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Socrates employed the same approach in his discussions. Seems the best practices are timeless.
The article is fine, but painfully optimistic. I have carried a lot of bad news in my time. This has cost me several good positions because managers did indulge in shooting the messenger.
The best thing one can do before approaching the boss is to discuss the problem with a co-worker. If the co-worker understandd the problem, says; "Yes it should be presented - good luck", then get ready for the worst.
One of my examples follows:
I was part of a division IT Group deploying a national Intranet. The division responsible for deploying the backbone horribly under-estimated the data capacity required. When the project team was approached, they were not interested in re-examining their data.
My supervisior and I were responsible formaking our legs of this national WAN work. We HAD to tell management that it as not going to work properly. My superviser and I agreed that management had to be briefed before they 'bought in' to the project.
We took many of the steps in the article when we prepared for our presentation. Management's 'bottom line' was:
1. We will participate, and
2. You (their IT Section) WILL MAKE IT WORK.
A year after we predicted project failure, the first milestones were missed. My supervisor andI were moved into less visible positions. The project took ten years and failed. No recognition was ever given for making the 'hard call'. My supervisor and I work for other employers.
Getting fired for telling the truth still irritates me, and has cost me a lot of money. My bottom line is that I sleep well at night - and now make a living repairing other peoples messes.
Delivering bad news is important, and must be done. It can carry severe penalties - even when the messenger is correct. If you are the messenger you must be ready for the ripple effects.
David Swan
The best thing one can do before approaching the boss is to discuss the problem with a co-worker. If the co-worker understandd the problem, says; "Yes it should be presented - good luck", then get ready for the worst.
One of my examples follows:
I was part of a division IT Group deploying a national Intranet. The division responsible for deploying the backbone horribly under-estimated the data capacity required. When the project team was approached, they were not interested in re-examining their data.
My supervisior and I were responsible formaking our legs of this national WAN work. We HAD to tell management that it as not going to work properly. My superviser and I agreed that management had to be briefed before they 'bought in' to the project.
We took many of the steps in the article when we prepared for our presentation. Management's 'bottom line' was:
1. We will participate, and
2. You (their IT Section) WILL MAKE IT WORK.
A year after we predicted project failure, the first milestones were missed. My supervisor andI were moved into less visible positions. The project took ten years and failed. No recognition was ever given for making the 'hard call'. My supervisor and I work for other employers.
Getting fired for telling the truth still irritates me, and has cost me a lot of money. My bottom line is that I sleep well at night - and now make a living repairing other peoples messes.
Delivering bad news is important, and must be done. It can carry severe penalties - even when the messenger is correct. If you are the messenger you must be ready for the ripple effects.
David Swan
The Columbia incident is another prime example, when this type of arrogance is displayed and truthfulness is not wanted.
One of my former bosses told me "Nobody wants to hear that their baby is ugly". He was an excellent salesman and always successful in moving up the ladder. I'm on a project now where the entire TEAM is adament that challenges (no matter how minor and/or major) will NOT be shared with the executives because it reflects poorly on the managers given responsibility for the project. The resistence to sharing data and fact is incredible. As long as everyone understands the risk of managing down truth, politics will prevail.
It's also important to know your boss and co-workers. With my boss, if you say something can't be done, that is an immediate red flag and she sets out to prove us that it can be done. Now, this is a GOOD thing, because we've done some amazing things with little money, but if an idea is truly bad, she'd rather we investigate all of the angles, and present her with all the information, THEN make the decision. Gut reactions are not accepted.
The issues are seldom as black and white as depicted in this article. Usually the company or third quarter isn't going down the tubes, rather your "bosses grand idea" is simply going to make your life a helluva lot more difficult... and for very little real gain, as far as you can see. It just might be that he's being pushed from above... possibly by the corporate bean counters or even the grand poooh-bah himself. Your bosses "idea" may be a non-negotiable decision... so...
In the face of such pressures I'd tread softly and carefully my friend...
