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:

1. Willingness is the inclination to move beyond the moment to create a better future.
   
2. Structure is the arrangement or pattern of emotional, spiritual, and physical framing of who we are and how we will create the future.
   
3. 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.