Experts should not be totally dependent on developed( prepared) facilities! The should be ready to use their expertise, experience and creativity to invent/ design new items for the emerging tasks for which traditional ways may not be applicable! These challenges help the experts to develop more self confidence, be more independent, and add new facilities to the existing territory of the field! Though these challenges may cause some problems for the practitioners, they may provide them with chances for development too! One should be flexible, creative, self confident and curious while facing new challenges he dees not access to ready tools!

When I face performance gaps due to limited resources or support, I focus on prioritizing critical tasks that bring the most value. I make the most of what’s available by streamlining processes and using tools creatively. I communicate challenges openly with my team or leadership, highlighting how additional support could improve outcomes. I also look for opportunities to collaborate with others to share resources or ideas. When resources are tight, I break big goals into smaller, manageable steps to ensure steady progress. It’s about staying adaptable, resourceful, and clear about what’s needed to succeed.

Prioritisation, finding allies, and aligning outcomes with others across your organisation are key to overcoming this challenge. Remember, a good manager will support you in facing these challenges and help you; an inexperienced manager, way over their head, may throw you under the bus. A lot of these challenges arise when organisations have bigger eyes than stomachs, and then everything is possible by next Friday. Remember to set expectations early.

Start with the basics: Do other fearless self-inventory. Where are you with yourself, and how does that translate to others? Take quality time with yourself. When appropriate, spend quality time with others. Don't overstay your welcome by giving others a moment to digest your interaction.

When performance gaps crop up due to limited resources, it’s all about getting creative with what’s available. I start by prioritizing—focusing on the areas with the biggest impact and streamlining non-essential tasks. Then, I look for cross-functional collaboration—leveraging expertise and support from other teams can often bridge the gaps. I also advocate for building a strong case to secure more resources, showing how the investment directly ties to performance outcomes. Lastly, I encourage adaptability, turning challenges into opportunities for innovative solutions. “When the toolbox is light, ingenuity becomes your greatest tool.”

If trainees / employees face performance gaps due to a lack of resources, it's time for the trainer / team leader to stop and take stock of the available resources. To bridge the gap between the sparse resources and the state of knowledge among the trainees, the leader has to be creative and improvise. Improvisation on the part of the leader means making do with the things available and adapting them to serve as crucial input to the trainee. As a next step the trainees would interact with that input in a way that they get ready for the job, in some time. At this point, the team leader would also do some hand--holding of each of the trainees. Kindness while hand-holding would convince the trainees of the humanistic approach of the leaders.