The Hidden Vanity Project - 2 Mins

Let me start with the acknowledgement that many things that get done are motivated by ego and that I recognise some intangible benefits (though not necessarily at a corporate level or in financial terms) of massive vanity projects. 

For massive vanity projects I actually agree with this piece from the Association for Project Management: "Vanity projects are by their very nature controversial. They exist to make a point and distinguish themselves from the norm. From cutting-edge technology to unique or unusual design, they stand for something that goes to very heart of everything we crave and aspire – they look for better".

How does ego play it's part?

This Harvard Business Review article makes a simple point "As we rise in the ranks, we acquire more power. And with that, people are more likely to want to please us by listening more attentively, agreeing more, and laughing at our jokes" called the Hubris Syndrome in this book. The article then concisely describes an issue I had until today not recognised "Our ego is like a target we carry with us. And like any target, the bigger it is, the more vulnerable it is to being hit. In this way, an inflated ego makes it easier for others to take advantage of us. Because our ego craves positive attention, it can make us susceptible to manipulation. It makes us predictable."

So what is a Hidden Vanity Project?

These are projects where the underlying justification is hidden or veiled (sometimes thinly) by objective rational. Have you ever seen a project justified like this:

• We have to to this (this way led by me) because client A asked us (me).
• I asked (told) Executive B and they really want to do it (this way led by me);
• We have to do this (this way led by me) or we will be non compliant with rule C; or the self flatteringly obvious
• Client D has asked me to lead this project (this way).

So what should you do?

Make a start by recognising that hidden vanity projects are likely to be suggested and happen. To avoid them step back and ask 3 very simple questions:

• Identify the problem to be solved. Is there actually a problem and can that problem be easily described?
• Seek input. Do your colleagues, network and clients for ideas on how to solve the problem?
• Be objective. What idea or plan addresses the issue most efficiently and who is best equipped to do it?

Good luck catching these ego traps early or avoiding them all together. If you want some more reading on this topic, check this article out by the Process Excellence Network.