Threshold Capabilities and Discretionary Effort

We knew about the term “threshold capabilities”, but recently, it’s ubiquity has effectively forced us to consider, why is this term gaining traction?

Does a benchmark of capabilities, in its simplest form, help in the ability to effectively lead and with that, the ability to effectively lead change? Or does a benchmark in capabilities expedite outcomes, but stunt potential, by incentivizing in reaching a standard level (and with that minimizing the ability to go above and beyond that)?

So, going back and forth and after a myriad of communications, the team came up with more questions than answers. That was a little frustrating. What can we say, we are human.

But, what we ended up doing was take a step back, and answer the question, what is the natural incentive for humans to want to effect positive change? And a solution, not the most complete one and we are aware, is discretionary effort through the principles of enjoyment in work, pride in results, and humility in collaborating.

So, this is a simplification of solving the dilemma of “threshold capabilities”. But it is, we think, a foundation to answering how we should deal with “threshold capabilities”. It is to:

1. Still have them because they do expedite outcomes
2. Build “freedom breaks” to have people explore their potential. Simultaneously building these breaks during the same timeline they are working on a project or process provides the potential to “exceed potential”. Simultaneous exploration of process and desire is a powerful tool for growth.
3. Empowering and engaging inputs for empowering and engaging outputs. Yes, they are buzzwords. Cliché almost. We are aware of that too. But they are often repeated because they always work. More engaged and empowered people create more engaged and empowered positive changes.

Bottom line folks. When people are enjoying their work, and see the results, effectively, we then see the benefits of discretionary effort. Discretionary effort is a direct implication of being able to influence a mutually beneficial relationship between people.

Empowering people have direct implications to positive career satisfaction. It makes sense for leaders of an organization or group to take care of their people. Sorry for repeating this, but that just sounded so beautiful. It is important to take care of our people, and by our, we mean all of us.

Empowering a group can help effect a feeling of personal ownership to an overarching ambition. And that helps build momentum. And positive momentum is a powerful thing.

So back to “threshold capabilities”. And back to discretionary effort. Come out with this if you only want to take one thing (we do hope you take away the entire article with you). We believe that a leader who is empowering is correlated with people who care, who apply a standard, but builds engaging and thoughtful inputs to truly be part of an engaged world.