Dan’s post provides a guiding principle for finding what can go right on your project: you have to ask. Too often projects start off with the scope, schedule, and budget predefined. The charge is “We can do this!” Then we don’t or pretend we did. A project starting this way spends it’s time and energy protecting itself with risk mitigation, change orders, and blame shifting. Starting, as Dan suggests, with “Can we do this?” gets the team to explore the challenge, it’s strengths, and opportunities for needs to be met in a realistic way that improves the organization and its people. Thanks, Dan!
I’m almost three weeks into a new job. This job requires me to build stronger relationships between a complex business environment and its IT providers. No one has had this same job for this business before, so I’m figuring out how to do it. Among many startup considerations, it requires me to consider how much to read vs. how much to act. I’m looking back to old advice and advisors for wisdom.
Early in my career I was lucky enough to participate in a 12 week leadership and management training in the US Air Force called Squadron Officers School. About a thousand junior officers (I was one in 1977) gathered at Maxwell AFB in Montgomery, Alabama for intensive physical, military, and management training. Among many memories and takeaways I retained was a small foldout card with a few management models we had learned about. One was the read/act model. It illustrated the need to build strengths to both read and act; and to judge and balance the need for reading and action in any new situation. I did a little Google research on Read/Act and found only one website. It gives me the impression that the concept was developed at SOS. Here’s the link. This site is more involved than the core concept I remember. What I remember is that many officers err toward action with bad results, so we needed to build our read skills. If we tend to be readers (like me), then we need to work on balancing reading with acting. It’s situational and intuitive. I’m in a new situation. Continue reading
“The Buck Stops Here” – plaque on President Harry Truman’s desk.
Watching the national championship college football game earlier this month (for my international readers, that’s American football, not soccer), I saw a great example of the need for clear roles and responsibilities among decision makers.
Football, perhaps more than any other, is a sport where complex relationships require clear roles and responsibilities. 11 offensive players line up against 11 defensive players. On each play, several players may call out plays. Key players have responsibilities to read what is going on and then shout instructions. From a fan’s perspective, it seems to go pretty well and it’s fun to watch players adjust based on calls from the quarterback, the center, or the middle linebacker. But, sometimes it doesn’t go well.
Alabama was leading Notre Dame 42 to 14 near the end of the game. You’d think the Alabama players would be relaxed. Alabama had the ball, lined up, and quarterback and the center started calling signals. The quarterback was suddenly very annoyed. He stood up and jumped around behind the line yelling instructions. He was angry. The players looked confused. The result was a delay of game penalty. The center stood up, the quarterback screamed something in his face, and the center gave his quarterback a shove. All this from a team with an insurmountable lead about to win the national championship. The TV commentators, shaking off their surprise, explained that the coach and quarterback were both known for being intense perfectionists. Clearly, it paid off in their performance. Just as clearly, we can note that a team striving for high performance can suffer if the leaders get confused about their roles and responsibilities.
This reminds us to focus more on the outcomes we want and our strengths than on our problems and barriers.
I enjoyed Dan’s post today. Also note the early comment regarding clarification vs. simplification. Both concepts apply. Finding what can go right involves being able to see and sort options; and be willing to explore them to find real opportunities. The better we understand our vision and purpose, the more good opportunities will pop up. Thanks, Dan.
“You are never too old to set another goal or dream a new dream…” C.S. Lewis
A constant theme in my work life has been to redefine myself every 4 years or so. I’m not sure why it happens, but it’s always worked out well. Maybe it’s why I like project management and consulting. This work is about redefining things.
Last week I started a new job. I’m not an independent consultant anymore. Now, I’m an employee of the State of Washington. Again. I spent the first 20 years of my career in the public sector serving in the Air Force and working for Washington State. Those were good years, but I wanted to see more of the working world. I wanted to know if people in the private sector worked smarter, harder, or more productively. After 18 years being part of private companies and owning one, it’s apparent to me that people are the same everywhere. Everyone is willing to work hard for something and others that they believe in. Continue reading
I often say that imagining perfect outcomes is a useful step in defining project scope. I ran across two things this week that say this message is misguided. I still think I’m right. Let’s work through it.
If you haven’t seen a post from me on imagining perfect outcomes, here’s the idea. We often miss opportunities to achieve benefits on a project because we focus on controlling scope and risk. At the start of a project, I want to be sure we imagine perfect outcomes in terms of getting what we want; and getting it in a way that helps the organization and its people grow. These opportunities should be included in our scope. I think using the word “perfect” helps make this happen.
Here are the two things I ran across this week:
- A story on NPR called “Can Skinny Models Undermine Your Dieting Goals?”
- A TED talk linked to by Todd Williams on LinkedIn by Scott Q Marcus called “Striving for Imperfection: Finding Happiness as an Imperfect Being”