Fight the beta mistakes!

The alpha mistake is usually easily spotted. When you accept something you shouldn’t have people will notice. The issue comes when you have failed to accept something, or see something that you should have recognized. This is known as the beta mistake and there is in general little risk with it. Think about not hiring someone who would have been perfect for the job, or not embarking on a project that really should have been executed as it would have brought the company forward. If you hire the wrong person for a job, it will be obvious after a while. When you do a project that

Beta greek symbol on white display board. Science and mathematical concept

totally fails, it will be obvious after a while. When you fail to hire a person who would have excelled in the job, no one will notice, likewise if you fail to embark on this project that would have been wonderful for your department or business, no one will likely notice. There is little risk with inertia.

These things happen every day and institutional politics and inertia lead to a situation where there little risk anyone will notice the mistake and so great candidates don’t get hired, great advertising campaign never get started and super projects get rejected and no one will ever know if it would have made a difference.

People by their nature do not like change too much. With weak players holding on to the status quo and declining any action that could jeopardize their position, your company or department will in the longer run become stagnant, inert and passed by other departments and companies that did make the brave move and accepted the candidate with the not so obvious resume who turned out to be their next CEO or who embarked on that tricky project that brought them the technology that makes them market leader.

So how do you fight this behavior, how do you encourage your leaders and managers to take appropriate risk and move forward when there are so little consequences of doing nothing and risking nothing? Audits, peer- and sr. management- reviews can help spotting the situation and providing evidence that opportunities have been missed but that’s only after the fact.

Goal Clarity is again a way to a solution here. You need to ensure that your staff understands that you do not hire them to avoid failures but that you hire them to do the right and best things for the department or business. For this you need an environment of openness and trust, understanding and participation by all. Safe and responsible risk taking needs to be accepted and the occasional mishap as a result should not end someones career but instill respect that they have tried and were not afraid to try something in order to do the right thing and not just avoid making mistakes by staying on the beaten path.



Scope creep killed the project

Although I’m a stickler for Goal Clarity I stumble from time to time over lack of goal clarity that looms everywhere.

The most recent example was with a little IT project that we, my son and I, would accomplish for the business of my wife. Doing business with family members is hard enough but yet we tried. The project had a very clear deadline that was unrelated to the project. That’s where the problems started. In reality you may actually encounter that often, your goals have deadlines. You can play a game of sports and the goals are to get the ball in the opposing teams area but within the time frame allowed for the game.

So to cut it short, we failed and didn’t deliver on time so we’ll have to wait for other opportunities to occur to ever finalize it.

What went wrong?

Scope creep is I guess the right word for it. Impressed with the capabilities of what my son and I could deliver on the web, my wife started to ask for more and more features. Not being knowledgeable at all about the complexity of the system, she never gave a thought to changing a real world project to something in cyberspace. Willing to satisfy her goals and showing our cyber-capabilities my son and I got lost in a race against time and never sat down to review where we were and the realities of the project.

So what could have saved the project?

Scope creep is just another word for lack of Goal Clarity. Not reviewing where you are and not realizing the time it would take to accomplish is also just another case of no Goal Clarity. The solutions are embarrassingly obvious; setting the goals, checking every change against these goals and ensuring the client realizes what it will take to accomplish the goals.


A Harvard psychologist reveals the biggest reason people don’t achieve their goals | Business | News | The Independent

Shooting for the moon is a worthwhile goal if you’re NASA. But as Harvard psychologist Amy Cuddy explains in a recent Big Think video, the average person will probably find more success (and happiness) if they shoot for just down the block — at least at first. The biggest mistake a lot of people make in setting goals for themselves, Cuddy says, is that they focus only on the outcome, not the process.

Source: A Harvard psychologist reveals the biggest reason people don’t achieve their goals | Business | News | The Independent