You’re too nice – and that’s a problem


Develop a habit of shooting projects and ideas in the head not in the foot.

It is not my job to be nice – it is my job to make good, clear decisions that further the interests of the business – yet so often I can be tempted with laziness and fear of failure dressed up as compassion or fair play or worst of all incubation innovation. When I do this, I shot something in the foot since I was unprepared to invest resource as a priority when really, I should have shot it in the head.

If I am not going to commit to the success (and I mean commit resources) of a project, make certain that no-one else is either. That means targeting the wounded, unsupported projects that limp about the campus dragging their bloody stumps of project plans and milestones with them – and terminating them.

There have been mammoth Darwinian contests between equal teams that result in spectacular innovation and rate of progress, and I am not talking about those since their success involves at some point the ingestion of the rival or it’s natural demise – no, I’m talking about the hubris programs, the vanity projects that simply should not be drawing a single bean of resource from shareholders and staff alike.

My job is to be rigorous, apply the rules fairly and consistently and develop a habit of killing off stone dead an idea or plan whose time has not come or that I cannot provide adequate resources for given my current priority.

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