ÆPOC
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A personal working guide.
Read the sample.

See how a personal working guide supports responsibilities, handoffs, and agreed actions. These four excerpts are fictional.

Your guide’s depth and content follow the engagement scope.

Compare engagement scopes

The print view includes only the four excerpts.

ÆPOCFictional excerpt · 1 / 4

Your personal working guide

Responsibilities, working relationships, and agreed actions.

Prepared for a sample participant

Strengths, responsibilities, and working relationships.

Use this guide to prepare conversations about your role, handoffs, and commitments.

Reading this example

  • Use this sample to discuss the responsibilities and working relationships you want a guide to address.
  • These excerpts contain no participant data, assessment scores, or personalized findings.

Real guides reflect the participant’s assessments, role, relationships, and practitioner review.

ÆPOCFictional excerpt · 2 / 4

Understanding your contribution

Start with the work you do best.

Individual guidance

Make your contribution clear

Name the outcomes your role owns. Agree which decisions you can make independently, what support you need, and how you will ask for it.

A conversation to try

  • What outcomes does your role own?
  • Which decisions can you make independently?
  • What support would help you deliver those outcomes?

Individual guidance begins with INTROSPECT. Your findings are interpreted in your role and business context.

ÆPOCFictional excerpt · 3 / 4

Working well together

Make the handoff an agreement.

Relationship guidance

Agree what each person needs

Before handing over work, agree what a complete handoff includes, who owns the next decision, and when to raise a blocker. Use your check-in to review what helped and what needs to change.

A conversation to try

  • What must the next person know before work changes hands?
  • Who owns the next decision?
  • When and how will you raise a blocker?

Manager–direct report relationship guidance begins with INTERSECT. Team context depends on the engagement.

ÆPOCFictional excerpt · 4 / 4

Put the insight into practice

Turn a conversation into a commitment.

Team exercise

Choose one change to try

Choose one recurring point of friction. Agree on a small change, name its owner and accountability partner, and set a review date. Bring evidence from the work to your next conversation.

A conversation to try

  • What is the one change you will try?
  • Who owns it, and who is the accountability partner?
  • When will you review the evidence together?

Team and cross-team depth follows INTERLACE or INTERLOCK. Ongoing consulting and implementation are separately scoped.

What would help
your people work well?

Tell us which responsibilities or working relationships need attention.

Discuss your team