Evangelists, visionaries, ‘blue sky’ thinkers, idealists, innovators; it doesn’t matter what you call them, they are needed for progress. For real progress that ‘sticks’ to happen, however, then we need realists too. The Badger, whose career centred on delivering difficult IT-intensive programmes, is a realist even though he did his fair share of ‘blue sky’ thinking in his time! It’s this realism that’s behind why the Badger always maintains a healthy scepticism about predicted timelines for when the next wave of technology will be rolled out to the public. This timeline scepticism has always stood the Badger in good stead.
Predictions by excited, future-gazing, tech evangelists may attract lots of media attention but their timelines often grossly under-estimate what’s really involved in getting something rolled out to consumers or end users at serious scale. Things in the real world are often more difficult than anticipated – that’s just life! So, it wasn’t a shock to the Badger that Uber has sold its autonomous vehicle division to a start-up and that some are wondering whether driverless cars have stalled. Trials on public roads, of course, continue, there are companies investing in the technology and jockeying to gain commercial advantage, the technology is still coming to terms with the hard to quantify human variable that pedestrians do unexpected things, and there are still many legal and ethical issues to resolve. And so it seems a pretty safe bet from a realist’s perspective that fully autonomous cars will not be in the majority navigating the UK’s roundabouts for many years yet.
Anyone who has run a major IT-intensive delivery programme knows that Transition and Transformation phases when moving from the old to the new are fraught with risk, challenge, and delay due to the unexpected. The scale of the Transition and Transformation challenge in moving to a fully autonomous car system can be seen simply by a quick look at published UK government figures. There were over 38 million cars on British roads in 2019 and only 1.6% of them were fully or partially electric. It will take at least another decade just for electric rather than fossil-fuel powered cars to be in the majority, so if you are grounded in reality then it’s difficult to believe that fully autonomous cars will be the general public’s ‘go to’ method of transportation anytime soon. It looks like 2021 will see lots more autonomous vehicle related tech, but the Badger feels little of it will shorten the overall timeline for getting complex fully autonomous vehicles operating safely at scale with conventional people-driven vehicles on the country’s roads.
You may feel the Badger has started 2021 as anti-tech, anti-progress, and anti-autonomous vehicles. That’s not the case, he’s just pro-realism and a prudent sceptic – which is always a sensible position to take if you want to retain some objectivity in today’s, instant, globally, connected, digital world.
The young Badger’s first assignments in the IT industry involved technical work and software development. Much was learned, and this fuelled an appetite for advancement and greater challenges, one of which was becoming a ‘divisional coordinator’ helping a Divisional Manager run every aspect of their line of business. This role significantly enhanced the Badger’s understanding of human nature, and the motivations and behaviours of those who get things done in an organisation.
Every fortnight the Divisional Manager and the Badger attended fortnightly operational reviews with the former’s boss, the Group Manager responsible for multiple Divisions. These were uncompromisingly direct meeting! As a youngster, the Badger found sitting next to his boss as they were verbally chastised and interrogated about every minor issue an uncomfortable experience, even though the Badger’s boss took it in their stride.
After one particularly vociferous and harsh session that involved raised voices, the Divisional Manager took the young Badger to a local tea-room for a debrief. Over tea and cake, the Badger asked why his boss stayed so calm in the face of these verbal whippings. He smiled, said it was because he understood his boss, and went on to make the following points:
- Leaders and managers are paid to make things happen. They had to be demanding or nothing would happen. Running any enterprise requires tough and demanding people to achieve real outcomes. Remember, a business is not a democracy.
- Humans are not exempt from ‘the survival of the fittest’ inDarwin’s theory of evolution. People have different personalities and temperaments, but everyone has a hurtful streak. Successful leaders learn about human behaviour and how to handle those they interface with using techniques appropriate to their strengths, weaknesses, and temperament. Sometimes it’s necessary to be ruthlessly brutal because some people require that to get the message!
- Remember the ‘Sticks and stones will break my bones but names will never hurt me’ mantra from school days because if you let being called names hurt you then whoever is calling you the names wins! Leaders never dwell on this. Instead, they stay focused on their job.
The Badger was reminded of the above while watching a popular UK television series that has the public voting for a member of a group of minor celebrities to undergo an ordeal. The public had consistently voted for the same frightened individual and in doing so neatly illustrated the innate human capacity to pick on the perceived weakest in any group. Interestingly, it also illustrated that if the picked-on individual faced up to their demons then they won out and public attention focused elsewhere!
Human nature hasn’t really changed over the decades. It’s as true today as it’s ever been that you need to toughen up to succeed in any environment. President Harry S. Truman’s words from 75 years ago are still apt…’If you can’t stand the heat, get out of the kitchen’.
Bah, humbug! That was the Badger’s reaction after flicking through the television news channels the other morning. The facts in the news were one thing, but the doom and complaint-laden analysis of interviewers and interviewees just emphasised that much should be taken with a pinch of salt! It wasn’t a good start to the day.
But then the Badger’s phone rang. It was a ‘first-time’ Project Manager seeking advice from someone with ‘independent wisdom’ on the type of project they were running. The Badger was flattered and pleased to help. The first-timer was under significant pressure to hit key delivery milestones in the coming few weeks. They admitted to being overwhelmed by the plethora of decisions they had to make and frustrated that delivery was at risk because of interminable, inconclusive discussions with their internal line masters.
It became clear that the first-timer felt that prior to every decision there needed to be discussions to achieve consensus. They were also fearful of making wrong decisions. Fortunately, they had the maturity to chat about their situation and take input from someone completely independent. The Badger simply conveyed the following four points:
- Decision making happens in all facets of life. No one makes the right decision 100% of the time, and so – to borrow from Franklin D Roosevelt’s 1933 US Presidential Inauguration address – the only thing you have to fear in making a decision is fear itself. Never prevaricate, make a decision.
- If you want to succeed as a Project Manager then recognise there’s a ‘Discuss, Decide, and Do’ cycle to everything you do, but exercise your authority and don’t allow the ‘Discuss’ element to overwhelm the timeline of this cycle.
- Be brave. Cut through barriers and dithering and make your mark. Show your team, your line management and the client that you have a ‘buck stops here’ mindset. If you can’t then delivery-focused Project Management may not be for you.
- There are always nay-sayers and grumblers, but most will never sit in your hot seat with your responsibilities. Spend more time preparing for the decisions of the future than listening to the opinions of others on the decisions of the past.
The first-timer went quiet for a moment and then asked ‘So what you’re really saying is that as Project manager I need to be single-minded, have a backbone, cut through the fog to make decisions, and realise that if I want my Project to deliver then it can’t be run as a democracy?’ Answer? Err, Yes, something like that!
When the call ended the Badger had an optimistic sense that something latent in the first-timer’s psyche had been liberated. Time will tell. The call also triggered the Badger to make a decision of his own – not to listen to the analysers and grumblers on television news. Because that’s the only way to start the day with optimism and an open mind…