Know What Not To Do: Part 3

This is the third of a series of posts that will deal with engaging with staff about profitability. The underlying theme is that we are most profitable when we are working with knowns. Unknowns are what cost us time and effort that we might not have anticipated. The previous post is at this link: Know What NOT to Do: Part 2. This post is composed of flow charts that summarize much of the previous  two posts with a visual framework for intentional decision making.

The Most Important Flow Chart

This one is pretty simple. I like to tell staff to trust their gut. When their gut makes them uncomfortable, I’m here for them to speak with.

The Most Important Flowchart

Task Scope Assessment Flowchart

Before (or after) someone’s gut starts to alert them to something… we should assess tasks in order to validate where they fit within our knowledge.

Task Scope Assessment Flowchart

Staff Delegation Flowchart

This is another way to look at the scope assessment flowchart above, with a focus on the staff who will be working on something. The most important message within this chart is that you aren’t expected to know everything! In our culture, we’re brought up to think that not knowing how to do something is a fault and is embarrassing. Well… pretending you know something is the best way to lose your company money… and to get in trouble when people find out. BUT, as this chart shows, it’s good to push yourself to learn more when the knowledge deficit is controllable.

Staff Delegation Flowchart


So after three posts… the summary of this is that we don’t need to know everything. Your company should provide you with the skill/knowledge support where you can be successful and stretched enough to learn something with each project. This allows us to minimize the negative effect of unknowns. For learning, sleep and profit… that creates a higher level of shared success.

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