The Garrison Report #2004-1

Making It Happen!

Are you frustrated when your subordinates or subcontractors fail to meet the company’s or project’s goals? Whether you are a CEO or a project manager, if you are like me, the answer is a resounding yes! That answer probably doesn’t surprise anyone. But the reason for the failure might shock you because it’s you! Let’s explore that reasoning.

In my seminars I hammer this message into the attendees: if your project doesn’t achieve its goals, it’s your fault. This includes if an owner doesn’t approve your change order. (It means you did a poor job justifying the extra costs.) However, I also make it clear that fault is really the wrong word; the correct way to say it is you are accountable. You think I’m being harsh, but what happens to the captain of a ship that sinks? He (or she) goes down with the ship! Why? Because he doesn’t want to have to pay for it. And the company’s CEO is the captain of the company’s ship, and the project manager is the captain of the project’s ship.

Then I ask the seminar attendees, if a subcontractor doesn’t do what it promised, whose fault is it? By now I have the audience trained, and they laugh and say, “We are!” I surprise them by disagreeing. It’s the subcontractor’s fault; the sub dropped the ball. But you are accountable because their failure to perform can impact the project’s overall results, for which you are responsible. What I’m really talking about is a change in attitude. When project managers, CEOs or other leaders take full accountability and stop making excuses by blaming others when things go wrong, they will see their batting average improve. Therefore, to make things happen in your organization, you need a culture of accountability. But the $64,000 question is, “Who is responsible for creating that culture?”

Is it really surprising that both of you are the ones accountable for that culture? While most leaders understand, whether they are a CEO or a project manager, they will be held accountable for the company’s or the project’s performance. Unfortunately too many don’t understand why they don’t get the desired results. After all, they have established clear goals and empowered their subordinates to carry them out. But what’s often lacking is a clear execution plan, and without one, the chances of success are severely reduced. Of course, if your subordinates or subcontractors have the necessary skills to implement an execution plan on their own, then your project might succeed in spite of you.

But if you want to guarantee success, whether you are a CEO or a project manager, you must be involved in the execution of the goals. The obstacle is that too many leaders don’t accept this responsibility. They believe it’s their role to provide the strategic direction and not implement the work. The fallacy of that logic is that execution is a strategic activity because if no action or the wrong action occurs, then the strategic goals will not be achieved and the leader will be held accountable.

Others attempt to defend their positions by saying they don’t believe in micromanaging. However, this approach is not micromanaging; in reality, it’s just the opposite when it’s done correctly. I agree leaders must avoid micromanagement. In fact, in my leadership programs, I emphasize that leaders should never tell their people the “what or how to do it.” Instead, leaders must describe the situation and define the desired outcome. But that’s not where the leader’s role ends.

It’s the leader’s role to ask questions to ensure that subordinates and/or subcontractors identify the necessary whats and hows to execute the goals correctly. Of course, this approach doesn’t work with unqualified personnel or subcontractors, so again, it is the leader’s responsibility to ensure that those assigned to the tasks are qualified.

The asking of these questions has several benefits. First, it empowers the people who must do the work. They have control over what they must do. They experience the thought process of establishing the whats and hows. They are involved and the solutions become theirs. But equally important, the leader can verify before the project begins the process is adequate to accomplish the objectives and those involved in executing the plan understand it. If those executing the tasks can’t explain how to achieve the goal, they will struggle at best. The good news is that identifying any shortcomings during the planning stage provides the leader with the option to further coach or replace those who must execute the plan before it’s too late.

Leaders must accept that it is a strategic activity to ensure those assigned the tasks have an acceptable approach and the necessary resources to achieve the agreed-upon goals. An active role in this process is the difference between a leader’s “leading” and leader’s “presiding over” an organization. When leaders understand that execution is their job, it changes the way the tasks are carried out. Below are a few important reasons leaders must take an active role in the execution process.

  • A team will execute well only if they believe that the leader’s heart and soul are immersed in the goal. People execute what they believe is important.
  • Execution requires a thorough understanding of the business or the project, and the leader is in the best position to achieve that understanding.
  • The leader is the best qualified to ask the tough questions that need to be asked to make the necessary adjustments.
  • The leader is the best equipped to manage the debating process to use the information to make the right trade-offs.
  • The leader is the only person who can set the tone for the organization’s dialogue, and that sets the stage for the organization’s culture.


In reality, a key function of today’s leader is being a great coach. But to be a coach, you must be on the playing field. Can you imagine the head football coach being up in the press tower during the game? The leader must participate when things go wrong. Project management is not about being perfect, but about making it happen! When some milestones are missed, as inevitably some will be (unless they are too conservative), the leader must be present to ask the tough questions to get back on target.

Unfortunately when milestones are missed, too many leaders merely tighten the controls and tell everyone to pull up their boots and work harder. The worst just scream and threaten. But the great leaders start asking questions. Instead of seeking to blame, they seek to uncover why the milestones were missed and, equally important, what needs to be changed. They ask questions in a positive, supportive way while holding their subordinates or subcontractors accountable for finding a solution. The leader keeps asking questions until she is satisfied the right answers have been found. However, those individuals or subcontractors who are in over their heads can be replaced or provided with additional resources. Just as in the initial planning stage, the leader is the best qualified to ask the tough questions that need to be asked to make the necessary midcourse corrections.

Making it happen is the role of the leader! This is done by taking an active interest in the process by asking the right questions, not by abdicating responsibility or dictating the course of action. Following this process will make 2004 a happy new year!

 

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