obstacles and problems.
As the team plunged into the project, the work was even more intense than Donna had expected. On weekdays it was common to order in food and work late into the evening. Working Saturday mornings was taken for granted, and the team would often go to lunch together after finishing work on Saturdays. Ron had an attitude of enthusiasm and optimism that was contagious, and before long even the most cynical and unemotional member of the team was caught up in the excitement. Despite the long hours, the work was exhilarating because everyone knew that they were part of something that would change the way things are done in the company.
Ron provided a clear picture of the specifications necessary for the new system, and this picture was important for guiding the work of team members and keeping them focused on the same objective. However, Ron did not dictate how the work should be done. Team members were expected to use their expertise to determine how to do the work. Ron was available to provide guidance if asked, but he was careful not to impose himself when not needed. When someone was experiencing difficulties in doing a task, Ron was supportive and helpful. Nevertheless, it was clear that he would not tolerate less than a maximum effort.
Ron pushed relentlessly for continued progress in the work. The team met regularly to evaluate progress and determine how to deal with obstacles and problems. Every member of the team had an opportunity to influence important decisions about the design of the software system, and the actual influence for a particular issue depended on one’s expertise and quality of ideas rather than on status in the company or years of experience.
An important part of Ron’s job as project director was to make sure the team got the resources and assistance it needed from the company. Ron spent considerable time traveling to various company facilities to meet with key people whose support and cooperation were needed to design and implement the new system. Before leaving on these trips, Ron would ask a member of the team to carry out his internal leadership responsibilities. When it was her turn, Donna was at first apprehensive, but she found it to be an interesting and satisfying experience. As Ron debriefed her afterward, he encouraged her to consider a managerial position at Southwest Engineering in her career plans.
At one point during the fourth month, the team became discouraged over a series of setbacks involving some persistent technical problems. Ron called a meeting to give them a pep talk. He said to them, “I know you are discouraged about these setbacks, but it happens in any project that is breaking new ground. We have made tremendous progress, and I am really proud of what you have accomplished so far. I am confident we can overcome this latest obstacle and make the project a success. Let’s take the rest of the day off to give ourselves a little rest and meet again tomorrow to discuss some new ideas for integrating the system components.”
