Judgment Call

By Col. Jeanne Sutton, U.S. Air Force

I had been appointed project manager three weeks earlier, and only three weeks remained for us to release a solicitation for a very complex project. Management mandated the simplifying and streamlining of solicitations, but my staff was totally unable to put those requirements into practice. They could not free themselves from their usual way of doing things. They prepared a huge document written in mumbo-jumbo, telling bidders how to dot their i's and cross their t's. I knew that it would be impossible for me to go through the entire document in the little time available.

A good friend from outside my organization agreed to help. He quickly created a small team of independent experts to review the solicitation and to offer constructive suggestions. Despite the turgid text, they were able to come up with a list of critical areas that would make the text significantly more understandable and enable our contractors to respond more intelligently and submit more attractive bids. Out of all the issues, I decided to take a stand on the program schedule. My staff established 17 firm deadlines over a six-year period. I insisted that there be only two firm dates: project start and project completion. After all, any contractor worth his or her salt would know how best to go from start to finish.

The staff members were stunned. I gave them a full two hours to rehash their argument that the only way to do the job was the way it had always been done. That was the tried and proven method. At the end of the two hours, I made my decision-there would be only two dates.

During the following three days we made more changes that reflected the ideas of the independent experts. I then gave the staff an additional day to incorporate the changes and to meet with me again for the finalization and release.

On that day, everyone assembled around the conference table with copies of the revised solicitation. I asked if they felt that the new document satisfied my guidelines. One man, Tom, proudly gave me my copy for review and said, "Yes ma'am, the changes were made and we are ready."

This was the test. I could have allowed them to release it and thereby shown that I trusted them fully, but something still didn't feel right. I asked everyone to leave the room, except for Tom. The first page I turned to in the revised solicitation was the schedule page. The multiple deadlines stood out like a sore thumb. Not saying a word, I took my pen and crossed out every date between project start and finish, while looking sternly at Tom. I then asked if he thought I had to go through the entire document to make sure all the changes had been made. Tom apologized profusely and assured me that no other changes had to be made. I rose and walked out of the room and never mentioned this incident to anyone.

Several months later, we were faced with another issue that demanded an immediate response. It was extremely critical and needed the most careful planning. Some of my best people, who would have done a great job, volunteered to lead the project-but not Tom. Since the embarrassing deadline incident, he had studiously avoided me.

I deliberately picked Tom for the project. He was happy I did, because it gave him a chance to prove himself-and he sure did. Tom did an extraordinary job. Today he is one of the best people on my staff and my most ardent admirer.

Col. Jeanne Sutton retired last August after 28 years in the Air Force. In her last position, director of the Sidewinder program in the Joint Navy-Air Force Short Range Missile Program Office, she was responsible for development and production of the AIM-9M and AIM-9X short-range air-to-air missiles.

Lessons

• Trust, in; micromanagement, out.
• Trust does not recognize organizational boundaries. You may trust your contractor, you may distrust your employees, and you may be right in both cases.
• There are situations where the most important element of trust is your own judgment.
• After a key team member has failed you, give him or her a quick opportunity to rebound. This gives the person the chance to re-establish his or her capability and relationship with you.