If you screw-up, own-up

Screw-upOne of the traits that strong leaders and credible advisers have is the willingness to ‘own up’ to mistakes they’ve made.  No one operating effectively as a project or program manager, or for that matter any type of manager making decisions can expect to be correct 100% of the time.

If you do something new some mistakes are inevitable. If you accept risks, some negative outcomes are inevitable. And time pressures increase the probability of error. And given project management is all about accepting and managing risks to create a ‘new’ product service or result under time and cost pressures – we probably have more opportunity to ‘get it wrong’ than most.

The generally accepted way to deal with ‘your mistake is:

  • Acknowledge it (“my mistake”)
  • Make restitution if needed (eg apologise)
  • Learn from it
  • Move on, only people who have never made anything have never made a mistake.

Conversely if someone makes a mistake involving you look for the best outcome rather than blame of revenge. We have discussed these concepts in a couple of posts:

https://mosaicprojects.wordpress.com/2011/10/01/mistakes/

https://mosaicprojects.wordpress.com/2008/12/13/learning-from-your-mistakes/

What is rare is a really good example of the basic steps outlined above being implemented.  This changed with a publication on page one of yesterday’s Age (also reported in the Sydney Morning Herald). What could have been a bitter and dragged out defamation case – you probably cannot be more insulting these days than incorrectly accusing a Muslim of being a terrorist – both The Age and the aggrieve person applied common sense and resolved the issue in a way that would appear to have left everyone ‘feeling good’ and with a sense of closure, not to mention thousands of their readers.

If you missed the item, you can read the story at: http://www.smh.com.au/national/fairfax-media-says-sorry-20150303-13ttpd.html

Mistakes are inevitable – strong people deal with them in an appropriate way, The Age’s example being exemplary.  This is a salient lesson we can all learn from.

Project Governance and Controls Symposium (PGCS) 2015

The Project Governance and Controls Symposium (PGCS) 2015 will be held on 6-7 May 2015 at the Australian Defence Force Academy (ADFA) thanks to the continued platinum sponsorship provided by the University of New South Wales Canberra.

The PGCS is the only annual project governance, controls and management event held in Australia. It has a unique focus on the project governance and control needs of the Australian Federal Government from the perspectives of Government agencies, Industry and Academia. The Symposium is focused towards public sector projects and seeks to engage with Defence/DMO and other large departments because they have they have the largest, longest running and most nationally significant projects in Australia.

The PGC Symposium also differs significantly to those run by other organisations.  While it does not ignore the soft skills (they are a critical part of governance),  the focus is on the quantitative project control techniques that are essential to providing a clear and objective status of where a project is truly at – particularly for major capital acquisition projects – and how this information supported effective governance.

The PGCS is supported by the Australian Institute for Project Management (AIPM), and a range of other project management bodies.

For more information visit the conference website at: http://www.pgcs.org.au/

Bookings are now open and it is not too late to offer a paper – contact me if you are interested in speaking.

New Articles posted to the Web #21

BeaverWe have been busy beavers updating the PM Knowledge Index on our website with White Papers and Articles.   Some of the more interesting uploaded during the last couple of weeks include:

And we continue to tweet a free PMI style of exam question every day for PMP, CAPM and PMI-SP candidates: See today’s question and then click through for the answer and the Q&As from last week.

You are welcome to download and use the information under our Creative Commons licence

Dealing with bad news

The current faux furore around the Australian Governments response to the Human Rights Commission offers a textbook study on dealing with bad news.

I am assuming none of the protagonists believe child abuse is acceptable and everyone is ultimately interested in minimising harm to vulnerable children. However, the political grandstanding may well be restricting the opportunity to achieve the generally desired harm minimisation.

Given the fact that the report from the Human Rights Commission was delivered to the Government in November last year, and they have had two to three months to carefully consider their response my other assumption is none of the reactions are ‘accidental’, rather the attacks on the commission are a deliberate (but I would suggest flawed) strategy.

So what are the lessons for project managers and business people that can be derived from the activity to date?

#1 – You need to be strong to deliver bad news effectively. The unprecedented personal attacks on the President of the Human Rights Commission, Gillian Triggs, is unusual at this level of society, but all too common within business and other situations. Generally, only bullies and people who know they have no substantive counter arguments resort to this type of tactic and try to ‘shoot the messenger’ to avoid dealing with the substantive issues.

