Welcome, and congratulations! You are a Team Director. It is our dear privilege to earn your time and expertise.
Lord of the Craft is run by dedicated individuals. Many of us are skilled and disciplined—but a rare few are exceptionally clever and committed. A few specialists, experts in their field, comprise the cornerstone of this experience.
We believe you are this person. The Team Director is LotC’s prevailing top expert in a certain field.
If there is a team—there is a purpose. But, is it self-evident? That is not clear to us, or else anything could be a team—and anybody could coordinate it.
This distinguishes the bumbling manager from the competent director. It’s about how you value your team’s significance, your members’ time, and the community experience.
Invest your energy in these principles.
First and foremost—an informed Administration will both admire and support you. Our team plans using all possible resources. If we must assume and predict we will inevitably cross your boundaries. Not by choice, but by accident: Everybody suffers.
Take five minutes a day and pop your thoughts into the #team-directors channel. We centre our communication here with you. Furthermore, we encourage you to contribute to any discussion that interests you. Help out fellow directors and offer your perspective—we are in this together.
We assign every Administrator a domain—we suggest that you
@ping this administrator in #team-directors when you need their help. Note, they are not there to manage your team. They are your resource when you need executive support or counselling. If you need executive authority to achieve your vision, these are the current administrators for the job.
Discussions between LotC Leadership is private material. Safeguard the conversations we have in #team-directors and take care not to reveal confidential dialogue. We encourage you to be honest and forthright in this channel.
Often, you will struggle with the pressure and responsibility of your position. Please seek your fellow leaders—directors and administrators—as many of us endure similar hardships. We will offer you our earnest support and, all being well, find some solace together.
Sometimes, responsibility can overwhelm our understanding. This is normal. We’ve all been there and it is not a marker for your competence.
In this situation, consult your fellow leaders. Possibly, your appointed administrator may help you brainstorm. But don’t underestimate the contribution your own team has to offer!
Your team is full of bright and specialized folk who have chosen to carry out the specific role of your team. They are close to the subject material and likely have their own suggestions and perspectives. Yes, many can be naive and inexperienced—but their thoughts may still provide insight.
As part of your responsibility, your authority on your team is nearly absolute. Nearly.
There are exceptions to your domain, with the obvious one being other teams and server-wide changes. But how do we distinguish the finer actions you can take alone versus with permission?
There are changes you physically cannot perform. A typical example is adding or removing a permission from a group.
Other changes, which are long-lasting or far-reaching, require Administrative Approval. Team-wide purges, structural shifts, rule adjustments, announcements, and community centred activities fall under this category.
When you are unsure—ask in #team-directors.
Locate #admin-approval-td. You can find it in the official Staff Discord under the Team Directors category.
Format your approval like this:
poll:for the bot to add vote options.
Consult us in the #team-directors channel. Briefly explain your directives in your proposals. If the change is especially complex or substantial—you may want to link to a google doc in the explanation.
If the directive is too gargantuan, we are unlikely to approve it. The ideal directive is composed of one to two core changes that you can list in one sentence. The explanation can be much longer.
If I need to sit down with a cup of tea and set aside half-an-hour to review a single directive—I may either deny it or “get around to it next week”—every week.
If you need to make a dozen changes, submit 5-10 consecutive proposals as needed. Small digestible chunks are less formidable and prevent knee-jerk denials. This way you can expect a decent response time as well.
The administration signs only those requests that they have understood, that they support, and that they will defend. You have the full backing and resources of our team for issues that you gain approval for.
Decisions you enact alone weigh solely on your shoulders. When we come to a consensus, we share your burden together.
For this reason, you should query contentious issues for approval. This way we may all share the stress and responsibility of the decision.
Remember, miscommunication orchestrates LotC’s biggest downfalls and schisms. Strip away all the complexity and you will see—only discussion prevents disorder, disunity, and disagreement.
The Staff Conduct
Remove and add members as necessary. It is your responsibility to put together a competent and reliable team.
Encourage applicants to apply through the conventional method—the forum application. Before acceptance to staff, applicants must indicate that they understand and agree to uphold staff conduct.
When you remove a member, note down a reason for why. Keep it handy, this is in case an admin needs to know. The reason can be as simple as “the individual is not compatible with the team and goals I envision” or “they aren’t as competent as they initially came across.”
Check to see if applicants have staff blacklists. You are responsible for additions to your team.
When removing members, use
/px modify to ensure you strip all permissions—and check the forums and Discord as well. Lingering permissions are a terrible oversight.
You can choose to have a team management. If your team is over-capacity, you are overburdened, or if you simply work better with managers, then you can select one or two individuals to help.
Managers are not a fixed staff distinction—you can have them or not, it is up to you.
A word of warning: their additional command, if you give any, are an extension of your authority. Decisions made by your management using granted powers are your responsibility.
You have the authority to blacklist individuals from your team. You can also revoke blacklists for only your team. You cannot change staff-wide blacklists or promote such individuals to your team.
Staff Blacklist Form redacted
If you have sensitive information—contact an administrator. We will document it in the admin drive. Note on the blacklist to
Contact Administration for sensitive details.
Remove in-game and Discord powers from members going on 2 or more week hiatus. Give them the hiatus rank. If they are part of many teams, simply remove your team from their permissions—and add hiatus rank.
Investigate and reprimand unacceptable behaviour. Failing to do so puts your position on the line—be prepared to defend their actions and take their punishment in their place.
Otherwise, fill out this form redacted.
What constitutes poor behaviour? Breaking staff conduct. Common examples are unprofessionalism on the forums or in-game, spying on role-play with vanish, or teleporting friends.
Check for anon reports a few times a week. Make sure to investigate the details and note any discoveries on the report itself. Tell the individual filing the report that you take their concerns seriously. We show our respect by giving time estimates, clarifying details as necessary, and taking action.
You only have one attention. Prioritize it. Pay it forward to important things.
It sounds counterproductive. But really, you can only be so productive in a day. At a certain point, your contribution starts to wane. In 10 hours of LotC in one day, 2 of those hours provide 80% of your productivity. The other 8 hours? Mostly, they drain you. If you have a task in mind then do it, otherwise, most things are not worth your time.
Being on your good side is useful and profitable. People will message, call, and tempt you. Besides this, you have all the answers! But that is not why you are the Director. Responding to every beckon and call will stretch you thin.
Guard your time.
If you must communicate something to a large group of people—use the appropriate channel. Messages are not the appropriate nor professional medium for this! Announce (with approval) timeless issues to the forum. If they are time sensitive, announce them on Discord. If neither is appropriate, offer your team a baked reply for messages.
Your team is full of friends. Your team members are worth every second of your attention.
You can run a group of strangers but they won’t trust you until they know you.
Can you say you’ve talked one-to-one with everyone on your team? If you have, how often do you get to chat? What bothers your team members? What are they happy about? What does each individual want to change? Are they taking care of their life at home?
Nobody wants to volunteer their time in a crowd of strangers. If you do not befriend your staff, others will. And not everybody shares your vision—much of your staff is vulnerable to being coerced and influenced. They have powers that can be swayed and manipulated.
Defend your family. Encourage their best qualities. Help them take charge of their activity. Team members who do not contribute disrespect those who work hard in their stead. Respect your team—not as volunteers, not as workers—as individuals, as friends.
We can’t be here without you. We are all a team, and a family.
Thank you for your help,