In 1956, psychologist George Miller presented the results of a study in his paper, \u201cThe magical number seven, plus or minus two: Some limits on our capacity for processing information.<\/em>” The basic idea is that our short-term memory can temporarily hold a list of seven (give or take two) items while determining whether to move them to long-term memory.<\/p>\n

Seven…The Magic Number?<\/h3>\n

\u2018Seven\u2019 has been referred to as the magic number. Really? Seven<\/em>? With today\u2019s pace of life and abbreviated attention span?<\/p>\n

Let me ask you this – <\/strong><\/p>\n

\n
• Can you recall a new phone number that someone just gave you?<\/li>\n
• How about the names of your new acquaintance\u2019s seven children?<\/li>\n
• And that list of seven grocery items that your spouse asks you to pick up while you\u2019re talking on the phone in the parking lot at the store?<\/li>\n<\/ul>\n

  If you\u2019re like most people…not a chance.<\/em><\/p>\n

  So why the rant? To make the case that seven is too much – and that the concept is relevant to how we focus our organizations. Maybe our team members are distracted by too much information. Maybe expectations are unrealistic. Regardless of the cause, \u2018focus\u2019 and \u2018seven\u2019 do not go hand in hand. Often, \u2018silos\u2019 and \u2018seven\u2019 do. Try \u2018three\u2019 instead.<\/p>\n

  Give Three a Try Instead<\/h3>\n

  Three things…and three things only. What are the three top priorities for the next six months? If there are only three, then the whole organization can own them. If there are seven…or nine…or more, then different parts of your organization will own pieces.<\/p>\n

  The result? A more difficult coordination challenge for certain. Often, the approach becomes the fuel for operating in silos.<\/p>\n

  Seven<\/span> Three Things You Should Do<\/h3>\n

  So here is a list of seven things you should do to set the agenda for the next six months. Just kidding!<\/p>\n

  Here are the three things that you should do:<\/strong><\/p>\n

  \n
  1. Work with your team to select the three highest priorities of the organization.<\/li>\n
  2. Have EVERY person or department identify their accountabilities for EACH of the three priorities.<\/li>\n
  3. Identify the methods you will use to hold each other accountable.<\/li>\n<\/ol>\n

     The role of the leader is to bring focus and clarity -to be a counter-balance for all of the organizational dynamics that cause confusion about priorities. Without this dimension of leadership, performance lags and engagement plummets. So, think three<\/em> and your organization will thank you over…and over…and over again.<\/p>\n

      <\/p>\n

     *Image Courtesy of\u00a0<\/em>stockimages\u00a0at FreeDigitalPhotos.net<\/font><\/em><\/p>\n","protected":false},"excerpt":{"rendered":"

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