“And what else?” I asked.

“This is a tough one,” she started. “Our bonus system. I think our bonus system is causing some of the problems.”

“How so?”

“Well, we wanted to make sure we didn’t get into lawsuits based on construction defects, so we pay a bonus to our engineering manager when we have zero claims. It sounds noble, but that sets up someone to over-work against our operations manager, who is just trying to get the job done.

“To make matters worse, we diligently work the project schedules to avoid delay claims. Delay claims can do more than suck the profit out of a job. So we pay a bonus to our operations manager when we have zero delay claims.

“So, now I have two people on the same team who are working against each other.”

“What else?”

Alicia began with a blank stare, then a hint of something in her mind. “I think,” she replied, “the worst part about our bonus system is that it creates mistrust.”

The room emptied out, but Paula stopped. “I am curious,” she said. “What changed? I thought we were in for a big fight?”

“You know, in the beginning,” Alicia replied. “I was afraid that things would get out of control and create more of a problem. But, as the meeting continued, I finally realized that the very things that could blow this team apart were the same things that could weld it together.”

Alicia grinned.  “I realized that I have to stop coddling people. This team doesn’t need coddling, they need leadership. And part of that leadership is that I am accountable for the results of the team.

“I am the one in position to know all of the changing circumstances reported by each team member. My authority is to select and deselect team members, make and change task assignments. Most importantly, I am the one accountable for those decisions.”

Alicia smiled. “Who, on this team should make the critical decisions about the Phoenix Project? Critical decisions based on the excellent engineering recommendations from Russ’ department, and based on the realities of production confronted by Corey and his team?”

The room was quiet.

“I thought I was using concensus to get buy-in,” she said. “But, you were already bought in. You come to this meeting with your fresh ideas and vigorously debate those ideas. There is a ton of commitment around this table. What you need is a decision.”

Paula raised her hand. “You know, this meeting has always been called the Project team meeting. Maybe it should be called the Division Manager’s Meeting?”

Alicia paused to collect her breath. “You are right.  Each of you is accountable to attend this meeting and give your best advice, but I am accountable to my manager for the decision.  Tomorrow morning, we will convene the Division Manager’s Meeting. We have a very important decision to make about the Phoenix Project. The meeting will last for 60 minutes, during which time I will listen to presentations, arguments and discussion about this decision. At the end of the meeting, I will make a decision as to the direction. Based on my decision, it will be up to each of you to carry on, giving it your best.

“As conditions change, we will meet each week to discuss new critical issues. I expect each of you to handle the details. We will only talk about difficult decisions.

“Thank you all for your attention and participation in this meeting. Let’s get back to work.”