embrace the x

A consequence of being a leader is inevitably wearing a target on your back.

You’re going to make difficult decisions that will not be popular with every member of your team.

When I started delivering projects years ago, I used to dread that aspect of the job.

Deviations from the schedule or budget typically resulted in terse calls and meetings with senior management.

If a project resource complained about his workload, I heard about it. If an employee working in a different department in a different hemisphere didn’t agree with the project scope (despite not materially impacting him or his team) I heard about it.

Initially, I will admit, I got defensive and self-righteous. Didn’t he read the previous 6 monthly project updates I had shared? My defensive approach was driven by my need to ‘get off the X’. I wanted to get out of the line of fire and get that damn target off my back.

As the projects grew with larger budgets, scopes and impact statements, the amount of ‘shooters’ also increased. I frequently joked with my colleagues that we needed Kevlar vests to make it through the day.

Over the years, I’ve changed my perspective and now ‘Embrace the X.’ Accepting the target on my back enables me to prepare for the volleys of proverbial arrows, bullets and missiles to be fired my way.

When kicking off a new initiative, I now expect there will be some stakeholders that don’t immediately buy in to the objectives of the program. I tailor my communication style for them and ensure my pre-kick-off process includes one-on-one conversations with them as soon as possible.

Getting the ‘sniper stakeholders’ on side ASAP has become a top priority for every project kick off. Embracing the X has the advantage of decreasing the numbers of surprises that can derail a project. They can never be eliminated.

As a leader, Embracing the X translates into accepting the responsibility of your role.