Crucial Conversations
I was reviewing the February 8, 2007 Silence Fails data today. Over 80% of people are engaged in at least one significant organization wide initiative they know will fail to achieve the advertised results. Let me say that again.
Over 80% of people are engaged in at least one significant organization wide initiative they know will fail to achieve the advertised results.
60% of the people don’t believe the important issues have been discussed.
On projects that have failed, 60% knew it would fail right away or shortly into the project and 90% of the people new half-way into the project.
In over 80% of the cases, the project could have been gotten back on track if changes had been made. In 70% of the cases people tried to get to the person that could make the change but were unsuccessful.
We know from reviewing past research that most projects fail to deliver the promised results. The thing is, the people on your projects know before it happens, and in most cases while there is still something to be done about it. Why aren’t we having these conversations in our organizations.
For the most part, because no one is asking. And if someone tries to bring it up, no one is listening. We punish people for bringing bad news or being nay-sayers. We think they don’t understand the problem.
We need to learn to listen. How should we listen. As usual, Hal Macomber is out ahead of this issue in Revisiting Two Great Wastes.
Here’s one thing to remember. Adopt an unconditionally positive stance when speaking (and listening). Operate from a concern for keeping the promise of the project. When you take care of the client and the promise(s) you made to the client you can’t go wrong. Don’t attack people. Instead, express your concern or worry that continuing on the current path might lead to failure. And if you get chastised for speaking up, then you know you are on the wrong project.
Organizations, the initiatives to create change, are getting more complex. At the same time, the rate of necessary change is increasing. Isn’t it time we learn how to listen in our organizations?