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I agree with much of your premise but one problem I run into: If you have these off-the-record meetings, where is your documentation if they say, 'I didn't know
by forapurpose 8y ago
I agree with much of your premise but one problem I run into: If you have these off-the-record meetings, where is your documentation if they say, 'I didn't know it would be late'? In my experience, people not only dislike bad news, they ignore it:
First they hear what they want to hear, i.e., what is not threatening to them. 'Project delivery will certainly be late' is heard as 'the next milestone will be late' or 'we're a little behind schedule and will catch up' or 'it's making another project late', etc. It's truly incredible what people will construct in their minds. What's the saying? 'Don't expect people to understand what their salary depends on them not understanding'?
Second, like everyone, they ignore or put off dealing with bad news. (Probably, that's a temptation of the OP.) Then they say, 'I didn't know.'
It depends on the people and the organization, of course, but you do you protect yourself from being thrown under the bus?
- ljw1001 8y agoDocumentation won't save you if the shit truly hits the fan. What will save you, if anything, it's that the leadership considers you one of them.
- forapurpose 8y agoI agree in general; 'I told you so and it's your fault' doesn't help a relationship in crisis. But ... It can compel some attention and provide an opportunity for extra thought. An unwanted verbal message over lunch is easily forgotten or misremembered, intentionally or not, weeks or months later. A written one is harder to ignore and provides something the recipient can re-read and ponder later. Also, there are circumstances where documentation is good to have. For example, it may help in a company with more layers; your email to the guy 2 layers up may help when the guy 4 layers up gets involved.