Engagement and teams
People
8 stakeholders registered, 6 below where the plan needs them.
Team development
Chicago build team
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.
Team development
Akron plant team
A forming team is polite and unsure who decides, so ambiguity reads as agreement until it does not.
directing
Name who is accountable for each deliverable and publish it.
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 |
|---|---|---|---|---|---|
Marcus EllerySponsor, Founder and Chief Executive | C | D | |||
Dana WhitfieldChief Operating Officer | C | D | |||
Ray OkonkwoDirector of Quality | CD | ||||
Curtis BellAkron plant lead | C | D | |||
Teresa LindqvistPartnerships director, Chicago hardware incubator | C | D | |||
Alicia MorenoCommercial relationship manager | CD | ||||
Office of Business DevelopmentIncentive package counterparty for Phase 3 | C | D | |||
National retail partnerReceives the committed ship dates | C | D |
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
6 below where the plan needs them
- Office of Business DevelopmentOffice of Business Development is resistant and the plan needs them supportive.
- Curtis BellCurtis Bell is neutral and the plan needs them leading.
- Dana WhitfieldDana Whitfield is supportive and the plan needs them leading.
- Marcus ElleryMarcus Ellery is supportive and the plan needs them leading.
- National retail partnerNational retail partner is neutral and the plan needs them supportive.
- Teresa LindqvistTeresa Lindqvist is neutral and the plan needs them supportive.
Overdue for contact
4 past the promised cadence
- Alicia Moreno has never been contacted, and the plan promises every 30 working days.
- Teresa Lindqvist was last contacted 34 working days ago, against a promise of every 21.
- Office of Business Development was last contacted 41 working days ago, against a promise of every 30.
- Curtis Bell was last contacted 16 working days ago, against a promise of every 7.
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.