Results Team Manager

Guest Author


  • Full Time
  • Anywhere
  • USD $60,000 - USD $150,000 USD / Year

Website Criterion Institute

Criterion Institute is a nonprofit think tank dedicated to expanding what is seen as possible for using finance as a tool for social change.


What We Do: Criterion has spent the past two decades working with investors, governments, and civil society organizations to design financial solutions to advance social justice, gender equality, and economic development goals.


Criterion’s work is fundamentally about challenging and changing the power dynamics inherent in using finance for social change. We seek to transform whose voices are heard, whose expertise is valued, and whose metrics define success. We work to radically expand who sees themselves as having the power to influence financial systems and to play a role in designing new interventions.


Criterion engages in six core activities: 1) Building capacity through training and tools; 2) Engaging in collective learning to make sense of what creates systems change; 3) Designing innovative approaches to using finance to create social change; 4) Broadcasting, with partners, that more is possible; 5) Influencing and encouraging individuals or institutions to take specific actions; and 6) Building and shaping fields of actors, activities, and ideas.


Our Values: 


Grace: Grace compels us to embrace the world as it is and see its problems as places where new possibilities can emerge. When grace is a fundamental value, we trust that there is a pathway to a better future. It comes as a gift, but we are partners in discovering it. We also experience grace in the way wisdom emerges from unexpected sources.


Hospitality: The ancient understanding of hospitality leads us to welcome strangers, trusting that they will bring unexpected gifts and that we will be changed in the genuine encounter with them.


The Power of Invitation: Relationships begin with invitation. Invitation has the power to expand, strengthen, and deepen pathways to meaningful participation. The invitation itself makes a difference regardless of what the eventual response may be. Invitation is a form of power that does not coerce, but instead opens a door that allows the other to take a step they might not have otherwise. This form of power is potentially available to everyone.


Our Working Environment: 

We are 100% remote environment and have people working across the globe in both the Northern and Southern Hemispheres. Our leadership team is currently located in North America and candidates for this position will have to be able to attend weekly meetings based on a workday in the Eastern United States Time Zone.

Our team is primarily made up of part-time contractors who often have other work/life obligations, so we strive to be flexible. We do require that our team members commit to spending some of their optimal working time on our work and that they are also willing to be flexible if they need to work with or meet a team member in a different time zone.

Our team members come from all walks of life and share a dedication, drive and passion to expanding the possibilities for all people to be able to reimagine how finance is used.


Position Description for the Results Team Manager—Will to Act Team and Understanding Team 


A Results Team Manager (RTM) manages people, process, and resources. At Criterion, we have defined three Results that we work towards in order to fulfill our mission: Understanding, Imagination, and Will to Act. Each Results Team Manager is responsible for a team that produces those results against the assigned funding.

We are currently recruiting for an RTM-Understanding and an RTM-Will to Act. For an understanding of how Criterion accomplishes its work through “Strategies” that span across 3 “Results” and 6 “Areas of Activities” in service of the 5 pillars of our strategic plan please refer to this document:

This is a senior role requiring experience and reports directly to the President. RTM responsibilities include:

