The manager had just finished reporting to the leadership team. He was proud that his team had successfully completed a project and had exceeded all expectations. He was justifiably proud and so he seemed confused when I looked him in the eye, pointed my finger at him and, in what I hoped was a slightly menacing way asked, “How did this happen?” Everyone was a little surprised by the question and the way I asked it and they weren’t sure what was coming next. I let them think for a few moments and then explained. As leaders, we are usually pretty quick to demand answers when things go wrong. We want to dissect failure, figure out what happened and how to fix it. It’s healthy to analyze what happened and develop plans to fix the problem and prevent recurrence.
Why don’t we do this when things go right? Usually, success brings congratulations, a pat on the back, then a return to business as usual. But, that misses a huge opportunity! By asking “How did this happen?” about what went well, you will force your team to examine what led to success. There are 6 specific things to consider.
- What led to success? Did the leadership do something different in this case? It’s important to analyze what the leadership did that led to success. This also gives you a chance to toot the project leader’s horn a little.
- Were there external factors that helped with success? We like to think we can do it all, but often there are outside influences that provide valuable help. Capture that information so you can use it again.
- What worked to impede progress and success? A project very rarely goes smoothly from beginning to end. There are always problems. Identity them, but more importantly, examine how leadership handled the problems.
- Was there a specific individual or group which stood out as a key to success? Too often a leader will bask in the glow of success without identifying who was instrumental in the project’s success. The subject of rewarding great work is beyond the scope of this article, but at the very least, the leader’s boss should know who those critical people are and the individuals themselves should know that the boss’s boss knows their names.
- What would the leadership do differently next time? No recriminations here, just an honest look at what might be done better next time. Even success can usually be improved. This is not a repeat of the first question. In that case you evaluate what you did differently to make the project a success. In this question, you want to bring out lessons learned that will help make the next project even more successful.
- Was there a point in the project when it looked liked failure was imminent? If so, what did the leadership do to overcome the crisis?
You don’t need to be as dramatic as I was, but next time one of your leaders successfully completes a project or handles a problem, ask them “how did that happen?”
Bob Mason is dedicated to leadership development. He works with companies to solve problems by helping supervisors and managers become more effective leaders leading more productive teams. He is a professional speaker and author of Don’t Worry, You Can Do This: What New Supervisors and Managers Need to Know About Leadership; The Art of Not Motivating: How Leaders Can Succeed by Understanding the True Nature of Motivation; Balancing the Generations: A Leader’s Guide to the Complex, Multi-Generational, 21st Century Workplace; and Planning to Excel: Strategic Planning That Works.
A 30-year career in the U.S. Air Force exposed him to great leaders and leadership opportunities such as command of four squadrons, including the Air Force’s largest munitions squadron. He has studied leadership extensively, but more importantly has been there, working with real people, making hard decisions, and experiencing the results.
Contact Bob at Bob@BobMasonSpeaker.com or 505-453-5266
