 Several years ago, I invested in a business with someone who was my best friend at the time. It all started with a lot of excitement and dreams of how we were going to change the world together.
As time progressed, reality set in. The idea was great, but the financial return wasn’t there. My best friend worked incredibly hard but just didn’t have the right skill set the business demanded. We weren’t aligned on my engagement, particularly as I saw the financial demands of the business exceed my willingness to provide. I ended up shutting off funding, the business failed, and I lost a friend. Ah, the naivete. Read more at ProjectManagement.com.
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Bill was a newly appointed project manager over a mission-critical systems development initiative. Ann, Bill’s boss, trusted Bill to lead the initiative and gave him the latitude he needed to execute without getting in his way. While the two worked well together, they did struggle in one area: decision-making. They had several instances where Ann was surprised by key decisions Bill made but didn’t inform Ann. Bill also didn’t benefit from Ann’s experience on several issues and made uninformed decisions that hurt the project. Ann asked Bill to include her more on decisions, but Bill took that as him needing to come to her on decisions he could have made on his own. Bill grew frustrated with his perception of Ann micromanaging him, whereas Ann just wanted to ensure she was in the loop on key decisions. The project ultimately got done, but not without a lot of friction between the two.
Friction that could have been avoided. |
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June 2025
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