Communicate Before Acting
Communicate Before Acting
It seems logical and more honest to communicate after acting. Perhaps it would be better to reverse this logic.
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I was recently asked how to improve the quality and speed of the work of the team in which I work. It is true that one can only continuously improve, and that one must first ask oneself the question before expecting others to improve; however, this sentence full of common sense, with its somewhat moralistic tone, can be counterproductive. On a previous project on which I had worked, we had worked hard on ourselves to improve productivity compared to the team we were replacing. Industrialization of meetings, extended knowledge sharing, use of communication tools, etc. All this to achieve a fourfold increase in our productivity compared to the team we replaced. Well done! Great! Great! Once we reached this productivity plateau, we realized that we could move to a multiple of eight if only we had to deal with more competent interlocutors outside the team. It is a way of looking at it, but the reality is that we had not educated and trained our interlocutors to improve themselves. We wasted a lot of time explaining what seemed commonplace, logical and elementary to us. The external teams did not perceive the improvement as much as we did. In fact, our great lack was our lack of communication.
How can you blame others if you don't communicate? How can we expect that the right processes are not respected if we do not disseminate them? How can we expect others to know if we don't tell them? In fact, the key would have been to communicate much earlier.
Team training, newsletters, collaborative portals, emails, reference materials, there is no shortage of tools to improve your work with other teams. Or else we can complain that we are not warned enough in advance, that the deliverables we are given are not of sufficient quality, that we are being criticized behind our backs. So yes, it is best to communicate more upstream. To take stakeholders with you. We get feedback more quickly and simply, in a more direct way. Nothing is worse than the feedback made behind his back. And nothing is worse than improving things that are actually going to be useless. And it's not trundling. I'm not saying that. We can call this "lean startup inspiration", where we exchange with the parties concerned (in a certain way the customers) very early on, in order to improve as soon as possible what needs to be improved, and to stop what is not working as soon as possible. And yes, if I had done that, our team might have multiplied productivity by eight.
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