Itching Ears

When it’s time to tell it as it is, are you ready, or will you just feed them what they want to hear.

The Dilemma

One of the dilemmas faced by any leader or manager at any level is, what do you say to your boss when it’s time to report and all is not well.

When a project is on schedule and in budget, the report is easy.  You tell it as it is and accept the kudos of a project running as it should.  The problem arises when the project is behind schedule, over budget, or perhaps has encountered a serious technical problem.  It may be that a subcontractor is not performing or a supplier is failing to deliver a product on schedule or to the required quality.  In any event, there may be a significant problem.

The temptation here is to avoid being the bearer of bad news, especially when you are responsible for the project or task at hand.  Often, people choose to (1) not reveal the true situation, putting off the terrible day, (2) try to pass the buck to someone else, adopting the position “it’s not my fault”, or (3) put the best “spin” on the problem, hoping it will eventually just go away.

A variant to this dilemma is when you, the consultant or investigator identify problems in a project or organization, but fear telling your boss or client the “bad news” and what the proper course of remedial action should be.

Whatever the circumstances, you are left with the quandary of what can you say that will help solve the problem without making you look bad and possibly suffering the consequences.

Historically this was the downfall of many armies under dictatorial regimes, where underlings feared contradicting superior officers or bringing bad news to their attention.  Regrettably, it’s a problem that still exists in many bureaucratic organisations.

The Solution

The underlying principle, regardless of the situation is to take charge of the situation, fight the battle on your terms, and avoid becoming a prisoner of the situation.

Each project is unique – some have competent, understanding management, others less competent and certainly less understanding; some are adequately resourced in budget and other resources, some not; some have subcontractors that deliver in specification and in time and budget, while others have subcontractors from hell.

When there’s bad news to be reported, inevitably there will be some pain.  The question then is how to satisfy project needs while at the same time keeping your boss on side.  Here are some suggestions to reduce the pain and help you better achieve project objectives.

Understand the real problem at hand

Regardless of the problem, it’s vital you understand all the contributing factors and importantly what is the underlying, basic problem.  If you really understand the causes of the problem, then it will make the mitigating solutions you propose more credible.  There is no excuse for ignorance.

Example: Your subcontractor has run into serious design problems causing significant delays in other project milestones.  You need to understand factors such as (1) what are your boss’ expectations, (2) what pressures is your boss under, (3) what contractual protection do you have, upwards and downwards, (4) why does the subcontractor have the problem – resources, competence, skill, etc?, (5) what alternative solution strategies are available and what are the associated implications and penalties.

Perform a trade study to identify the preferred solution

Having a good understanding of all the factors, now you are in a position to evaluate the available options and identify the preferred solution.  This requires you to understand the most significant driving factors for the solution – budget, time, political or strategic imperative, organization prestige, etc.

Perform a trade study to select the preferred solution option.  Refer to White paper on Trade Studies.

Prepare the oral briefing and write the Report

When bad news needs to be communicated to those above you, at all costs, make sure you convey the news first in a verbal briefing, then follow up with the written report.  This will allow you to control the situation better.
Prepare an outline for the briefing that covers (1) what is going right, then (2) identify the problem, (3) its consequences if unmitigated, (4) the optional solution strategies, and finally (5) your recommended solution strategy option based on the trade study performed.

Above all else, in your oral and written reports, be factual and avoid becoming dogmatic or emotional.  Even though you think you understand the situation and all the contributing factors, in fact you may not be aware of everything, so be prepared to bend.

Sitting “in council” as a team to find the ultimate solution

“Sitting in council” is much more than meeting as a committee, and involves a consultative process where all involved have the opportunity to voice their views and examine all the facts available, both in the report and those held by others in the meeting.  Ultimately, the decision on which corrective strategy to adopt for dealing with the problem will be made by the person who will ultimately bear the responsibility for the project or that element of the work.  Once the decision to proceed is made, let it be unanimously supported.  Failure to do this usually ends in disaster.

In summary

Bearing bad news to the boss is never easy, but with careful planning, it’s possible to optimize the situation.

• Gather all the available information to understand what all the contributing factors are and importantly, what the underlying basic problem is.

• Understanding this and the most significant driving factors, perform a trade study to identify the preferred solution.

• Prepare the oral briefing and written report that will truthfully identify the problem at hand, the optional solutions, and the preferred solution based on the results of the trade study.

• Finally “sit in council” with those to whom you are reporting to and be prepared to come to a unified solution and road ahead.  Once the decision is made, make it your own. [Top]

WHITE PAPERS
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