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“ You Are Amazing “
With
RESULTS DELIVERY
© McCready & Associates Ltd Tower 42 London 2006
Results Delivery
Project Delivery
Executive Acceleration
Intuitive Training
Know What You Want
People get confused between the results they claim they want and what they like doing in life.
So if someone likes arguing, he or she will will construct and attract situations where arguments will regularly occur. He or she will also often claim not to like arguments, but don’t be fooled by what people say.
Realistically, it is probably a very good idea to get satisfaction from your work. But when you are doing a project, you also have to remember what you are trying to achieve.
Have a Big Picture
All the elements of a project should attach to a single “Grand Vision” or goal. A very simple idea or objective rationalised the many complex tasks that have to support it.
If you don’t have a single Grand Vision for your project there is nothing to calibrate priorities.
For example. The UK NHS has been delivered a computer system that amongst other things is supposed to make it easier for doctors to refer to and make appointments with consultants. However, that Grand Vision of an “Easy To Use System” appears to have got diminished or lost because what has materialised is disliked by the many doctors who find it difficult to use.
Alternatively. President J.F. Kennedy announced a Grand Vision for the USA to be the first nation to land a man on the moon. His successors stuck to it, and the rest is history.
People contributing to a project need the context of the Grand Vision to make the operational decisions that are required to deliver it. Otherwise, operational decisions can conflict with the overall objective.
Imagine an aircraft being designed and built. Suppose one of the requirements is to have strong undercarriage for rough runways. Without the a clear Grand Vision, the desire to make the undercarriage strong could also make it very heavy. Then the Grand Vision of the aircraft would then be ruined by undercarriage that made it too heavy to take off.
Ownership
People are inherently creative. Your project might not actually be the best idea or proposal available. But if you get too attached to it, your desire for ownership of this can be at the expense of other’s support. If your team observe that your proposal is second best, their support will be “Lack Luster” or apathetic as they wont want to be identified with a probable failure. This lack of ownership of itself can cause the failure of any project.
Ideally, you can encourage your team to arrive at your solution themselves. This can generally be achieved by asking good questions and highlighting the benefits of action to all concerned. The ideal is to share ownership and the success or failure of the project.
Be Flexible
“There are many roads to Rome”
If you wanted to “Walk to the South Poll” you would not be interested in going all the way by airplane. Your objective would be to complete a long and challenging march in freezing conditions. However, if you just wanted to “Get to the South Pole” you would be open to various options. Which might include the option of walking if all other means were unviable.
Notice how often people forget that there are many ways to achieve a particular Grand Vision once you release yourself from the restrictions of a particular method or approach.
Delegation
You already know that whilst you are multi-talented, for a large project it is not realistic to do it all yourself. Similarly most “High Achievers” in business are excellent at delegation.
As you already know, most people are easily motivated by the “What’s in it for Me” principle in life. So to improve your delegation skill, become more aware of what is inspiring other people.
Never assume that people know what their part in a Grand or smaller Vision is. Don’t be fooled by a “Yes” reply to your question of “Do you know what you have to do?” Ask what the other person thinks is his or her part in the project and you will get some very unexpected answers. This is because people tend to say “Yes” to avoid embarrassment.
Tracking
See also Natural Leadership
It is essential that everyone knows their part in a project. Less well explored is the mutual support relationship that should also exist. When you have addressed the “What’s in it for Me” question with each of your team members and the benefits to each of them is clear, you will find they do tend to support each other. Alternatively, when they are not supporting each other, try investigation the degree to which the failure to perform by one team member is more exciting to the other team members than the successful completion of your project.
Agreement
It is often very easy to establish what agreement has been reached by clearly summarising and recording the results of any meeting. This also revels what has not been agreed. By immediately giving all concerned an exact copy of this disagreements are minimised.
However, there is often a temptation to include in the record of the meeting, items that were not agreed. Whilst this may appear to be convenient, it generally causes irritation. Irritation in turn results in lack of cooperation. Which makes it harder to get your project delivered.
If there is a change or correction that needs to be made.....Agree it first.
Conclusion
PLAN > DO > REVIEW
Plan you project.
