Leading the Project? Define Your Charter to Support High Performance

Graphic with the words of Art of Managing and other management termsThe Art of Managing series is dedicated to exploring the critical issues we face in guiding our firms and teams to success in today’s volatile world.

Effective leadership is a critical success factor for projects of all shapes and sizes.

And breathing is good for living.

It’s hard to argue with either of these statements, nonetheless, too many project managers deeply skilled in the mechanics of their vocation fall short on learning and practicing the soft-skills critical for high performance team development. When project fail…and too many do, there’s a safe bet that people-related issues are key contributors to the initiative’s demise.

Great project managers define their role beyond the project mechanics liberally. Working with team members at the front-end of the project to define the role and accountabilities of the project leader is a great practice that improves the odds of team success. The development of a Project Leader’s Charter is a simple, powerful technique that helps everyone involved gain a clear, consistent and comprehensive view of the leader’s role.

Great project leadership is both science and art. A large part of the role is about forming and framing the environment for your talented team members to do their best work in pursuit of meeting customer and stakeholder needs. Ensuring that you and the team define the values that drive acceptable behaviors to tackling the sticky issues of how decisions will be made to how the team will talk, work, decide, resolve and perform together are all captured in your Project Leader’s Charter.

Seven Simple Steps to Defining and Developing Your Own Project Leader’s Charter:

1. Start by Asking Questions: take the time to think deeply about what your role in creating success with this initiative should be. Meet individually and in groups to discuss the following:

  • What’s the nature of this project? Innovation? Implementation? New development?
  • How does the project connect to firm’s/customer’s strategic initiatives?
  • What are the critical success factors for this initiative to succeed?
  • What does this team need from project leadership to succeed?
  • The pre-post mortem, part 1: assume the project has concluded successfully, what might you imagine we would say about the project leader’s role and contributions to the success of this initiative?
  • The pre-post mortem, part 2: assume things went wrong and we failed to hit our objectives. Where did project leadership let us down?
  • You get a vote…ask and answer: what can I do to optimize our chances of success?

2. Write the Draft: armed with the input from your team members, write a draft of the charter. Start with, “My Charter as Project Leader is… .” Strive to minimize the cliché statements and use verb phrases that specifically describe what you will do and what you are accountable for with this initiative. Length isn’t incredibly relevant…from a few well developed sentences to a couple of paragraphs supported by bullets. Quality and clarity count more than length.

3. Review the Draft with Team Members and Solicit Feedback: the iterative nature of this activity ensures that team members buy-in to your role and clearly understand what to expect. An indirect benefit is that this will challenge them to think about their role as well. Revise and share the final draft.

(Best Practice Tip: one project manager I know has everyone on a team create and share their individual Charters with each other as a means of ensuring role clarity and visibility.)

4. Post the Charter: I love to see these shared in project documents as well as made visible and public for the duration of the project. Some Project Managers hang them in their offices or cubicles. Others grab wall space for project documents and ensure that this is visible in that public setting.

5. Live the Charter. Daily: the exercise of writing the Charter is healthy. Reading it daily and considering how to incorporate the key tenets in your day’s activities is priceless.

6. Remember the Charter When “It” Hits the Fan: something always go wrong at some point in time. The Charter is your guide to the right behaviors in the middle of whatever crisis is threatening your team. Return to it and develop your actions in concert with the behaviors and values outlined in the document.

7. Ask the Team to Evaluate Your Performance Using the Charter as a Guide. We learn by doing and feedback is part of the process of growing and improving. Ask your team members to evaluate your performance versus the key tenets and behaviors/activities identified in your Charter. Use this input as rocket fuel for improving with your next project adventure.

The Bottom-Line for Now:

Striving for high performance should be the goal for every project manager on every project. It’s lofty, difficult and in some cases, the pursuit of high performance gets lost in the haste and pace to navigate the pitfalls and move the army forward. Let a carefully thought-through Charter serve as a guide to your True North during every project. Get your role right as project leader and the odds of success for the entire team, your firm and your customer improve dramatically.

