Distinguish capable (can do now) from capability (potential to do) and use individual-focused coaching to turn potential into performance, avoiding overload and misaligned expectations.
The core insight is that managers must separate "capable"-someone who can deliver today-from "capability"-the potential to become capable. Treating the two as the same leads to vague initiatives that never translate into real results. By targeting individuals rather than abstract teams, leaders can design precise development paths that align personal growth with business needs.
The article illustrates the mistake with a consulting sales team that claimed the whole group had the capability to create strategies, when in reality only one person was capable. The overstated claim overloaded the expert, caused burnout, and hurt the business. The lesson is to map who is capable, who has capability, and who lacks both before committing to deliverables.
A practical framework is offered: define immediate and future work, set behavioural standards, get to know each person's motivations, and create individualized coaching plans with timelines, mentors, and on-the-job training. Progress is measured by behavioural change and business outcomes, not course completion. This structured approach turns capability into capability that reliably delivers value.
The takeaway for technical leaders is to stop managing teams as monolithic entities. Focus on each engineer's strengths and growth potential, align learning with real work, and use mentorship to bridge the gap. The result is a more resilient, high-performing organization where individuals grow into the roles the business needs.
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