Runs on PeoplePlaybooks / People
Capability
Could we cope if anyone left tomorrow?
Weak
Single points of failure, nobody growing, and the same people doing the same work for years.
Strong
Knowledge is shared by default, everyone is stretching, and nobody is irreplaceable.
Playbooks
One resignation would take a whole system with itPeople debtPeople · Capability→I got promoted for being good at the job, and now I'm managing people doing itYou've been promoted. You're a beginner again.People · Capability→My team seems less capable when I'm in the room than when I'm notMultiply, don't diminishPeople · Capability→I'm doing great work and nobody seems to noticeGetting noticed, without the networking malarkeyPeople · Capability→I want a promotion but don't know what it actually takesThe promotion conversationPeople · Capability→
In the works
- Delegation: six levels from "do as I say" to "you decide"
- Onboarding so people contribute in week one
- Hiring for real performance
What weak looks like in your industry
- Software and technologyOne engineer is the only person who can deploy the billing system.
- Healthcare and practicesOnly one nurse can set up the new infusion pumps.
- Accountancy and professional servicesOne senior holds every relationship with your biggest client.
- Manufacturing and operationsThe only fitter who understands the old press retires in March.
- Small businessThe founder is the only person who can price a job.
In the frameworks you already use
Every framework touches this dimension somewhere. Here's where.
All frameworks →- SAFeLean-Agile leadershipLeaders who lead by example, develop people and remove impediments.
- Disciplined AgileBe awesomeWork with awesome people, and help each other become more awesome.
- Lean and the Toyota WayDevelop peopleBuild people before building products.
- Team TopologiesPlatform and enabling teamsTeams that reduce the load on others, rather than add to it.
From the blog
Ready for promotion, but there's no budget: what to say, and what not to promise
They've earned it. The company can't fund it this year. How to be honest, do what you genuinely can, and refuse to be held hostage, without losing a good person or your integrity.
Never promise a promotion. Promise a CV-building opportunity.
Promotions depend on budgets, roles and people above you. What you control is the work. Promise the experience that makes someone promotable anywhere, and keep that promise.