The Single Biggest Mistake Project Leaders Make

If you’re running a large project or programme in your business watch out for this TRAP…

Let’s start with the reality…

1. Most significant technology projects and programmes (ERP, CRM etc) go well over budget, take a lot longer than expected and/or fail to deliver to expectations and
2. Some go so bad they seriously impact the ongoing health of the whole business
3. They fail for very similar underlying reasons

I’ll explain how to avoid this repeating pattern below, but first let’s take a look at one of the major causes.

A useful human trait that works against us.

Optimism is a generally a positive trait and key to success and yet left unfettered it can work against us. It’s easy to become OVERLY optimistic, ignoring signs that are important. That’s when the trouble starts.

It ain’t what you don’t know that gets you into trouble. It’s what you know for sure that just ain’t so – Mark Twain

It even has it’s own psychological label…“Optimism bias”.

Optimism bias is the tendency for individuals and teams to overestimate the likelihood of positive outcomes and underestimate the risks and challenges. In project delivery, this shows up as unrealistic timelines, under-budgeted costs, and overconfident forecasts of benefits.

It’s hard-wired into how our brains process risk and reward. We unconsciously assume “this time will be different”, even when data says otherwise.

In my experience the most devastating and insidious optimism bias is overestimating the extent to which people are ready and willing to drive change. The common assumption is that people will just get on board or that technology will drive change…BIG mistake!

Here’s the thing with this particular bias…you often don’t see the problems coming till it’s too late, so it comes as an nasty surprise.

Remember that in all the failed projects the leaders will have believed they will succeed, in fact they would have been certain of it… and yet here they are.

A common response is to add more management and governance, which normally has the OPPOSITE effect. Why? Because the problem isn’t normally one of control, it’s a lack of desire and drive, so all you’re doing is adding even more friction and making the problem worse.

So how can you avoid this?

Start by assuming people WON’T get on board unless you give them a reason that really matters to THEM. A reason that causes them to let go of their comfortable status quo and reach for something that involves effort and risk. Remember this:

When projects go bad it’s mostly down to the fact that people didn’t WANT the change badly enough.

It really is as simple as that. Because if they did they would find a way. Most importantly they would keep trying till they succeeded.

It’s a mindset. A steely determination to push through despite the challenges, from the top to the bottom of the organisation. No distractions, just focused attention on the desired goal.

When projects or programmes are highly successful there’s an unfailing commitment and drive that is omnipresent right across the organisation (and beyond) for the life of the project.

Think highly successful innovators like Thomas Edison, Henry Ford and the Wright Brothers. Think Covid vaccine produced and rolled out in less than one year, where previously it had never been done in less than twelve. A steely unflinching determination towards the goal was the driving factor.

Of course this starts at the top and often senior executives are the biggest problem, distracted with the next shiny thing. Let’s be clear: executive team failure to show real and unfailing support and commitment is a sure sign the project will hit trouble, the only question is when.

The Change Management skillset was designed to address this challenge. The problem is that it’s often mis-understood and either de-prioritised or not given the resources and authority needed to be successful.

Comments like:

• It’s just the training and comms bit
• We have a project manager so why do we need a change manager?
• People will get on board eventually
• We can add that in towards the end of the project (way too late!!)

That’s because for many people even the term ‘Change Management’ can be confusing, intangible and the results hard to quantify.

That is until now…

This is why we’ve made it our mission to make this critical aspect of project delivery MEASURABLE. So you CAN know what’s working, you CAN move forward with certainty, you CAN reduce your risk and you CAN maximise your chance of a great outcome.

The High Impact Changemaker Formula and Change Journey Navigator leadership guidance system combine the latest behavioural science and decades of practice to put the power firmly in your hands. They take the guesswork out of engaging people, making it both tangible and measurable, so you can focus your attention and resources on those specific activities that will maximise your impact right now, specifically in your unique project, with your people and your business.

Our mission is to help YOU get things done, to help YOU put your organisation in the best possible position for the future, to help YOU deliver GREAT VALUE.

Whether you’re using external consultants or running the change in house with your own team, do yourself a favour: focus first on the human factors discussed above and don’t leave it to chance.

If you’d like to know more then get in touch by clicking this link. Take the first step to unstoppable progress, less risk, more certainty and a lot less stress!