Leadership Lookout

There is a virulent strain of virus going around these days called the “Somehow…” virus. It is affecting individuals, teams, and entire firms without regard to size, location, industry, or performance.

Something has caught my attention lately. In the midst of action planning during a strategic planning workshop I heard, loud and clear, “Well, OK, I’ll do it… Somehow.” This is reluctance masquerading as commitment to a task.

That got me to thinking about good action planning and how it has a task (outcome), an accountability (person), and a time (due date). But again and again the word “somehow” is getting attached to the commitment. I think it happens for several reasons:

1. because of a battle over priorities – which the person lost;
2. because a person gets known as someone who will get things done – regardless of other commitments and time constraints;
3. because the boss simply insisted something get done – she won’t take “No” for an answer; and
4. because we still don’t know how to say “No,” or to lessen the load by deleting some activities/projects in favor of other higher-priority activities/projects.

Then what are the consequences of “Somehow…” commitments and what, if anything, should be done about it?

I see consequences to the person, the task, and the culture.

* After making a “Somehow…” commitment people often appear dispirited and discouraged. Is this really how we want people to feel after taking on an assignment?
* “Somehow…” commitments leave the completion of the task in question – will it really get done? When will it get done? Has the person really agreed to do the task? Too many unanswered questions in my opinion.
* And lastly, multiple “Somehow…” commitments undermine the culture of the team or organization. Planning becomes a joke and follow-up becomes uncertain. The bottom line is the effort ends with less fizz and more fizzle.

As far as remedies or inoculations to the virus go, I imagine that only collectively recognizing and calling out instances of “Somehow…” commitments will do any good. Perhaps if, in the beginning of planning sessions, participants agree to not allow “Somehow…” commitments, then we can eradicate this virus and protect ourselves from the aftereffects of discouragement, disengagement, and poor follow-through.

Filed under: Discussion, From Rebecca