IT Management & Global Sourcing

April 23, 2008

Letting It Go. Your Job That Is!

Missed by this much

What do Jimmy Carter, Jack Welch and Alan Greenspan have in common? They are unable to comprehend the meaning of ‘ex’. ‘Ex’ means – past, history, previously, used to be. These gentlemen cannot let go – of their old jobs.

Do you see that at work? I do. People seem to form an attachment to what they produce – rightly so because they have invested their time and effort into that venture. This is my application, my process, my team. A sense of ownership is commendable but needs to be balanced. The reality is that you are not the ultimate owner – think of yourself as a caretaker. The corporation you work for is the owner – you merely come in, add value and eventually move on.

When you cannot move on gracefully – problems arise. The new owner wants to assert his ownership and leave his mark by changing, optimizing and evolving. But he cannot do that because you are contesting his every move. Maybe your comments are valid but are they relevant?

The spotlight in on the new owner. He is accountable for delivering and as a result has the authority to improvise as needed. This is not a time to create road blocks for new leadership or question their ability – it is a time to support and quietly phase yourself out. You time in this position is up.

When it is time to move on – it is best to move on. Let the current managers win or lose – it is their prerogative. You challenge awaits you – excelling in your new venture. Channel your energies forward – let go of the past.

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April 18, 2008

Issue Resolution via Email

Solving problems

This is how it usually starts. You get a strong email in your inbox. It probably has a flame icon on top of it and the CC line has a few names. This email is almost a call to war and seems to say “Hey nitwit! I challenge you publicly to a cyber email exchange”.

And the fireworks start. What self-respecting person would back down from this public humiliation? After all people are looking up to you. You can’t just take this umbrage without a fight.. The only option now is a nastier response. You obviously react even more strongly because it is after all a matter of pride and ego. And you need your posse to back you up so you copy a few more folks. And the email war continues.

In this nasty email exchange what gets lost is the original objective for this dialogue. There was some issue to be addressed and resolved. An issue that took backseat while we thumped our chests in cyberspace and tried to outdo each other with the written word.

The best way in my experience to manage this situation and not get embroiled in an email war is – face-to-face interaction. If you want to resolve an issue – you need to talk it out. Irrespective of who started it – you can end it by confronting the issue.

Email provides a false sense of grandiose and bravado. On the click of a button you can unload a barrage of negativity without physically confronting the person. It makes life easy. Not really! You solve a problem by confronting the problem. Sending nasty tirades just reflects your immaturity.

Next time you come across a nasty-gram or feel the urge to fire one yourself – take a break. Walk away from the instinct to immediately respond. Take some deep breaths, maybe go for a walk and if possible, talk to someone rationale. And finally – ignore the email and walk over or pick up the phone and talk.

(Photo courtsey: gokumjo/Flickr)

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April 9, 2008

Want to Move Up - Dress the Part!

Where is my desk?

It is not a guarantee but it does help. How you look, dress and present yourself is important. First impressions do count and dress/grooming are a big component of your image. So what is a professional image?

Clothes maketh a man! Clothes definitely send a message about your personality. Are you sloppy, careless, outdated or sharp, neat and current? You dress style may not have a one-to-one correlation with your work style but that is the message your clothes send.

Polish your shoes, tuck in your shirt, iron your pants and please don’t wear clothes that are torn and frayed to work. When you are professionally dressed – you send the right message about your professional ambitions and attitude.

You work in a social environment and to fit in you have to follow the unsaid rules. If you don’t appreciate the homogenous atmosphere of a big corporation – seek something that is more aligned with your values and style.

A larger part of 'fitting in' is being accepted. And to be part of a team or a culture you have to be socially acceptable. Appropriate dress sense and grooming go a long way in helping you forge those relationships and make the connections that eventually lead to professional progress.

(Photo courtesy - Flickr)

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April 5, 2008

Any Questions?

Ready to talk?