  • Assigning team members to Strategies and monitoring progress: 1) Breaking down strategies into process steps and into types of activities that are tracked via Asana 2) Track teams against tasks and steps in Asana and 3) Adapt the work scope to meet constraints, requirements, and skills of the team.
  • RTMs have authority and responsibility, in consultation with People Ops, for bringing new contractors into the organization, increasing/reducing the number of days per week contractors on their team work, and terminating contracts as necessary. They communicate with People Ops and the President about talent needs and participate in the recruiting and selection process. They create 30-60-90 onboarding plans together, individualized development plans, and if necessary, Performance Improvement Plans.
  • If a team member needs additional time during the month to complete work, the RTM is responsible for communicating the expense to Finance and to People Ops a month ahead of the invoice and reconciling that expense against funding.
  • If a team member is reducing days or taking a break, they are responsible for making sure the work can still make adequate progress or is put on the back burner. They are responsible for communicating the change to Finance and to People Ops a month ahead of the invoice
  • Managing budgets. The RTM must understand funding constraints and ensure that how resources are assigned and how work moves forward is aligned. They help the team with scoping in constraints with our partners and fundings while thinking holistically on how we can use our strategies to delight funders. The RTM is responsible for a portfolio of strategies under each result and balances the resources between strategies as needed
  • Ensuring all reporting and data input is done correctly and in a timely fashion by the appropriate team members. This includes not only Strategy/Process related input on SalesForce (relationship management), Asana (project management), Sharepoint (knowledge management) and internal communications.
  • Coordinating with other Results Team Managers to make sure all strategies are moving forward and are adequately staffed. Negotiate as relevant for capacity from another team. This position sits on the Leadership Team of the organization and is therefore required to have a holistic overview of the organization while balancing work outputs from your team
  • Making sure your team follows the overall standardization of Strategies and Processes as a demonstration in fulfillment of Criterion’s core mission.
  • Demonstrating an understanding of our core partners/funders by making decisions and implementing bespoke systems that delight them (which includes but does not necessarily prioritize on time “deliverables”). Working with other team members to gain an understanding of their political economy and the dynamics of the actual people who represent our core partners/funders.


  • 3 or more years of experience managing a team
  • Project management experience for complex work involving multiple people, stakeholders, budget in the areas related to systems change
  • Experience in and an understanding of Criterion’s way of working. This could mean: having been in the Criterion network and familiar with our publications, having worked for one of our partners, or having been engaged otherwise in work that sits at the nexus of finance and systems change.
  • Experience in the non-profit industry managing budgets and resources.
  • Fluent English and ability to write in business English
  • Technology:
  • Proficiency with Microsoft Office Suite: Word, Excel, PowerPoint, Outlook, Teams, SharePoint.
  • Proficiency with inputting into Salesforce or experience with another CRM and willingness to learn Salesforce
  • Proficiency with Asana or experience with other project management software and willingness to learn Asana


People Management

  • Define what needs to be completed including roles, skills, and effort required. Communicate requirements to team members and ensure understanding and autonomy of team
  • Co-create work plans
  • Set boundaries and say “no” as necessary
  • Motivate team members and bring them together in ways that nurture a sense of belonging
  • Encourage team members to develop personally and professionally
  • Negotiate grace-full movement across porous boundaries (e.g. increase or decrease number of workdays, assist people who are not/no longer a fit to move out of the organization and still remain a friend/ally)
  • Facilitate clarity of responsibility and appropriate collaboration within and across teams
  • Meet regularly with team members both as a group and individually to ensure people are moving forward in alignment

Project Management: 

  • Track progress across strategies and types of activities with appropriate resources and progress.
  • Scope work and define chunks/tasks
  • Track progress and provide a quality check to ensure funder/partner requirements are completed on time at an appropriate level thus protecting Criterion resources and reputation
  • Assign work in ways that efficiently completes the task

Account Management: 

The RTM may play a role in the management of specific accounts, as will be agreed with the President. In these cases the RTM will represent Criterion and must have the ability to:

  • Speak knowledgably about the work, imagine possibilities and look for common ground
  • Understand the funder/partner both in terms of their organizational culture, timing and mission as well as the specific dynamics of the people with whom we are interacting. Know how to delight our funders
  • Accomplish funder requirements and advance our strategies, think innovatively about how to do that, and manage expectations of all stakeholders
  • Clarify agreements and on occasion say “no” diplomatically and in consideration of the overall relationship
  • Translate the agreement into specific workplans for our team
  • Shape the work to meet the needs of the funder/partner and shape the agreement to further Criterion’s mission

Criterion Mindset: 

  • Focus on possibilities not problems.
  • Embody Criterions core values of Grace, Hospitality and the Power of Invitation.
  • Be brave. Communicate ideas even when you are unsure or feeling outside the norm.
  • Always see yourself as a leader, and role model the behavior you would like to foster in the team.
  • Speak directly to team members (not about them to others). If you have feedback for people speak to them first.
  • Demonstrate healthy boundaries.

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