The Capability Curve

How capability changes over time

Matt Virgin
February 15, 2024

Years ago, I was talking with an individual (thanks Nate Foote!) about how I was “drinking from a fire hose” in my new role. The typical feeling many have experienced when jumping into a new role, new industry, new business etc. It is a common phrase because it is so relatable when you are trying to retain mountains of information and learn new processes. This individual introduced to me what he described as the “stress-strain curve” development model. If you haven’t seen a stress-strain curve, it begins with a very steep incline followed by a plateau, and the point of the analogy is to say that steep incline is the firehose phase of our development, and it eventually tapers off into a steadier state growth or even plateau. I did some research on if a model like this has been created and I found “Throw Your Life a Curve” by Whitney Johnson. Johnson used the "diffusion of disruptive innovations" curve in the context of personal development because it is highly similar to how we develop in our competence and capabilities. Johnson noted the importance of keeping yourself in the high trajectory portion of the curve to develop yourself as fast and as much as possible (Johnson, W. (2014, August 7). Throw Your Life a Curve. Harvard Business Review. https://hbr.org/2012/09/throw-your-life-a-curve).

I’d like to provide my perspective on this curve to address what actions individuals should take as they find themselves on different parts of the curve, and what leaders need to do for those they lead.

Enter the Capability Curve, a powerful tool that maps the journey of individuals as they progress through distinct phases of development, allowing you to assess where you are at in your own development or assessing your team member’s development in order to take appropriate action for your spot on the curve.

Defining Capability

In the context of business roles, capability goes beyond mere competence or skills. It encompasses a holistic combination of knowledge, skills, attributes, and behaviors that enable individuals to effectively perform their roles and drive success. In this section, we delve into the multifaceted nature of capability, distinguishing it from competence and skills, and highlighting its broader implications for performance.

Beyond Competence

While competence refers to having the required knowledge and skills to perform a specific task or function, capability extends beyond the boundaries of individual tasks. It encompasses the ability to integrate knowledge, skills, and experiences to meet complex challenges and adapt to evolving situations. Capability involves a deeper understanding of the broader context and the interconnectedness of various elements within a business role.

Multidimensional Skills

Dynamic and Contextual

Capability is not static but evolves over time. It is influenced by the changing demands of the business environment, industry trends, technological advancements, and individual experiences. As individuals gain exposure to various challenges and opportunities, their capability expands and deepens, allowing them to handle more complex tasks and responsibilities.

Mindset and Attitude

While knowledge and skills are important, capability is also shaped by mindset and attitude. A growth mindset, characterized by a willingness to learn, adapt, and embrace challenges, is vital for capability development. Positive attitudes, such as resilience, curiosity, collaboration, and a drive for continuous improvement, fuel the growth of capability in individuals.

Impact on Performance

Capability directly influences individual performance and, in turn, organizational success. Individuals with a higher level of capability demonstrate greater efficiency, effectiveness, and innovation in their roles. They are better equipped to navigate ambiguity, handle complexity, and contribute to the achievement of organizational objectives.

Introducing the Capability Curve

The following graph shows a generalized depiction of capability over time for an individual in a business role. It is broken out into four distinct phases that are common amongst every person and require different actions from both the individual and their leader. It is crucial to identify where you are at on the curve in order to take appropriate action to advance your capabilities and increase your value to the organization or marketplace. It is also crucial for the manager to take appropriate action for each person on their team based on where they fall on the curve.

Phase Descriptions

Phase 1: Foundation Building

In this phase, the individual is new to the position and is acquiring the necessary knowledge, skills, and familiarity with the role. Their capability is relatively low initially, as they are in the process of understanding job requirements, organizational procedures, and building a foundation for future growth.

Phase 2: The Launch

As the individual gains experience and becomes more comfortable in their role, their capability begins to improve rapidly. This phase is characterized by continuous growth and development and the person may feel as though they are “drinking from the firehose”. The person applies their learning, hones their skills, and becomes more proficient in executing their tasks.

Phase 3: Leveling Out

In this phase, the individual typically reaches a high level of capability and mastery in their position. They have acquired extensive experience, deep knowledge, and refined skills, allowing them to perform at an advanced level. The graph typically levels off or shows a slower rate of improvement compared to the earlier phases. At this stage, the person has achieved a significant level of competence and may take on leadership roles, mentor others, or contribute to complex projects in their field.

