Jonathan watched in horror as Patricia shredded Dave's career. Sure, Dave had just given the Board the bad news — the earliest possible ship was now six months later than promised. But it wasn't Dave's fault alone, and he shouldn't suffer for it. Still, Patricia's behavior was no surprise. Jonathan and Dave had discussed this possibility over scones and coffee in his office just this morning.
As he watched now, Jonathan vowed that he would never do what Dave had just done — hand the hangman the noose to hang him with.
Have you ever watched a career being shredded? Jonathan's was a typical reaction. He decided that he would avoid the trap that snared Dave, by never revealing anything that Patricia could use to harm him. A typical reaction, and, I believe, an appropriate one. If you work for someone who kills messengers who bring bad news, always deliver good news — or no news at all.
That's the problem with killing the messenger. If you're a manager in a project-oriented organization, you need to know the full, unvarnished truth. When you kill a messenger, you demonstrate what happens to those who deliver unpleasant Truth, and you deliver a message of your own: Tell me the truth at your peril.
If you've bagged a messenger now and then, can you believe the reports you receive from people in your organization? Are they truthful? Are they complete? Or are they perhaps skewed toward the positive?
If you've bagged a messenger
now and then, can you believe
the reports you receive from
people in your organization?And what of those who still dare to report bad news, despite having watched you finish off several messengers in the past couple of months? Don't they get it? Don't you doubt their sanity? Can you trust their reports? Killing messengers has such predictable results that you have to question any report you receive. When people have to put their careers on the line whenever they open their mouths, it's more difficult to trust what comes out — good news or bad.
But what about the project managers who've really messed up their projects and who then report the bad news? You might ask, "Can't I kill them?" Nope. Not even them. People watching your actions might not realize that you're acting on the basis of performance, rather than killing a messenger. If you must, reassign poor performers — don't destroy their careers. After time has passed, and they aren't in messenger roles, you can take other action without putting at risk your access to Truth.
In a project-oriented organization, Truth is your most important asset. You must have free access to the Truth. Killing messengers drives Truth underground. Never, ever, kill the messenger. Top Next Issue
For a connection between killing the messenger and Virginia Satir's Five Freedoms, see "Ethical Influence: I," Point Lookout for July 4, 2007.
Are you fed up with tense, explosive meetings? Are you or a colleague the target of a bully? Destructive conflict can ruin organizations. But if we believe that all conflict is destructive, and that we can somehow eliminate conflict, or that conflict is an enemy of productivity, then we're in conflict with Conflict itself. Read 101 Tips for Managing Conflict to learn how to make peace with conflict and make it an organizational asset. Order Now!
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More articles on Emotions at Work:
- The Triangulation Zone
- When somebody complains to you about someone else's performance, you're entering into another dimension
— a dimension of three minds. That's the signpost up ahead — your next stop, the Triangulation
- After the Accolades: You Are Still You
- Have you had a major success lately? Have you become a celebrity in your organization? Are people showering
you with accolades? When it happens, we feel great, and the elation does finally come to an end. What then?
- Planning Your Getaway
- For many of us, taking a vacation can be a burden. We ask ourselves, "How can I get away now?"
And sometimes we have the answer: "I can't." How can we feel relaxed about taking time off?
- How to Avoid a Layoff: Your Relationships
- In troubled economic times, layoffs loom almost everywhere. Here are some tips for reconfiguring your
relationships with others at work and at home to reduce the chances that you will be laid off.
- Scope Creep and Confirmation Bias
- As we've seen, some cognitive biases can contribute to the incidence of scope creep in projects and
other efforts. Confirmation bias, which causes us to prefer evidence that bolsters our preconceptions,
is one of these.
See also Emotions at Work for more related articles.
Forthcoming issues of Point Lookout
- Coming June 28: Tackling Hard Problems: I
- Hard problems need not be big problems. Even when they're small, they can halt progress on any project. Here's Part I of an approach to working on hard problems by breaking them down into smaller steps. Available here and by RSS on June 28.
- And on July 5: Tackling Hard Problems: II
- In this Part II of our look at solving hard problems, we continue developing properties of the solution, and look at how we get from the beginning to the end. Available here and by RSS on July 5.
I offer email and telephone coaching at both corporate and individual rates. Contact Rick for details at rbrenNPGhTYzfegvznwEAner@ChacgciuuYAyXkvzQASxoCanyon.com or (617) 491-6289, or toll-free in the continental US at (866) 378-5470.
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- The Power Affect: How We Express Our Personal Power
- Many people who possess real organizational power have a characteristic demeanor. It's the way they project their presence. I call this the power affect. Some people — call them power pretenders — adopt the power affect well before they attain significant organizational power. Unfortunately for their colleagues, and for their organizations, power pretenders can attain organizational power out of proportion to their merit or abilities. Understanding the power affect is therefore important for anyone who aims to attain power, or anyone who works with power pretenders. Read more about this program. Here are some upcoming dates for this program:
- Creating High Performance Virtual Teams
- Many people experience virtual teams as awkward, slow, and sometimes
frustrating. Even when most team members hail from the same nation or culture, and even when they all
speak the same language, geographic dispersion or the presence of employees from multiple enterprises
is often enough to exclude all possibility of high performance. The problem is that we lead, manage,
and support virtual teams in ways that are too much like the way we lead, manage, and support co-located
teams. In this program, Rick Brenner shows you how to change your approach to leading, managing, and
supporting virtual teams to achieve high performance using Simons' Four Spans model of high performance.
Read more about this program. Here's an upcoming date
for this program:
- Baci Grill, 134 Berlin
Road, Berlin, CT 06416: September 19,
Monthly Meeting, Southern New England Chapter of the Project Management Institute. Register now.
- Baci Grill, 134 Berlin Road, Berlin, CT 06416: September 19, Monthly Meeting, Southern New England Chapter of the Project Management Institute. Register now.
- The Race to the South Pole: Ten Lessons for Project Managers
- On 14 December 1911, four men led by Roald
Amundsen reached the South Pole. Thirty-five days later, Robert F. Scott and four others followed. Amundsen
had won the race to the pole. Amundsen's party returned to base on 26 January 1912. Scott's party perished.
As historical drama, why this happened is interesting enough, but to organizational leaders, business
analysts, project sponsors, and project managers, the story is fascinating. Lessons abound. Read
more about this program. Here's an upcoming date for this program:
- CTCPA, 716 Brook Street,
Rocky Hill, CT 06067: September 20,
Full-day Workshop, Southern New England Chapter of the Project Management Institute. Register now.
- CTCPA, 716 Brook Street, Rocky Hill, CT 06067: September 20, Full-day Workshop, Southern New England Chapter of the Project Management Institute. Register now.
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