Now, I’m not saying that completing a task or project on time isn’t important, because it most certainly is. And I’m also not talking about procrastinating and pushing the job back because you want to. I’m talking about making the decision to delay the project because the consequences of “just getting it done” and checking the box will be worse in the long run. Most of the time, you will end up having to re-do the project and cost the organization valuable time, resources and dollars, and perhaps even a bit of your reputation.
Timeliness and prioritization to complete a task is the hallmark of a magnanimous manager. But just completing a task on time, and not considering the long-term effects on strategy and the organization is a bit short-sighted. It’s a plaguing problem for teams and it is time for the magnanimous manager to step in get the job done RIGHT (and not just merely on time.) Trust me, delaying the project a short amount of time will pay off big time in the long run.
When starting a project with a timeline, the magnanimous manager will ask a variety of questions of him/herself and those on the team a few questions to ensure he/she is getting the job done right, and not just “checking the box.”
What impact does this project have on our brand/the organization? A magnanimous manager will always consider how even the smallest of projects can impact the overall objectives of the organization. Remember, everything communicates and even the smallest projects (and their outcomes) have implications to your company’s brand, as well as to your own personal brand. If a project is strategic (and if it isn’t, should you really be spending time doing it?) then you should consider its place in the overall goal of the organization. What is the shelf life of the project? Is it a long-term project with a last impact or a short-term project for the interim? Perhaps just getting the job done is fine for a project with a short shelf life, but chances are, the project is a part of a larger strategy and that should be taken into account.
Who should be involved? It may seem like an obvious thing to do, but magnanimous managers carefully consider who should be involved in the project. Of course, not everyone can be involved in every project, but take the time to consider if there are people on your team, or even in other departments, who might have a vested interest or skill set for this project. Consider the skill set to get this project completed and find the right team member with that skill. Don’t assume they don’t have time to complete it or wouldn’t be interested. And if they aren’t on your team, talk to their supervisor about giving the team member the flexibility to work on the project. It could be a defining career moment for someone.
Is this a project that I can hand to someone to lead so they can have their shining moment? I’m a firm believer that great leaders lift up those below them to help their team members succeed. And what better way to have someone really show you what they are made of than to hand them a project of their own to lead and manage. Of course, the magnanimous manager will be involved when needed and will provide honest feedback when it is needed most, but allowing someone else to shine on a project may just be the relief you need, and the opportunity your team members has craved.
Did we test it enough to feel confident in the project's success? I’m not talking about spending tons of money on countless focus groups or quantitative research methods like surveys to give you analysis paralysis. After all, the magnanimous manager still runs a dictatorship, not a democracy. I’m talking about getting a feel for how the project tracks against the organization’s goals and how it matches up against key performance indicators. Sometimes, it is running it by complete strangers to see how it might track. Other times, it running it by a variety of stakeholders to ensure the project meets the objectives set forth in the beginning. Either way, testing it will either provide validation that you are going down the right path or you need to do a complete u-turn.
Finally, (and this is perhaps the most painful one to ask yourself and others, ask: What happens if we don’t’ get it done on time? As I said previously, getting something accomplished by a deadline is very important, but is it the most important thing? Ask yourself if something truly will fall behind if you finish a few days (or gasp! a few weeks) behind schedule. Chances are, it won’t. Better to complete the project the right way, versus just on time.
In a previous job, I worked with a “check the box” kind of co-worker. And nearly every time, no matter the size of the project, we had to go back and re-do the initiative three to six months later, which costs us money and precious time. Some of her “check the box” nature was rooted in the fact that she had a lot of projects on her plate and not enough human capital on her team to get it done. Having a full plate, combined with her introverted personality proved to be a recipe for “check the box.” Rather than reach out to her coworkers for advice or help, she just plowed through at breakneck speed to get it done. And in doing so, she left out some key members of the team and other co-workers that she should have involved due to their expertise (including mine). Perhaps if this leader had asked these questions, included the right members of her team and co-workers, and taken into account the long-term goals and strategy of the organization, we maybe could have avoided some of the pitfalls and not had to redo the project.
Don't be a "check the box" leader, be a #magnanimousmanager.
