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Mentorship and Talent
Identifying capability early, developing it deliberately, and transferring the judgment that cannot be written into a manual.
Chapter contents
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Developing People 3 entries Real responsibility with real consequences, permitted failure at survivable scale, and what actually transfers between a senior person and a junior one.
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Spotting Capability 3 entries Identifying people before they have a record: the observable signals that precede achievement, and the credentials that reliably mislead.
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Talent Across an Institution 3 entries Building a pipeline rather than a favourite: succession depth, retention of capable people, and the particular problem of a small state.
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The Mentoring Relationship 3 entries What each party owes the other, what makes it survivable for the senior person, and how it ends without either party losing something.
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What Mentorship Is 2 entries Mentorship, sponsorship, coaching, and networking are four different things. Conflating them is why most programmes disappoint everybody involved.
Entries filed directly to this chapter
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01
Letting Someone Fail Safely
A person who has never been wrong in your presence has not been tested. The work is engineering the conditions under which being wrong is instructive rather than disqualifying.
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02
The Stretch Assignment
Real responsibility with real consequences, sized so that failure is survivable. Most development assignments fail because the leader retains the decisions and hands over only the work.
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03
Spotting Capability Before It Is Proven
The signals that precede a record are behavioural and observable. The proxies most organizations use — polish, confidence, credentials, visibility — measure something else entirely.
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04
Mentorship, Sponsorship, Coaching, Networking
Sponsorship is what moves careers and it is the one nobody asks for, because asking requires naming what you want from somebody who would have to spend standing to provide it.
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05
What Mentorship Is For
Judgment is the thing being transferred, and it is the one thing that cannot be taught directly. Everything in this chapter follows from that constraint.
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