Monday, February 20, 2017

Right doses of right Leadership can indeed drive Big Hairy Audacious Goals !

It was a difficult project to begin with and starting from the business team and the solution providers and the implementation team were all cautious in their predictions of success. In this part of the world it was the first time that such an audacious project was been executed; there were a handful of global precedents and they too had seen significant challenges in achieving successful adoption by the business. The team attempting the feat was a collection of disparate skills which added to the challenge, they had no choice.

The project was conceptualized by the CEO – it could have been termed as his pet project – who painted a dream that few could visualize. He was convinced that if he did pull it off it would be a benchmark in an industry that was beset with delays, cost overruns and quality issues. His man Friday and close confidant was put on the job to find people willing to take the risk and become part of the team. Thus empowered, man Friday reached out far and wide to enroll an eclectic group which had created unreasonable success in the past.

Naysayers many, they warned citing instances of failures of mammoth proportions; any normal person would have probably been dissuaded, but the assorted team had never said no to any danger – perceived or real. Their confidence in attempting the journey was akin to the first team that successfully climbed virgin peaks. Internal pessimists decided to go along with a detached passion while the optimists decided to take on the project of their lives to partake in the glory should the summit be achieved.

So the project got off to a tentative start with the bunch of experts with no prior experience but loads of attitude, commitment and willingness to explore uncharted territories. They broke down the problem into micro steps which appeared achievable even by rookies. A monitoring system was put in place to carefully analyze every step, sign-off, and celebrate every step that took them forward. Challenges were scrutinized and alternatives tested with speed until they found the solution that fit the mosaic.

Stumbling through the journey the team slowly aligned to the task at hand; each individual contributor came from high ground of past success with associated ego and a winning formula that worked for them. The CEO stayed glued to the ground taking stock frequently, pushing the team to drop their differences and doubts. It took effort for them to arrive at common ground, but they did in their loyalty to the CEO and the challenge the project represented, a peak unconquered, a path untrodden, a batch un-lapelled.

Collectively the group now functioned like a well-oiled machine; the journey seemed easier than it did at the beginning, the road smoother and the target achievable. The CEO continued to charge the team showcasing their success to one and all while plaudits were showered on his audacious vision. As the finish line showed up on the horizon it brought many doubters back wanting to bask in the derived glory; their disconnect from the project visible, their faces clearly plastic in their celebration of imminent achievement.

Study conducted by Standish Group for over two decades clearly outlines the first and foremost reason for project failure as lack of Management focus; this project had more than a fair share of management oversight, in fact at times the group wished that they would be left alone to work. The CEO though overpowering in his demeanor, he knew when to back off and when to push. The end result was for everyone to see and learn from; the industry celebrated his success and many attempted to emulate it.

On another part of the world another enterprise in the same industry with the same set of internal and external challenges decided to pursue the safe path which was the norm. They too started their journey around the same time with resources available unwilling to take undue risks. The CEO – an able man – believed that his will shall be done, delegated the responsibility with an occasional tab on progress. Hearing of success in the other project he berated his team and their inability to complete simple tasks.

Leadership is not just about defining the vision and charging the team to execute; effective leadership requires a lot more, a connect to the ground, knowing when to push, when to back off, finding the right resources, and empowering them while keeping different personalities together. Leadership is not vested only with the CEO or a title holder, it can be practiced by anyone who is charged with a cause and willing to take a stand. Are you ready to get into discomfort zone to try something new ?

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