I recently attended a management team meeting which had about 100 participants on the phone and around 25 participants in person. The meeting leader used the first part of the meeting to communicate key management objectives, challenges and execution approach.

The second half of the meeting was meant for active discussion and Q&A. The floor was opened for discussion. Tick, tick, tick … No questions – nothing but an awkward silence. A few feeble attempts to coax out a question were unsuccessful. Everyone seemed eager to be done!

When a team meeting (like the one above) evokes no dialogue or exchange – is it indicator of deeper problems? Probably yes!

Presenters in conferences are expected to conduct a one-way information exchange. Team discussion meetings are meant to be forums to discuss relevant topics amongst the group. Teams debate, discuss, raise concerns, comment, commend and most importantly participate. Active participation indicates trust and engagement – important team attributes needed to work and produce as a group.

Engagement
Are your team members intimidated by you? Are they interested in the topics of discussion? Do they feel part of the team? Is your team empowered and eager to get the job done?

Lack of participation also points towards lack of engagement. If you team does not believe in what you are proposing or are just plain and simple disengaged – this is what you will get in a meeting. When you are not into it – you are probably showing up because you are supposed to not because you want to. A disengaged team will usually meander around looking for direction and leadership.

Mismatch
Do you have a mismatch of participants in your team? Participants who don’t know their role or expectations in a meeting can be a problem. Participants in meetings need to be educated about their role and their contribution expectations. ‘Mix and match’ is possible but highly contingent on the meeting objective and outcome. Like minded resources who are involved in a common problem will be more apt to contribute in a meeting and make the discussions productive.

Lack of participation in a meeting that merits active participation is a symptom of bigger problems. Address the root causes to set the stage for a productive and eventful discussion meeting.

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March 31, 2008

How Long for an Industry to Collapse?

Always changing

We believe that a lot of things will not change between today and tomorrow. We expect predictably - the sun will rise, you will get out of bed, eat breakfast and go to work. Usually the predictably is there but not always. Change happens!

If you are in denial about change – get over it. It will happen and it will happen to you. Consider the story of Kent and Mysti Cope, who were till recently six-figure earners in the subprime industry. The industry disappeared overnight and now the Cope’s are just trying to get by.

"We're still both in shock that it could go from something so good to so bad so quick," said Kent, 59. "New Century in 60 days went from top of the heap to out of business."
CNNMoney - Careers vanish after subprime 'free fall'

The risks of your industry collapsing this rapidly are remote. Usually it takes time for industries to disappear – think about the slow decline in the US auto industry, the decimation of manufacturing and the slow but steady migration of IT jobs offshore.

You can’t stop change from happening but you can prepare yourself for the inevitable. Preparation involves investing in transferable skills like people management, project management, coordination, administration and finance. Seek a second career, along with the first. Part-time investment in starting a side business, an online venture or consulting can provide a backup plan. And finally, be aware of what is happening in your team, your company and your industry. If the writing is on the wall – move or you risk becoming a case study.

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March 26, 2008

Make a List - Now is the Time!

Now or ...

We make New Year resolutions, which last maybe a few weeks before life gets back to normal. Outside of that maybe you get impressed by some new fad (Dr. Atkins' Diet!) or there is a life event (Parenthood!), which may cause you to start something new.

What about starting something new - just because you can. Seth Godin recently asked his readers to make a list of things that you probably could understand if you put your mind to it, but don't. His rational is pretty simple - with the tools and technology available to most of us today - it's faster, easier and cheaper now than ever before.

So here is some food for thought!

What is web 2.0?
Do you understand application architecture?
How do you design and host a website?
How many flavors of sourcing exist and why?
What makes a blog successful?
How does Google make money?
What is cloud computing?
How do you make a widget?
Is open source really open source?
Why is social networking so hot?

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March 21, 2008

Who Is Pushing You ... Ahead?

Team Meeting!

