Switching Lanes

On every major highway in America, the lanes are substantially marked; and travelers are expected to maintain their respective narrows. Some of the most crowded thoroughfares are saddled with as many as ten lanes; with basic rules as to “who is where.” Switching lanes unsafely is frowned upon; with obvious violations ticketed for dangerous moves. These antics are greatly analogous to the occupational stance of millions — for a super-host of individuals are processed in spaces (or portfolios) clearly designed for others. Having spent several decades in leadership circles of the Military, Business, and Theological circles, I have observed countless numbers of personnel who insist on exceeding “their pay grade” (and often their pedigree). Perhaps the most disconcerting experiences of leaders, is to watch persons “scan the land” in roles adrift from trade or talent. More than that — such practice is impractical, unproductive; and often dangerous. It also speaks volumes as to protocol and categorical finesse.

While the largest percentage of those demanding erroneous recognition ends with a personal responsibility; job descriptions are often farmed out to workers who are clearly “out of their tree.” Sadly, we are presently witnessing a throng, who oscillate from “pillar to post’’ — commissioned by curriculum or circumstance — involved in tasks that are awkwardly tended — or never complete. Regardless of expertise, no one person can both “fish and cut bait.” All persons, up and down the scale of employment, must become familiar with the terms and practice of “Organize, scrutinize, strategize, and deputize!” Whatever the reasons for skipping vital steps — it is a tragedy in the making, when anyone is expected to “punch the clock in all corners”.

The effective leader for every scale, will not only be well versed in the selection of subordinates for a given position, but will be adamant in extending latitude for completion to such persons, with confidence. An oblivious substitution of course, cause, personnel or methodology — in favor of commonality or clout — indicates a project that is disintegrating; and is justification for radical adjustment. It is obvious, that in order to impress–those responsible for logistics in our day, have “loaded the cart” with unnecessary and ubiquitous features. The strategy of a successful merchant is to carefully pursue a consensus of value, time, and collaboration. It is expedient for every member of the Team — to seek out a proper lane for progress — and to alternate the horizons only as appropriate. Anything worth doing; is worth doing correctly.

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