“Every time I close the door on reality it comes in through the windows.“— Jennifer Yane
I have a folder on my computer labeled “engineering disasters”.
I add to the folder when I see articles about problems where there were engineering failures. Failures like the O-Ring, bridges that fell, defects in automotive software, and most recently the 737 Max.
Looking through the folder recently, I asked myself a question. How many leaders had early warning of these problems?
How many leaders had this early warning and unconsciously shoved it aside in denial?
I ask myself this because one of the major things I do for my clients is strip away layers of denial with some detailed doses of data and reality.
Leaders are often under great time pressure as well as other types of duress.
How can they know when they are practicing denial when all that pressure is begging for them to deny the reality?
I am curious to hear how you ensure you are getting accurate information and are dealing with it in an appropriate way? How do you cross the personal river of denial?
Please send your thoughts to [email protected]
I will publish my thoughts along with a summary of the reader responses next week.
Yours in the calm pursuit of excellence,
Alan Willett