I usually play a better game of squash or tennis when I am playing with a better player. I try harder, play better and maybe learn a few things in the process. Conversely, my game usually deteriorates when I play with a weaker player. The reasons are obvious. I am not challenged; I slack off, make mistakes and barely get by.

It is the same concept at work. When you are surrounded by competent, energetic and ambitious people - you tend to try a little harder. You push yourself more, are more challenged and learn a few things on the way. When you are surrounded by slackers and insipid folks - you tend to, slack off!

Who you work with and for - has a significant impact on your professional life. Be judicious in picking the company you keep.

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March 18, 2008

Communicating Change!

Try to stay awake!

How do you manage change?

A typical example of change at work is a 'reorg'. At some companies it's a semi-annual exercise, which if nothing else creates some noise, excitement and change. At the end of most reorgs, there are new teams, new leadership, new responsibilities and new objectives.

Some managers get so wrapped up in consolidating their new role/team that they neglect to communicate? Sometimes managers intentionally keep quite as they work out the details. Sometimes one just doesn't know enough to communicate.

One approach that limits the chaos and anxiety caused by change is active communication. To foster communication you have to support an open and sharing environment.

Openness encourages you to engage with all the players on your team. Remember your team is more than your direct reports. Team includes all your touch points - management, peers, customers, clients, mentors and reports. Keeping everyone updated, though time consuming is beneficial in the long run.

Sharing allows you to learn, understand and grow. If it has already been done, why reinvent it. But to learn how it is done you need to reach out to the experts. When in doubt remember this adage - 'If you are afraid to ask, you are afraid to learn'. If you are transitioning out it helps to be a good team player and help the new team come up to speed.

Sharing pertinent information with your team allows you to leverage experience, insight and ideas that lays the foundation of the new org. Communication can takes different forms, including the formal meeting, the ad-hoc meeting, the one-on-one, email messages and the informal chat.

One key to managing change is effective, frequent and active communication. So start talking!

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March 11, 2008

Managing Meeting Frenzy!

Some days the earliest I can get to doing some real work is after the work day is over. On these days my schedule is usually full of meetings. End to end meetings don’t only show up on my calendar but everyone else I work with has a similar situation. Sometimes the situation gets so ridiculous that to setup a meeting can take a few hours and lots of research. So are all these meetings required?

Probably not! Here is how I deal with meetings.

No Show
These are generic, information sharing, high level and sometimes optional meetings that I skip. I skip the meeting but not the information. Such meetings are usually accompanied with a handout or agenda which I skim through to get the relevant information. If a topic interests me, I may attend the meeting but usually what I need to know is easily available in the attachments.

Negotiate
Some meetings are just not meant for me. I got invited because the whole team got invited is a common reason for getting these invitations. My strategy for dealing with these meetings is to negotiate. I call up the meeting coordinator and try to understand the meeting agenda (I rarely come across meetings that have an agenda!) and what is expected of me in this meeting. If the meeting is a total mismatch, I politely decline but ask to be kept informed via meetings minutes (another alien concept that I seldom come across).

Attend
Some meetings are meant for me. Three reasons for attending these meetings

I am contributing in the meeting by either presenting, reviewing or having some speaking part in this meeting.
I am learning something new, relevant to my job or associated with my current responsibilities.
It’s good to be seen and maybe heard. These are situations where my boss or my boss’s boss is conducting a status meeting, town-hall meeting or meet/greet. Part of the corporate game (read career management) is being at the right place at the right time and making your presence known.

Meetings are an integral part of the corporate environment. Well run meetings can be highly productive and beneficial. Brainstorming, information exchange, communication and socialization are all positive components of meetings.

When meetings run amuck and start to impact your productivity – you should take action. It’s your time and effectiveness that is eventually impacted. Set some guidelines on how to deal with this necessary component of corporate life and strike a balance that works for you.

