Evidence gap
You do it, but nobody can point to it.
Next stepTranslate it into next-level language.
She's Triple Threat
Build. Lead. Manage. Excel where they meet.
A Triple Threat is fluent across individual contribution (IC), leadership (LD) and management (MG), and excels where they overlap. The overlaps are where the same skill grows in scope: an engineer spots a risk, a lead frames it, a manager weighs it against the business.
Skills become responsibilities. Responsibilities become roles and titles you can advocate for. And as you reach them, you become the example someone behind you is looking for, and a better sponsor for them.
The framework
Three disciplines. Six areas.
The three disciplines are the edges of the work. The three overlaps are where it gets interesting: the same instinct, exercised at a bigger scope. Each area is a set of skill chains, and each step in a chain builds on the one before.
- An engineer spots a risk
- A lead frames it
- A manager weighs it against the business
- Skillswhat you can do
- Responsibilitieswhat you do every time
- Roles & titleswhat you can advocate for
- Sponsorshipwho you bring with you
How to read your web
Frequency, not seniority.
Your web isn't a rating of how senior you are. Each point shows how often you already exercise the skills in that area. The black line shows what you're aiming for. Where it reaches past your shape, that's a gap; where your shape reaches past it, that's a strength to lead with.
- OnceYou've done it once
- SometimesSome of the times it came up
- UsuallyMost of the times it came up
- Every timeIt's yours: a responsibility
Explore the web
Every point is a set of skills.
The web has six areas: the three disciplines and the three places they overlap. Each ring is how often you exercise an area's skills, from once near the center to every time at the edge. Hover any point to see the skills behind it; click or tap to keep them open.
An example shape
Triple Threat: at least sometimes on all three overlaps
Three kinds of gaps
Every gap has a different next step.
Exposure gap
You haven't been given the chance, or not often enough.
Next stepAsk for one specific rep.
Skill gap
You wouldn't know how to do it yet.
Next stepLearn it inside a rep, not a course.
The Gap Map
You're already doing more than your title says.
Map the work you already do across individual contribution, leadership and management. Then see the gap to the job or review you're aiming for, and exactly what to do about it.
1What are you aiming for?
Paste a job posting or your performance evaluation. Your text never leaves this page.
Your manager wrote this
You wrote this
What you wrote about your own work. It fills in "What you already do" in step 2, so you only adjust.
Your manager wrote this
What your manager wrote about you. It sets what you're measured against on the web.
2What you already do
Count, don't judge. Think about the last 6 months. For each skill: when it came up, how often was it you? Skills are in chains, and each step builds on the one before, so doing step 3 usually means you're already doing step 2. If something isn't part of your role, mark it "Doesn't apply."
- Once → Every time
- how often it's you
- No chance yet
- it hasn't come your way
- Don't know how
- you'd need to learn it
- Doesn't apply
- not part of your role
3Your gaps, and what to do next
Your answers are saved in this browser only, so you can come back next review cycle and see your shape grow.
Why this matters
The path is hardest to see where it matters most.
32.5%
of women at senior level have an active sponsor, against 50.8% of men.
32%
of tech professionals are unsure whether they can advance where they are.
19.7% to 41%
Women's confidence they'll advance, without vs. with a sponsor.
The work isn't done until the table is full.
Map your shape, bring it to your next 1:1, and come back each review cycle to see it grow.
Map my shape