Capable vs. Capability: How to Build High-Performing Individuals, Not Just Teams

Overview
This article explains the distinction between being capable (possessing skills) and having capability (the ability to apply skills to achieve outcomes). It provides practical guidance for managers to develop the capability of their team members, rather than merely focusing on skill acquisition, using real-world examples and coaching techniques.

Key Takeaways

• Capability is about delivering results, not just possessing skills.
• Managers should focus on context, autonomy, and mastery to build capability.
• Use coaching conversations to identify gaps between capability and performance.
• Provide opportunities for stretch assignments and reflective practice.
• Measure success through impact on business outcomes.

Who Would Benefit

• Engineering managers and technical leads.
• Product managers responsible for team performance.
• Leaders seeking to improve coaching and development practices.
• HR professionals focusing on talent development.

Frameworks and Methodologies

• Capability Development Framework (assessment, coaching, stretch work).
• GROW coaching model.
• Continuous feedback loops.