The ability to formulate relevant, probing, often open-ended questions and present them at opportune times to appropriate individuals is incredibly valuable. Honing this skill will secure your reputation as a thought leader among product development, process development, or other project team members.
Many laud those who seem to have “all the answers,” but to what questions? Solving problems in your business is not a trivia game; having all the answers to questions that do not expose the underlying causes of issues or reveal improvement opportunities is of little value to your team. In most cases, it is much easier to find an answer to a question than it is to construct a question in such a way that maximizes the value of the answer.
Modern gurus of self-help have changed the narrative from “improve your weaknesses” to “play to your strengths.” However, the –abilities that drive performance in manufacturing and service operations require both approaches. A successful strategy includes extracting maximum value from well-developed –abilities and continually improving the weaker ones. The –abilities that drive performance include stability, reliability, profitability, and others. Some are more critical in a specific context; some have multiple interpretations; all deserve attention.
The –abilities that drive performance are straightforward concepts. The problem is that many managers and entrepreneurs lose sight of the basics while pursuing higher-level objectives. Let this post be a warning against this and a reminder of how solid fundamentals create a path to success.
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