You already paid for it.
You just never got all of it.
This calculator estimates the gap between the capability your organisation pays for and the capability it actually receives.
Every number is yours. Enter your own figures and set the assumptions to what you genuinely believe is true about your organisation.
There are no right answers. The point is to see what your own assumptions reveal.
How to use this
You do not pay people only to execute. Part of every salary buys judgement: what they notice, what they know that you do not, the call they make when nobody is watching. This is the portion of it that never gets offered, because the person cannot see that what they have is worth bringing.This is capability that exists inside the organisation but never becomes available to it.
The same pool, lost a different way. These people can see exactly what they have. They have simply learned, across thousands of small moments, that putting it forward does not pay as well as being easy to work with.This is capability the organisation has, has been told about at least once, and has quietly trained itself out of receiving.
Your people are in the meeting. You are paying for their time and their expertise. The question is how much of that capability actually influences the decision.This is capability that reaches the room and arrives in a shape nobody can act on.
One of the most expensive forms of capability loss. Someone brought real capability into the organisation, it was not fully used, recognised or retained, and eventually they left.This is capability the organisation received and then let walk out of the building.
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One email with the result you just built — the total, the four causes, and your assumptions. No list, no sequence, no follow-up. Skip it and nothing changes.
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Read this before you quote the number
These are your assumptions, not my claims. Every figure above is a setting you chose. I have not put a single piece of research into the maths, deliberately, because a number you built yourself is one you cannot dismiss and I cannot be accused of inventing.
The defaults are starting points, not industry benchmarks. If you think a number is wrong, change it. If the total still looks uncomfortable after you have set every slider to the most generous position you can honestly justify, that is the finding.
This tool does not measure individual employee capability. It estimates the potential organisational cost of capability that is present but not fully expressed, used or retained.
This is a scale-of-the-problem tool. It shows you the potential order of magnitude, and which of the four causes your own estimates point at. It does not tell you why that cause is running in your organisation. The next question is not “how do we get people to perform better?” It is “what is stopping the capability we already have from being used?”
Found a bigger gap than you expected?
Amanda Anderson works with organisations to find what is stopping the capability they have already paid for from becoming contribution, judgement and impact.
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