Coaching, leadership, teams, organisational psychology. The discipline of growing humans — expressed as the same kind of skills tree as the technical domains, because helping a person develop is as structurable as helping a system scale. Frameworks like the Enneagram and ICF coaching competencies sit alongside the practical work of running 1:1s, leading teams, and changing organisational culture.
Six sub-categories under people/. The Enneagram is the first live leaf, under Typologies. Coaching foundations and Leadership are next in line.
ICF core competencies, contracting, presence, powerful questions, GROW. The practice of helping someone find their own answer instead of giving them yours — and the structure that keeps the conversation honest.
The Enneagram (nine types, three centres, integration and disintegration arrows), MBTI, Big Five, DISC. What each framework actually measures, where each is useful, and where each is misused. The Enneagram leaf is live.
Adaptive leadership, situational, servant leadership, transformational. Models worth knowing, the moves they each prescribe, and the honest answer to "which one should I use" — usually all of them, just not at once.
Team dynamics (Tuckman, Lencioni), facilitation patterns, retros, decision-making frameworks (RAPID, RACI), conflict resolution. The mechanics of getting a group to think together without dissolving into committee.
Engagement, culture, change, motivation. The empirical work behind why people stay, why they leave, and why a process works in one team and dies in another. Self-determination theory, psychological safety, Kotter's eight steps.
1:1s that aren't status updates, feedback that lands, OKRs that don't ossify, performance reviews that develop instead of grade. The infrastructure of the development conversation, applied weekly rather than annually.
Five principles that show up in every sub-skill. The People domain holds itself to the same evidence bar as Healthcare and Data — honest about what works, where it works, and the limits of any framework that claims to explain humans.
The Enneagram, MBTI, Big Five — useful structures, not metaphysical truths. Treat any typology as a hypothesis to test in practice, not a verdict to file someone under.
If you find yourself answering, you've stopped coaching. The discipline is asking the question that lets the other person hear what they already know. ICF competencies exist for a reason.
Most "personality conflicts" are missing structure. Before adjusting people, adjust the meeting cadence, decision rights, feedback channel, or contracting. Often that's enough.
MBTI's test-retest reliability is not great. The Enneagram has weak empirical validation. They can still be useful tools for self-reflection — but call the limits in plain words, don't smuggle them past the reader.
People skills aren't a soft layer on top of the technical work — they're how the technical work gets shipped. Every leaf here connects back to Business (HR), Tech (team practices), and Education (development).
People is the domain that touches every other one — because every system in the tree is operated by humans. Strongest links to Business (HR, leadership), Education (corporate training, development), and Healthcare (mental health, clinical psychology).