Job Map, stop the silos

We hire people to solve problems. But the moment they walk in the door, we hand them a job description that tells them to complete tasks.

"Process these invoices." "Manage this database." "Write this code."

So, that is what they do. They put their heads down. They focus on their list. They check the boxes. And in the process, they accidentally trample on the people around them. They send reports that nobody can read. They push code that breaks the build. They stick to a process that infuriates the customer.

Why? Because they think their job is the task. But in a high-performing organization, the job isn't the task. The job is the impact that task has on others.

If you want your team to stop "just doing their job" and start driving results, you need to change how they see their role. You need the Job Map.

Send me the Job Map

The Job Map tool

The Job Map is a visual framework that reorients an employee from an inward focus (my tasks) to an outward focus (my impact). It’s simple—just a circle on a piece of paper—but it changes the conversation from "What did you do?" to "Who did you impact?"

How to use it (step-by-step)

You can do this on a napkin, a whiteboard, or the official template. Here is the exact process to build a map that reflects reality.

Step 1: The Inner Circle (Define Your Roles)

Draw a circle in the middle of the page. Inside that circle, write down your 3–4 main "roles" or areas of responsibility. Don't worry about official HR titles. Use the words that describe what you actually do.

• Example: If you are a Customer Success Manager, your roles might be: "Coach," "Firefighter," "Strategic Advisor."

Step 2: The outer circle (identify the people)

Now, draw four quadrants around that circle. This is where we map the humans who are affected by the roles you just listed. Write down the specific names of the people in these four categories:

• Manager (Top): Who do you report to? Write their name.

• Direct Reports (Bottom): If you lead people, write their names. (If not, leave it blank).

• Peers (Left): Who are the colleagues you work with side-by-side? (e.g., "Jessica in Marketing," "Jacob in Engineering").

• Customers (Right): Who consumes your work? This could be external clients or internal teams.

Suddenly, your job isn't a list of tasks. It’s a web of relationships with real people: Jessica, Martha, Jacob, and the your team.

Step 3: The impact score (the reality check)

This is the step most people skip, but it is where the breakthrough happens. Pick one person on your map—let’s say your manager, or a key peer. Circle their name. Now, be honest. On a scale of 0 to 10, rate yourself on this question:

"How well do I understand my impact on their work?"

• 0: I have no idea if I’m helping or hurting them.

• 10: I know exactly what they need, and I know for a fact I am delivering it.

The Trap: Most of us rate ourselves an 8 or 9 because we like the person. "Oh, Jacob and I are friends, we talk all the time." That’s not the question. The question isn’t "Do we get along?" The question is "Do I know how my work affects his ability to succeed?"

If your score is a 5, that is a problem. You are guessing. And if you are guessing, you are likely creating friction you don't even see.

Why This Changes Culture

When you use the Job Map this way, it transforms performance conversations. Instead of a "one-way" lecture where a manager tells an employee what they did wrong, it becomes a discovery process.

• "I realized I’m a '3' on understanding my impact on the Marketing team. I need to go talk to Jessica."

• "I thought I was helping you by sending those daily updates, but I realized I don't actually know if you read them."

It moves the team from compliance (doing what I'm told) to contribution (doing what is needed).

Stop hiring people to do tasks. Hire them to make an impact.

See it in Action:

Frequently Asked Questions

Q: Can I use this for my whole team?

A: Yes. It is a fantastic team meeting exercise. Have everyone draw their map and score their key relationships. It immediately highlights the "blind spots" where the team is disconnected from its stakeholders.

Q: What do I do if my Impact Score is low?

A: That is a signal to act. Use the Impact Check-In tool to go have a conversation with that person. Ask them, "I realized I don't fully know how my work affects yours. Can we chat about what you need from me?"

Q: Is this just for leadership?

A: No. Every single employee impacts someone. Even an individual contributor impacts their peers and their manager. If they don't know who they impact, they are flying blind.