Life Is a Project: How Are You Managing?

Think of a typical day at work. Have you ever tracked your hour-by-hour activities (forget minute-by-minute – that’s too fragmented)?

Did any random occurrence that day advance your progress toward where you want to be in life? Did some person do that for you?

How about your own conscious actions? Did you do work, or conduct conversations, or make decisions, that put you further ahead in life?

How about your days away from the job? Where do they go?

Don't Just Meet

Meetings often are the tragedies of organizations. Many meetings suffocate initiative, disrupt productivity and poison attitudes.

This is tragic because good meetings are the jewels of organizations. Done right, meetings multiply the value of the knowledge, talent and skill collected in that place at that time. They produce remarkable payoffs for the organization, and heighten the participants’ productivity and enthusiasm. The immediate benefit contributes to continuous improvement.

If only the group would occasionally have a meeting about meetings, its native good sense could very well dissolve this epidemic of bad meetings, because the antidotes are relatively simple and sensible.

Motivation: The Mule's Tale

There is this mule, see. Stubborn, lazy, selfish. Totally complacent and absorbed with comfort. Devoid of ambition.

One thing, though. When the muleskinner cracks the whip, the mule hops to, gets moving, gets on the ball. It’s magical.

The muleskinner has never actually skinned the mule – or even whacked it much – but you’d never know that. The mule can be the very model of productive effort, but only when the muleskinner gets serious with him/her. The muleskinner issues very clear and specific commands . .  . and never, ever backs off or compromises.

The Biggest, Sneakiest Project Risk

The accomplished engineer made no bones about it. “When I ask someone to do something,” he told a roomful of us, “I always do it myself as well, to make sure it gets done right.”

Got that? After delegating an assignment to someone, he would secretly duplicate the entire task himself because he trusted no one else to handle it properly. This was the triumph of personal perfectionism over everything we’ve all been saying about teamwork, delegation, personal productivity, staff development, supervisory responsibility. This was the ultimate failure of trust.

It’s an exaggerated example, but don’t kid yourself: It represents the major weakness of most projects. There is an implicit, general limit on expectations arising from our experience with our colleagues and managers. People often just don’t actually do what they say they’re going to do, and we adjust our estimates accordingly.

Not an Entrepreneur

I’m not a real entrepreneur. I don’t gamble, either. Or race cars, or climb mountains. I don’t need the thrill.

Yet, there have been times in my worklife that I refer to as “combat,” not because of conflict. Instead, it was the life-or-death level of emotional involvement required by the circumstances, to the near-exclusion of other concerns – sometimes for periods of several years running.

I don’t work that hard for that long any more. That’s another reason I’m not primarily an entrepreneur.

While we’re on the subject, here is Theodore Roosevelt’s famous “Man in the Arena” passage:

Good Leader? Why?

Here’s the shortest leadership survey you’ll ever take:

    1. Did you stick with a person who got you to do something you didn’t want to do?

    2. If so, why?

If the answer to Question 1 was “Yes,” the person is a leader. If the thing was a good thing, the person is a good leader, in both senses of the word.

Question 2 is a different matter. You didn’t want to do it, but you did. This person got you to act against your preference. And you didn’t regret it later, at least not enough to turn away from the person. There’s a lot going on here.

'I Hate Mistakes'

People who hate mistakes are dangerous people.

They rarely come right out and say they hate mistakes, but the markers for the attitude are obvious anyway. If you’re a manager, you can’t afford to ignore them.

When mistakes happen – as they inevitably do – the most devoted mistake-haters tend to react ferociously. Not only do they strongly, instantly distance themselves from any association with the problem, but they come down hard on the designated perp. That person can expect blunt and unforgiving condemnation.