Do your project.
Review the success or failure of the result of your project. By having a conclusion to your venture useful insights can be carried forward to the next project.
Just observe how without this process costly mistakes can get repeated again and again.
So if someone likes arguing, he or she will will construct and attract situations where arguments will regularly occur. He or she will also often claim not to like arguments, but don’t be fooled by what people say.
Realistically, it is probably a very good idea to get satisfaction from your work. But when you are doing a project, you also have to remember what you are trying to achieve.
Have a Big Picture
All the elements of a project should attach to a single “Grand Vision” or goal. A very simple idea or objective rationalised the many complex tasks that have to support it.
If you don’t have a single Grand Vision for your project there is nothing to calibrate priorities.
For example. The UK NHS has been delivered a computer system that amongst other things is supposed to make it easier for doctors to refer to and make appointments with consultants. However, that Grand Vision of an “Easy To Use System” appears to have got diminished or lost because what has materialised is disliked by the many doctors who find it difficult to use.
Alternatively. President J.F. Kennedy announced a Grand Vision for the USA to be the first nation to land a man on the moon. His successors stuck to it, and the rest is history.
People contributing to a project need the context of the Grand Vision to make the operational decisions that are required to deliver it. Otherwise, operational decisions can conflict with the overall objective.
Imagine an aircraft being designed and built. Suppose one of the requirements is to have strong undercarriage for rough runways. Without the a clear Grand Vision, the desire to make the undercarriage strong could also make it very heavy. Then the Grand Vision of the aircraft would then be ruined by undercarriage that made it too heavy to take off.
Ownership
People are inherently creative. Your project might not actually be the best idea or proposal available. But if you get too attached to it, your desire for ownership of this can be at the expense of other’s support. If your team observe that your proposal is second best, their support will be “Lack Luster” or apathetic as they wont want to be identified with a probable failure. This lack of ownership of itself can cause the failure of any project.
Ideally, you can encourage your team to arrive at your solution themselves. This can generally be achieved by asking good questions and highlighting the benefits of action to all concerned. The ideal is to share ownership and the success or failure of the project.
Be Flexible
“There are many roads to Rome”
If you wanted to “Walk to the South Poll” you would not be interested in going all the way by airplane. Your objective would be to complete a long and challenging march in freezing conditions. However, if you just wanted to “Get to the South Pole” you would be open to various options. Which might include the option of walking if all other means were unviable.
Notice how often people forget that there are many ways to achieve a particular Grand Vision once you release yourself from the restrictions of a particular method or approach.
Delegation
You already know that whilst you are multi-
As you already know, most people are easily motivated by the “What’s in it for Me” principle in life. So to improve your delegation skill, become more aware of what is inspiring other people.
Never assume that people know what their part in a Grand or smaller Vision is. Don’t be fooled by a “Yes” reply to your question of “Do you know what you have to do?” Ask what the other person thinks is his or her part in the project and you will get some very unexpected answers. This is because people tend to say “Yes” to avoid embarrassment.
Tracking
See also Natural Leadership
It is essential that everyone knows their part in a project. Less well explored is the mutual support relationship that should also exist. When you have addressed the “What’s in it for Me” question with each of your team members and the benefits to each of them is clear, you will find they do tend to support each other. Alternatively, when they are not supporting each other, try investigation the degree to which the failure to perform by one team member is more exciting to the other team members than the successful completion of your project.
Agreement
It is often very easy to establish what agreement has been reached by clearly summarising and recording the results of any meeting. This also revels what has not been agreed. By immediately giving all concerned an exact copy of this disagreements are minimised.
However, there is often a temptation to include in the record of the meeting, items that were not agreed. Whilst this may appear to be convenient, it generally causes irritation. Irritation in turn results in lack of cooperation. Which makes it harder to get your project delivered.
If there is a change or correction that needs to be made.....Agree it first.
Conclusion
PLAN > DO > REVIEW
Plan you project.
Do your project.
Review the success or failure of the result of your project. By having a conclusion to your venture useful insights can be carried forward to the next project.
Just observe how without this process costly mistakes can get repeated again and again.
Click to Proceed