Now that you understand “Outcome Prioritization”, [Click here to read that nugget] there is another arrow in the executives’ achievement quiver: being committed to managing and actively modifying “A”s, “B”s, and “C”s.
One of the downfalls to working with any planning list is that workers often use it to justify what often devolves into “make-busy” work. By sticking to a list, come hell or high water, workers often fail to notice that corporate dynamics and influences have changed and that they need to readjust their efforts to contribute within the new dynamics and thereby bring their targeted activities up to date.
The paradox of “Outcome Prioritization”, is that, by focusing on a task, one becomes somewhat frozen in time while the company is racing forward tackling zillions of influences. To keep up with the company, to keep contributions relevant and current…and optimally impactful…you must learn to change your “A” list upon completing your uppermost “A”.
Do your best “A” and scrap your A-B-C list to start over again. The concept is a cousin of “Zero-Based-Budgeting”. In Zero-Based Budgeting you start from scratch each new budget period. When using “Outcome Prioritization”, you start from scratch each time you knock off your uppermost “A” activity or project.
The point is, while you are working flat out, head down, on your “A” list, what the company might need from you might be changing. So, your “A” list has to be as resilient and dynamic as the company or your team. You do that by developing the executive habit of creating a new A-B-C list each time your uppermost priority activity is fulfilled.