Phase 4: Plateau

This phase represents a period of consistent performance at a high level of capability. The person's graph shows a relatively stable plateau, indicating that their capability remains consistently strong. While there may be small fluctuations due to external factors or occasional growth opportunities, the overall trend is one of maintaining excellence. However, without intentional efforts to continue learning, challenging oneself, or seeking new experiences, the capability curve may remain in this plateau phase for an extended period and the individual may grow stagnant.

Actions to Take

It is best to stop at this point and consider what phase you find yourself in at your current role. The actions you should take based on this information can have a significant impact on the speed at which your capability increases. Taking the wrong action can lag your growth or lead to burnout if one reaches too far in an earlier phase of the curve.

Once you’ve identified which phase of the curve you are in, you can take the appropriate actions to maximize the speed in which your capability climbs.

Phase 1 Actions

When starting a new role, the top priority of a new person should be to build relationships. Their boss, co-workers, customers, and people in other departments all need to know who they are, what they are doing, and that they are excited to be here. While building relationships, having a humble and curious attitude goes a long way and shows respect to those who have been working there a long time.

It is also important to remember as much as possible of what is communicated in training and introductory conversations. Remembering those details and not having to ask the same question over and over again shows respect for people’s time, initiative, and intelligence.

Phase 2 Actions

Now into phase 2, an individual is drinking from the fire hose and feeling like they want to run but their feet are stuck in mud. Individuals in this phase need to take it one day at a time, keep themselves from getting overwhelmed, learn policies/procedures, and continue to develop working relationships. It is easy to get impatient and frustrated at themselves, so having a good mentor/trainer is important. Allow mistakes to happen and continue moving forward with a high energy and positive attitude. Learn from others and eventually things will click.

Phase 3 Actions

Phase 3 seems to just appear on people after learning so much so quickly for so long. One day, they look up and realize they are a competent and contributing member of the team and others are beginning to look to them for help and answers. In this phase it is important to keep a high energy level and not let the fact that the newness has faded away impact your morale or attitude. This is an ideal time to challenge the status quo because you recently learned things so they are fresh, but you have the experience to question and challenge why things are done the way they are. Continue to ask questions of more seasoned team members to push yourself. Look for opportunities to train newer team members going through the first two phases as that will solidify your own knowledge and establish yourself as a leader and team player.

Phase 4 Actions

Individuals in this phase are typically the subject matter experts in their departments. They have been in their roles for a substantial amount of time and are regularly training team members. People go to them with questions or special projects needing assistance because they know the job will get done right. The risk in this phase is growing stagnant and not continuing to push yourself. Because you know your role so well it can get mundane and one can fall into complacency. Seek out challenging projects and volunteer for things outside of your immediate responsibilities. This will communicate to leadership your hunger for more and desire to keep growing. It is also critical that a positive and helpful attitude is maintained with leadership and newer team members. Continue the development of a vision for where your team should go in the future and challenge the way things have always been done. Keep positive momentum and leadership will love these team members for it.

Curve Factors

There are several factors that impact the shape of the capability curve. In fact, the curve may not be a curve at all depending on how someone performs in their role and progresses along the way. There were three areas most impacted by various factors and are described below, but there are also factors that impact each phase of the curve which we will look at first.

Common factors for all phases

While each phase of the curve may have factors that impact it specifically, there are factors that are common amongst the entire curve. The common factors are as follows:

Adaptability: Business environments are constantly changing. The ability to adapt to new situations, technologies, and challenges is vital.
Communication Skills: Effective communication is key to interacting with team members, clients, suppliers, and other stakeholders.
Mentorship and Guidance: Having a mentor or experienced colleague to provide guidance and support can accelerate the learning curve. They can help the new employee navigate challenges and offer valuable insights.
Access to Resources: Access to financial resources, technology, and infrastructure can affect capability. A well-funded startup, for instance, may have more opportunities to succeed.
Work Ethic and Motivation: Personal drive and work ethic play a significant role in one's capability. Motivated individuals are often more productive and successful.
Mental and Emotional Health: Personal well-being can affect one's capability. High levels of stress or burnout can hinder performance.

Starting Height Factors

The capability of a new person starting a business role can be influenced by a wide range of factors. These factors can be broadly categorized into personal attributes, external conditions, and the specific nature of the business role. Here are some key things that can affect their capability:

1. Education and Skillset: The individual's educational background and skillset are fundamental. A person with relevant qualifications and skills will likely perform better in a business role.

