come
Demonstrates the ability to architect and coach a Safe to Fail Change Making squad, with periodic consultation and escalation with an AP or above
Demonstrates the ability to draft a proposal/scope of work that leverages NOBL's Change Making to meet client objectives | - Demonstrates the ability to architect and lead a Fail Safe Change Making program
Demonstrates the ability to oversee multiple Safe to Fail squads and advise their NOBL coaches week-to-week
Demonstrates the ability to identify and articulate the bridge between a client’s business (strategic objectives, nature of the work/industry, competitive landscape) and NOBL’s Change Making approach during a business development interaction and throughout an engagement
Demonstrates the ability to effectively manage a Change Making scope of work (manage a timeline, a budget, develop the team, protect a margin target, deliver results)
Demonstrates the ability to sense additional needs for change support within an organization and explore the likelihood of that potential work | - Demonstrates the ability to architect and oversee multiple Change Making programs across an organization
Demonstrates the ability to effectively persuade (i.e., originate and close sales deals with) executive decision-makers to pursue org-wide Change Making programs
Demonstrates the ability to uphold standards of delivery and differentiation for Change Making, on their accounts and across others' accounts (ie advocates for high standards)
Demonstrates the ability to apply Change Making to NOBL internally to lead necessary changes
Demonstrates the ability to bring their teams together at major milestones to generate learnings and suggest meaningful improvements to Change Making as a process and point of differentiation | | Competency: Group Facilitation
Design and orchestrate activities and programs that convene groups to achieve their change intentions and elevate their collective performance | - Demonstrates the ability to take clear and actionable notes in real-time
Demonstrates the ability to take ownership of resource needs (e.g. equipment, materials) and logistic support (e.g. testing tech tools before the session) for the team | - Demonstrates the ability to capture, sort, and mirror back themes in real-time
Demonstrates the ability to facilitate small or straightforward portions of a larger workshop with confidence and success
Demonstrates the ability to develop a draft agenda and run-sheet for client-facing sessions, with senior input and oversight
Demonstrates the ability to draft client-facing session notes after facilitation, with senior oversight
Seeks out additional resources and training on facilitation to add to existing personal knowledge | - Demonstrates the ability to manage the clock and agenda effectively and brings the team together to adjust when disruptions occur
Demonstrates the ability to smoothly transition in and out of lead facilitation with other Bells in front of a client group
Demonstrates the ability to self-evaluate during facilitation and modulate how they show up (e.g. speed, tone, style) in order to positively affect the group's dynamic
Demonstrates the ability to model curiosity and openness, and shows comfort with needed silence
Demonstrates competence and confidence with mid-level and below client groups; able to clearly articulate the agenda, develop personal rapport, and foster psych safety, equity of voices, clarity, and results from the group
Demonstrates the ability to deliver effective praise and encouragement to groups | - Demonstrates the ability to problem-solve logistical and process problems on the fly and adjust plans, delivery modes, and schedules accordingly with others
Demonstrates the ability to architect a series of workshops that are well-connected through a planned experience journey
Demonstrates the ability to architect a day-long experience that manages energy, enthusiasm, and experience successfully
Demonstrates the ability to keenly note interpersonal issues or disengagement among group participants
Demonstrates the ability to address tension, conflict, and even critical feedback successfully with mid-level and below client groups
Demonstrates the ability to prep the NOBL team for any client-facing facilitation by facilitating an internal pre-mortem that includes role definition, material review and refinement, and final review of client outcomes | - Demonstrates the ability to design successful sessions and programs for mid-level and above clients, especially c-suite clients, empathizing with their needs and perspectives effectively; able to clearly articulate the agenda, develop personal rapport, and foster psych safety, equity of voices, clarity, and results from the group
Demonstrates the ability to problem-solve tense interpersonal conflicts and even jarring critical feedback during group sessions; adjusting plans, delivery models, and schedules with the team as needed
Demonstrates the ability to recognize negative behavioral patterns among the group and successfully challenges the group to overcome these patterns together
Demonstrates the ability to facilitate emergent challenges in a group setting (regardless of the original intent of the session or meeting) with minimal to no preparation
Demonstrates the ability to create new, useful, and repeatable tools and activities for use in facilitation | - Demonstrates the ability to design successful sessions and programs for c-level clients and boards, empathizing with their needs and perspectives effectively; able to clearly articulate the agenda, develop personal rapport, and foster psych safety, equity of voices, clarity, and results from the group
Demonstrates the ability to effectively train and develop others in facilitation; and seeks out opportunities for their trial and practice
Demonstrates the ability to navigate the most uncertain, ambiguous, and tense group environments with competence and confidence
Demonstrates the ability to discern what problems/challenges group facilitation can solve and when to pursue alternative solutions or outside help
Demonstrates the ability to edit and simplify our list of tools and facilitation activities to their most potent and repeatable | | Competency: Client Relationship Management
Build valuable, career-long relationships with clients by fostering trust, clarifying intentions, stoking ambitions, and ultimately leading them confidently through change (personal and organizational) | - Consistently delivers what is expected and asked of them