Don’t miss the next Leadership Caffeine-Newsletter! Register herebook cover: shows title Leadership Caffeine-Ideas to Energize Your Professional Development by Art Petty. Includes image of a coffee cup.

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An ideal book for anyone starting out in leadership: Practical Lessons in Leadership by Art Petty and Rich Petro.

Art of Managing—Helping Your Firm Navigate a Level-Up Situation

Graphic with the words of Art of Managing and other management termsThe Art of Managing series is dedicated to exploring the critical issues we face in guiding our firms and teams to success in today’s volatile world.

“85-percent of organizational problems are system related and only 15-percent are related to people.” –W. Edwards Deming

As managers, it’s our sacred responsibility to create and continuously improve an environment and system that allows our people to do their best work.

This system that Deming speaks of is an amalgam of the values, behaviors, processes and approaches in pursuit of the firm’s core mission that define the personality of an organization. The approaches and processes around decision-making, planning, developing talent and executing on projects and core operations are all part of the system. Innovation, creativity, employee and customer engagement and financial performance are critical outcomes of an effective system.

Few managers would disagree with their responsibility and accountability for creating this effective environment. Like breathing, it’s a good idea to invest time and energy in practices that promote a healthy, efficient and effective system. In reality, many firms do a good job of this in stable markets…the operative word being “stable.”

I’ve worked in and around many organizations where the firm’s leaders point proudly to a long string of successful years and effectively suggest that they’ve cracked the code of sustaining performance. Their organizations are well-tuned for the current state, the numbers are just good enough to keep stakeholders happy and employees have that swagger of consistent champions.

And Then “It” Happens:

“It” is most often some form of disruption…an unanticipated competitor move, a new market entrant, a disruptive technology innovation or some unexpected shock to society. Regardless of the source, change becomes the order of the day and the long-successful senior leaders react to the situation in a logical fashion and begin to talk about the firm moving down a new path with new strategies or approaches.

New initiatives and projects are born and the latest books consumed in search of answers or approaches that lead to answers. And when results aren’t immediately visible, energy and enthusiasm for experimentation and innovation wane and the pursuit of new consistently loses out to the gravitational pull of the old. From investment dollars and attention, the pursuit of new is often suffocated…for what seems like perfectly rational reasons chasing today’s problems. After a period of time, the wheels on the vehicle that is the effort to pursue new begin to wobble and parts start to fly off as the firm races towards an uncertain destination via an unknown path through uncharted terrain.

With apologies for mixed metaphors, the ride begins to resemble Theodore Roosevelt’s harrowing and horrifying post-presidential journey deep into uncharted portions of the Amazon, as he and his colleagues navigated all manner of disasters and dangers as they followed the aptly named River of Doubt.

Once the dangers become visible and the wobble of the wheels sensed by everyone, the fun begins. That is if you find journeying through organizational and career hell some form of perverse fun.

The Level-Up Opportunity:

This moment in time when a firm faces the critical need to change is what I describe as a Level-Up opportunity.  Level-Up opportunities typically involve individuals, teams or entire firms learning to navigate situations of extreme ambiguity and potential peril. We face them as individuals in our careers as we take on new challenges and climb the ladder of responsibility. Organizations face Level-Up opportunities as they strive to do something new…develop and implement a new strategy, move to a new market, capture a new group of customers or pursue an innovation they perceive will leverage their strengths and enhance their fortunes.

It’s somewhere during the flailing phase at the front-end of of a Level-Up situation that people recognize that the old system doesn’t work for new needs. Sure, business the old way continues just fine, after all the system is optimized for the old. However, when it comes to new, the gears grind, the engine smokes, rpms rise and speed slows to a crawl.

It’s time to change the system.

