- You have a team member who is not pulling his or her weight. You don't talk to them about it. No one does. Then the whole team is mad that the supervisor hasn't fired him or her. Meanwhile nothing productive is happening but everyone feels overworked and oppressed.
- You confuse 'duration' with 'quality'. Some people believe they deserve a promotion because of the time they have put in instead of focusing on the value they add to the organization.
- Everyone in a project status meeting knows that there's a big problem but no one brings it up. That way, when it finally blows up, it won't be their fault. We see this behavior often during our Rocket Game simulation in our two-day project management workshops. This behavior drives massive rework at the end of a project, just when you don't need it.
- A leader recently told me about a request he made to a member of his team, asking for a specific number of a certain set of assets. The team member returned with two numbers, saying he wasn't sure which one it was. He was waiting for the leader to tell him.
- Just like delivering bad news on a project, the project manager must always deliver solutions and choices to sponsors. Good project management requires taking your turn every day.
How many people are waiting for someone to give them a turn? How many have asked for their turn? How many have taken it? As a leader, what is your responsibility to teach those you lead about this? If you want to be able to know in advance how likely a candidate is to take their turn when you hire them or you'd like a way to coach to this, see how you would personally stack up by going through the TriMetrix Assessment Gap process.