Richard
In the face of such pressures I'd tread softly and carefully my friend...
Richard
Give the boss enough information and feedback to pique her own professional curiosity. Then let her do a bit of research and draw her own conclusion. You shouldn't need to walk in and give her your entire line of reasoning and a recommendation. If she follows through and reaches the same conclusion you did, it will be HER idea and it will go a lot farther than one of yours, and with virtually no downside to you personally. If she reaches a different conclusion, well gee, maybe you were wrong! If she reaches the wrong conclusion or doesn't follow through, you've learned a valuable piece of information about your boss's management style. You probably wouldn't have gotten anywhere with your idea anyway, you haven't put yourself in the line offire, and now you know you're part of a dysfunctional organizational unit. Bad news, but in the best possible package.
Managers probably do not attempt to sabatage the IT process or to hurt the company.
'Assisting' them with their 'great' idea might be a good solution. Try giving them the requirements of that solution.
For example, a new software distribution system (that the boss is excited about) might require a separate server, x number of new PC's (to handle the increased load), potentially upgrading the network infrastructure, etc.
Put estimated dollar amounts on the equipment costs, labor hours,down time, etc. Add any other anticipated costs. (licenses, personell, etc.)
If they then want to go forward with the project, that is fine. If we are honest in the assessment, we maintain our integrity. Try to minimize our emotional investmentin the less important problem, so that a solution is less threatening.
'Assisting' them with their 'great' idea might be a good solution. Try giving them the requirements of that solution.
For example, a new software distribution system (that the boss is excited about) might require a separate server, x number of new PC's (to handle the increased load), potentially upgrading the network infrastructure, etc.
Put estimated dollar amounts on the equipment costs, labor hours,down time, etc. Add any other anticipated costs. (licenses, personell, etc.)
If they then want to go forward with the project, that is fine. If we are honest in the assessment, we maintain our integrity. Try to minimize our emotional investmentin the less important problem, so that a solution is less threatening.
The old saying "anything is possible" is true. The question is whether is it practical.
Another way to deliver bad news, particularily if there is no real time impact, is to "break itto them gently," a little bit at a time.
Another way to deliver bad news, particularily if there is no real time impact, is to "break itto them gently," a little bit at a time.
This trick takes a lot of premeditated prep but is the path of minimum risk. It also supports teamwork and collaborative working.
Well done DC guy for putting it so clearly
Well done DC guy for putting it so clearly
Answers like "it's not possible" or "it's not feasible" never really accurate.
All things are possible with enough time, brain power, and money. No idea is "bad," it's just that some ideas are conceived without an appreciation for the time, money, or other resources that implemention will require.
Therefore, you don't "shoot down" someone's ideas, you merely provide a recommendation based on your estimates of the costs and benefits. To do that properly requires a little research, and thus is best presented in private, just like the article suggests.
"Why yes, sir, we could print a hard copy of the Internet. Sadly, the paper costs would burn up our budget for the next 3 years. Can we perhaps work another solution to your needs?"
Good fortune,
Don
All things are possible with enough time, brain power, and money. No idea is "bad," it's just that some ideas are conceived without an appreciation for the time, money, or other resources that implemention will require.
Therefore, you don't "shoot down" someone's ideas, you merely provide a recommendation based on your estimates of the costs and benefits. To do that properly requires a little research, and thus is best presented in private, just like the article suggests.
"Why yes, sir, we could print a hard copy of the Internet. Sadly, the paper costs would burn up our budget for the next 3 years. Can we perhaps work another solution to your needs?"
Good fortune,
Don
Sadly, many who have acheived significant success in corporate structures have learned to keep the mouth shut when it yearns the most to open (for some of us the desire to speak out is the first clue to be quiet).
Sometimes spending (a little) time going over bad ideas (usually old ideas) as though they are new and fresh is the best thing you can do. Smile and be supportive. Run some numbers, a quick overview is usually enough. The best for me is create some models.
