Simplicity, Agility and Mojo

The world is oozing info and options. This is great, but how does one simplify from chaos?  It is actually quite simple – Just choose simplicity. It truly is a choice.

Agility is thwarted by complicated systems, processes and thought forms which breed more of the same. This leads to getting nowhere fast.  Sadly, it often results in a downward spiral.  Slow response to change, red tape, busyness (not business), disconnected channels, resistance, blocked flow, restricted movement, group-think silos and a whole bunch of despondent people.  Does that sound familiar?

Since LGIT Smart Solutions is a training solutions provider, I will focus on simplicity, agility and mojo around skills acquisition.  Let me quickly clarify my interpretation of “mojo” here.  Mojo is personal confidence and charm in one’s own abilities and contribution. A confident and able person shines.  Like attracts like … it is the ultimate mojo.

Firstly,  I would like to state the following:  We are all learning.  We are all students. No matter our status, position, experience, knowledge or background.

As an organisation (a living, changing system), a possible starting point is to consider the following equations:
Macro system = collective individual systems contained within (every system is contained within another system – group, company, nation etc.)
Organisational current status = individuals current status (skills, experience, attitude and perception)
Organisation goal = individuals goals (this is often chaotic and not aligned)
Organisation line of sight = individuals line of sight (must be positive, clear and attainable)

Consider these questions: Where is the organisation at?  Where are the teams at?  Where are the people at?  Do you have a unified direction? Where are you going? How will you get there?

Once the organisation has looked at its current status and goal, start aligning teams and individuals.  Bias assessments and overlooking pressure points will not be effective here.  Self-honesty is the only way to go.  Nobody is perfect. Remember to keep it simple.

Organisations often resort to employee self-assessment methods to save time and effort.  However, self-assessments can be bias, based on fear.  Team leaders can assess subordinates or team members can assess each other. These methods can be subjective to all sorts of internal politics.  LGIT can assist in determining where you are at in terms of skills levels.  We strive to develop online skills assessments in many areas.

LGIT can utilise the above information to propose training solutions that fit.  Due to the reality of organisational training budget constraints, one can look at a phased-approach.  The following are 2 examples of possible phased approaches:

One can follow a “champion approach” where the champions within a team are identified, upskilled and aligned with the common organisational, team and individual goal.  The mojo of these champions transfers to the rest of the team in a ripple-effect.  This approach is ongoing to periodically identify new champions on the rise.  Many champions prefer self-paced virtual learning, since self-motivation is not a problem.  They also tend to be key people in teams and cannot afford to be out of office to attend in-person training. LGIT has numerous certification-aligned virtual courses available.  This learning method enhances the agility of the organisation, as it is readily available when the champion needs it and learning can take place anywhere.

One can opt for a “bootstrap approach” where individuals who lack skills are identified and upskilled.  There is a challenge here though.  Under-skilled individuals often have low confidence and motivation levels.  LGIT offers a Personal Mastery programme to address these issues and help individuals retrieve their mojo.  We accept that a holistic training solution is often vital to the health and wealth of an organisation.  Technical skills alone are not always the answer. In addition, these individuals tend to respond better to classroom-based, instructor-led training.  Learning integration into the workplace is critical here.  Courses should be at realistic intervals to allow learners the time to practice and integrate newly acquired knowledge into the workplace before attending the next course.

Please do take care not to indulge individuals who continuously feel entitled, are rigid and resistant to learning,  and refuse to help themselves.  Unfortunately, this is a reality in some cases.  Efforts will be better utilised elsewhere.

The world and it’s contained systems are constantly changing, and we can all adapt more smoothly with simplicity, agility and mojo in our toolbox.

Happy Learning!

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