We gathered for the teleconference call at the scheduled time. Everyone we expected from both locations was on time and connected in a matter of seconds. Excellent. I briefly reminded everyone of the purpose for the call and the issues we would address in the next half-hour. There were no questions, so I proceeded to the first issue: a small software application that still needed to be created before we could deliver our product to the customer.

Which environment do you prefer?

Whining and Complaining

or

Voicing Creative Solutions?

Travis, on the other end of the line, spoke up quickly and said, “Jeff is responsible for this application and he should have finished it already. We clearly agreed to this during contract negotiations nine months ago.” I could see Jeff’s face flush instantly and he replied, “That is not true! The application is not even mentioned in the contract. You brought it up in our first meeting and I asked who was going to create it but no one answered me. It was never resolved. Besides, I don’t know that technology as well as you, so you should have created it.”

All of a sudden, several people were speaking at once and I had to raise my voice above the din to demand silence and attention. “Listen,” I said, “I do not want to hear another word about who was supposed to create what or what conversations you have had in the past. That is irrelevant at this point. The fact is that the application still has to be created and we have to decide who has the time and expertise to create it. So, pull out your schedules and let’s figure out what course of action makes the most sense right now.” We solidified a new plan within ten minutes.

What do you think would have happened if I let that conversation go, or worse, joined in? I could have printed out the contract and easily taken Jeff’s side. At a minimum, two things would have happened. First, the meeting would have dragged out much longer, because regardless of who won the argument or how long it took, we still would have had to spend that last ten minutes coming up with a plan for getting the application created. Second, I would have alienated part of my team by playing favorites and embarrassing Travis, creating a difficult work environment.

It is perfectly natural for people to want to protect their reputations, especially when money, promotions, and other perks can be affected. It is also natural for people to be annoyed if something does not work out the way they expected. This is especially predominant in environments where things are not going well. If a work project is not completed successfully, will there be layoffs? Do we need a few scapegoats to get passed over on their raises, so the rest of us can still get ours? If all these losers are dragging me down, will I be overlooked on the next hot project?

However, acting on these emotions or fears is not productive to a team environment and will not get the results for which you are looking. If things are not going well, these behaviors and attitudes will simply make the situation worse. It is up to the project leader or manager to re-direct this focus to something more healthy and productive.

For example, let us say that you are the coach of a basketball team. It is half-time and your team is losing big. The players are angry with one another for performing so miserably. How do you turn around the game at this point? Do you retire to the locker room, go over every mistake made, and start doling out punishment? No. You create a new strategy, and you say, “OK, forget everything that has happened so far. We are starting over right here; right now; and we are going to win.” You get everyone excited to have a second chance to get it right and to be part of a winning team.

That is how you turn around a failing project, too. You have to start over with a new strategy and a new way of doing things. Consider the following environments. Which one would you rather work in?

It all starts at the top and the first step is to put an end to the finger-pointing, bickering, and overall CYA culture prevalent in failing project environments.