I am sure you can add a few more to the list. The reviews.
Sitting on a corner chair of a meeting room, I was absorbing the proceedings of a review. I was at my client’s office.
“The customer encashed our BG. As a project manager how come you did not see it coming?”
“Our reputation is at stake. If only the relationships were better with our counterparts.”
“Dealers all over India are leaving us and going to competition. Why? ”
The discussions continued. There was heartburn, anxiety, and apprehension. All emotions were valid.
Decisions were questioned. Actions taken (or not) were discussed.
The review ended with only a couple of notes on follow up. It was obvious that this pattern would repeat in future reviews
A child which touches a flame learns immediately that it is dangerous to play with fire. She doesn’t spend really long hours contemplating what went wrong. She gets it. She knows what to do or not to do the next time.
We too get it. Yes, in an organizational context it is essential to pass on what we have learnt. But why over analyze what has happened or needlessly complain and assign blame?
Next time you find yourself in a difficult review try this approach.
Apply the 10 – 40 – 10 rule.
10 minutes for sharing data. And I mean only data – no stories or interpretations. Like a good intelligence unit sharing intel with its team.
40 minutes for answering the question – What’s The Immediate Next Logical Thing to do?
10 minutes for answering questions only for those who did not get the context.
There is a reason why rear view mirrors make the objects look smaller. It is just to give the driver a useful field of view. The driver is primarily supposed to focus more on what lies ahead.
Re-view your reviews.