This review originally ran in the Feb. 28 edition of the Hamilton Spectator.
You and I belong to one of two clubs at work.
We’re either part of the 99 per cent crowd or charter members of the 100 per cent club.
If you’re in the 99 per cent crowd, you can be counted on to always try to your best to see things through and get the job done. But you’re prone to bail on projects when the going gets tough and you slam into the inevitable roadblock that makes work so wonderfully unpredictable.
Launching a new project is not unlike getting strapped to a rocket and shot across the Grand Canyon. It’s a high risk proposition. And even if you’re 99 per cent committed, that missing one per cent will set you up for a really long and painful fall.
Unlike the 99 per cent crowd, folks in the 100 per cent club get the job done with a “no matter what” mindset. You don’t play the blame game. You don’t make excuses. And you don’t cast yourself in the starring role of innocent victim who’s at the mercy of conspiring forces beyond their control.
Instead, you turn problems into puzzles to be solved. And you prove that where there’s a will, there’s always a way.
Everyone in the 100 per cent club has mastered the art of the workaround. Author Russell Bishop calls workarounds a method for accomplishing a task or goal when the normal process or method isn’t producing the desired results. Maybe it’s a wonky procedure, an outdated policy, a dysfunctional team, risk-averse boss or a less than helpful co-worker standing in the way of you getting the job done.
When you hit a roadblock, the first question to ask is “What could I do that would make a difference that requires no one’s permission other than my own?” The answer may be all it takes to move from roadblock to effective, productive action, says Bishop.
“The most powerful thing you can do when laid low with the frustrations that will surely arise is to keep your mind focused on your positive intention. Stay focused on what you want and why it matters. If you allow yourself to lose sight of your purpose or intention, then you will be unlikely to find a successful workaround and will instead become preoccupied with the hurdle in front of you.”
There are no shortage of roadblocks at work. Consensus and its close cousin buy-in are two fan favourites. Both can grind your project to a halt or kill it before you even get your bold and brilliant idea off the ground.
“In most versions of consensus, whenever someone objects to a decision, it is fair game to resurface the issue,” says Bishop. “And to resurface it again. And again. The basic rationale is that everyone must be on board.”
The belief that everyone will get on board is a really bad assumption to make. Savvy coworkers who like the status quo or who don’t like you or your project know they can stall momentum and reverse decisions by raising doubts and disagreements at any time. Instead of getting the job done, you’re trapped in endless meetings where an ever-widening net is cast to safeguard against anyone feeling excluded. Everyone gets a chance to weigh in, even if they have nothing to contribute and their motives are less than pure.
So here’s a good workaround to the pain of consensus-based decision making. Decide upfront who has the ultimate authority to decide something, who has the right to be consulted prior to a decision being made and who has the right to be informed once a decision’s been made.
“By clarifying rights to decide, along with the rights to contribute through consultation, you can differentiate roles and accelerate the process considerably. This simple roles and rights clarification allows more streamlined meetings involving only those who need to contribute given the nature of each meeting.”
And then there’s buy-in. Organizations that love consensus-based decision making also give buy-in a warm embrace. “Over and over, we hear the apparently sage advice that we need to create buy-in before proceeding in any new direction,” says Bishop. “In my experience, buy-in is a laudable concept that is also pretty much guaranteed to slow anything down, if not kill it outright.”
While consensus is about inviting anyone and everyone to join the discussion, buy-in looks to gain upfront support from anyone and everyone before a project moves forward.
Again, you’ll find yourself trapped in a never-ending series of meetings, discussions and debates to deal with every imaginable doubt, complaint and concern.
The workaround to buy-in is progress. Just do it. Get your project started and rack up some early wins. “If you are waiting for everyone to buy in on an idea, you may be retired before they all give the thumbs up,” says Bishop.
Instead, recruit some members from the 100 percent club, figure out what you can do on your own and get on with it. Once you start showing real progress, others will readily sign on and won’t need to be persuaded. Everyone loves a winner.
“Remember, it’s easier to ask forgiveness than to get permission,” says Bishop. “If you keep asking for permission and seeking buy-in, you may merely be giving people reasons to object.”
Far better to give the powers that be something that’s already been completed rather than an idea that may require a ton of debate and discussion in an endless series of meetings.
Bishop offers an arsenal of workarounds to turn seemingly intractable problems into easily solved puzzles. All the solutions rest on you first taking ownership and control.
The final word goes to Henry Ford. “Whether you believe you can or cannot, you are right.”