I'm looking for ... suggestions? advice?
Something like that.
Here's a scenario.
Analyst: With data set 1, I can accomplish task A. Data set 1 is free, or, rather, we already have a subscription so I can piggy back. With data set 2, I can accomplish task B & C. With both, I can accomplish task D. The data costs around 200k/year to get everything you need.
VP: You get data set 1, and no budget for data.
Analyst: ok, here's task A.
VP: I wanted you to do D. Where is it?
Analyst: ... please see prior documentation. This is impossible without data set 2.
SVP: I NEED D WHERE IS IT!
VP: Analyst hasn't done it.
Analyst: ...
What goes into those dots?
Subscribe to:
Post Comments (Atom)
VP has failed to provide the needed data to accomplish D despite repeated requests. It is impossible to complete D without the additional data.
ReplyDeleteI requested but was not budgeted for the needed resources to perform said task. Here is a proposal for the expansion of my budget and a timeline you can expect said task to be completed if the proposal is approved.
ReplyDeleteDavid Rothfeder nailed it
ReplyDeleteThese are exactly the things my boss has been saying for a year. Now, apparently, it is my turn to go and say the same things.
ReplyDeleteIf you want to be snarky about it, you can send that message as a reply to your previous email thread with the VP, and explicitly say "CCing SVP into this thread so he has history on the decision not to acquire the resources needed for task D."
ReplyDelete^^oooh. I like this!
ReplyDeleteUnfortunately, that decision was implied and put off, which I should have explained. That is, it is always that we will consider buying it in the future.... and always vocal rather than in writing.
ReplyDeleteHuh. I'm screwed.
For the future, whenever someone gives you a verbal only promise, send an email going:
ReplyDelete"Per our conversation earlier today when we decided to defer X until we had budget, I have a question."
Make up a question if you have to.
This gets the verbal into the written record.
Gretchen S. Or even without a made-up question, just write it down in an email.
ReplyDelete"Thanks for our friendly conversation just now. I just wanted to quickly note down that we decided to defer X until we had budget."
Doing that with our suppliers fairly often after learning the hard way.
I've never been very good at covering my ass.
ReplyDeleteWhat I do have is a document with the list of requests, and the data requirements for each. Every request is either done, or is blocked by not having the data.
That should prove helpful.
And if they're now expecting you to fall on your sword somehow, that's a great way to do it: "Yep, this is my bad. I see clearly now that I needed to back up verbal statements to VP with communication that conveyed that truth up the chain, so that everyone knew and nobody forgot. I am dedicated to doing better on this going forward."
ReplyDeleteI'd say over all, don't blame cause that creates poor relationships. Keep explanations simple "I requested the budget for the needed data but it has not been approved". Also never show up empty handed, offer what you can do "here is the request for the funds and an explanation of why it is needed for this project. I have included a realistic timeline proposal so you know when you can expect the deliverables once I have the tools I need". The goal is not just to get out of this situation, but to make it so they start trusting you when you make budget requests.
ReplyDeleteRelated: What's it mean when, during this, your boss says, "You know, I saw from . Isn't that close to where you live?"
ReplyDelete[ I know what it means, and I know what it seems to mean. These are different things. ]
ReplyDeleteI think it means that they have your best interests at heart and recognizing that your stuck in a bad position which is unlikely to improve.
ReplyDeleteIt helps to not see it as CYA but as documentation/meeting minutes. Companies that don't do formal minutes usually capture this stuff in email or shared living documents, but ad hoc unless someone is paying attention to this step. In the long term, companies are usually grateful if someone takes on that role if it was never formally assigned. (The ones that don't welcome written history are usually dysfunctional.)
ReplyDeleteIt's always good process to record decisions that affect work. Verbal only means it doesn't get into the shared record and people who weren't present can't know (or can but it's garbled) and people who were present might forget. So if you're at a company that doesn't have good history process, the simplest way to create it is email recaps.