The old ways don’t work for new markets, customers, technologies or business models. It’s also at this time where too many senior leaders choose the wrong paths and tactics. Like Roosevelt’s team attempting to descend a seemingly never-ending number of treacherous rapids and falls during their journey down the River of Doubt, what worked for us at the last rapid or fall results in us smashing our canoes to bits on the rocks in this new environment, endangering lives and squandering precious time and resources.

Beware the Siren Song of Two Powerful Actions:

There are two reflexive actions by senior managers that often exacerbate the wobble. The first is a creeping belief that the people that brought them this far aren’t the right people for the journey ahead. They begin to doubt the abilities of their people to learn, adapt and succeed.

The second mistake is to assume that the organization’s structure is at fault. It’s not. It’s the strategy and system.

While there are nuggets of truth in both of these reflexive thoughts, the actions must be filtered against a clear strategy and tempered appropriately or you risk making a difficult situation impossible.

Change is difficult. Ambiguity and complexity are powerful adversaries in the fight for successful change, and while no simple list of ideas offer the absolute right answers, these seven are intended to help you strive for clarity and simplicity while learning to deal step by step with ambiguity.

Seven Ideas to Help Your Firm Navigate a Level-Up Opportunity:

1. Senior Executives Must Link Arms on the New Strategy Direction. Easy words…damned difficult to achieve in practice. Most senior leaders struggle to show up in the same zip code on strategy much less end up on the same page in the same book in the same house. CEO leadership is essential here…with clarity as an absolute and once the direction is set, senior manager compliance essential. Fight it out with vigor and honor, but link arms and go forward aligned and resolute.

2. It’s Not a Strategy If No One in the Firm Understands It. The hard work of strategy begins after the boardroom brawling ends on this topic. Your job is to simplify the strategy and ensure that everyone not only gets it, but sees how they play a role in supporting it.

3. Remember, It’s Not Important to People Just Because You Said it Is. Don’t assume awareness equals either understanding or support. Your approach to strategy development and then execution task definition and implementation must get everyone involved in offering input and backing words with actions..

4. Bet on Your People First and then Acquire to Fill Key Gaps. There’s no doubt that anything new requires education, training and yes, some fresh perspectives from people immune to the firm’s dominant logic. Strive to objectively assess the skills needed for the new strategy and then focus on whether those skills can be learned, trained or whether they must be acquired. We’re too quick to assume acquisition is the answer…when the reality is that your good people are typically hungry for something big and new to do and willing to pour their hearts and souls into it. (For people who resist new learning and new directions, drop them off politely and professionally at the next rest stop. You’ve got no time to waste.)

5. Tune the Organization to Align Superpowers with Key Opportunities. Instead of assuming that a new structure is the solution….something that often emerges from these challenging and frequently political battles over change, use as your emphasis aligning the absolute best resources with the biggest opportunities. Strategy should highlight the best opportunities…now, plug in the people with the right superpowers to succeed for each key opportunity. More often than not, wholesale restructuring squanders precious time and creates confusion. The Superpower-to-Opportunity approach reduces resistance and accelerates the time to implementation so critical in this situation.

6. Use Formal Project Management Practices to Execute the Key Strategy Initiatives. Most strategies breakdown in the execution phase…not the idea phase. For your key initiatives, establish formal project teams complete with an executive sponsor, a clear charter and scope and a well define project team with priorities and targets. Then use this project-focus to provide visibility into progress and to capture lessons learned along the way.

7. Use Process Mapping Relentlessly to Support Building the New System. The work of mapping out key processes around selling, marketing, supporting, deciding, measuring etc. is priceless. Remember that the gravitational pull of “we’ve done it this way” is extremely powerful. Process Mapping helps identify opportunities for new approaches and of course, it highlights flaws, blind spots, inefficiencies and in general it supports cross-functional collaboration and learning.

The Bottom-Line for Now:

Deming was once asked what he hoped his legacy would be. In the interview (I paraphrase), he responded quickly with, “I’ll doubt I’ll be remembered at all.” Then after thinking about it, he offered, “I would like to be remembered for trying to help (American) companies from committing suicide.”

