I have a confession to make. It’s from the days when I was still working for a large corporation and leading part of an enterprise-wide strategic IT change initiative. It was huge and encompassed dozens of programs and sub-projects, all aimed at transforming the global IT organization. It was driven top-down and had strict reporting requirements including a mega-metric that tracked who didn’t submit their weekly report. That particular metric got a lot of attention from the Steering Committee of VPs, who were being held accountable by the CIO to submit a consolidated dashboard.
Every week, I dutifully, painfully, and manually composed the required PowerPoint dashboard slide, doing my best to force-fit my program status into the pre-ordained format—which didn’t really work. I had to choose one color—Red, Yellow, or Green, to characterize the current status of my entire program, which was global and massive in itself. I had already been warned by my leadership that there were no “Reds” allowed, and no getting creative with “Oranges” as some do… so my choices were Green or Yellow. There was a tiny box for a 6 pt. font paragraph commentary on that status, which made me feel a bit better, since I could at least qualify the color rating.
Well, feeling rushed and cranky one November Friday, I decided to try a little experiment. Continue reading