Stakeholders Archive

6

Reasonable Doubt

Not GuiltyThis last week, I had the honor and frustration of serving on a jury in a criminal trial.  By working with so many stakeholders in my day-to-day activities, I figured it shouldn’t be too difficult to use the same methods with witnesses and with my jury peers.  What was the goal?  Given the evidence, presented by both the prosecution and the defense, decide (as a group) if the defendant had been proven guilty beyond a reasonable doubt.  Unfortunately, being a juror was unlike managing regular stakeholders, where they can all maintain their own perspective throughout a project.  As a member of the jury, we had to offer a unanimous verdict; Guilty or Not Guilty.  The other very challenging thing we dealt with was a subjective term (compared to objective) called reasonable doubt.  Until all of the evidence was presented and we were asked to deliberate on the verdict, we were not allowed to speak to each other.  Only at that time were we able to define what reasonable doubt was.  Only then were we allowed to compare notes from the trial and come to a collective agreement.

So that you understand why it was so challenging for use to reach our verdict, I’ll condense two days of testimony into a few paragraphs.

The victim was a 73-year-old woman.  The defendant was a 21-year-old man.  After arriving home from taking the bus one dark winter night, the victim said she was assaulted by the defendant on her doorstep and her purse was stolen.  When she appeared on the stand, she said she had never seen him (the defendant) before but she would never forget his face.  When interviewed by the police the night of the attack, her son who lived with her told the police that she described the attacker to him as looking like the boy who had helped her with her groceries in the past.  The son knew who had helped her in the past and gave the police a name.  The victim was sent to the hospital and the police met her there with a series of photographs to make a positive identification.  She pointed to the defendant’s picture and then another saying it he looks like him but then pointed back to the defendant and said that it was him, adding that he was on the bus with her that night.  The officer did NOT circle the photo like he normally did, when a victim makes a 100% positive ID of an attacker.

The day after the attack, the defendant was interviewed by the police.  He said he remembers seeing her on the bus but he could never do such a thing to her.  He said that he had helped her with her groceries in the past.  When he was asked where he was at the time of the assault, he said he was at his cousin’s house playing video games.  Oddly enough, the cousin never appeared in court to corroborate his story.  When the cousin’s wife testified, she said he was not there that night.

There was no other evidence offered.  The contents of the purse were never found.  The cell phone and food stamp card in the purse were never used.  So, what happened when the jury was asked to deliberate?  We compared notes and we debated.  When the foreman asked how many of us thought he was guilty, almost all of us put up our hands.  When the foreman asked who thought the prosecution had proved his guilt beyond a reasonable doubt, everyone put there hands down but one guy.

We needed to have 100% agreement.

My argument to him was, it would be a terrible tragedy that IF this guy would be convicted of a crime for no other reason than he had helped this lady with her groceries in the past and he was on that bus that night.  Nobody was debating, including the defendant, if he was on the bus or if he had helped her with her groceries before.  But nobody could prove that he was at the scene of the crime.  By reading his body language, several of us believed he was not an innocent person but we were uncertain he was guilty of this particular crime.  The final juror lamented and we rendered a verdict of not guilty.

The defendant burst into tears as our foreman stated not guilty to each of the three counts.  The prosecution then asked each of us to stand and respond guilty or not guilty.  One by one, we responded “Not Guilty”.  The judge told the defendant he was free to go.  We were then told to return to the jury room.  We all agreed we should have felt more satisfaction in freeing this guy.  Moments later, the judge entered the chamber and informed us that the defendant had been charged in the past with the same thing, assault and theft.  She said the court was not allowed to give us this information and added that she believed, based on the evidence presented, that we would find him not guilty.

As I shook my head, the juror who sat next to me in the jury box said the right thing.

Though knowing this guy has done this before kind of bothers me, but I would rather set a guilty man free than to convict an innocent one.

Image: Pictofigo

Popularity: 1%

10

Stakeholder Management Strategies

On occasion, I read a piece that speaks to me.  Recently, it was a post titled The Yellow Brick Road – What Do Your Stakeholders Expect, written by Bas de Baar, an independent project consultant based in the Netherlands.  Bas clearly articulated a story of his youth and aligned it with a stakeholder management strategy.