The seven suggestions above are not foreign to most senior leaders. They reflect some good commonsense. However, their use in synchronization is way too rare. When striving to navigate a Level-Up opportunity and adapt your system to changing circumstances, using these ideas is like breathing…a really good idea. Anything else has a bad outcome. Now, breathe…

Don’t miss the next Leadership Caffeine-Newsletter! Register herebook cover: shows title Leadership Caffeine-Ideas to Energize Your Professional Development by Art Petty. Includes image of a coffee cup.

For more ideas on professional development-one sound bite at a time, check out: Leadership Caffeine-Ideas to Energize Your Professional Development

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Introducing The Saturday Serial—An Ongoing Management & Leadership Case

A text slide reading: The Saturday Serial: A Management and Leadership Story Delivered One Post at a TimeA note from Art:

I’ve long believed serials are great ways to share stories. Dickens published many of his works in serial format and the dockworkers were reputed to shout from the shore as ships arrived with the latest installment of The Old Curiosity Shop, “Did little Nell live?” The Golden Age of Science Fiction was filled with stories told one chapter at a time from issue-to-issue and today’s Game of Thrones novels from George R.R. Martin are an excellent example of the serial on steroids, with fans (myself included) waiting impatiently to learn the fate of our favorite characters and hoping that Mr. Martin finishes the story. Who lives? Who dies? Who conquers?

Serials provide readers an opportunity to become invested in a story and the characters, and I believe the approach provides authors an opportunity to think and then create new twists and new approaches to challenge the characters and further engage the readers. As a child and teen I was addicted to the Encyclopedia Brown Mysteries because I appreciated the characters and I loved the ability to try and solve the cases. I’ve added that twist here in the form of discussion questions and I look forward to sharing my ideas and learning how readers might solve these business cases.

Welcome to my intent and attempt to share and cultivate management and leadership lessons beyond the format of a stale blog post and endless lists of “10 ideas to… .” While I love writing the Management Excellence blog and the first 1,025 posts are testament to my commitment, I’ve wanted to experiment with the serial and management fable format here for a long time. I’m emboldened by the reader appreciation for the short, fictional cases around my mythical APEX Corporation, inserted in front of the chapters in my book with Rich Petro, Practical Lessons in Leadership. Those mini-cases and their discussion questions and the author’s take on the cases have been a staple of this book and something many managers have leveraged to stimulate thinking around the issues we all face in growing as leaders. I’m grateful for the appreciation many of you have expressed for those cases.

Lencioni and Goldratt popularized the novelized or fable form of business lessons in their various writings and I understand that some of you love those and others don’t. For those who prefer their business and leadership lessons and questions with a taste of drama, The Saturday Serial is ideal for you.

Beginning with my first episode, “Welcome to ACME John Anderson,” you will meet a growing cast of characters facing a series of very real management, leadership and career challenges in this fictional high-tech, global conglomerate and its various units and divisions.

Yes, the issues are real. I see them every day and I’ve experienced and observed these dilemmas around strategy and execution and learning to lead and learning to manage in many flavors  for 30-years. And while the characters and firms are all fictional, I will wager a fair amount, you will recognize these issues and challenges…and many of you will be dealing with them in real time. Now, you get to see and hear them unfold here in this on-going series of stories and cases, and hopefully, we’ll all engage in sharing some ideas on how to navigate the challenges. After all, the intent of my work and this entire blog is to help those striving to grow their firms and grow in their careers find useful and creative ideas and answers to the vexing challenges we all face during our journeys.

Welcome to The Saturday Serial at Management Excellence I hope you’ll tune in and chime in as the story develops. After all, the beauty of this format is that you can help determine the outcomes. -Art

Check out Episode Number 1.