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March 5, 2008

Career Paths - This or That

Finding your path

'Shaking the rain off his jacket, Martin Bennett entered the cavernous warehouse of a refurbished-mattress supplier one recent afternoon. Past stacks of old bedding, he found, sitting behind a desk, a man who identified himself as the owner of the E&G Bedding Corp.

Mr. Bennett wanted to inspect the company's paperwork on the sanitation tests required on used bedding that's resold. Instead, he was shown the door. "Get...out of here!" shouted the man. "This is private property."

He was correct that Mr. Bennett has no business reviewing the company's internal records -- at least not anymore. He retired more than six years ago from the federal Consumer Product Safety Commission, where he worked as a compliance officer for more than four decades.'
Safety Inspector Just Can't Stop Poking Around(subscription required)

Two ways to look at this situation...

You have a passion for what you do. You enjoy it thoroughly and fully. Even after years of commitment if you still wake up ready to go - wow! This is not work - it is finding your life's calling. Many strive for it, some find it.

OR

Why fixate on only one thing in life? Life offers us a platitude of choices and if you are not experiencing and enjoying what is possible - are you missing out? Step outside, experiment, experience and explore. Life is short - live it!

(Picture credit flickr.com)

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March 2, 2008

Good is Fine, Great is Better!

The world is flat. In other words it's a global economy, which opens the door for competition. Competition for talent, competition for efficiency and competition for price - irrespective of border, time zone and culture. In this context just being good is not good enough. To excel in this environment and to get to the next level requires new thinking and strategies. Some thoughts on the subject -

Micro-specialization
To move beyond the basic level of competency, you have to focus on super-specialization. You have to excel at something by having total mastery and knowledge about the subject matter. Just being a programmer will not cut it because everyone is a programmer. What is needed is a certified, ratified and glorified language specialist. Find your niche and then specialize - stand out in the crowd!

Super Certify
As a marketing tool, there is no substitute for industry certification. A well known, respected certification can grant you instant credibility. Every field has relevant certifications - find the ones that apply to your industry and don't be shy to attach those acronyms to your name.

Industry Presence
Are you a known quantity in your industry? Do you have published papers, leadership position in industry groups, presentations in conferences, a well read blog ... To be a key player in your field requires an industry presence that augments and enhances your brand. Be a leader in your field by establishing yourself beyond your current corporate boundary.

Share & Grow
Above and beyond technical competency, greatness is a people quality. Great people and leaders establish themselves by sharing knowledge, promoting talent, learning from others and investing in people. When you become a role model, the go-to guy, the sought after mentor, the trusted lieutenant - you have crossed the boundary from good to great.

In the new business environment, technical skills and generic roles are commodities. Commodities that are available globally and readily. Take the steps to learn, educate, grow and establish you at the next level. Don't just achieve, exceed!

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February 28, 2008

Another Failed Project

Price Tag $21Million!

A $21 million project to integrate off-the-shelf products into a business solution runs into trouble. This is the infamous "virtual fence" effort being funded by the US government to create a high-tech fence along the US/Mexico border. The project is late by about 3 years and its viability is being questioned. Here are the top three issues with this project as articulated by Richard Santa - director of homeland security and justice issues for the Government Accountability Office.

Poor user requirements!
Inadequate testing before rollout and
Aggressive timelines that were unachievable.

After years of developing software, availability of good project management tools & techniques and a litany of lessons learned - we still fail at the same fundamental issues. Amazing!

Click here to listen to the full NPR interview with Richard Santa.

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February 24, 2008

Customer Focused

Make it matter

You have customers. Customers that want prompt, courteous and efficient service. The same service levels apply to you that you apply to others. If you are in HR, the whole organization is your customer. If you are in IT, business users are your customers. If you are front-end CSR then you have end users as your customers.

You get paid to be productive, to contribute to the growth of the business and to keep your customers happy. Personal growth and job satisfaction are severely impacted if your customers are unhappy with your output. At the end of the day - if the customer is unhappy, nothing else matters. Make customer service a priority.

