As a manager, how do we know a team member’s highest level of capability? Capability is invisible. We can only see the output of capability. For that, there is evidence.

We test people through project work. Step one is a quick assessment of their current applied capability. Look at the fruits of their labor. This is an intuitive judgment on the part of the manager.

Step two is to marginally increase the current complexity of the task, in the form of a project, with the promise of project debrief on completion.

If the project is successful, it’s a prompt for the next project, a bit more complex, with the promise of a debrief on completion. Continue. Continue until there is failure.

When a team member reaches the point of failure, we now have a better grasp of the individual’s competence. We know where they are successful and where they fail.

Give it some time and challenge them again. And again. As long as the team member is employed by the organization, it is a continual process of challenge to the point of failure.