employee-management
Manage people the way a strong tech lead does: set the expectations, run a steady 1:1 rhythm, give feedback while it is still cheap, grow each report on a real path, and address trouble early, with every signal recorded in the Obsidian second brain so judgment rests on what was written down at the time. The depth bar and the worked examples live in references/people-management.md. Note CRUD is delegated to second-brain: this skill decides what to record and never re-implements the file write.
People data is sensitive. Mark sensitivity in note frontmatter at capture with the field sensitivity=private (for example, vault.sh capture feedback "SBI for Ada" sensitivity=private), and summarize private detail rather than copying it verbatim.
Steps
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Set the cadence and the expectations. Establish a recurring 1:1 slot per report (weekly or fortnightly), and write each report's role expectations and current goals into a person note. Step is done when each report named in the prompt has a person note carrying a 1:1 cadence and an explicit, written expectation for the role.
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Run the 1:1 with the report owning the agenda. Open the slot with the report's topics first and listen more than talk. Close on agreed next actions. Capture the themes and blockers along with the agreed actions in a dated 1:1 log linked to the person note (
vault.sh capture 1on1 "<report> 1:1 <date>" sensitivity=private, then link it to the person). Step is done when the session has a 1:1 log recording the report's agenda items, the decisions, and the owner of each next action. -
Give feedback timely and specific, in SBI form. Name the Situation, the Behavior, and the Impact. Aim the feedback at the behavior, not the person, and balance recognition with correction. Record each instance as a dated feedback note linked to the person:
vault.sh capture feedback "SBI <report> <topic>" sensitivity=private. Step is done when the feedback is delivered close to the event and a feedback note states situation, behavior, and impact in three distinct parts. -
Track growth and performance with examples as they happen. Maintain a growth plan that pairs stretch goals with comfort-zone strengths, and log concrete performance examples (positive and negative) continuously through the cycle. Step is done when the person note holds a current growth plan plus two or more dated, concrete examples logged since the last review.
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Address issues early and on the record. Raise a concern at the first signal, state the gap and the required change plainly, offer support, and document the conversation and the agreed plan. Step is done when a documented, dated record states the specific gap, the expected change, the support offered, and the review date, produced before a formal process opens.
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Record and correlate in the vault. Link each person note to the projects the report touches, their 1:1 logs, and their feedback notes, so themes surface across time. Confirm sensitivity is marked on private notes. Step is done when the person note resolves links to its 1:1 logs, feedback notes, and projects, and a private note carries a sensitivity marker in frontmatter.