Most conversations about developing capability stop at the individual. Can this person do the thing? Has that been assessed, confirmed and recorded? It tells you nothing about whether their work allows them to use it. In each case, the skill is there, but the conditions for using it are not. Workload, authority, tooling, management support… Read More Capability in Context
I was listening to Christopher Nolan discuss the process of writing and directing The Odyssey. When asked whether he had written Matt Damon’s part with the actor in mind, Nolan said: “Part of my writing process is to not ever think about actors while I’m writing.” His reasoning was that thinking about a familiar actor… Read More Performance not persona
In the Times last week, LinkedIn’s chief executive said the formula for useful content is “insight plus personality.” That feels broadly right, but it is not enough for outbound marketing. Good outbound is not simply about producing more posts, increasing reach or making yourself more visible. It is about helping the right people understand: That… Read More Insight plus Personality
I saw a LinkedIn post from a manager saying he ignores messages such as: Their argument was that adults should not need permission and that managers should care about results rather than time. I think the principle is reasonable but the behaviour is not. People are not always asking permission. Sometimes they are simply letting… Read More Management Ignorance
Every organisation I work with wants better visibility of skills. That’s the right call – workforce planners can’t plan against roles that no longer describe the work. Reward teams can’t price capability they can’t see. L&D can’t target investment against a workforce it has never properly mapped. Something has changed in how work gets done,… Read More Skills visibility