Engagement and teams
People
6 stakeholders registered, 4 below where the plan needs them.
Team development
Delivery squad
Storming is the work of a team learning to disagree productively, and suppressing it only defers the cost.
coaching
Put the disagreement on the agenda and let it be had in the open.
Team development
Change and adoption
Norming behavior is fragile until it is written down and survives its first test.
participating
Write the working agreements the team has already started following.
How to read a team stage
- Team stage
- Forming, storming, norming, performing or adjourning. Capo proposes a stage from what it can observe and a person confirms it. It never claims to read a team from ticket history.
- Why it is on this page
- Team development is one of the four things the Ensemble Index measures, because a plan carried by a team that is still forming is a different plan from one carried by a team that is performing.
Solid
The engagement plan as recorded. C is where each person is, D is where the plan needs them.
Power and interest
Who matters, and who cares
How to read this grid
- The four quadrants
- Manage closely is high power and high interest. Keep satisfied is high power and low interest. Keep informed is low power and high interest. Monitor is neither, and needs the least of your week.
- A larger marker
- A sponsor. They approve the baseline and they receive the status report.
- A rust marker
- This person sits below the engagement level the plan needs from them.
Engagement assessment
Where they are, and where the plan needs them
| Stakeholder | Unaware | Resistant | Neutral | Supportive | Leading |
|---|---|---|---|---|---|
Dana WhitfieldSponsor | C | D | |||
Marcus OkonjoOperations director | C | D | |||
Priya RamanFinance | CD | ||||
Tom BlaineIntake supervisor | C | D | |||
Helena VanceIT security | C | D | |||
Ray CastellanosCaseworker representative | CD |
How to read this matrix
- C and D
- C is where a stakeholder is today. D is where the plan needs them. The distance between the two letters on a row is work somebody has to do, and a row where both letters share a cell needs nothing.
- Unaware to Leading
- The five point engagement scale: unaware of the project, resistant to it, neutral, supportive, or actively leading it.
- A rust C
- This person sits below the level the plan needs. The cells between their C and their D are the distance somebody has to close.
- C and D together
- Where they are is where the plan needs them. Nothing is owed here.
Engagement gaps
4 below where the plan needs them
- Dana WhitfieldDana Whitfield is neutral and the plan needs them leading.
- Helena VanceHelena Vance is resistant and the plan needs them supportive.
- Marcus OkonjoMarcus Okonjo is supportive and the plan needs them leading.
- Tom BlaineTom Blaine is resistant and the plan needs them supportive.
Overdue for contact
4 past the promised cadence
- Helena Vance has never been contacted, and the plan promises every 20 working days.
- Dana Whitfield was last contacted 24 working days ago, against a promise of every 10.
- Priya Raman was last contacted 31 working days ago, against a promise of every 20.
- Tom Blaine was last contacted 12 working days ago, against a promise of every 10.
Change readiness
Where people are stuck
- Blocked at desireDana Whitfield, Tom Blaine need a reason of their own to take part.
- Blocked at awarenessHelena Vance need information about why the change is happening.
How to read this
- Engagement gap
- The distance between where a stakeholder is and where the plan needs them, weighted by how much power they hold. A quiet blocker costs less than a powerful one.
- Overdue for contact
- Past the contact cadence the communications plan itself promises. The measure is the promise, not a generic interval.
- Blocked at
- The first readiness dimension scoring below three. It names what a person actually needs: information, a reason of their own, training, practice, or recognition.