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Reporting and planning
With every team's forest speaking the same vocabulary, the organisation gains four reads that use...
The team map
Point a forest at a team and it becomes something new: one picture of what the team can actually ...
Consistency without flattening
The moment more than one team runs forests, a tension appears. The organisation wants consistency...
The review cadence
A forest is a living map, and living things need tending. The method runs on two nested rhythms —...
Ranks
A forest maps a role's knowledge; ranks map the journey through it. A rank is a seniority level —...
Roots are derived, not added
Every tree has roots — the skills you must already hold before you can enter the tree. And here's...
How trees connect inside
Inside a tree, the prerequisite chains from the skills page become visible paths. Arrows run from...
Prerequisites
A prerequisite is a skill you need before another skill becomes learnable. You can't write media ...
Rolling it out
The org-wide system of the previous pages is the destination. Nobody should start there. Skillfor...
Ranks, evaluation, and pay
Connecting the forest to evaluation — and eventually money — is where the method carries the most...
Roles and ranks as one system
Every role has a forest; every forest has ranks; every person holds skills at levels. Run across ...
Coaching many people
Coach one person and the forest is a map. Coach many, and it becomes something better: a dataset....
Guiding progress
Onboarding drew the route; guiding is keeping the person moving along it. Four practices carry th...
Onboarding a person
Coaching with a forest starts the same way every time: four steps that turn "help me grow" into a...
Developing the team
The map shows what to grow; these are the mechanisms that do the growing — and the guardrail that...
Reviews and 1:1s on levels
Reviews are where the forest pays for itself most visibly — because it replaces the worst part of...
Hiring against the forest
Most job openings are written from memory and vibes — a list of technologies, some adjectives, "5...
Planning growth
A team's development plan shouldn't need inventing — the map, read against the future, mostly wri...
Pitfalls
Five ways people trip on their own forest — all avoidable once named. 1. Trying to learn everythi...
Tracking your progress
A map only helps if it stays current. So the real question of this page isn't whether to track — ...