During my unsuccessful years of attempting to clear CAT (a gateway to the popular IIMs), I think I had some of the best lessons in life. The post-analysis sessions after the simulated CATs (conducted by training institute) provided one such avenue.

There was this alumni from XLRI who used to deal with the Math sections. He pointed out one common behavior – Aspirants generally check the solutions (in the answer key provided for the test) for the questions they got wrong. He suggested each one should equally concentrate on the solutions that we got right – To make sure if, in fact, our approach was right!

This principle is applicable in every aspect of life.

In organizations, most of the time people talk about  compelling “current” issues and the ways to solve them. Most of the time – What to do to save this customer? Why is the team facing constant employee turn-over? No one spends time on projects that don’t raise a noise. It is also difficult to convince managers to try new things in such projects – ‘It is already doing well, why do you want to spend time on that?’

Most often, managers pose ‘priority’ or ‘cost’ as an excuse and ignore the efforts on constant reviews. In reality, introspection would tell that so called ‘attention-needing’ weak projects were so comfortably moving only a few months ago. Cost only becomes higher due to lack of attention in the past.

Last week one of my old friends was lamenting how difficult it is getting for him to convince his manager about reviewing the current design of his project and refactoring it. Very recently, I had to take efforts to convince my manager in a situation so similar. The difference was, I had a listening manager. :)

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One thought on “Review

  1. I agree with you. Most of the managers are reactive at least in Indian working culture. A very few managers gives importance for proactive measurement/steps (so far I haven’t seen any proactive Indian manager).

    To me project/resource management is all about proactively identify the risk and mitigate them.

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