Determining Responsibility

This post discusses the Case Study: Who Is Responsible

I would like to say 7/10 resignations are because of bad immediate boss. But I have no statistics to prove it. When dealing with any situation, seat of the pant estimates or feeling doesn't work. In any case I am not big believer of exit interviews. They are supposed to provide truthful information. The logic being the person who is leaving has no axe to grind and so hopefully will provide you with the true state of affairs in the company, from his/her point of view, in any case. However, there is another factor to be considered: unless the person who is leaving the company is absolutely agitated, s/he would like to leave the company in as pleasant manner as possible. So the first advise is that do not get over exited with what you hear at exit interviews. I am not saying what you hear at exit interviews is incorrect; only that it may not be the whole truth.

And in any case, why wait for the exit interviews to get information. It is necessary to establish processes in the company so that grievances could be aired by employees before it is too late. The HR performs a vital role here.

Coming back to the case study, before calling the Project Manager for discussion, there are a couple of quick checks I would do.

Who are the persons who are submitting their resignations?
How many years of experience do they have?
How recent is this phenomenon of resigning? Did this start fairly recently or has been happening for some time now?
What sort of skill set is going out of the company?
Are they easily replaceable?
Are these resignations really damaging your company?
Where did they stand in the

Next I would also talk to the employees who have not resigned. (This needs to be done keeping the Project Manager in confidence. Inform him that you will talk to some members of his team and that the summary will be shared.)

Why are they still with us?
What changes would they like to see?
What is the impact on them of such resignations?
In their opinion what could change. (Don't put words in their mouth).

I have just listed a few questions of the many you should be asking.

Now that you have enough data sit with your HR and PM to understand the data and come to conclusion. It is bad idea to confront your Project Manager. Always find solutions WITH him/her. Sift through the data to get information. The convert information into actionable steps. Since you and your PM are in a problem solving mode - together - chances are that the PM himself/herself will address his/her behavioural issues. If not, then emphasise the importance of short-term versus long-term goals of the company. Getting a project done on time is short term. Retaining skilled employees is vital for long term.

Finally share the information and actions with all other Project Managers and all employees. This is very important.

Now, what if shove comes to push. You may have to tell the PM to modify behaviour. That is perfectly fine. Provided you have enough data to put it across. Sitting on judgment based on one exit interview is not enough data.

Should Food Poisoning Be Allowed To Ruin The Project

In the case study Food Poisoning Ruined The Project I presented a scenario where a single event disrupted a project.

But was the Project Manager at fault? Let us examine.

In my mind, the PM has only one job - Risk Management. Rest are all supporting activities. A conscientious PM thinks of risks to his/her project all the time. This is precisely why Project Management is a full time job. You cannot say, I also do project management.

There are only two parameters that any project should be evaluated against for success - (a) completion on time and (b) within budget. (Why am I not including quality as a parameter? I will get back to this sometime later. Some other post, perhaps.) Risk management has to ensure that all that which stops the project from achieving the goal is either eliminated or the effect considerably reduced. Not to anticipate your team members' sudden absence should be anticipated, particularly if the team member is critical. What mitigation action has to be taken for a given risk is, of course, context specific. There may or may not be a mitigation plan also. In those cases you accept the risk and its impact.

However, merely planning risks and the mitigation actions is not sufficient. The risks need to be communicated to all stake holders. (Stake Holders = all players who are effected positively or negatively by the project.) And regularly. Why regularly? Not because they care a damn about it - some do, but most don't. It just tells them that you are at the top of your job. You see, Project Management like all other aspects in like if a lot about posturing. When people see or think that you are diligently looking after the project, any unfortunate event will not result in a sharp reaction.

No one in their right mind can anticipate half the team falling ill at the time of delivery. But if you have communicated regularly to your stake holders, have mitigated all risks till now and have been meeting mid-term goals of time and cost, most customers and bosses are quite sympathetic and will even suggest a way out.

But what about this particular case. I would turn to the team. Of course, depends on how you have been handling the team till now. Have you taken the team along with you so far? Have you been fair with them? Do they consider you their leader? Opening up to the team and asking for solution is always a great approach - not too frequently though! The team might want to consider working round the clock. After all only two days are left. Once the team has committed itself, ensure that you are around. If they are working round the clock, you need to be there too. Not just to show (again posturing) that you are one of them, but also to ensure that the team gets adequate breaks, good supply of food and drinks (Not alcohol. That can wait) and generally ensuring that there is no breakdown of procedures (the desire to take short cuts at times of stress is great). Also keep the customer in the loop. Send him an e-mail (with a copy to your boss) telling him/her exactly what the team is doing to ensure successful completion of the project.

Remember! Golden opportunities arise from the darkest of hours

First Among Equals

You have waited for this moment for the last many years. All your hardwork has finally been rewarded. But instead of savouring the moment you are uneasy. In 15 minutes time you have to chair a meeting - your first as the MD of the company - that you have called to address your direct report.
You direct reports are your former peers. Your families have been freinds for some time now. You would like to keep the professional life and social life in water-tight compartments if possible.
You know that you deserved this promotion, but do they feel that way. You need to establish in today's meeting that you all are part of the same team working towards the same company goals; only that the roles have changed. And your role requires then to report to you. You need to tell your former equals that they need to help you take decisions. At times you will have to take decisions that will bitter, but they need to realize that at your position you sometimes need to take it on.
But most important you have to bring in the changes that you wished to bring in since ages. For that you need to carry them with you.

