The Determinates of Ability
By Mark Haeussler,
When you want to get something done, eventually, you must be
able to do it. Embarking on an enterprise often begins with
only part of the abilities necessary to accomplish it - the
endeavor could begin with a desire, a gift, or certain way
things are put together, that initiates the effort.
However, learning and organization tends to occur along the
way as well, as the Vision alters or Breakdowns occur. It
is at these moments - when we do not have the traction
desire - that we become intensely curious about why what we
had to commence the enterprise is not sufficient to complete
it. So we begin a search inward of what abilities exist and
what needs to exist.
This is a roadmap to unraveling where the abilities exist or
are void. The capacity to get something achieved is a
function of ability, which is having the sufficient
interest, power, skill, or resources to accomplish an
outcome. There are three key determinates of ability:
Willingness, Structure, and Competency. These three
concepts can be applied to individuals in their ability to
carry out a role, and to organizations in their ability to
deliver a product of service.
From our own histories, we may tend to look in one place
more than another. It sounds like this: "If we just
reorganize our corporate structure, we can accomplish this."
Or, "if only we revisit our corporate values." Or, "if we
just hired somebody really experienced in marketing."
Ability is more complex, a summation of desires and
motivations, certain structures which can allow an
organization to move in certain ways, and specific
capacities or masteries which can create action. Ability
requires all three.
The components that determine ability are:
- Willingness is the inclination to move beyond the moment to create a better future.
- Structure is the arrangement or pattern
of emotional, spiritual, and physical framing of who we are
and how we will create the future.
- Competency is the capacity or proficiency that enables
action in a certain manner.
Integration These determinates exist at both the individual
and organizational level. How they are integrated in both
our own self as well as how a leader brings them together in
a complex organization is the difference between success and
falling short. They are detailed below in both contexts.
The concepts are the parallel, but the language altered to
speak to one person and a group of people:
INDIVIDUAL
Willingness
A willingness or desire to
accomplish something is both the spark and the sustainer of
ability; without an interest to make a difference, there
will not be initiative to begin or continue an endeavor.
Willingness is built on these concepts:
- Purpose: How does this role fit into satisfying the need for meaning?
- Rewards: What rewards does the role provide, such as
financial, status, security?
- Values: What values does the individual hold that may be expressed in the role or organization? How are the values embodied?
- History: What history does the individual bring that impacts their ability to take action?
Structure
The structure of ability relates to both the
abstract ideas of how an individual or group is organized to
the physical structure and health. Structure includes:
- Beliefs: How has the culture, society, and upbringing
affected the individual's ability to see possibilities and
extend trust? (for example if one is raised in believing
that women should not hold positions of authority)
- Ethics: What rules does the individual subscribe to? How
will this structure of behavior mate with the role and the
organization?
- Physical: What is the physical structure,
including health, of the individual? What is the abstract
structure of the organization and its resources?
Competency
The competencies speak to the specific
proficiencies that are needed to be able to accomplish
something. In Leadership, these competencies can be
organized as follows: * Hard skills: The readily
measurable learnings, including education, years of
experience, certifications, specific proficiencies in a
domain.
- Soft skills: The personal mastery of leadership
of the self and others, including effective communication,
flexibility, ability to change, vision, and teamwork.
- Behavior skills: The ability to behave effectively in
response to external factors to achieve outcomes, including
decisiveness, interpersonal, steadiness, and compliance.
- Integration/Adaptation: The ability to integrate
competencies into what is required in the moment.
ORGANIZATIONAL
Willingness
Willingness in an organizational context answers the core
questions of why the organization exists, how people are
encouraged or discouraged, and why people organize around its abstract existence.
- Purpose: What is the organization's purpose
or mission? What value or service is it inclined to add to
the greater community?
- Rewards: What objectives and
rewards does the organization provide, such as
financial, status, security?
- Values: What values does the organization hold
that may be expressed in the role or organization?
Structure
Organizational structure extends beyond the
organizational chart. It includes structures not seen or
drawn, including its unspoken rules of engagement, the
inertia brought from the past, and how it is physically laid
out.
- History: What history does the organization bring
and how does it influence their ability to see options and
take action?
- Beliefs: How has the culture, society, and
upbringing affected the organization's ability to see
possibilities and extend trust?
- Ethics: What rules or
patterns of behavior does the organization subscribe to?
Which are seen? What is unseen? How does this ethical
structure affect the extension of trust by the individuals?
- Physical: How does the organization embody their values?
Does the organization provide for the physical and emotional
well being for the individuals? How does the organizational
chart add to moving towards its objectives? Where are the
various operating components physically and why are they so
located?
Competency
Just as individuals can embody competencies, so
can organizations. Some extend well into the community,
some face issues with directness, some are flexible, some
articulate their marketing well, and so forth.
- Hard skills: The specific outward proficiencies embodied
by the company, such as logistics for Federal Express.
- Soft skills: The mastery of the self in difficult to
measure ways, such as broad effective communication.
- Behavior skills: The ability to behave in response to
external factors.
- Integration/Adaptation: The ability to integrate
competencies into what is required in the moment.
Being able means being willing, being structured, and being
competent. Missing any of the three will lead to breakdown.
Wanting to play music is not enough. Having two hands to
play the flute is not enough. Having perfect pitch is not
enough to master music. Possessing all three allows music,
or any achievement, to occur. When there is breakdown
toward a goal, look at all three for gaps, and for gaps in
how they may integrate, develop the ability, and get back on
track to success.
Mark Haeussler
Advancing Leadership Institute
Phoenix, AZ
advancingleadershipinstititute.com
About the Author
Mark Haeussler is an executive and leadership coach with executive management experience. He develops unique intellectual materials for the Advancing Leadership Institute. Mark provides organizations practical entries to build greater, sustainable success.
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