Lessons Learned #1

The Raconteur, The Fixer, Calendar Holder, Information Controller

In this Lesson Learned I talk about how withholding information and controlling information...one person controlling information...is bad for the team and organization. It can also be viewed as being seedy, making others look bad (on purpose) and is very toxic to an organization. I also viewed it as an "agenda" for proving a point at the risk of causing consternation amongst the team.

Situation

We had a Person In Charge (PIC) at an organization that is a social butterfly and a story teller (raconteur).? This is also a person who would be considered a leader (due to position) as this person should be giving guidance, goals, updates, etc.? We (employees) were given information about a shipment of 1000 cellular phones around 4-5 months and given a loose timeline.? We were told that 750 of the 1000 phones had been sold, that we were going to package the 750 phones into a mailing box and that we would be handling the re packaging and shipping of those phones. As time went on, we heard nothing about this shipment.? Then, out of the blue, we were told the phones would be arriving in 2-3 weeks with a 5-day window for receiving.? Again, the number for re packaging and shipment stayed at 750 but the PIC added: that inside of each shipping box would be a t-shirt (which we would be making), some stickers, and a protective case (which the PIC had sourced and the PIC gave us a shipping window of).? We now have conflicting information:? 1) varied timeline on receiving protective cases vs stated re packaging and shipping timeline 2) t-shirt list with sizes to match up to customer (excel spreadsheet) 3) Only the PIC had the spreadsheet 4) five business days to get t-shirts logo ironed and put into re packaged boxes for shipping.? During the 5 months prior, the PIC would say things like: the marketing/stakeholders weren’t doing a good job and how he (PIC) actually was the one who had put together a marketing and packaging plan originally (important piece).? We were also told that stakeholders were coming to our location, along with a billionaire investor, to observe the arrival and re packaging of the phones.

Lessons Learned

Clear Communication and Consistency

Consistent communication is crucial: when dealing with timelines, shipment details, and packing instructions, ensure that everyone receives the same information. Lack of guidance and direction.

Transparency and Accountability

As a leader...the PIC should have been transparent about shipment progress. Regular updates would have prevented confusion and uncertainty among employees. Maintain transparency by sharing progress information and addressing any deviations ASAP.

Documentation and Access

Critical information (such as t-shirt list and shipping details) should be documented and accessible to relevant team members. Relying solely on the PIC for essential information led to bottlenecks and confusion. Implement a centralized system (project management tool, shared drive) where necessary documents are stored and accessible. Had the PIC done basic project management fundamentals it is highly likely that the numbers mismatch would have been caught and prevented a majority of the stress/confusion.

Risk Management and Contingency Plans

Unexpected changes happen...having contingency plans for various scenarios (e.g. delayed shipments, additional items, number mismatch) ensures smoother operations. Develop clear contingency plans, anticipate potential disruptions and outline steps to mitigate them.

Collaboration and Cross-Functional Teams

Effective collaboration is essential for teams to work together seamlessly. Foster cross-functional collaboration through regular meetings, shared goals, and open communication channels.

Leadership Accountability and Ownership

Leaders take ownership of their decisions...blaming others undermines team morale. Foster a culture of accountability. The PIC was not held accountable for his actions and failed the stakeholders and team. The PIC had no metrics to be held accountable for i.e. timeline for project and delivery. The PIC just said "yes" and put the burden on the team...and at the list minute.

Stakeholder Management

Stakeholders' visits are critical moments...properly prepare for their arrival to showcase professionalism and competence. Organize site visits meticulously. Ensure that all aspects (from packaging to presentation) align with the organizations image. Had the PIC done basic project management fundamentals it is highly likely that the numbers mismatch would have been caught and prevented a majority of the stress/confusion. The PIC used the situation to make the stakeholders look bad (in front of the billionaire investor) for his personal gain.

Micromanagement

The t-shirt employee had no experience in directing people and received very little to no guidance from the PIC. This employee reverted to micromanagement which caused stress among the team. The PIC micromanaged the whole project by controlling/withholding information and not being transparent.

Time Management

There was no time management as the PIC operated on doing things at the last minute. Leaders should not expect the team to operate in that manner. Without basic structure the team wasted time on building 750 boxes instead of 150. The team also lost valuable time making 750 shirts (over 600 more than were actually shipped).

Information Management/Outcome

With minimal structure through delegation, being a leader, or understanding the outcome/goal the project would have been organized, at a minimum. Withholding information and having no timeline put the project at risk (higher than it needed to be) from the onset. Releasing tidbits of information...especially lack of tracking data...for arrival of phone cases was outright reckless and manipulative.

Manipulation and Personal Gain

The PIC not only micromanaged the project the PIC manipulated the team and stakeholders for his personal gain...for influence with the billionaire investor. The PIC reverted to being a "spotlight Ranger" where he made himself look good to the stakeholders and billionaire investor but at the teams expense. Sadly...the phone stakeholders failed to do due diligence themselves and relied on trust of the PIC. The team angst was not transparent to the phone stakeholders as the outcome was achieved...albeit a very time consuming and costly mistakes in shipping. Never allow one person to control or have total control over information. The PIC took credit for the positive and made the stakeholders look inept. The PIC is very adept at manipulation and obfuscation (dangerous) which makes it very hard to detect...which is why things need to be documented and due diligence needs to be done. Transparency wins the day...not shady manipulative tactics.