Org roles & reporting lines

A Company’s org chart is the tree of roles showing who reports to whom — and it’s what turns a pile of workers into a team that can delegate.

What you’ll learn

• How to build a reporting hierarchy in the 🏛 Org chart.
• Why a manager role gains delegation automatically.
• The limits that keep delegation safe.

Build the hierarchy

Open a Company and click 🏛 Org chart (under the Build it tabs). Each box is a role (e.g. “Head of Marketing”) filled by a worker.

1. Click a role to inspect the worker behind it.
2. Use + to hire an employee under a role, so a manager can delegate to them.
3. Drag roles to re-parent them as the team changes.

A coach helps on small charts

On a small or empty chart, a coach auto-appears to suggest roles for the kind of team you’re building — so you’re not staring at a blank tree.

Where delegation comes from

The hierarchy isn’t cosmetic. A manager role automatically gains the ability to delegate down to its subordinates, computed live from the chart. Talk to a manager — a role with reports — and they’re handed a delegate_to_subordinate tool listing their direct reports.

Capped and visible

Delegation chains are capped at three levels deep, and every tool call shows in the timeline — so you can always see who handed what to whom, and nothing runs away unwatched.

When the chart starts paying off

Below about four workers an org chart is ceremony. Past that, it’s what stops you being the router for every piece of work. Three moments it earns its keep:

You brief one worker instead of four. With a “Head of Content” above a writer, an editor and a researcher, you hand the whole job to the head — “we need a launch post: research the angle, draft it, edit it, show me the result” — and the delegation happens beneath them. You’ve gone from four conversations to one, and the reporting line is what made that possible.

Delegation becomes auditable rather than mysterious. Every hand-off appears in the timeline, and the delegated task shows in that worker’s Active tasks. When something comes back wrong, you can see which link in the chain produced it instead of guessing across four chats.

The mission actually steers the work. A manager gets the Company’s mission as background when handing out work, so delegation stays on-message. If your mission line is vague, this is where you’ll notice — the tasks a manager creates will be vague in the same way.

Three levels is the cap, and that’s deliberate

Chains stop at three levels deep. If you find yourself wanting more, the honest read is usually that the top brief was too big — split it into two jobs rather than building a taller tree.

Recap

The org chart defines roles and reporting lines, and managers get delegation for free from the structure — capped at three levels and fully logged. Next, give the team something to aim at.

📖 Reference in the docs: Company profile

➡️ Next: Goals that track themselves