2. Experience: Prior experience in a similar role or industry can significantly impact one's capability. Experienced individuals often bring a wealth of knowledge, contacts, and problem-solving skills.

3. Industry Knowledge: Understanding the specific industry in which the business operates is crucial. Knowledge of market trends, competitors, and customer behavior can make a big difference.

Slope Factors

The speed at which a person's capability increases in a new job can be influenced by a variety of factors, including both internal and external elements. Here are some key factors that can affect the rate of capability growth in a new job:

Prior Experience and Skills: Individuals with relevant prior experience and skills in a similar role or industry may adapt more quickly. They can leverage their existing knowledge to excel faster.
Training and Onboarding: The quality and effectiveness of the training and onboarding process provided by the employer can significantly impact how quickly a person becomes proficient in their new role.
Feedback and Performance Evaluation: Regular feedback and performance evaluations can help individuals identify areas for improvement and make necessary adjustments.
Work Environment: A positive and supportive work environment can encourage learning and experimentation, fostering faster skill development.
Challenges and Responsibilities: Being given challenging assignments and responsibilities that stretch one's abilities can lead to accelerated growth. It forces individuals to learn quickly and adapt.
Networking Opportunities: Building relationships with colleagues, industry peers, and professional networks can provide valuable learning opportunities and insights.
Goal Setting: Setting clear, achievable goals and milestones can provide a sense of direction and motivation for skill development.
Problem-Solving Skills: Developing strong problem-solving skills can enable individuals to overcome obstacles and learn from their experiences.
Cultural Fit: How well an individual fits into the organizational culture can impact their comfort level and, consequently, their ability to learn and grow in the new role.
Stress Management: Effective stress management can prevent burnout and ensure that individuals have the mental and emotional capacity to learn and adapt.
Feedback Reception: The ability to receive and act upon feedback constructively is crucial for growth. Those who are humble and open to feedback tend to progress faster.
Peer Learning: Learning from colleagues and team members through collaboration and knowledge sharing can accelerate capability growth.

Overall Height Factors

The height of the “Plateau” can vary greatly by individual and is impacted by various factors. If somebody flops in their position, the height won’t be all that much higher than their starting height, but someone who excels will have a much higher plateau. Here are the factors that impact an individual’s plateau height.

Education and Training: The level of education and specialized training an individual receives can significantly impact their capabilities in a job. Continuous learning and skill development are essential.
Experience: As individuals gain more experience in their job, they become more capable. Practical experience helps them handle various situations and challenges effectively.
Feedback and Self-Assessment: Regular feedback, both self-assessment and feedback from supervisors and peers, is essential for identifying areas of improvement and growth.
Networking: Building professional relationships and networks can provide access to valuable resources, information, and opportunities for skill enhancement.
Problem-Solving Skills: Being able to analyze problems and find creative solutions is a valuable capability in virtually any job.
Time Management: Efficiently managing one's time and prioritizing tasks can significantly impact productivity and capability.
Emotional Intelligence: Understanding and managing one's emotions and those of others can improve interpersonal relationships and leadership capabilities.
Leadership and Management Skills: These skills are essential for those in leadership or management positions and can be developed over time with experience and training.
Technical Knowledge: In some jobs, technical knowledge specific to the industry or field is critical for capability. Staying up-to-date with industry trends and advancements is important.
Cultural Fit: How well an individual fits into the organizational culture can affect their comfort level and, subsequently, their job capability.
Recognition and Motivation: Feeling recognized and motivated in one's job can boost morale and, in turn, capability.
Teamwork and Collaboration: The ability to work effectively in a team and collaborate with others can enhance job capabilities.
Continual Learning and Growth: Those who actively seek opportunities for personal and professional growth tend to become more capable over time.

The Capability Curve is a powerful tool to assess where you stand in your capabilities and what actions you need to take in order to progress through the phases. It is also crucial as a manager to understand what phase your employees are in so you can lead them appropriately. Managers must lead differently for people in different phases, and that can only be done by deliberate thought and intentionality.

If you apply the Capability Curve and assess where you and your team land, you will be able to take steps to increase your capability quickly and efficiently and lead your team well by adjusting your leadership approach to each individual and provide them the support and guidance needed for their particular phase.

Reply

or to participate.