 All characters and firms are fictional and any resemblance to any person or any firm is purely coincidental. The Saturday Serial is a copyright (2015) of Art Petty, The Art Petty Group and The Management Excellence Blog.

Revisiting The 5 Priceless Lessons from Amundsen and Scott

Roald AmundsenNote from Art: given the recent storms and polar-like weather in the Midwest and Northeast, it seems fitting to revisit the priceless management and leadership lessons gleaned from Amundsen and Scott in their race to 90-degrees south. These lessons never grow cold!

In preparation for an upcoming presentation, I’ve become a bit obsessed with studying the 1910 expeditions and race between Roald Amundsen and Robert Falcon Scott to 90-degrees South (the South Pole).  The lessons for leaders and managers practically leap off the pages of this classic example of coping with risk, uncertainty and volatility.

This “Heroic Era” of polar exploration was capped off (really bad pun!) by Amundsen and Scott, in what turned into an adventure where Amundsen beat Scott to the pole and safely returned, crew intact. Sadly, Scott and his crew ultimately perished during their attempted return.

I have Jim Collins to thank for this latest management segue, as he draws upon this same race and the comparison and contrast between Amundsen and Scott in his book with Morten T. Hansen, Great by Choice: Uncertainty, Chaos and Luck-Why Some Thrive Despite them All. (Note: While Collins hooked me, see my suggestion at the end of the post for much deeper reading on the topic.)

The level of preparation that Amundsen and team put into their polar expedition was both monumental and commendable.

All students of project management and management and leadership in general should study this case.  The comparison and contrast between Amundsen’s approach and Scott’s is fascinating and highly relevant to leading initiatives and organizations in today’s turbulent workplace environment.

For the rest of us, here are a few lessons gleaned from my just-started study of this fascinating event.

At Least 5 Key Lessons Gained from Studying Amundsen and Scott:

1. The Conventional Wisdom Isn’t Always Right.  Amundsen’s selection of a previously uncharted path to 90-degrees South was contrary to all of the conventional wisdom of the time.  Long voiced concerns about the stability of the ice in the area kept prior expeditions from considering Amundsen’s starting point. His own painstaking review of the various logs of prior explorers suggested that the geology hadn’t changed much in decades. He decided to take this risk in return for a straighter, shorter (albeit completely unknown) line to his destination. While his choice introduced an element of risk, he viewed the payoff for success as worth it.

How often do you let the conventional wisdom dictate your approach to a complex problem?

2. Focus Means Focus. Amundsen was solely focused on reaching the South Pole. Everything he did…the months of preparation, the customization of his tools…and everything he had done earlier in his life, including, living with the Inuit, led to his preparation for success in the harsh polar environment. Scott had a mixed agenda of exploration and science, and the complexity of doing both contributed in part to his challenges.

It’s always tempting to tag on goals that seem complementary. Beware the dilution and distraction effect. In another work, Collins describes our tendency to engage in the “undisciplined pursuit of more.” We’re always best served by clarifying and then laser-focusing on the mission at hand.

 3. Luck Happens-It’s What You Do with It that Counts. In Amundsen’s words: “I may say that this is the greatest factor—the way in which the expedition is equipped—the way in which every difficulty is foreseen, and precautions taken for meeting or avoiding it. Victory awaits him who has everything in order — luck, people call it. Defeat is certain for him who has neglected to take the necessary precautions in time; this is called bad luck.”

Scott’s journal was filled with descriptions of bad luck. In reality, the two expeditions faced much of the same lousy weather luck. One succeeded while the other failed. What we do with our luck…good or bad is completely within our control.

 4. Tailor the Tools to the Mission. While Scott and his crew spent the winter months wiling away their time with lectures (to each other) and reading, Amundsen’s team maintained 8-hour days customizing every single piece of equipment to improve their odds of surviving anything. Both expeditions used the same sledges, but Amundsen’s were modified to reduce the weight considerably. Amundsen redesigned his skis and ski bindings, his crates, his critical paraffin containers and everything else with the idea of safety, security, light-weight, ease of use from set-up to stowing all the driving goal. And he took tips from the Inuit on clothing, opting for a style and material that promoted air circulation and helped managed sweating and heat retention/loss.

