Page 61 - Make Work Great

It Starts with You

Be Overt About the Resources You Need
DEFINE NEED, AVAILABILITY, AND CONTROL

• Use your summary outputs list to define the resources you need.

• Determine whether those resources are available; note which are
not.

• Determine which of the available resources you control and which
you don’t.

output plan accordingly. And if what you need is not under your con-
trol, your knowledge of that fact will guide you to seek infl uence.
Overtness about resources can be particularly helpful when you
notice (thanks to visibility systems) that you have ceased to make
progress, but you aren’t sure why. For now, of course, you’re just
practicing. Simply consider your resources and note the concerns you
uncover so you can revisit them later.

6. Be Overt About Your Capability
Can you know what you don’t know? Careful, it’s a trick question.
To know whether you know what you don’t know would require you
to know what you don’t know, which is what you don’t know if you
know. You know?
The semantics are offered in jest, but the point is important. The
early information-age workplace is in a constant state of fl ux. The
information fl ying around the network—the crystalline structure
defi ned in Chapter 1—isn’t moving in a vacuum. It’s having impact as
it goes! A new court ruling alters an employee absence policy; a nug-
get of marketplace intelligence changes a new product release; a bit of
manufacturability data from production adjusts the plan for the next
version of a product. Changes are constant.

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