“But the project you are talking about abandoning is a service that we have provided for more than a decade. Our customers have come to expect it. Heck, part of our reputation stands on it,” Byron protested.
“So, is it your moral duty to continue something that is no longer producing results? Or can you accept that, what you are known for, once served a market, but that market was temporary? And that proud service no longer satisfies a customer need.” -Tom
“I have a dilemma,” Sylvia explained. “I have a team member who consistently underperforms. And, every time I ask what happened, to try to find out what went wrong, the cause of the project failure, I always get a plausible reason. I understand why the project failed and it’s not this person’s fault. My dilemma is, I have a make or break project that needs to go to this person, but I hesitate to assign it.”
“Is this person competent in completing assigned projects?” I asked.
“Not in completing them,” she defended, “but, there is always a plausible explanation.”
“Do you need the project completed, or do you need an explanation?” I pressed, not waiting for an answer. “It sounds like your team member doesn’t get better at performing. Your team member gets better at explaining why the underperformance is never their fault. Your team member gets better at an explanation that you actually believe. The measure of performance is not an explanation. The only measure of performance is performance.”
Short bow to Lee Thayer, Leadership, Thinking, Being, Doing.