Although coming from an unlikely source, some pertinent words of wisdom from Mahatma Gandhi -

"Who is a customer? The customer is the most important visitor on our premises. He is not dependent on us. We are dependent on him. He is not an interruption of our work. He is the purpose of it. He is not an outsider in our business, he is part of it. We are not doing him a favour by serving him. He is doing us a favour by giving us an opportunity to do so."
Economist

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February 21, 2008

Are You A Whiner?

I guess we have all been guilty of letting off some steam and complaining about the workplace, coworkers or management. Whining about the latest HR policy or the reduction in yearly bonus amounts - we all vent on occasion. Some level of criticality is fine – but are you habitually whining? Whining about something, anything – everyday!

Negative – bad, positive – good
Negativity is a constricting state of mind. When you say it can’t be done - you have limited, or almost eliminated all options to make it happen. That is the power of negativity.

Conversely positive thinkers make it happen. Optimistic folks make it happen by exploring options and choices. And if you can make it happen – you will go places. So remember – positivity is good for you and a cheerful demeanor is the way to go.

Walk the walk
Talk is cheap.What makes a difference is action. Positive action! If you are unhappy with your coworkers, management or HR policies – do something constructive about it. Fix the problem and win kudos from your peers and establish yourself as a problem solver.

Reputation
Word travels fast in the corporate world. When you become a whiner – believe me, your reputation will usually precede you. Arriving with a title of whiner will not augur well for your career prospects. Whiner also connotes – uncooperative, negative, conceited, unhappy and disengaged. You will be better off not being associated with these adjectives.

Living Life
If you are spending a substantial portion of your life being negative about work, guess what? That negativity will spill over in the rest of your life too. Thinking negative, talking negative and associating with negative people will create more negativity in your life than you want. You create what is your reality and it all starts with a thought. And what you think is a choice so think positive and change your life – for the better.

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February 18, 2008

How To Create A Viable Budget?

How to get it right?

What do you need when creating a budget? Previous years expenses, list of special projects, number of people in your organization are some of the components I have seen used to derive the budget. And I am always amazed that some basic components are missing or glossed over when planning an annual budget.

Scope
A budgeting exercise needs to start with what you intent to accomplish in that year. A clear and concise definition of the scope of the work you plan to deliver should be the basis of your budgeting effort. As a product or services organization - you will be expected to deliver some value to the organization - which should be the starting point. If you have a budget but limited clarity on your purpose - that could be a problem.

Plan
Articulation of the scope in terms of people, time and effort creates a viable framework for accomplishing that scope. This framwork is also called a workplan and is a required artifact if you want a solid basis for your budget. A workplan will create a justification for the resources, timelines and deliverables you intend to produce. This work definition will also allow you to project a "bottom-up" budget that can validate key assumptions about staffing and milestones.

Assumptions
A year is fraught with uncertainty and unknowns. You can plan and provide insight into only so much of the year. For the rest you use prior experience, relevant metrics and assumptions. Assumptions about what you expect, what you think will happen and what the unknowns are - form a big part of your planning effort. Listing you key assumptions goes a long way towards supporting your planning and therefore your budgeting exercise.

If you follow the appropriate sequence, budgeting need not be a shoot-in-the-dark endeavor. Good budgets are the output of carefully articulated scope and execution plans. Invest the time to plan your year and also produce a viable annual budget.

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February 11, 2008

In Peace Prepare for War

You snooze you lose

When times are good, everything seems to come together. The work is good, relationships gel, money is plenty and opportunities seem to just fall in your lap. These are also the times when the tendency to be comfortable and complacent is at its highest. After all these are the good times!

And that is a mistake. "In peace prepare for war" - said Sun Tzu. In other words when times are good is when you should be preparing for the next stage of your career. Leverage the good times to get ready for the next round by focusing on the following

Position Yourself
It is easier to move around internally and get the position you seek when times are good. Think about marketable positions and skills when positioning yourself within your current organization. In other words, what do you want on your resume if you were to go out in the market soon. A little diligence to understand market needs and finding matching opportunities will get you started on the right path.

