waterline-model skill

---
name: Waterline Model
description: Diagnose team problems by checking structural issues (goals/roles) at the surface before diving deep into personality conflicts. 80% of team problems are structural, not personal.
---

# The Waterline Model

> "Your only goal as a manager, if you do nothing else, is clear roles and clear expectations." — Molly Graham

## What It Is

Imagine a team as a boat. Problems **below the waterline** sink the boat. Leaders often dive deep (scuba) to fix "people problems" first, but they should **snorkel first**. Start at the surface with structural issues (goals/roles) before addressing interpersonal dynamics.

## When To Use

- Friction, confusion, or **underperformance** within a team
- Before assuming conflict is due to **"difficult people"**
- When teams are **fighting** over responsibilities
- As a diagnostic before any team restructuring

## The Model

```
               🌊 SURFACE (Snorkel First)
    ┌─────────────────────────────────────────┐
    │  1. GOALS — Does team know destination? │
    │  2. ROLES — Who owns what?              │
    │  3. EXPECTATIONS — What does good look? │
    └─────────────────────────────────────────┘
              ~~~~~~~~~~~~~~~~~~~~~~~~~~~~
    ┌─────────────────────────────────────────┐
    │  4. SKILLS — Can they do the job?       │
    │  5. MOTIVATION — Do they want to?       │
    │  6. PERSONALITY — Is there true clash?  │
    └─────────────────────────────────────────┘
               🌊 DEPTH (Scuba Later)
```

## Core Principles

### 1. Snorkel Before You Scuba
Check structural alignment before analyzing personality conflicts.

### 2. Clarify Goals
Does the team know what the destination is?

### 3. Clarify Roles
Does everyone know who owns what part of the elephant?

### 80% Rule
**80% of team problems are structural**, not personality-driven. Fix structure before blaming people.

## How To Apply

```
STEP 1: Ask "What number were you hired to drive?"
└── If answer is vague → Goal problem

STEP 2: Ask "Who owns [specific task]?"
└── If multiple people claim it → Role problem
└── If no one claims it → Role problem

STEP 3: Ask "What does good look like?"
└── If answer is vague → Expectations problem

STEP 4: Only After 1-3 Are Clear
└── Consider skills, motivation, personality
```

## Common Mistakes

❌ Assuming conflict is due to "bad culture" or "difficult people"

❌ Jumping straight to personality assessments

❌ Reorganizing teams without first clarifying goals

## Real-World Example

Graham often finds that when teams are fighting, simply asking "What number were you hired to drive?" reveals that no one actually knows their specific accountability.

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*Source: Molly Graham, Lenny's Podcast*