Glue Audit

Glue Work Audit

Identify, categorize, and make visible the glue work on a team or for an individual. Glue work is essential non-core technical work that makes projects succeed but is often invisible, uncounted, and non-promotable in traditional engineering ladders: onboarding, documentation, design review, unblocking teammates, cross-team alignment, process improvement, roadmap curation, incident coordination, mentorship, interviewing, and the endless coordination that holds complex projects together.

This skill produces a structured inventory suitable for:

• Promotion packet evidence (framing glue work as technical leadership)
• Workload equity analysis (fair distribution across team members)
• Managerial interventions (redistributing non-promotable work)
• Personal career decisions (understanding time allocation before role-change choices)

When to apply

Trigger this skill when the user:

• Is preparing for a promotion cycle and needs to frame their glue work as promotable technical leadership.
• Manages a team and wants to audit who is doing what non-core work (to prevent burnout and unfair credit distribution).
• Feels they're doing "too much glue" and wants a quantified picture before a career conversation.
• Wants to understand the team's glue work profile before redistributing tasks.
• Is deciding whether to stay on the IC track or move to management/TPM and needs to see what skills they've actually built.
• Notices certain people (often junior, often women and underrepresented groups) consistently volunteering for non-promotable work.

Skip when:

• The user just wants to log a single win (use wins-log instead).
• The user is mid-crisis and needs tactical unblocking (this is strategic/reflective work).
• The team is clearly under-resourced and needs hiring, not rebalancing (but still run this first to make the case).

The audit scope

The skill asks: whose glue work? Three modes:

• Self-audit — catalog your own glue tasks over the past 30–90 days.
• Team audit — map glue work across a team (requires the user to know or estimate team member activities).
• Role-based audit — "If I become a [manager/TPM/ staff engineer], how much of my current glue work becomes core vs. non-promotable?"

Glue work taxonomy

Use Tanya Reilly's classic categories (from her "Glue Work" talk) as the primary classification:

1. Onboarding & mentorship — ramping new hires, pairing, docs, mentor matching
2. Documentation — ADRs, runbooks, architecture decision records, internal wikis, API docs
3. Design review & quality gate — catching handwaves, blur words, missing edge cases in design docs
4. Cross-team alignment — meetings that resolve ambiguity between teams, email chains of doom interruption, shared understanding emails
5. Process improvement — coding standards, testing guidelines, launch checklists, retrospectives that yield change
6. Unblocking — helping others get unstuck, finding information buried in Slack/email, breaking logjams
7. Roadmap & planning — keeping the roadmap current, scoping work, clarifying priorities
8. Incident & postmortem coordination — stabilization, blameless reviews, action item follow-through
9. Stakeholder management — customer support escalations, exec updates, status crafting
10. Hiring & interviewing — loops, debriefs, rubric design, calibration
11. Team health & culture — spotting burnout, facilitating retro, improving psychological safety
12. Diversity, equity & inclusion work — ERG leadership, inclusive hiring, Fair Chance initiatives (often invisible and extra)

The interview flow

1. Set scope

• "Are we auditing you individually, the whole team, or a specific role/project?"
• "Time window: last 30 days, last quarter, or a specific project?"
• "Do you want time estimates (hours spent) or just a task inventory?"

2. Brainstorm tasks

Walk through a typical week/month and surface glue activities. Prompt by category:

• "Who's onboarding right now? What are you doing to help?"
• "What design reviews are you on? What do you actually contribute?"
• "How many Slack channels do you monitor for other people's blockers?"
• "What processes did you improve in the last quarter?"

If team audit: ask for each teammate's likely glue allocation.

3. Categorize & tag each item

For each task, capture:

• Name (short, specific)
• Category (from taxonomy above)
• Frequency (daily/weekly/one-off)
• Time estimate (hours per week, or rough fraction: 10%, 20%)
• Core vs. glue — is this part of the user's official job description and promotion rubric? Or is it "above and beyond"?
• Visibility — who knows this work happens? (manager, team, org, only the recipient)
• Promotable? — does the company's engineering ladder recognize this as senior/staff-level work? (T/F/partial)

4. Quantify & surface patterns

• Total hours/week spent on glue vs. core
• Distribution across team members (for team audits)
• Which categories dominate
• Visibility gaps (high-impact glue nobody sees)
• Gender/junior bias markers (if user admits to patterns: "women always take meeting notes")

5. Output structure

The skill writes ~/bettersense-work-reflections/glue-audits/<date>-<scope>.md with:

---
subject: glue audit
scope: self | team | role
auditee: [name or team name]
period: [date range]
---

# Glue Work Audit — [scope description]

## Summary
- Core work time: ~X hrs/week (X%)
- Glue work time: ~Y hrs/week (Y%)
- Top glue categories: [list ranked]
- High-visibility glue: [items]
- Invisible glue: [items]
- Promotable fraction: [estimate]

## Inventory

| Task | Category | Freq | Hours/wk | Core? | Visible? | Promotable? |
|---|---|---|---|---|---|---|
| Onboarding new hire Priya | Onboarding | one-off | 8 | no | team | partial |
| Weekly design reviews | Design review | weekly | 4 | no | team | yes |
| Cross-team alignment email threads | Cross-team | daily | 3 | no | low | no |
| ... | ... | ... | ... | ... | ... | ... |

## Patterns & flags
- [Concern: X spends 40% on glue, all invisible]
- [Opportunity: move Y's onboarding task to team rotation]
- [Bias signal: all women on team do the meeting notes]
- [Promotion risk: Z's glue is mostly non-promotable by current ladder]

## Manager actions suggested
- [Specific redistribution ideas]
- [Visibility amplification: what to highlight in review]
- [Ladder update needed: add X as senior-level behavior]

Operating principles

• Quantify, don't just list. A list feels qualitative; hours/week forces honest accounting.
• Separate "should" from "is." Don't moralize; just describe. This is a diagnostic, not a judgment.
• Name invisible work. The point is to surface the tasks nobody notices.
• Fairness lens. If certain people routinely take non-promotable work, surface it as an equity risk.
• Tie to promotion criteria explicitly. "Promotable?" must reference the user's actual company ladder (available in the user profile if they filled it).
• Respect privacy. The audit file is saved privately like other reflection files — not for sharing unless the user chooses.
• User owns the output. The skill generates the structure; the user populates it from memory/observation. Don't invent numbers.

Composition with other skills

• report-promo-case — once an audit is done, feed the "glue inventory" section as evidence; link both files.
• manage-glue-workers — the audit is the diagnostic input; manage-glue-workers prescribes interventions.
• user-profile — read the user's role/level to evaluate "core vs. glue" and "promotable?" fields accurately against the right ladder.
• wins-log — glue tasks that produced visible outcomes should be logged as wins with the "leadership" or "impact" type.

Anti-patterns to flag

• Audit as weapon. Don't use this to shame people for "not doing enough glue." The point is system fairness, not individual blame.
• Rigid definitions. If the user's company officially counts design review as core work, respect that — the "core vs glue" question is organization-specific.
• Analysis paralysis. Users can spend weeks perfecting the audit; prod them to act on it within a sprint of finishing.
• Sharing without consent. Never suggest posting team audit results publicly without explicit user permission — it could single people out.
• Expecting perfect data. Estimates are fine. The skill's value is directional, not forensic.