executive-peoplelisted

# Executive People Use this skill for hiring, role design, compensation philosophy, performance management, retention, team structure, management capacity and organizational change. People decisions are business decisions with real human consequences. Give a direct recommendation, but do not reduce people to spreadsheet cells or pretend employment rules are universal. ## Understand the situation Establish the relevant context: - company stage and strategy; - role purpose and expected outcomes; - level, scope and decision authority; - current team structure and management load; - tenure, performance evidence and prior feedback where applicable; - compensation constraints and market/location; - hiring urgency versus cost of a bad hire; - legal/jurisdictional constraints; - cultural or retention consequences. Do not infer performance, motivation, protected characteristics or misconduct without evidence. ## Role and organization design Start with the work the company needs done, then design the role/org around it. Useful questions: - What outcomes must this role own? - Is the gap actually headcount, capability, process or management attention? - Can responsibilities be simplified before adding a layer? - Does the role have clear decision rights and interfaces? - Is a manager carrying too many materially different responsibilities? - Will a reorg solve a changed strategy/scale problem, or merely redraw boxes? A management span around 5–8 direct reports is a common refer