What is a key?

In a work circumstance, what is the lock?

For those of us that take personal ownership of the work sphere under our authority and require of ourselves that we do our best in delivering to others, within and without, the best we can find in ourselves…

The keys that control methodology are prized.  Results are determined by the quality of approach.  There will be much key turning or there will be many lame duck outcomes.

Many keys are speech connected.  This is why the right sounding board can be so important.  As human beings, we often need to speak out the seeds and visions we find to arrive at the best operational way forward.

When your panel of players, or favorite sounding boards, or trusted co-worker, just can’t seem to provide the needed traction; don’t harp on them, tell the merit troubleshooter.

Creating Traction for Operational Keys

Finding the right way forward is meritorious.  Merit is pure worth or value.  Careful navigation exercises wisdom, prudence, perspective and many other attributes.  Profit motive is an important and essential part of the drive motor of for-profit companies.  Non-profit organizations operate by service motive.  Either way, getting a bunch of people to carry out the mission to quality standards involves leadership.

A leader must always be introspective; are we accomplishing merit-based operation?  How much does doing it right matter?  How much do you care about identifying the correct measures and scales of worth?  It is very important that we decide clearly our standards of “Success.”  I see many many people who think they are succeeding and they are not.

Keys turn against the mechanism of the lock, not in a vacuum and not in the air.  The lock of the work system is not necessarily a “Problem;” sometimes is it, but not generally.  The lock is necessity waiting to be released.

When we see what must be, we know the right way.

Pro-Optimization

Professional Optimization of organizational dynamics and/or leadership delivery starts with a conversation.  Discovery of visionary motives – identifying some aspects of what needs to run in new ways; you tell us what you need.  Let’s discuss mission creep (ways the actual circumstance is deviating from the game-plan), study resources and look at solution sets. Resources are your chess pieces on the field of the work zone where you have sway.  To hit the sweetspot, your resources need to operate with the appropriate quantities of trust, synergy, purpose and effectiveness.  Interestingly even, “Slop,” can be essential.

To apply a personal defense firearm analogy, slop, is free play.  Extra margin in the action of an automatic pistol, for example, can keep the gun from binding up when a gust of wind blows dirt into the works.

Are You Maximizing the Growth Plans For Your Resources?

Resources that are coming up in your system are moldable to a high degree.  If we don’t plan their growth pattern, soon, many go off-track in costly ways.  We must transition to a proactive leadership model, or bring new life to the strategy you have in place.  It is only talk if the objectives are not reaching actuation.

Pliancy in growth is a super valuable commodity towards achieving and maintaining sweetspot function.  Make every effort to avoid letting forces run wild when they could be developed into true-function supports.  What are your resources?  How clear is your vision for shaping their development?  How effective is the real-time carry out of these goals and how well are relevant documentation processes getting done to protect the company and serve growth?  From safety management to individual employee work performance reviews, leadership is dependent upon the effective implementation of systems.

Don’t wait for your resources to form negative coalitions that empower harmful motives against the organization, let’s optimize your organizational vision in advance of the curve.