Spend some time making a list of all the things you do in your role. Work from your formal job description, but make sure to include all the things y… - Dave Stitt

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Spend some time making a list of all the things you do in your role. Work from your formal job description, but make sure to include all the things you actually do, as well, from training new recruits, to organising away days, to setting strategy. Then arrange this catalogue of activities into four groups: Things you are incompetent at doing: The realm of stress and futility, you really should not be doing it. Things you are competent at, but don’t enjoy: You meet minimum standard levels, but others do it better, and it bores you. Things you’re quite good at, but have no passion for: From experience you can do it standing on your head, but it doesn’t fire you up. Things you excel at, and love doing: Here you are ‘in the zone’. It is the realm of Unique Ability, passion and maximum effectiveness. If you think of these four categories as concentric rings, the first is cold and distant, the Outer Ring Of Rank Incompetence, a place to avoid at all costs. Next in is the Ring Of Dreary Competence; you do not want to linger here for long, either. Getting warmer and closer-in is the Ring Of Passionless Skill, where many of us spend more time than we’d like. And in the middle is the Bullseye of Mastery.

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Additional quotes by Dave Stitt

Your Unique Ability is the combination of talents, interests and capabilities that is unique to you. How do we recognise it? Four ways: when you are in the zone of your Unique Ability, 1) people admire you because the results are stunning; 2) you love doing it and time flies; 3) it gives you energy rather than sapping it; and 4) you get better at it all the time. Success, insisted Sullivan, comes to people who pay attention to their Unique Ability, define it, and start shedding responsibilities that fall outside it.

The first is your Zone of Mastery, or Unique Ability, the zone you inhabit when you’re doing what you love most, what only you can do, and where the results are remarkable. However, since this is your work or professional life, you need to apply a second filter, which is the field of activity most necessary to get your organisation heading in the direction it needs to go. Where those two filters overlap, that’s what you should be doing. All accountabilities falling outside those boundaries are ripe for delegation, which will win you time.

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