Reflecting on my journey as project manager, I recall one opportunity where I applied the lessons learned from Part 1 – and by exposing myself – guided the organization to stay away from what I was convinced was a flawed idea and pointed it toward an optimal one. I hope that this article can provide you with some useful insights that you can apply in similar situations.
One day, at this company I received a call from the CEO’s personal assistant, requesting me to accompany the CEO and COO to an off-site visit the next day. With no details provided, I joined them to meet with a well known IT outsourcing company. During the meeting, the company showcased their extensive IT capabilities. I surmised that my inclusion was due to a significant IT outage a few months before, during which I had organized one of the response teams to manage operations during the emergency with our main IT systems.
Throughout the meeting, I observed and listened, given that I hadn’t been briefed on my role in it. At first glance, the proposal to completely outsource our IT operations seemed a good plan: it promised “peaceful” IT operations by outsourcing all of our servers, data, and IT staff. However, I identified a point that for me constituted a critical flaw: as part of this plan, our essential systems and data would be outsourced. While I agree that outsourcing can yield numerous benefits, I believe that control over core operations should not be relinquished.
On our return, I respectfully asked why I had been invited. The CEO and COO answered that they were planning to outsource all IT operations and wanted me to lead the migration project. They felt that the current IT manager, who was nearing retirement, was not ideal for the role and that my intervention during the IT emergency mentioned above, positioned me as the best candidate to lead this migration.
I thanked them for their confidence, yet I expressed significant reservations about this plan. I acknowledged the benefits of outsourcing most IT functions but emphasized that the core data and critical processes should remain in-house. I assured them of my commitment to leading such a migration project, provided we retained control over the essential operations. By saying that, I had put my job on the line as my contract allowed for easy termination with no hassles! But past experience had taught me to better say no and advocate in time for the right decision than regret it later.
My response took the CEO and COO by surprise, and they replied that they needed time to consider my objections. Two days later, the CEO informed me they had reconsidered and decided to abandon the IT outsourcing plan altogether. A few months later, I was promoted to Director of the IT department following the IT director’s retirement. This marked a highly rewarding phase in my career, working with a professional and motivated team that delivered substantial value to the organization.
Throughout my career, I’ve encountered numerous instances where clients (both internal and external) requested approaches I knew were flawed. Each time I succumbed to such requests, it went wrong, sometimes ending up in quagmire.
Therefore, when faced with similar requests, I urge you to think twice and strive to guide your clients toward the right project choices. Effective leadership often means advocating for what you know is best, even if it involves taking some personal risks.
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