Least Favorite Characteristics
Although these were glowing commentaries on the contrasting styles,
after some additional (unprompted) reflection there were observations
about the downside of working with these two people. The most discussion
was spent on three issues. First, there is so much focus on the project
that there was total oblivion to the fires that were starting; there is
no sense of direction for the department; and finally, because of the
first two issues, there is poor communication.
No doubt the supervisor wants the team to stay focused on the projects
rather than getting involved in political infighting. While that may be
a great way to lead by example, it is frustrating when lack of focus on
the overall goal of any of the projects, the reason for doing them, how
they fit together for the final product, can cause irritation in any
type of department. The more some of the conditions were described; it
was interesting to ponder whether the supervisor is actually oblivious
to the landmines being created or whether the total focus on the project
(or emergency) at hand was actually a form of avoidance. In either case,
this person spends a lot of time putting out fires and they're good at
it.
Affecting Cost of the Project and Delivery Time
When you spend a lot of time putting out fires and dealing with
conflicts, cost of delivery will increase. The bottom line is those
additional costs need to be allocated in some way.
One way of handling them is to pass them on to the client. After a
certain amount of time, though, the client will get tired of paying the
extra dollars for a project that didn't deliver on time or else did
deliver on time but with bugs.
The alternative to passing the cost overruns on to the client is to eat
them. This is also an undesirable alternative. There are few ways to
spread unnecessary costs and still stay on top. Adding to the formula is
the resentment the team will develop in spending so much time in
reactive and repair mode instead of being constructive and proactive.
They will not want to have to double up on the time they need to work in
order to compensate for reduced staff when that is considered as a means
of cost containment.
For the sake of keeping costs under control, it's important that you as
not only the manager but also the leader provide guidance for your team
with regard to direction and vision of the goal. They take their cue
from you and the assuredness with which you move them toward delivery of
good product of which they can be proud. They will be motivated. And
with quality product delivered on time, the client is happy. Lead by
example but also communicate what the goals are.
And There's Listening
Part and parcel of being a leader is communication skills. This is not
just talking and telling people about things or what to do. It includes
the other very important side of communication -- listening. There is
listening to what your pros have to say and seeking their input on
alternative ways to do things. There is also listening to what your
client wants and says they need, then responding to those issues
appropriately. But that's another topic that we'll explore another time.
