Naomi Gleit: uncertainty

Transcript context

…And so what I'm hearing is when you come into a project and the way you simplify is you start putting together a doc that describes these things you're talking about, here's the work streams, here's the owners, here's the process, here's our canonical meeting style, and that reveals here's what matters most and where there's confusion. Yes, yes. Yeah, that is. And a lot of times what needs to happen in the project is sometimes there's a strategy or an execution issue and sometimes there's a people or a process issue. I would say 80% of the time I think it's a people or process issue. And that refers to not having the right people on the project, or having the right people but not having the right process by which they work together, a strategy or execution issue. When we get to that, I first try to tackle those or in general I think it's really important to have perfect execution. I want to make sure a project is perfectly executing, because only then can we really reevaluate whether or not this strategy is right or wrong. We're in the worst of all worlds where we are imperfectly executing and therefore, at the end of the day, the project might fail, but we don't know why. Is it because the strategy was right or wrong or is it because the execution was poor? The ideal case is the strategy was right and you perfectly executed on it. The next best case scenario is the strategy was wrong, but you perfectly executed on it, because then you learned the strategy was wrong. Revamp the strategy and try again. You're really in the PM part of my brain. I feel like most PMs listening are like it has clean documents, really simple processes, there's one person to charge, it links to everything. It just feels good.…

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