Will they agree?
Will they understand?

What do you tell them?
What do you do?

Salary Carrot Or Compensation

A subordinate comes to you and says the reason I am not able to give my 100% to the company is that I am not paid as much as I deserve. You think this philosophy is opposite of what it should be. One should get paid based on how s/he performs, and not get paid and then perform. On the other hand, higher pay could act as an incentive to bring out the best in people.
Who is right? Your subordinate or you?
Is salary a carrot or a compensation? Or both? Then how do you peg the salary?
Or is salary driven entirely by market? If your competitor can afford more salary (all things being equal) you match it.

You need to answer your subordinate so that he goes back satisfied and gives his 100% to the work.

What do you do?

What do you do?

Your Successor

You are responsible to select your successor as the General Manager of the company. There are 3 possible candidates:

Ms. Shalini - Intelligent. Very sharp on the uptake. Head Strong. Aggressive. Very dedicated. However, she is very critical of the present management and often has been heard (by others) griping about the facilities provided to employees by the present management (i.e., you). You tolerate her because she is good at her job. You feel that she lacks the bigger picture and that is the reason of her gripe. She is also not very popular with her peers (you think that is because she is a women and the others - males - feel threatened by her aggressiveness and intelligence.)

Mr. Jaimal - Hard task master and gets work done. Very blunt and rubs people the wrong way. Lacks finesse. Does not suffer fools gladly. You feel that he could do well if he takes into account different perspectives. His biggest asset though is his willingness to take on the unknown. A few years ago, you had seen him take on a task and you were quite sure the project would be a failure or at best a partial success. He surprised you and everyone else.

Mr. Purushottam - Mr. popular. Gets along with everyone. The walking help desk. Respected by all subordinates. But you feel is a bit of a softy. There were occasions where you would have liked him to be firm and taken a stand. But instead you found him taking the middle path. But of the three, he is the one with the broadest perspective of issues.

All three are very capable in their own way and you would not like to lose any, if possible. But you have to choose one. How would you go about picking up your successor? Who would you choose?

What do you do?

What do you do?

Of Fishes and Ponds

You are a PM of a Multi-National Company (MNC). You are top notch and valued for your skill. Your reputation spreads and you are considered a bright spark in the MNC. But recently you got a call from your old friend and he has a fantastic offer for you. A start-up would like you as their General Manager. You are obviously flattered and though the new offer represents an increase in stature as well jump in salary, you are hesitating.

Is it a good idea to join a start up in the current financial crisis situation?
More importantly, what do you prefer" To a small fish in a big pond or a big fish in a small pond?

What do you do?

What do you do?

Choose Between Two Corrects

Two members of your technical staff have submitted solutions that are totally different from each other's. Both have their merits. You need to make a decision to choose any one. Both members are hyper-sensitive and would demand a reason for rejecting their solution. But a choice you have to make. What criteria do you apply?

What do you do?

What do you do?

Interfering Head Quality

The Quality Head of your company used to be a good technical person. Some time ago, he chose to move to the quality department as part of a reorganisation. However, old habits die hard. Every once in a while the desire to contribute technically resurfaces. The opportunities are always present. While doing a quality audit, he branches off into technical details and at the end of the hour-long audit he ends up changing the design or shredding the requirement or modifying the code. Your technical staff have been complaining, but you let it pass since this guy has immense experience and any technical suggestion cannot be taken lightly. But now it has come to a head. Your technical team has refused to submit to be audited by him. While you do not want to lose out on his experience, the work must go on.

What do you do?

What do you do?

Diversify Or Not

SACC is a 5-year old company. It serves a very focused hi-tech domain and has developed expertise over this domain. However, the domain is growth-constrained. Growth is certain but slow. Due to lack of rapid growth, you are unable to retain your employees. You see an opportunity to grow in a related field when the present financial crisis hits you. The credit required for branching out has become expensive and the customer assures of you of work but is not willing to commit. The employee turnover also has reduced due to the crisis. So the near term problem is resolved; but in long term you know that you need to diversify. But without a customer in hand you do not wish to invest now. Not acting immediately may haunt you when the present financial crisis disappears.

What do you do?

What do you do?

Promotion List Announcement

The grapevine has just given you the news that 5-6 engineers of your software company are likely to resign. Going by past experience there is a 50% chance that the news is correct. You are aware that there are some promotions to be announced shortly. Since you do not know who is likely to resign, announcing the promotions can go have any or all or more of the following impact:

a) Those who are in a dilemma to resign may actually resign if they do not find their names in the list.
b) Those who wish to resign will take advantage of the promotion letter and use it as a bargaining chip at their future company.

c) Those do not find their name in the list will accuse you of neglecting the loyal employees. "Why give promotions to those who leave the company?"

d) Those who do not find their names in the list will try to get a job (the other company is recruiting, remember?) and leave.

Delaying the announcement of promotion list will only indicate that you do not want to take tough decisions. Besides, those who are deserving will get demoralise.

What do you do?

What do you do?