When we engage in any
task there are two questions we either consciously or sub-consciously ask
ourselves. The first, and not
necessarily in order, is: Can I perform this task? Am I able to do what is necessary to complete
my part (of the whole)? The second: Am I
willing to do this task? Do I have the
time, desire, etc., to perform this task in part (or in whole)?
While it is easy to
facilitate objections to this premise, the conclusion always reduces down to either
or both of these constructs. I was
introduced to the following concept in graphical representation some time
ago. While the graph is not original to
the discussion, the relative experience we bring to executing the graph is. Here, we will look at:
What is ability?
What is willingness?
Ability versus Willingness.
A methodology for
consistent execution.
What Is Ability?
Ability is the
power capacity to do or act; or, competency in an activity or occupation based
on knowledge. It is the physical, mental,
emotional, etc., premise we carry when faced with a task. While each is an independent construct, in
terms of ability, and particularly in terms of successful execution, all are
dependent.
Consider this (and other
examples in your own life may be more applicable): I may be able to physically drive
a car, understand and recall the mental exercises involved, but may be having
an otherwise emotional day. Depending on
the context of my emotion, my ability to drive the car as prescribed by law and
in a safe manner for me and others on the road, I may not be able to drive due to my temporary emotional
state.
We often construe our
abilities in terms of being able, when in fact we are implying willingness. We may “talk tough” about executing a
strategic point using such language as: “I’ll do it;” or, “I can do it.” Both of these sentences are explicitly
stating willingness and implying ability.
This is important. Being able to
do something does not mean that we are able
to do it at a given moment. We may be
able to drive a car, but we may not be able
to drive at a given moment.
What is Willingness?
Willingness
is being inclined to do something; disposed or consenting. While ability will imply execution,
willingness is the adjective that defines our mental condition. There are, of course, opportunities where I may
not want to do something, or feel
otherwise forced to do it, but when I
perform them in the end I am doing so at some level or degree of willingness. This is piece that we talk about when we say
to each other, “Stay positive, you can do it;” or, “It’s mind over matter;” etc.
Willingness is an interesting
and often overlooked construct. It is a
key in the toolbox of life. Maintaining
a positive execution position in terms of willingness is crucial to living a
meaningful and well-balanced life. How
often do you hear how unhappy or unsatisfied someone is only to learn that they
are willing participants in the misery?
It’s our job to help them see their complicit behavior and encourage
them to either: change their geography away from and/or mental disposition
towards the subject.
Ability versus Willingness
Considering the
language and definitions of given understandings, it is important to give
proper discernment to everything (especially values we already believe we understand). As such, being able to perform a task is not the same thing as being willing to perform a task. Ability, while holding internal necessities,
is an external construct. It is what we
have learned, coupled with our own interpretations and understandings,
resulting in an execution strategy to perform a task. E.g., many of us are able to write a sentence
long-hand, performing a large percentage of the mechanical operations in the
same manner, but using a varied ‘style’ of writing that is unique to the
individual; some of us scribble-print, and others of us scribble-cursive,
perfect-print, or even perfect-cursive.
Considering able
externally, willingness is the
internal construct. It is the degree of
happiness, or utility satisfaction, we perceive to receive, or do receive, from
performing a task. Often, this willingness
is to perform is balanced against our experiences, heuristics, and biases.
Drilling down, we represent each as a part of the larger whole in the decision-making
model. Focusing singularly on these two,
we are able to appreciate meaningful information concerning our future
decision-making selves. Looking at the
model, you will see that each of the four possibilities fit neatly on the graph
below.
|
|
(Able, Willing) à I am able, I am
willing.
(Not Able, Willing) à I am not able, I am willing.
(Able, Not Willing) à I am able, I am not willing.
(Not Able, Not Willing) à I am not able, I
am not willing.
At any given moment,
during any point of execution, we are representing one of these above sets and
may move from set to set through the duration of a task.
Methodology for Consistent Execution
It is imperative to
execute with consistency. Understanding
how the above sets are defined in your own terms is imperative to long-term
success and happiness. Below, we list
out each and briefly note our thoughts.
(Make sure you do the same.)
I am able, I am willing.
Here we are able
to perform a task and have the mental willingness to perform. Most of us, most of the time, live in this
model; however, and with reservation, we initiate performance from the (Able, Not
Willing) set. This is where mental
preparation, positive thinking, and positive action come into play.
I am not able, I am
willing.
This is a humbling set within the four quadrants. How many times have you found yourself in a position
to want to do something (willing) but lacked necessary resource(s) to perform
the task? Often, when faced with such a
dilemma we move the question to someone who is able and either willing to
perform for us, or instruct us (thus giving us ability) on how to perform the
task.
I am able, I am not willing.
In the leadership model, many leaders will tell you this is
where their employees are a great deal of the time. Their purpose, they say, is to move the
employees into a willingness model. We
don’t disagree. If this were not true,
there would be fewer books about management and leadership.
If you find yourself in this model, work to move yourself
out of it by first reaffirming yourself and then the task. Do this by focusing on controllables, such as
your mindset. E.g., Am I focused? Do I have everything I need to get
started/continue on? When balanced, take
a deep breath and begin—remember every step towards the goal is a step closer
to finishing!
I am not able, I am not willing.
This is a rather disappointing reality. Many of us are apathetic to a cause or a
purpose. We believe we cannot do
anything so we do nothing. The world was
built by wonderfully bright and articulate men and women who re-defined ability
and willingness and found ways to move out of this set. If you have something that is important and
you want to affect even the slightest change, then you have a degree greater
than zero of willingness (so, move to the other set!).
Follow-up Action Item
Look at a current task or purpose you are working on. Take time to figure out what set you started
in and what set you need to spend the most time in to successfully complete the
project. A reason for your individual
performance is the ability to move someone into and out of the above sets. In our experience, you master subjects when
you teach them, but it is harder to teach them if you have never tried them! Let us know how it goes for you. Let us know who you are implementing this in
your own leadership models and paradigms.
Takeaway
Understand the difference between ability and willingness
and how this impacts our emotional and mental well-being. Also, it is important to understand where
people are coming from when we want them to accomplish a task. The above model will help you in your
evaluation steps.
Delivering Your Best
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