The presentations were truly a team effort. Each of us walked through a section with each executive. We were prepared to answer the tough questions about our main responsibilities in the project and we stood ready to help each other in case any of us got stuck.
Slowly, we worked out way upward. At the end of each session with an executive, we asked for their input on presenting to the next level. And we were careful, and consistent, about working what we learned into the next rounds.
Finally, we worked the case through the managerial and executive ranks and made it to the board of directors. We handed off responsibility for the final presentations to higher levels of management. And, at last, we learned that the case had been approved.
Today, I fondly remember my time on the team. I can still visualize the other team members, in spite of the fact that we each went our separate ways after the team concluded its work.
What made it work so well? What was the magic?
The magic was that there wasn’t any.
Early on in the team process, as we coalesced, we all chose to subordinate our individual achievement to the team achievement. In practicality, this meant that we tested everything, every assumption, and we gave each other the permission to inquire about the sources and assumptions that went into the business case model. Not in an “I don’t believe you—prove it to me” modality, but in a “help me understand” mind frame. Unwittingly, this forced us to test all parts of the model for the unvarnished truth. We simply committed to developing and presenting a business case that worked through the good, the bad and the ugly and left the obvious conclusions to form spontaneously as we presented the case up the ranks.
Comments welcome.
Dr. Bob
