> This falls into the "write a memo" bucket. You notice a trend (like all applications by a specific minority get shut down). You document it by pulling a repor

> This falls into the "write a memo" bucket. You notice a trend (like all applications by a specific minority get shut down). You document it by pulling a report. You identify the potential ramifications. Hit send. If it gets round filed and the trend continues, it's time to vote with your feet and explain why in your exit interview. Thing is, I don't think this attitude would apply to many other subjects. For instance you notice your company has difficulty hiring so you talk to HR to give more visibility in tech conferences for instance. They drag their feet and don't want to bother, but you start looking around, discuss internaly and see the idea has traction and people are willing to volunteer to do it, so you come up with a realistic proposition for meetups on friday evenings. The plan is greenlit by your boss, you talk to your office manager, get the ball rolling, and 6 months later your company officially has a meetup event every month, and everyone's pretty happy you did it. So where's the line between expanding company's hiring practices and expanding company's PR practices ? My point is, at some level (I assume "tech lead" is not some grunt worker) you're supposed to interpret your mandate as broadly as it still makes sense from a practical point of view, and will be rewarded for moving things in the right direction. Saying "getting the right people for the job in your team" should stop at the memo level doesn't fit my experience of what is expected from that kind of role.