My best mistake (!)

September 6, 2012

Does something sound wrong with this title? Most of us want to trumpet our successes, and hide our mistakes. And yet it’s through important mistakes that we can learn the most important lessons.

With this thought in mind, here’s my “best” mistake. Mark (no, not his real name) had hired me before, as a consultant with two of his companies. And now he was CEO of an interesting multi-division firm, with lots of appeal. He brought me in first to rework systems in a smaller division, and then to work on the major corporate systems. I was doing a great job (or so I thought), even though I was running into resistance. Projects that create change always incite some resistance, so this was not a concern. But then Mark left the firm.

All of the sudden, I was alone, really reporting to nobody. Nobody owned the project that Mark had created. And, not surprisingly, I was asked to leave as well. It wasn’t because of my work, or my results. I was just an orphan, and nobody was a stakeholder in my success there.

What did I learn from this? Well, no longer after he left, Mark referred me to another firm, whose CEO, Peter, was a friend of his. Again, it was the CEO who wanted to hire me, and I was instrumental in his plans to bring the organization to another level. But I didn’t want to repeat the same boom and bust scenario again. So, this is what I set in place:

I insisted that Peter form a management team, to take supervisory responsibility for my work.

Each month, before I arrived for a week of week, they would set the agenda, identify goals, and develop detailed plans to insure that I was given the needed resources.

Then, after I finished my week of work, they would meet and review the results.

My work was valued, and so there were often conflicts about which projects were given to me. I could deflect all of these, pointing to the management team that was setting the agenda.

In short, I created a place for Arthur Fink the consultant in their management chart — even though I was never a full time (or even part time) employee. And even when Peter became the target of criticism for some of his decisions (or lack of decisions), I was well insulated from this political stuff.

Business, and the work of non-profit organizations, is all about relationships. But when your position of tied to one possibly frail connection based on one relationshp, everything is at risk. By creating groups or communities, and establishing relationships with them, one can be better informed and much better protected.

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