Here’s the deal:
- Research is clear that more than 70% of strategic implementation projects don’t get to their benchmarks
- In this report, PMI found that 38% of project shortfalls could be attributed to disconnects between sponsors and leaders
The conrondum? When you meet 1:1 with sponsors and leaders for coffee, they’ll tell you all is well and they are giving and getting the support they need.
So what’s going on?
Let’s roll up our sleeves and dig a little deeper to understand how all the above can be true.
Describing the (Valuable) Blindspot
A useful tool for surfacing the opportunity here is an adaptation of the JoHari Window applied to the leader and sponsor. In this application, we’ll imagine that each of them has three zones:
- That which they Know absolutely (K)
- That which they Know they do not Know (KDK), and
- That which they neither Know or are aware that they don’t Know (DKDK)
In the interactions surrounding a project which fits the firm’s normal operations, communication flows neatly into the (K) zone of both participants. Existing processes, vocabulary and technology create a high probability of success.
Move this to a strategic project that is fresh to the firm and its leaders and things change dramatically. The (K) zone shrinks, by definition, and the (KDK) zone tends to grow. The most troubling part is the (DKDK) (true blindspot) grows as well – and neither participant will sense it until it becomes a real project blocker.
The success that the firm has with the majority of its projects in its core has a strong effect that keeps these blindspots hidden. Evolving project leaders, eager to show initiative and build career capital, will tend to underestimate the risks hidden in the KDK zone. This translates to an overestimation of the team’s ability to solve thorny issues that come up in the dreaded DKDK zone.
Unlocking the Blindspot
The secret to unlocking the blindspot is for both the leader and the sponsor to have awareness of the above model and focus their attention on the KDK zone with the intention of turning as much of it as possible into a K zone. This takes a pretty mature approach that requires comfort in sharing questions and vulnerabilities – something that is contrary to the culture in many firms.
For example, one client team I worked with was establishing, for the first time, a public – private partnership to explore a clean tech opportunity. By acknowledging the large zone of KDK and DKDK, we were able to work hard to build on each other’s learning by reviewing other successful models, and project leaders. Despite significant senior team pressure, we set an early agenda targeted at surfacing unknowns and taking them to completion before making external commitments.
This open and honest cross-functional dialogue built a foundation for a successful pilot which built into a complementary product solution for the team.
Putting This to Use
When two humans are in communication, there is always an opportunity for more complete understanding. But in the zone of high-leverage strategic project leadership, this effect is highly multiplied.
As we move through this phase of the pandemic, subject matter experts and leaders are looking for more transparency and authenticity in their leaders and team members – and using tools like this in a specific and visible way can help in significant ways by:
- Intentionally shrinking the KDK through more background and thought diversity on teams
- Teeing up discussions frequently with up and downstream supply chain members, and those outside your usual circles
Wondering how you can get all the value from your hard work as a leader or sponsor? Use this link to set up a 20-minute chat.
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