Discovering Dormant Talents


“Why is this pension claim back on my desk?” I asked my secretary.  

She replied, “I found an error in one of the calculations and traced it back to a typo transferred from one of the bank statements, and I corrected it, and I want you to check it over before I send it out.”  

“That is the third such error you found this quarter.  What are you, some kind of a numbers whiz?”  

“I like numbers, and got straight A’s in business math and accounting.”  

Empowering Opportunity 

“Why don’t you do the math portions of these claims, and I’ll handle the medical disability analysis and write ups?  Together, we’ll get more done, with fewer errors, as paperwork won’t bottleneck, pressuring me to rush claims in before the end of the month. The VA will receive error free paperwork, making their processing more efficient, so clients will receive quicker decisions and be more satisfied too.”       

The Challenge 

“If I do that and make a mistake, you’ll throw me under the bus.  Promise me you won’t have  clients and their families coming in here to blame me for things that are not my job!”  

Synergy 

As my secretary stepped into a new role, production nearly quintupled.  I took full responsibility to resolve any errors we made.  This encouraged others to do more also, and our work environment flourished. 

About two years later an organizational productivity assessment, revealed how we were achieving our unparalleled performance, and a new job title was developed based upon my secretary’s accomplishments. I negotiated as a rep for my professional union with her support staff union and our HR administration to facilitate the process, but it was worth it.  


Great things happen when we empower others to reach their potential to solve organizational problems. 

Getting consumed by distractions that break down relationships is as detrimental to achieving the mission that matters most in our offices as it is in football.

Winning in both environments requires what The Three-Dimensional Leader: http://bit.ly/3DLeaderBkcalls obtaining “synergy from diversity” by coordinating personalities and player types to achieve “collective competence.”  

Mission 

Each football player focuses on winning the game by doing what their position requires. 


The offenses’ mission is to outscore the other team by advancing the ball across the goal line for 6 points, or kicking field goals for three points or for one point after a touch down. 

The defenses’ mission is to prevent scoring and take the ball away from the offense.  

The offense receives a kickoff, runs until tackled, and then negotiates a series of four downs.  The short-term mission of the four downs is to advance ten yards, which earns a new first down and four more attempts to advance and score.  

Resources 

Each team fields eleven players, divided into sections of linemen and backfield positions.  These resources are deployed into various offensive and defensive formations. 

Context Impacts Strategy


The context is a 100 yards long football field, plus ten for each end zone. The contextual variables include if the 

stadium is domed or open air
temperature is hot or cold
fans are quiet or loud
sun impedes seeing
wind blows the ball

The mission does not change if any strategy to run or throw fails to score or move the ball ten yards. The players must remain focussed to coordinate and accomplish the mission.  If they loose composure and start blaming and bickering they become a distraction to achieving the organizational purpose.  




Effective leadership keeps resources focused, to limit distractions to negotiate the context and achieve the mission.

Good organizational citizens engage in the “triple-c synergy” of communication, cooperation and coordination. Getting employees to participate in them consistently requires overcoming barriers identified in The Three-Dimensional Leader: Negotiating Your Mission, Resources and Context.  Training employees in the 3-D MRC perspective gives an understanding of the relationship between the three-C’s and fulfillment of organizational strategy. 

One-dimensional employees may speak some of the language of the organization’s culture to sound like they are in sync with its mission, vision and values.  But they fail to understand “the way” they are to go about their jobs.  Their ideas and initiatives are inconsistent with company operations and the way employees are instructed to work.  

Two-dimensional employees receive instruction well, and not only speak culture, but also do what is asked of them.  They do so, however, with a very narrow perspective of their part of the process.  They do not go about their roles and responsibilities in ways that cooperate well with all the other branches, units and departments of the organization.  

Three-dimensional employees see their jobs within the context of the organization’s other branches, units and departments.  They coordinate well with all the other people’s roles and responsibilities throughout the organization.  Three-dimensional employees coordinate, so organizational performance inflates.  

Working with a 3-D MRC, triple-C synergy means more work is done right the first time. This requires correcting fewer errors and precludes redo’s.  Efficiency increases, as does job satisfaction throughout the organization.  Because people are not spending time looking backwards to correct work already done, they have more capacity for creativity and looking to the future to solve issues and meet emerging challenges.  

Disseminate The Three-Dimensional Leader and training throughout your organization and put your teams on a triple-C trajectory today. 

The Foundations of Organizational & Community Problem Solving

Most problems persists not because more money is needed, but because the people who can solve them need to overcome barriers to achieve the Triple-C Synergy of 

1. communication, 
2. cooperation and 
3. coordination.   

Synergy means the output and outcomes from a well-functioning diverse group is greater than the mere mathematical sum of its individual parts.  Chapter eight of The Three-Dimensional Leader: Negotiating Your Mission, Resources and Context.   explains the process for achieving the three-C’s so “Great teams obtain synergy from their diversity to effectively negotiate the context” and overcome problems.  Diverse groups can make the best teams -- if they obtain the benefit from how each member is wired differently, and thus naturally motivated to achieve things that the other members are not. 

Every team, however, experiences challenges initiating, arriving at and maintaining the three-C’s.

Getting The Most From Working Relationships  

The book and MRC training help participants identify the three major barriers to communication.  Overcoming them is foundational for achieving coordinated synergy. 

Your team also gains resources to effectively work through the forming, storming and norming process to emerge as a group well focused on a common mission and flowing in the triple-C’s to achieve it. Storming does not have to frustrate and side track your team and derail synergy.  

Helping Your Team Reach Its Potential 

The 3-D MRC value system compels triple-C synergy by equipping people of various psychological perspectives to identify and work through their communication challenges and misunderstandings to collaborate with each other to identify and achieve the mission that matters most in all situations. 

A Three-Dimensional MRC focus and initiatives, implemented with triple-C processes, are necessary for organizations and communities to achieve the collaborative synergy from their diversity that solves problems.    


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