'We are where we are'

How many times have I heard this in a corporate context as an attempt to draw a veil over the bizarre episodes which led there or the less than uplifting behaviour displayed on the way. It’s clear that one must not dwell too much on the cause of the predicament, whilst trying to find a solution, but it is important in calmer times to examine those causes and take steps to avoid repetition.

I am a great believer in taking time to exchange feedback with your ‘clients’ – in this context the principal business managers who mobilised your services - after a major transaction is completed or situation resolved. The prospect of this enables you to defer exchanges which could be heated or more accusatory during the pressure of a deal to a calmer moment. I have used the technique of ‘Let’s talk about this when we have got the deal done’ to put a marker in the ground that I was not happy about something, but did not want to make it the focus of attention.

During the course of a transaction, jot down the problems. A couple of weeks, but no more than a month after completion, summarise on a couple of sheets of paper in as constructive tone as possible:

The problems which were encountered - in closing the deal / resolving the situation - as regards interface between functions
- as a result of particular behaviour
The impact which those problems had on you

What you would do differently – it is important to be frank about any shortcomings you may have had

What your organisation might do differently in a similar situation

Discuss the summary with your boss and immediate colleagues as a health check.

Use the summary for a structured discussion with the other key players.