Agenda movers are savvy about resources. They know that the lack of resources can kill the best-planned campaign. Resources--as well as enthusiasm and support for an initiative--are not infinite. It would be nice to be able to be able to throw every dollar toward a project, but the hard organizational truth is that support for one project often means that resources are diverted from competing projects. To make sure that your project goes the distance, you have to prioritize.

Simply put, if there is more than one project on your agenda, then you have to prioritize--not only among the projects themselves, but within projects. Everything costs money. With limited funds, where are you going to spend it? In weighing one project against another, you may be tempted to put most of the available resources into the more important project. You may reason that if you provide that team with ample resources, their creativity will flourish, and they will come up with groundbreaking new ideas. Certainly, having access to sufficient resources will improve your team's sense of the possible. Having the sense that the needed materials, services, staff, and equipment are within reach will improve their motivation and commitment to your initiative (although not a guarantee of performance).

Another tactic that leaders may take is to deliberately limit the resources available to team members. Here, the thinking is that if they are forced to work on a shoestring, then they'll become more inventive. Many managers find this to be an attractive philosophy. That said, it is in fact risky. What happens if your team fails to come up with resource-lean solutions? What if the constraints on resources are so tight that they jeopardize the agenda?

Leaders often err on the side of too much cost cutting. What happens if you have to tell your design team that there are no resources for new computers--while their industry peers are already using the latest hardware? When people feel they don't have access to the resources that they need to do their job, their enthusiasm will flag. They may rethink their commitment to you and your agenda.

Your team needs the right tools to do the job, but you don't want them to take advantage of the system, or get used to luxuries. You don't want the team's main purpose--that is, working on your agenda--to be superseded by finagling for better equipment or additional perks. This happens all the time in organizations. Money gets used for mysterious purposes. If you ask about these expenditures, it seems that no one knows who is using the resources or why.

As an agenda mover, you need to make sure your group's access to organizational resources doesn't fall below a certain threshold--from "hungry" to "discouraged." There is no science here. There are no quantitative metrics. You have to be intuitive and sensitive to your group's level of motivation and creativity. Sometimes the best way to find out if everyone is all right with their access to resources is to ask them. You may wish your team could work on vapors, but this isn't practical. You cannot afford to be insensitive to their needs.

Balance the allocation of resources. Don't vacillate between feast and famine. Find the sweet spot where your team has the resources it needs to move ahead, but isn't kicking back on your welfare system. You can be both facilitative and directive in this matter. Facilitate what they need, yet be directive to scrutinize and hold them accountable for what they merely want. Agenda movers who find this balance see their projects implemented.