Bad-news1If you are the messenger, it helps to try to determine the nature of the person you are delivering the ‘bad news’ to, and prepare accordingly. If you are dealing with a bully, try to ensure you have support from others in a position of power. If you are dealing with a response based on no substantive counter-argument be prepared to ‘weather the storm’ and let the facts do the talking. Watching Gillian Triggs responses in the Senate Enquiry yesterday to thoroughly unprofessional attacks from Liberal Party Senators who had not even bothered to read the report they were attacking her about (despite having access to it for 12 weeks) was a classic example of weathering the storm and not being dragged down to the other sides level of ignorance.

Bullies don’t like being wrong, it pays to have a fallback position. The Abbott Government took exactly the same line of attack against the Climate Commission and defunded the body, fortunately that group were able to quickly reorganise as a ‘crowd funded’ body and are continuing to provide scientific information to the Australian public as the effects of global warming continue to manifest (for more on this see: Why we support the Climate Council of Australia Ltd). The Human Rights Commission may need to have similar ‘fall back’ positions.

#2 – Dealing with bad news effectively needs subtlety. The attacks on the messenger and the timing of the Human Rights Commission’s report leave the Abbott Government looking like uncaring bullies who have no interests in child welfare. Assuming all of their allegations about political bias are correct, the way they are managing the problem simply makes the leaders of the attack look like uncaring bullies. The simple fact is children are still in detention and are still being abused. Consider the alternative approach that was open to the Government which is also the ‘text book’ approach to dealing with bad news.

1. Acknowledge the report and its contents.
2. Appreciate the work in the report: Regret the report had not been available sooner.
3. Highlight the positives: Note that since the Abbot Government has been in office the number of children in detention has been reduced by more than 80% from the numbers detained by the previous Labour Government.
Note: this tactic does not deal with the two main concerns in the report which is the length of time children are detained and child abuse but it does create a positive ‘atmosphere’.
4. Deal with the negatives: Describe how the Government will work to resolve the remaining cases.

The facts around ‘children in detention’ are complex, but what would be better for the government (and the prospects of Tony Abbott)? The current situation of looking like an ignorant bully who is only interested in political point scoring (not to mention the overtones of misogyny, child abuse and the inability to accept bad news – just shoot the messengers) or looking like a strong and caring leader focused on doing the right thing despite the poor timing of the Human Rights Commission report? Unfortunately it’s too late for the latter option and the people likely to suffer most as a consequence are the children in detention.

Bad-news2The ABC’s ‘Fact Check’ outlines the rest of the data: http://www.abc.net.au/news/2015-02-23/triggs-detention/6083476

The report is available from: https://www.humanrights.gov.au/our-work/asylum-seekers-and-refugees/publications/forgotten-children-national-inquiry-children

Summary: The next time you have to deliver or receive bad news remember, the facts are simply facts, you choose how you deal with them and as a consequence how the information will be used and how you will be perceived. Importantly, when the sort of furore we are currently seeing around the Human Rights Commission report breaks out, the one certainty is the ‘report’ will get far more attention for far longer then would otherwise occur – there really is no such thing as ‘bad publicity’.

For more on delivering bad news see: Integrity is the key to delivering bad news successful.

To kill or not to kill……

Two linked articles on the free ‘Project Manager’ website discuss the reasons so many bad decisions are made about continuing or stopping projects and other business endeavors.

Avoiding sunk cost syndrome on your project.

How not to kill a project.

We will be taking both of these concepts forward in a few weeks.

New Articles posted to the Web #20

BeaverWe have been busy beavers updating the PM Knowledge Index on our website with White Papers and Articles.   Some of the more interesting uploaded during the last couple of weeks include:

And we continue to tweet a free PMI style of exam question every day for PMP, CAPM and PMI-SP candidates: See today’s question and then click through for the answer and the Q&As from last week.

You are welcome to download and use the information under our Creative Commons licence

Two new papers on the web

BeaverWe presented papers at the Engineers Australia MCPC14 conference late last year. They are now available on our website.

Understanding Design – The challenge of informed consent looks at the problem of communicating complex project information to stakeholders in a way they can understand.

Scheduling Complexity discusses the challenges of managing time in complex projects and the need for qualified schedulers.

For more of our papers and articles see: http://www.mosaicprojects.com.au/PM-Knowledge_Index.html