LEADERSHIP

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CHAPTER NINE Battling Problems, Villains, and Killer Comets E very once in a while, you’ll see a project that runs so smoothly that you’d think it could run itself. But don't worry; there’s always plenty of work for superheroes. Adventure happens! In fact, superheroes must remain ever-vigilant. The physics of projects doesn’t change—as in the first law of thermodynamics, energy can neither be created nor destroyed … it can only be transformed. And there’s plenty of energy (potential and kinetic) in every project: with high expectations, limited resources, and overly optimistic time lines, adventure happens! Never mind that many projects are one-ofa-kind, ambiguous undertakings; or that people make mis- 115
116 • <strong>LEADERSHIP</strong> takes; or that there’s no such thing as a perfect plan. If you think about past projects, you’ll likely agree: every adventure includes an ordeal, crux, or dramatic moment. Dealing with problems is inevitable. The only questions are: when and how severe? Problems are an integral part of every adventure—large or small. In some projects, you’ll spend most of your time dealing with problems. It can make even a superhero consider changing vocations. I have a colleague who jokingly describes projects like these as vampire projects. “You wish you could kill ‘em but you can’t. And as long as they’re alive,” Matt grumbles, “they’ll suck the life out of everyone on the team!” Silver bullet, anyone? Fortunately, good planning and an experienced team can help you avoid most serious problems. (And keep you working safely in the daylight or in the dark.) Identifying Potential Problems Don’t be afraid to go ugly early. All too often, when emerging problems are spotted, silence abides. Rather than sounding the alarm, startling their workmates, and interrupting group bliss, most people choose to hide and watch; to wait and hope. “Maybe I’m wrong,” they think. “Maybe it will go away,” they wish. “Maybe we’ll fail!” I say. Rather than risking a racket—or worse yet, ridicule—over a brewing undoing, many team members hold back. I prefer dealing with issues quickly—knowing that I’ll react to an occasional false alarm—to battling a full-blown brouhaha. How
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TRUST YOUR CAPE ® LEADERSHIP THE E
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Contents Everyday Superpowers .....
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Power-Up with Network Diagrams ....
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Sometimes you get apprehensive, but
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2 • LEADERSHIP moan our circumsta
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8 • LEADERSHIP The nature of work
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14 • LEADERSHIP the boss or custo
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16 • LEADERSHIP intended outcomes
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36 • LEADERSHIP ● ● ● ● H
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38 • LEADERSHIP As deadlines came
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42 • LEADERSHIP For best results,
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46 • LEADERSHIP Manage Decisions
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52 • LEADERSHIP larger projects,
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56 • LEADERSHIP Superpower Points
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Page 84 and 85: CHAPTER SIX Who, Does What, When? E
Page 86 and 87: WHO, DOES WHAT, WHEN? • 75 the sa
Page 88 and 89: WHO, DOES WHAT, WHEN? • 77 task
Page 90 and 91: WHO, DOES WHAT, WHEN? • 79 FNLT d
Page 92 and 93: CHAPTER SEVEN Lead Before You Leap
Page 94 and 95: LEAD BEFORE YOUR LEAP • 83 sync.
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Page 105 and 106: 94 • LEADERSHIP enced superhero,
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Page 109 and 110: 98 • LEADERSHIP Sophie nodded and
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Page 113 and 114: 102 • LEADERSHIP snapped a photo,
Page 115 and 116: 104 • LEADERSHIP In like manner,
Page 117 and 118: 106 • LEADERSHIP Knowing that you
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Page 123 and 124: 112 • LEADERSHIP • The task’s
Page 128 and 129: BATTLING PROBLEMS, VILLAINS, & KILL
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Page 147 and 148: 136 • LEADERSHIP variance column
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Page 160 and 161: APPENDIX ONE Calling all Sidekicks,
Page 162 and 163: APPENDIX TWO Glossary Activity An e
Page 164 and 165: GLOSSARY • 153 Budgeted Cost of W
Page 166 and 167: GLOSSARY • 155 Estimate A forecas
Page 168 and 169: GLOSSARY • 157 ditions that are t
Page 170 and 171: GLOSSARY • 159 Scheduled Start Da
Page 172 and 173: ABOUT THE AUTHOR Ron Black W hen it
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