20 Reasons Managers Fail and Ways to Fix Them

Posted in Sponge on 08 7th, 2009 | your response

The Wisdom Journal posted a nice article on the 20 Reasons Managers’ Fail. The response to these failures have themselves failed in a common manner. It goes like this. State the failure mode. Use the phrase “don’t do what you see in the failure mode.” This is the same as “doctor, doctor it hurts.” “Then don’t do that.”

From my point of view in Program Planning and Controls here’s some suggestions using the mechanisms of PP&C to solve the problem – well most of the 20 failure modes.

Failure Mode	Solution Using PP&C
Avoiding responsibility when things go wrong by blaming others	Build a responsibility assignment matrix for every deliverable in the project. Use this RAM to also define all the project management process accountabilities. This leaves not work uncovered. Everyone can see in this big visible chart of who is accountable for what outcomes on the project.
Failing to develop and maintain a high level of morale among employees	Well this is harder and comes back to a leadership issue. Not direct solution here.
Incorrectly identifying solutions to problems	Using the Integrated Master Plan, define the Significant Accomplishment and most critically their Accomplishment Criteria. These criteria define beneficial outcomes of the project.
Unable to effectively deal with people. Shows up as being too blunt, showing favoritism, or being harshly critical. May manifest by making comparisons to other stores, departments, or people	This is a problem of leadership and isn’t going to get solved by a process. Get better managers and staff
Unable to effectively plan and organize. Shows up as getting bogged down with details so that overall planning or organizing isn’t done	Get a Plan, a real Plan. One that shows how the products and services increase in maturity as the work packages of the plan is executed.
Inflexibility. Will not listen to others. Is completely self-centered	Leadership again
Failing to encourage subordinates to contribute ideas and suggestions	Leadership again
Neglecting to develop a team effort	Use the responsibility assignment matrix to publically show how all the participants in the project make their individual and collective contributions. You can see directly who is overloaded, who is lightly loaded, where the power is concentrated. Balanced the power
Has a quick temper, is thin-skinned, easily upset, temperamental, or overly sensitive to criticism – real or imagined	Dump this guy like a hot potato
Failing to think in terms of the entire organizational situation. Doesn’t see the bigger picture. Shows up as being unwilling to cooperate with other departments or managers. Thinks his or her department is the most important to the organization	Build a Work Breakdown Structure (WBS) Build an Organizational Breakdown Structure (OBS) Use these and the Statement of Work (SOW) to assure everyone and everything is covered
Failing to develop subordinates	Leadership again Use the RAM to designate subordinates
Having a lack of self confidence	Get better people
Lacking ability to express ideas either orally or in writing. Is unable to give clear and concise instructions to employees	Project management is a full contact sport Look for another job The evidence that communication is taking place starts with the physical elements of project management. A Plan, the WBS, OBS, and other artifacts that are built collectively by the project team in public meetings
Lacking follow-through. Doesn’t check to see that instructions are complied with, that performance standards are met and that objectives are reached	Plan of the Week is the first step Maybe Plan of the Day for those with short attention spans No tolerance of missed deadlines – period. The project is lost a day at a time
Resisting change and is unwilling or afraid to try new ideas. Shows up as a resistance to training opportunities for the staff or for the manager	Leadership problem Get new members. Don’t tolerate this – period
Is a poor decision maker. Procrastinates in making decisions or jumps to conclusions. Takes action without thinking through all possible reactions. May use emotions to make decisions	All decisions are public events. How the decision maker accountable. Poor decisions over time, means getting a new decision maker.
Is unable to follow instructions. Fails to listen or ask questions when needed to clarify a situation	“look for work elsewhere”
Is disloyal to the organization, its employees, superiors, ideals. Shows or expresses contempt for policies, superiors, or departments	“Look for work elsewhere”
Lacking motivation. Is not a self starter. Has to be told what to do, when to do it, and how to get it done	“Look for work elsewhere”
Dislikes added responsibilities. Fails to prepare for larger responsibilities and growth	You’re not PM, “look for work elsewhere”

Now this is not the end all of solutions, but ignoring the bad leadership for the moment, the mechanics of addressing the other issues is staright forward.

One of the real problems in the softer side of project management, is we put up with bad behavior way too long. The answer is the doctor answer.

Doctor, doctor we have bad leaders, bad behavior. Then either get a new job or get a new leader. Don’t not tolerate this. If you do, it’s just an excuse and you get what you deserve – a failed project.

Here is the original post: Herding Cats