The first time I heard the phrase exploit the constraint was in the corporate world.
My 20 year path included some time in a manufacturing company and specifically with process improvement, turning ideas into executable strategies, and increasing employee engagement. Lean Manufacturing and The Theory of Constraints were big practices at this company. With the theory of constraints you’re figuring out where the bottleneck is, which is not only a constraint, but the most important limiting factor, and from there, figuring how to improving things so that it’s no longer the bottleneck.
You are the most important factor, and the more you’re able to focus your energies, time and attention on things that really need what you can only bring, the more productive you feel and your enthusiasm comes through. Your team will feel the shift and they will be open to following your example.
Understanding where the bottlenecks are, and if they aren't benefiting the organization,...
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