If you know the subject better than they do, it should be pretty easy to get to the heart of the matter by example rather than argument. Remember, everyone has a different learning style, but a picture is usually worth a thousand words.
By the way, this isn't an IT specific problem. It happens all the time in every department. An sometimes the "genius's" best friend is trying to sell him on something, so be careful.
Sometimes spending (a little) time going over bad ideas (usually old ideas) as though they are new and fresh is the best thing you can do. Smile and be supportive. Run some numbers, a quick overview is usually enough. The best for me is create some models.
If you know the subject better than they do, it should be pretty easy to get to the heart of the matter by example rather than argument. Remember, everyone has a different learning style, but a picture is usually worth a thousand words.
By the way, this isn't an IT specific problem. It happens all the time in every department. An sometimes the "genius's" best friend is trying to sell him on something, so be careful.
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Sadly, many who have acheived significant success in corporate structures have learned to keep the mouth shut when it yearns the most to open (for some of us the desire to speak out is the first clue to be quiet).
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Thank you for stating this in a way I can understand. For the last few hours I've been struggling against the desire to open Ye Olde Yapper and now I'm rather convinced to just Grin and Bear It.
Sadly, many who have acheived significant success in corporate structures have learned to keep the mouth shut when it yearns the most to open (for some of us the desire to speak out is the first clue to be quiet).
====================================
Thank you for stating this in a way I can understand. For the last few hours I've been struggling against the desire to open Ye Olde Yapper and now I'm rather convinced to just Grin and Bear It.
first of all, IT is to more or less outsiders, like bosses, something that creates miracles and wonders. so everything is possible.
so when i have to go and tell something is impossible i have firstly to answer this question for myself:
- why in detail do i think that this is not possible?
a) because i dont like it
b) because its so much work
c) because it doesnt fit to the environment
d) because i dont have the knowledge
e) because its too expensive
f) because its not my idea
just to name a few. now my answers to that:
a) its not my job to like or dislike projekts
b) i am paid for it, so i have to work
c) so i have to design some changes
d) i have to learn or get assistance
e) not my decission at all
f) thats a personalty problem, get to a doctor
if u list all ur concerns this way, detailed and with true answers, if u then have some real facts left u have a perfect base for a discussion. and as far as my experiences are (consultant since 12 years), such a factsheet - even if its bad news - is highly appreciated. but mostly the bad news on this sheet are just the ammounts to spend to realize the bosses newest idea. and, even if i repeat me here, this is not yours to decide.
(sorry if my lack of english doesnt set straigt what i wanted to say here)
so when i have to go and tell something is impossible i have firstly to answer this question for myself:
- why in detail do i think that this is not possible?
a) because i dont like it
b) because its so much work
c) because it doesnt fit to the environment
d) because i dont have the knowledge
e) because its too expensive
f) because its not my idea
just to name a few. now my answers to that:
a) its not my job to like or dislike projekts
b) i am paid for it, so i have to work
c) so i have to design some changes
d) i have to learn or get assistance
e) not my decission at all
f) thats a personalty problem, get to a doctor
if u list all ur concerns this way, detailed and with true answers, if u then have some real facts left u have a perfect base for a discussion. and as far as my experiences are (consultant since 12 years), such a factsheet - even if its bad news - is highly appreciated. but mostly the bad news on this sheet are just the ammounts to spend to realize the bosses newest idea. and, even if i repeat me here, this is not yours to decide.
(sorry if my lack of english doesnt set straigt what i wanted to say here)
I learned that having the right spin on the subject is extremely important. For example, if you are working on multiple projects and your boss is working you to death. If you walk to your boss saying, I am working hard and long hours and getting tired, blah blah blah, he or she may not even pay attention to your complaint, as long as you are able to contain the situation. However, if you spin it in a way which will impact him/her somehow, your boss will indeed listen and help. So, you might spin it like this, I am concerned about the success of project x or y because of my workload, I fear that the delivery and success of this project is at risk??????then you have his/her attention, just a thought.
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