Capabilities and energy inventory

The decision it supports

Use the capabilities and energy inventory to compare unlike items without forcing them into one undifferentiated ranking. The working view makes capability, proficiency, and evidence visible so discussion can move from general opinion to a specific action or decision.

When to map the portfolio

Use the capabilities and energy inventory when a list in personal leadership contains materially different cases that should not receive the same response. The matrix is useful only when the anchors for capability, proficiency, and evidence can be supported with evidence.

How the matrix works

The capabilities and energy inventory is a two-dimensional comparison that gives different positions different management responses. Its core working elements are capability, proficiency, evidence, and learned or intuitive. Those elements belong together because each changes how the others should be interpreted or acted on.

Axes and responses

Capability

Describe the capability as observable work, cite evidence of current proficiency, and choose a practical next development action. Within the capabilities and energy inventory, connect this entry to proficiency so the relationship can be reviewed rather than inferred.

Proficiency

Capture proficiency only at the level needed to answer: Which abilities are strong, learned, energizing, draining, or important to develop? Use observable evidence, name any unresolved judgment, and state what action or choice this entry can change. Within the capabilities and energy inventory, connect this entry to evidence so the relationship can be reviewed rather than inferred.

Evidence

Name the evidence, its date and owner, and any limitation that affects how confidently it can be used. Within the capabilities and energy inventory, connect this entry to learned or intuitive so the relationship can be reviewed rather than inferred.

Learned or intuitive

Capture learned or intuitive only at the level needed to answer: Which abilities are strong, learned, energizing, draining, or important to develop? Use observable evidence, name any unresolved judgment, and state what action or choice this entry can change. Within the capabilities and energy inventory, connect this entry to energy effect so the relationship can be reviewed rather than inferred.

Energy effect

Capture energy effect only at the level needed to answer: Which abilities are strong, learned, energizing, draining, or important to develop? Use observable evidence, name any unresolved judgment, and state what action or choice this entry can change. Within the capabilities and energy inventory, connect this entry to role importance so the relationship can be reviewed rather than inferred.

Role importance

Assign one accountable owner and distinguish final accountability from contributors, reviewers, and people who must be informed. Within the capabilities and energy inventory, connect this entry to development action so the relationship can be reviewed rather than inferred.

Development action

Write a concrete next action with one owner, a due date or trigger, and a visible completion condition. Within the capabilities and energy inventory, connect this entry to role importance so the relationship can be reviewed rather than inferred.