Too often we expect our technology tools and generic practices to yield great results. Take a page from Amundsen and tailor your tools to the mission in front of you.

 5. Nobility is Nice, but Practicality Wins. Scott and his crew viewed it as noble to man-haul their sledges and gears. Yes, man-haul. Amundsen knew from his time with the Inuit that dogs were superior haulers and that the issue of calories would eventually determine survival or death. Scott grossly miscalculated the calorie burn from man-hauling, and that combined with poor food depot planning (location, contents, fuel) contributed to his team’s demise. It is reported that Amundsen’s team actually gained weight during their successful return trip.

Pride and nobility goeth before the fall. Don’t get caught up in the nobility of your tactics, when there may well be a better, less-elegant approach to save the project, your job or in Scott’s case, his life.

The Bottom-Line for Now:

All of us live and work in a world filled with chaos and turbulence. Our customers feel it, our suppliers know it and our competitors are coping with it as well. As Collins and Hansen suggest in Great by Choice: “It’s what you do before the storm comes that most determines how well you’ll do when the storm comes. Those who fail to plan and prepare for instability, disruption, and chaos in advance tend to suffer more when their environments shift from stability to turbulence.”

While, “Be like Amundsen” doesn’t have that commercial jingle sound to it, we will all be better off if we incorporate this explorer’s constancy of purpose and unrelenting focus into our personal and professional endeavors.

Another great resource on this topic: Race to the End by Ross D. E. MacPhee (hardcover only…a beautiful collector’s book.)

Don’t miss the next Leadership Caffeine-Newsletter with subscriber-only content! Register herebook cover: shows title Leadership Caffeine-Ideas to Energize Your Professional Development by Art Petty. Includes image of a coffee cup.

For more ideas on professional development-one sound bite at a time, check out Art’s book: Leadership Caffeine-Ideas to Energize Your Professional Development

New to leading or responsible for first time leaders on your team? Subscribe to Art’s New Leader’s e-News.

An ideal book for anyone starting out in leadership: Practical Lessons in Leadership by Art Petty and Rich Petro.

Art of Managing—The Quest to Sustain Success

Graphic with the words of Art of Managing and other management termsThe Art of Managing series is dedicated to exploring the critical issues we face in guiding our firms and teams to success in today’s volatile world.

The business and management equivalent of The Quest of mythology and story is the pursuit of the secret ingredients…the behaviors, actions and approaches that if adopted, will allow one firm to outperform (measured by one or more of: growth, profitability, share price, innovation, market capitalization) a peer group for an extended period of time.

Jim Collins has been looking for it since Good to Great and the McKinsey team in the study that culminated in the book, Beyond Performance, by Keller and Price purports to have cracked the genetic code of this vexing riddle.

As Jim Collins documented in subsequent works to Good to Great, there are ample reasons why many of the original great firms are no longer great, good…and some are gone. And while Keller and Price with help from thousands of McKinsey professionals appear to have mapped the genetic code of sustained performance, it’s not clear at all what portion of the details of the code (the levers and behaviors) must be manipulated or optimized in order to ensure ongoing success, particularly as external circumstances change. It depends.

And yes, external circumstances always change, introducing dragons and demons and foes bent on keeping our heroes (you and your colleagues) from achieving the over-arching goal of your quest.

Of Dragons and Demons and Foes in Pursuit of Sustained High Performance:

Every great quest has a series of foes that must be vanquished along the journey to success and business is no different.