Train Yourself
Training is an easier proposition when budgets are overflowing. Invest in appropriate training and education to build your credentials. Leverage internal courses, paid training and industry certification to create a marketable profile.

Create Visibility
Become visible by investing in relationships and marketing yourself. Reach out and meet people, explore opportunities and create lasting relationships. Relationships take time to inculcate - so start making the investment now.

When will you be hit with economic downsizing or right sizing or whatever - no one knows. So prepare for the next stage of your career when it seems there is no need to prepare.

That is smart career planning.

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February 5, 2008

RFP - Much More Than A Request!

Here are my requirements

RFP or Request For Proposal is usually one of the first real dialogues between a client and a vendor. This interaction is crucial because the success and failure of the engagement starts to be cemented at this early stage. Consider the following items that a RFP can start to clarify -

Requirements Definition
The viability and success of any contract is directly contingent on the understanding between the involved parties. The clearer the expectations about the scope of the work, the deliverables, payment schedule, milestones and organization - the better the chances for success. And the details start with the RFP. A good RFP should set the tone of the engagement by

Providing the vendors with ample visibility into the current state of the project or team
Clearly articulating the problem definition
Identifying quantifiable and objective requirements (a good and user-friendly system is not a good requirement)
Detailing constraints (resources and culture), key milestones, organizational concerns and workplace nuances that can impact project delivery.

Engagement Model
An engagement model defines the rules of the game. What will I do, what will you do, how will we interact, how will we work together, how will issues be raised and resolved, how will status be reported, what metrics will be tracked and more. The RFP is the perfect place to start this definition. By the time the contract is signed there should be acute clarity around the "how" of the engagement.

Performance Measurement
Most service engagements have (or should have) clear expectations around performance measures. What are your expectations in terms of delivery dates, resource commitments, deliverable quality, compliance requirements and overall execution quality. If the vendor fails to meet these expectations - what are the repercussions? Performance requirements set the stage for risks, rewards and financial penalties associated with the engagement.

Vendor Assessment
The RFP is the starting point to access what vendors exist in the space you are seeking assistance. Vendor qualification seeks to understand the vendor's background, domain expertise, financial stability, process maturity and management strength. Any engagement with an external party should start by understanding who you are willing to conduct business with and what do they bring to the table.

If you are serious about partnering with a vendor and expect quality deliverables from this engagement - your path to success starts with a well-structured and detailed Request For Proposal.

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January 29, 2008

What are Marketable Skills?

Ready for the market?

If you are in the market looking for an opportunity or are just exploring - marketable skills will take on a new (and urgent) meaning. The market will ignore your current title, job definition and position but fixate on your marketable skills. So what are these skills?

In Demand
Marketable skills are skills or competencies, which are in demand (or conversely the supply is low) - today! I emphasize today because times change and what was in vogue two years ago maybe obsolete today. Different factors affect this dimension, including industry (consider an auto worker in Detroit), location (an IT developer in India), economy (construction worker in Florida), obsolescence (travel agent) and technology (Web2.0).

To manage the demand factor, an astute worker must be aware of market conditions. Awareness comes from constantly being engaged with the market by reading, conversing, listening and exploring. In other words read a trade journal, surf the web, visit job sites, meet industry experts and stay in tune with the market.

Transferable
A good manager in one company will usually be sought after in another company. A subject matter expert in a company specific application will have a tough time selling his expertise to another company. Programming is a transferable skill whereas COBOL coding is a specialized competency.

When you think transferable - consider abstractions that apply in most business settings. Management, sales, analysis and testing are typical functions in most IT shops. You substantiate these functions by having relevant tool and industry knowledge but the starting point is an easily transferable role that the market readily recognizes.