I loved this piece. If there’s one thing I think project managers and the like need help on, it’s developing stakeholder management strategies. I sometimes sit in meetings, as an observer, to see how the vendor is interacting with the client. Representing the client, I know what makes them anxious and what doesn’t. As the meeting progresses and the client feels they are not being provided enough information, they commonly become very anxious.

In the Yellow Brick Road piece, Bas described fond childhood memories of an annual family vacation.  As part of the planning process, his father wrote detailed driving instructions on how to find their way.  Based on the checkpoints his father had documented, Bas knew how much further they needed to travel to reach the next checkpoint or complete their journey.

Now imagine how much different his memories could have been, if his father hadn’t provided him with those documented checkpoints? Imagine if every time Bas become anxious from the long trip, he had to ask his father how much further they had to go?

I seemingly remember, as a child, doing this every time I got into the car.

How much longer until we’re there?

5 minutes

Put yourself in your stakeholders’ shoes.  Try to align your communications and management strategy with their current perception of the journey.

Graphic: Pictofigo

Popularity: 2%

2

Know how to say no in negotiations

We’ve all had it happen to us. We were able to get a signed agreement in hand, identifying agreed upon scope of work. Everything for a fleeting moment is right in the world. Then it happens. That one stakeholder (you know who they are) comes to your desk and asks. “Can we add this one little tiny feature?” or “Can we make this one tiny little change?”

Are you kidding me? This reminds me of when my son asks if he can have dessert when he hasn’t eaten his dinner. Though you can’t be as abrupt with a stakeholder like you can with a 4-year-old, the answer should still be the same. No.

Though you should not be an obstructionist, we could all learn a little from Dr. Cox in this case.  His (command) mitigated speech is all he needed.  In the real world, stride to be a win-win negotiator and be aware of the mitigated speech being used to conduct your negotiations.

Popularity: 1%

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You heard me but are you listening [video]

This is a 1 minute video from Simon Sinek. I originally saw him in a TED Talk (video) from back in September 2009. If you have 18 minutes, I recommend you go view it. If you just have a minute, I think anyone (specifically project managers) should watch this video. Think about how you communicate with your stakeholders.

Popularity: 1%

0

Red PM Pill vs. Blue PM Pill

Due to a wicked sinus infection, I wasn’t at the client site for several days.  I found myself taking pill after pill, trying to get myself back to a condition where I could return to the program and really be effective.  I think I took every colored pill under the rainbow.  I chuckled to myself as I took a blue pill, as I thought about the movie The Matrix.

In a memorable scene, the character Neo is faced with a decision.  By taking a blue pill, he could continue believing what he wanted to believe.  By doing so, he was ignoring reality.  The one who was giving him an opportunity of enlightenment was Morpheus.

Morpheus: This is your last chance. After this, there is no turning back. You take the blue pill – the story ends, you wake up in your bed and believe whatever you want to believe. You take the red pill – you stay in Wonderland and I show you how deep the rabbit-hole goes.

Welcome to the world of project management, Morpheus.  I’ve learned over time, which of my stakeholders to give the red pill to and which to give the blue pill to.  To be truthful, many don’t even want you to offer them a pill.  It’s my job to support and advise stakeholders related to the program.  It’s not my job to tell a stakeholder which pill to take.

When managing stakeholders, you really need to understand their motivations and expectations.  Not all stakeholders want the program or project to succeed.  Of the ones who do want the program to succeed, I’ve witnessed complete polar opposites of figurative pill popping.  On one side of the spectrum, I’ve dealt with a stakeholder who wanted to know every little detail of what was going on with a project.  This micro-manager almost choked on his red pills.  On the complete other side of the spectrum, I’ve had a stakeholder who showed up for a project charter meeting, swallow the blue pill, and just let everything take its course.

For those in the middle, there is a bit of a punchline.  Mix both a red pill and blue pill and you get a purple pill.  “Purple Pill” is a trademark for a heartburn medication, which is exactly what you’ll need at some point of a project.

So, I’m back in the office today.  I sat in a meeting with 50 other people and listened to a monthly status briefing by a vendor.  As I looked around the room and thought about writing this, I muttered to myself.

red-red-blue red-blue-blue….

Popularity: 1%