“I got screwed!”
"…but
it wasn't my fault!" Bruce was really
upset and voiced his displeasure with the topic at a two-day offsite management
training. Bruce was rejecting the premise of an exercise that, in hindsight,
taught me the most valuable leadership lesson I have ever learned.
Like
many heavily-technical organizations, Oracle Customer Support had a lot of
first-time managers who came up from the technical ranks, some of whom were
promoted into management based upon their technical "chops" instead
of people leadership skills. During the Ray Lane era, Oracle was growing
rapidly and saw the value in investing their people in order to drive continued
business success by providing training for all
managers.
The
exercise was simple enough. The facilitators paired us up and asked us to take
turns explaining in 5 minutes to our partner about a recent time when we got
"screwed" i.e. when we were treated unfairly in the workplace.
Suddenly,
things got a lot more interesting. After we told our “story,” the facilitator
then instructed us to "Explain the same situation but describe what you
did to cause or contribute to the situation." Some people immediately "got
it" - they described how they didn't manage up effectively, ignored early
warning signs, didn't make sure there was a clear definition of success, or
made other mistakes. Other people, like Bruce, rejected the idea that they had
any responsibility for what happened to them because they simply could not
re-orient their own thinking. They were trapped in a world where everyone had
wronged them so they were doomed to spend their time just waiting for the next “unfair”
situation to unfold - when the people, the process, or the company would
"screw" them again.
"At Cause" or
"At Effect"
The
facilitators described these two ways of analyzing situations as the difference
between being "at cause" or "at effect." If you were
"at cause", you looked at historical situations with a focus on your
actions - what you did, didn't do, so you could learn from them and do things differently
next time to get a more positive outcome. If you approached setback in "at
effect" mode, you looked at situations as the unfolding of events and
circumstances that were out of your control. When in "at effect"
mode, the personal conclusions were to "not work for jerks" or to
"not deal with people who play politics" or other defensive rationalizations.
Essentially, they missed an invaluable learning lesson.
When
looking at a situation that didn't turn out the way you had hoped, here are the
questions to ask to get in "at cause" mode so that you can learn from
mistakes, improve future outcomes, and advance your career.
- "What did I do?" - if you calmly think through a situation after some time has passed, you may very well realize that you did things without intending to that contributed to the problem. For example, early on in my career, I approached some professional conflict situations with a “winner take all” attitude. Instead of looking for compromises or creating “win-win” situations, I acted like a student on the Debate team where the desired outcome was for me to “win” and for someone else to lose. But after reflecting back on those situations and asking myself the question, I recognized the pattern, changed my approach, and was more effective in the workplace.
- "What didn't I do?" - Often inaction will cause failure. I had lunch with a former colleague recently who was let go from a project management role after only a few months. "Karen" took over a high-visibility project that was already behind schedule. The date had been moved, and she was brought in to make sure things stayed on track this time. But Karen quickly realized that even the new date was unrealistic and that the team couldn't hit the deadline without a significant change to the resource plan. As a newbie, she was afraid to bring bad news to her boss and make others look bad. So she stayed quiet, hoped for the best, and was let go once the news was finally out that another deadline would be missed. The "at effect" view of the situation is that the delay wasn't her fault and she "took the fall" for other people's poor planning and poorer execution. The "at cause" view of the situation is that she hurt herself by not having the courage to raise the issue early. If she had done so, it's possible that the executives could have given her more resources, reset the date, or done other things to help get it back on track. But she didn't give the organization that chance, because she was more comfortable "hoping for a miracle" and avoid delivering bad news than calling out the issue.
- "What would I do differently next time?" If the first two questions don't yield obvious answers, it's time to take a broader and deeper view of the issue. Sometimes, the answer actually is "I should avoid working in that kind of culture again" or "I should recognize when my manager is a weak sponsor and find a way to move into another team." In other words, sometimes the changes necessary to avoid a repeat situation are not just small tactical adjustments, but fundamental realizations about the environments and teams where you’re most likely to succeed. Coming to understand this made a huge difference in my career choices and progression.
It's
easy to spot people who commit to an "at effect" approach and suffer
the consequences throughout their careers. They either stay in the same role
for years and years because they can't get more opportunity, or they bounce
from job to job and have only bad things to say about their prior managers,
teams, and companies. Inevitably, they set themselves up for more failure because
no one rallies around a finger-pointing complainer who seems to have more than
their share of disappointments. In teams and projects, we gravitate towards
people who take ownership and focus more on how to achieve team success instead
of "blamestorming" or making excuses.
If
you can practice taking an “at cause” approach to challenges and setbacks,
you’ll find that it becomes very natural over time and it will dramatically
improve your ability to learn from prior setbacks and significantly improve
your judgment. It’s also a trait that I’ve looked for when I’ve chosen the next
wave of leaders in my teams.
If you have experiences or advice on how to
learn from mistakes effectively, please share your comments below. If you liked
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