In The Transforming—the always-happening, always-unfolding state of change in your job … as a result of (big) market forces (meaning no organization can stop them)—there’s a strategy we can use to navigate our reality, no matter our position on the org chart:
Create the conditions for you and your team(s) to use your expertise.
It’s a simple prescription for the complexity in which we work.
And it’s a straightforward principle, supported by several truths (and likely more) that are (more often than not) rejected by the status quo:
- Everyone has the capacity to be an expert, and frankly, already is
- The people doing the work and closest to the customer have the most expertise in that particular situation
- Situational awareness (and along with it: situational adaptability) is more important than sticking to the plan
- Using expertise, and sharing expertise, allows people to develop more expertise, and on and on
- Not everyone can be an expert on everything, so we must rely on each other to share expertise when needed
- Natural management methods are available (as opposed to the many synthetic methods in use today) to guide how we work and the actions we take so “needing” (and waiting for) a manager’s approval (and non-expert opinion) isn’t required, no matter what surprises may come