WSJ Interview on “The Experience Trap”

FYI, a Wall Street Journal article (“Dangers of Clinging to Solutions of the Past”) based in part on interviews w/ yours truly came out today (link here, page B4 in the paper).  Thanks to Kishore Sengupta of INSEAD for pointing the WSJ my way and to Phred Dvorak of the WSJ for conveying the perils of experience so well and so succinctly. 

As I’ve noted to a couple of colleagues, it is hard to believe that only 250 words of copy came out of two hours of interview time.  Insert your own joke re: my verbosity here…

Leading, not managing, complexity

One of the pleasures of blogging are the parallels I find between and among various bloggers’ themes.  As I was prepping for my WSJ interview last Friday, I reviewed the posts on my Complexity Set page.  I realized that Elizabeth’s review of the book Leadership Skills for Project and Programme Managers (here) provided a nice counterpart to my post on a Harvard Business Review article The Experience Trap (sorry subscribers only) — Set Goals for Behavior.

My post highlights the power of goals that don’t simply replicate planning and control targets.  Rather, one should put the focus on behaviors that support project deliverables and outcomes.  This differentiation is one of the key differences between managing and leading.  Elizabeth’s post had a nice table from the book that outlined these differences really well, which I though was worth spiffing up and reformatting (below).

NOTE: Table manually copied and reformatted from Elizabeth’s post.  Credit: Adapted from Franklin, M. and Tuttle, S. (2008) Leadership Skills for Project and Programme Managers, TSO: London, p. 9.

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