Works in the open (sharing drafts, keeping files accessible and searchable) and in collaborative formats
Demonstrates the ability to compile notes to form a first draft of the recurring weeknote for clients | - Demonstrates the ability to manage multiple complex tasks, communicating well with team members and clients in the process
Demonstrates the ability to introduce NOBL (team, process, philosophy) in a friendly, clear, and compelling way to clients they meet in the work
Demonstrates the ability to capture or map the client's org chart or key stakeholder group and be an internal resource for the rest of the NOBL team
Demonstrates the ability to develop warm rapport and collaboration with key client-side PMs or exec assistants in order to benefit the running of the project | - Demonstrates the ability to develop and manage an overall project plan (with senior help) and communicate it consistently and confidently with/to the client
Demonstrates the ability to adapt to client needs (tone, delivery, etc.) in order to produce better change outcomes
Demonstrates the ability to listen effectively in order to identify additional client pains and opportunities and alert senior NOBL colleagues to additional opportunities
Demonstrates the ability to recognize when a client feels lost in our process and to bring the team together to provide clarity and direction | - Demonstrates the ability to develop trusted coaching/advisor relationships with mid-level client stakeholders that extend beyond the engagement
Demonstrates the ability to lead complex change programs while creating a sense of order, clarity, and progress for key stakeholders
Demonstrates the ability to listen to client needs (existing or potential clients) and articulate back both an inspiring mission and a clear path for change and progress
Demonstrates the ability to coach and advise Directors and below on client relationship management strategies in order to develop their abilities as well as ensure project/program success | - Demonstrates the ability to develop trusted coaching/advisor relationships with VP-level clients that extend beyond existing engagements
Demonstrates the ability to lead and win account growth activities (new business) by leveraging meaningful senior-level client relationships
Demonstrates the ability to successfully lead multiple tracks of work with a client (e.g. fail-safe and safe-to-fail tracks simultaneously) and provide a sense of order, clarity, and progress to key clients
Demonstrates the ability to warmly and deftly navigate disputes between key clients (e.g. two department heads clashing over vision)
Demonstrates an ability to establish new relationships within a client organization and generate interest among new departments and divisions | - Demonstrates the ability to develop trusted coaching/advisor relationships with c-level clients that extend beyond existing engagements
Demonstrates the ability to inspire big ambitions, new missions, or renewed energy among executives, leading to new change efforts
Demonstrates the ability to warmly navigate disputes with clients (legal, experience, etc.) and seek profitable and productive outcomes
Demonstrates the ability to leverage executive relationships in the world to introduce NOBL to other executives
Demonstrates the ability to coach clients to speak publicly about their change efforts (earning them praise and attention) and NOBL's involvement | | Competency: Team Experience
Take personal ownership of our culture and values, holding yourself and others accountable for the behaviors required of our creed, vision, and mission | - Consistently embodies our 5 values (walk our talk, serve change, own the gaps, pursue the craft, and care like a coach)
Actively encourages and rewards our 5 values in others
Demonstrates personal accountability and timely action when transgressions occur
Prioritizes (and holds others accountable for the prioritization of) teaming rituals, feedback, and development | - Consistently embodies our 5 values (walk our talk, serve change, own the gaps, pursue the craft, and care like a coach)
Actively encourages and rewards our 5 values in others
Demonstrates personal accountability and timely action when transgressions occur
Prioritizes (and holds others accountable for the prioritization of) teaming rituals, feedback, and development | - Consistently embodies our 5 values (walk our talk, serve change, own the gaps, pursue the craft, and care like a coach)
Actively encourages and rewards our 5 values in others
Demonstrates personal accountability and timely action when transgressions occur
Prioritizes (and holds others accountable for the prioritization of) teaming rituals, feedback, and development | - Consistently makes team members feel supported in their development goals
Trains and develops others' consulting capability through designing and sharing IP
Trains and develops others' facilitation capability through role modeling, leading, and coaching
Identifies tensions between NOBL business needs, team needs, and client needs and can sometimes articulate what the trade-off should be | - Equally supports the development of team members on an account team
Navigates difficult interpersonal and team-related performance challenges directly and compassionately
Demonstrates the ability to lead and own account team health (or if working with a larger team, raises flags and acts as the early warning system)
Identifies tensions between NOBL business needs, team needs, and client needs, articulates what the trade-off should be and can sometimes execute through to a resolution | - Consistently takes ownership for account team health and action required; able to coach teams to perform well together even when working styles or interpersonal dynamics aren't fully aligned
Effectively develops a team to meet both their development goals and NOBL's organizational strategy and standards
Identifies tensions between NOBL business needs, team needs, and client needs, articulates what the trade-off should be, and executes through to an effective and adaptive resolution |
Because we are a craft-minded organization, evaluating performance is treated as its own discipline–one we also require you to pursue mastery in. Here’s what you should expect, both in semi-annual check-ins and in more routine conversations: