Category Archives: External links

#125 How much do you need to know?

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I was asked recently, “If what I am doing is working, do I really need to know how and why?” I could see why this question was being asked. After all, if we start worrying about the how and why of all the problems we solve, our output would decline, and our nerves would be frazzled. I believe the expression for this is “analysis paralysis.”

Here is a guideline I proposed to break the deadlock. If the problem relates to your core competence, and is critical for your success, and something you use in your point of performance, then you need to know the how and why. For exceptions, see next para.

There is a further clarification, if no one has understood the how and why, then it is a research project. Don’t proceed unless you have funding or time and money to burn. But if at least one other person has understood the how and why, then it is a best practice, you would do well to reach out to learn more.

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#118 Three critical roles in the workplace

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To some extent the ability to hire who you want depends on how important your project is to your boss, your executive sponsor, or the person who holds the budget. Even if the project is deemed important, you often you won’t have a choice of people when you pick your team. Sometimes you are spared the hassle, you are simply handed the people you have to work with. In other words, you are stuck with who is available.

Whether you get your pick of staff, or whether you have to make do, there are three roles that need to be filled, and are non-negotiable:

  • Analyst: This person will dig into fuzzy problem statements and give you a clear bulls eye to aim for. This person typically provides the technical or functional expertise required to understand the problems that need to be solved.
  • Project manager: This person will make sure tasks are defined, and completed on time, within budget, and per specifications.
  • People manager: This person will create and maintain an environment where people working together in groups can work more effectively and efficiently towards group goals (Koontz and O’Donnell).

The need for leadership is embedded within each role. One person may have to perform all three roles, or you may have one person for each role.

The point is, each role requires a unique skill set. A lack of awareness of any of these three roles will lead to neglect and scorn of the role that has a vacancy, and doom the initiative/program/project from the get go. It’s like trying to sit on a three-legged stool with one or more legs missing.

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