  • Long-term success naturally breeds hubris and arrogance…or at least the laziness, that so easily catches management teams off guard as conditions change. In this world where even the concept of change is changing (speed, technology, location), disruption of existing industries, technologies and business models happens both quietly and noisily…and often quickly.
  • Another silent but deadly foe is the Dominant Logic described by Prahalad, where all situations, including those that arise based on a new set of forces are viewed through the knowledge and decision-making lenses formed based on prior experience. As the field changes…or at least as the rules change on that field, the lenses that offered so much clarity before introduce a type of strategic myopia that filters out new external forces and leads to decisions that worked yesterday but fail to hunt today or tomorrow.
  • And much like the Sirens of Titan who lured sailors to their deaths with their seductive song, business success created by a rising tide…secular growth seduces management teams into believing that their decisions are responsible for their results, more so than the market. When the rise slows or reverses, these teams are left floundering on the rocks.

7 Key Behaviors For Surviving and Thriving on the Quest to Sustain Success:

In great quest stories, there’s typically something that aids the hero and his or her compatriots. A talisman of some sort or a wise mentor. (Think Gandalf, Yoda, Obe Wan or Dumbledore in the quest stories of fantasy.) While we may have wise mentors in the form of senior leaders or board members, the quest for sustained success requires at a minimum a set of behaviors on the part of the firm’s leaders and managers that acknowledges the realities and risks…the perils of this journey.

Just a few of these incredibly helpful behaviors include:

1. Collective respect across the management team for the complexities and risks of translating what worked yesterday into something that works tomorrow. This is an absolute. It requires the collective confidence to move beyond old practices and strategies and to encourage and reward reinvention. This attitude is critical in combating the sin of hubris and for preventing arrogance from taking a firm hold in the management ranks. These dragons must be slain where and while they sleep!

2. Actively striving to diversify the experience base of the talent in the firm is critical to ensuring the view to the outside remains open and clear. One of GMs core tenets as it masterminded losing the world was that the management must always come from within. Nothing breeds contempt for change like perpetuating like-minded and like-kind managers.

3. The words or even the actions that suggest, “we’ve always done it this way” must be banished and replaced with ample quantities of new…new processes, new approaches, new experiments. “Because we’ve always done it this way” are evil words and destructive thoughts perpetuated by people fearful of what change might mean for them.

4. The speed of learning is a new performance metric, as is the speed to translating learning into new behaviors. Creating systems and opportunities across the culture that allow for easy, fast parsing of new insights and translation of these insights into actions is essential.

5. The hard work of exercising team decision-making muscle must be deliberately undertaken. Very few management or project teams ever decide how to decide, or, worse yet, they fail to take on the task of strengthening decision-making over time. Decision-making muscles must not be allowed to atrophy.

6. The attitude around failure must shift from one of shame and stigma to one of curiosity and opportunity. There is no learning without experimentation and most experiments fail…along the way to designing more informed experiments that ultimately succeed.

7. Teams must resist the Siren Song of the Rising Tide, where they mistakenly assume that good times accrue to them naturally as a right and due to their brilliance and enact the corporate equivalent of Odysseus who ordered his men to stuff their ears with wax and to lash him to the mast as a means of resisting the siren call.

The Bottom-Line for Now:

As humans, we love stories about great quests, and we love when our heroes survive and ultimately succeed. Our professional lives in our organizations…our corporations and churches and not-for-profits all enable us to participate in our own great quest in support of mission or market and like the stories we love so much, there are always foes to vanquish, trials to complete and new adventures just over the horizon. For the firms and teams who have enjoyed success, the most significant foes and demons are most often lurking inside their own walls.

Don’t miss the next Leadership Caffeine-Newsletter! Register herebook cover: shows title Leadership Caffeine-Ideas to Energize Your Professional Development by Art Petty. Includes image of a coffee cup.

For more ideas on professional development-one sound bite at a time, check out: Leadership Caffeine-Ideas to Energize Your Professional Development

New to leading or responsible for first time leaders on your team? Subscribe to Art’s New Leader’s e-News.

An ideal book for anyone starting out in leadership: Practical Lessons in Leadership by Art Petty and Rich Petro.