Competency
Depth in your subject area will create credibility. Credibility about your skills and accomplishments is a big selling factor. A manager can extend his credibility by being a certified PMP or a technical architect can confirm his credentials by having relevant industry certification. In the end - there is a premium attached to competency and that makes it a marketable commodity.

Invest in training and education to round off your competencies. Seek industry standard certifications and credentials to showcase your competency.

Having marketable skills is not a short-term endeavor but a consistent and intentional approach towards career management. Keep in touch with market conditions to create an edge - you will need it.

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January 25, 2008

Swimming Against the Tide

Which way are you headed?

It’s hard and in most cases detrimental for you.

Companies big and small have a culture. And culture translates into a work environment that is unique to that company. This work environment defines work practices like what time people show up for work, how are meetings conducted, how they communicate, how they socialize and how they treat work.

The question is – do you fit in this culture? Do you relish the work environment? If you are eager and enthusiastic while the culture is laid back and lethargic – there will be challenges. This situation will impact both parties but weigh more heavily on you because it’s you against many. There are always exceptions but in most cases your energy and motivation will be sapped before you can change the enterprise. You can always affect some change within your sphere of influence but being able to influence an enterprise requires – position, empowerment, courage and persistence.

Here is a list of attributes to mull over when thinking culture fit

Size: What do you prefer - small fish in a small pond or small fish in a large pond. Similarly how big a fish you are makes a difference.
Speed: What kind of decision-making and change mentality makes you tick? Done, next, move … does your head spin or do you get a rush?
Tempo: Are you a high pressure, high stress, make or break – adrenaline junkie?
Footprint: Are you local or global? Love to travel and see the world or are you happier not knowing where the airport is?
People: Who do you like to hang with - Baby Boomers, Gen x, Gen y, Millennia …
Hierarchy: What is your preference for a one-on-one with your manager? At the corner bar or would you rather have it scheduled by the administrative assistant 2 months in advance in the main conference room.
Flexibility: Are you looking for 6 months of paternity leave? Or maybe flextime and remote work location?

It is always a good idea to consider what makes you tick and what makes your company tick. Standing out in a crowd is good in some instances – not this one!

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January 21, 2008

How to Manage Your Manager?

Who decides?

Are you suffering from management by committee? This affliction manifests itself in multiple ways, some examples include
- I have too many managers, I am not sure who I should listen to
- I don't know what is priority - for me, for the project and for the company
- The dreaded matrix organization - solid line and dotted line

The end result of all this confusion is disenchantment for the workers, lack of respect for the organization, lost opportunities and dilution of leadership. And why does it happen? There are various reasons, extending from lack of leadership at the top, lack of accountability, culture and finally risk aversion. When it's all nebulous and fuzzy it's hard to pin accountability on one person or team. Some people like it that way!

But if you are suffering the consequences of this contrived confusion - what are your choices?

Manage you manager
What you work on and what you should ignore is not your decision but your manager's. Similarly, if you are assigned 100 hours of work or have three deadlines in the same week - it is not your job to figure out how to make it happen. It is your manager's responsibility to define priorities, assign tasks and articulate escalation options for you. If your manager is unable or unaware of this key job requirement, you should meet with him/her to address roles and expectations. Your manager should be doing his or her job and if you sometimes need to remind them of what that job entails - don't be shy to do that. It ultimately impacts your job.

Establish expectations
If you end up working with multiple managers - despair not. The strategy you use to define good working relationship with one manager should be extended to all managers. Define an assignment plan, formalize expectations and get it all in writing. Provide regular status and resolve time/priority issues as soon as they arise to keep all your managers apprised of your progress and issues.

Seek other options
This is the last resort but there are other options to pursue if there is a conflict of culture. If you seek clarity and guidance in your assignments whereas your organization favors blended responsibilities and nebulous accountability - there may be a culture mismatch. If what you face is not an isolated incident but the norm where you work, then this is the way things will be. If you can accept, adapt and be happy working in this environment - go for it. If you cannot - find someplace which values ownership and accountability.

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