Calibrate role seniority before the search begins

Describe the decisions

List the choices the person makes alone, recommends to others, or escalates. Note how reversible those choices are and how much context is available. A role that follows an established playbook differs from one that must create the playbook amid uncertainty. Decision scope provides a more stable basis for level than an impressive title borrowed from another company.

Measure ambiguity and influence

Ask whether goals and methods are defined, which teams the person must align, and whether they lead through authority or persuasion. Senior work may involve resolving competing priorities and setting direction, but not every cross-functional meeting proves seniority. Identify the specific conflicts and judgments the role will handle rather than adding broad words such as strategic.

Compare internal reference roles

Review roles with similar decision consequence and organisational reach. The goal is coherent expectations, not title uniformity for its own sake. If the proposed role appears more senior than its manager or duplicates another owner, address the design. Also examine whether compensation approval and career paths can support the level being discussed.

Model two viable levels

Write a version at the lower and higher plausible level. Show how outcomes, supervision, authority, and team impact change. The higher level may solve broader ambiguity but narrow the pool and require greater scope. The lower level may develop well with support but consume more manager time. Choose the actual work the organisation is ready to provide.

• Decisions made independently
• Ambiguity resolved without a playbook
• Range of influence required
• Manager support at each level

Use evidence, not presence

Illustrative example: a team asks for a senior manager because the role presents to leadership. The two-level exercise shows the real work is owning an established reporting cycle with one analyst and escalating policy choices. A manager-level scope fits. Presentation confidence remains relevant, but executive exposure alone no longer inflates the role beyond its decisions and ownership.

Keep interviews level-aware

Tell interviewers which evidence distinguishes acceptable performance at the selected level. Questions should explore the scale, ambiguity, and independence of past work, not merely whether a candidate has held the same title. If evidence suggests someone could operate above the role, assess whether there is genuine scope rather than promising rapid expansion that has not been approved. Also test the reverse: a candidate may have a senior title but currently operate with narrower authority. Calibrate the work they did, not the label they carried.