Business analysts tend to be detailed, thorough, and well-informed through research. It’s part of what makes us so good at helping people analyze and solve problems. But if we feel committed to letting people know when we’re right (and they are wrong) we can quickly sabotage some of our best relationships and alienate ourselves.
One way to improve how you deal with other people is to begin to recognize this tendency in yourself. Have you ever found yourself in any of the following situations?
- You brought up an issue weeks ago, but everyone thought you were ridiculous. Now that issue is threatening to derail the project.
- Your developers tell you a certain set of requirements can not be completed, only to work through to a solution that’s very similar to the one you originally proposed.
- You had a great idea about how to solve a problem. The business thought you were crazy. After a few weeks of elicitation, ideas, and discussions they settle on your solution without even realizing it.
How did you handle the situation when the truth unfolds and you realize “I was right all along. I KNEW it!”? Did you point out that you were, indeed, correct. Thank you very much. Did you let the “I told you so” bug nip at your shoulder until you brought to light that you, yes you, had in fact been right.
Or are you mature and humble enough by now to have realized it just simply didn’t matter if you were right. Maybe you could have been wrong. And, in all reality, being right is not nearly as important as helping a team of decision-makers make the best possible decision.
I keep coming back to a phrase I read in one of Jeffrey Gitomer’s books on sales, loosely quoted here:
If I do not make the sale, I only have myself to blame.
Not my customer. Not my referral. Not the economy. Not my sales materials or marketing consultant. Me, myself, and I. How does this relate to the idea of always being right? Well, in all honesty, being right simply doesn’t matter if you can’t win your customer (or your tech team) over to your idea. If you brought up a great idea a few weeks ago, great, but why didn’t you convince anyone else to take your side? It’s not their fault. It’s yours.
Being right simply is not good enough to excel at this role. Helping influence a team of people to find the best answer and act on it is.
So next time that “I told you so” bug nips at you, just take a moment to pause. Who’s needs are you serving by bringing that up? What can you learn about how to better influence others next time?
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By Laura (Brandau) Brandenburg. Laura Brandenburg is an independent business analyst consultant. She is passionate about the BA profession and is committed to contributing by supporting this blog as a forum for business analysts to build on each other's experiences. View more blog posts by Laura (Brandau) Brandenburg |
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{ 10 comments… read them below or add one }
Great post. In today’s tough economic climate, many workplaces have become a battle ground of who’s more valuable than who, and proving that you are better than the next guy or girl. Unfortunately this attitude has permeated the culture of most organizations and have made a bad situation much much worse. Its tough to not gloat over a victory and point fingers at blame for failure. Receiving praise or blame shouldn’t affect the core of who we are.
There’s a great quote from the Sutta Nipata, “You will always be getting praise and blame, but do not let either affect the poise of the mind.”
I’ve been working on a post that speaks to this. I’ll send it to you soon, once I have it all flushed out.
This used to be me, I think. There was a point though that I realized exactly what you mentioned…it just doesn’t matter whether I’m right or wrong and shoving it into someone’s face only alienates the braggart.
What I’ve found over time is that when you consistently provide sound advice, no matter if it’s taken, you will be viewed with some respect for knowing what you are talking about. It’s one of the those “build it and they will come” things. As your predictions come true, your stature as one who has some value grows in the background unless you stand in it’s way telling everyone how great you are.
Nice post Laura
Interesting post. While I do agree with the premise and conclusion, for that matter, I am not sure if this gels with gaining success is “Corporate America”.
I have read many articles and books citing one of the (major) differences between women and men on the corporate ladder is the ability, or at least easiness of, ‘bragging’ about one’s accomplishments. Tooting one’s horn to get noticed?????
Maybe tides are changing, but the one who can claim ‘the idea was mine’ or cast off the ‘blame’ in a very politically savvy way, tends to get noticed, promoted, etc. I’d love to hear comments on this, in agreement or to the contrary…
I agree, it’s definitely important to make sure you and your manager are on the same page about your contributions and that they see what you are adding to the project. But the other point I want to get across is that just having the idea is not nearly as important as leading the group to the best idea. Good managers will recognize the latter as more important than the former.
Laura
Terrific post! I’d love to hear the different ways BAs influence teams to find the best answer and act on it.
I think in these economic times collegues respond very well to BAs who make them look good by coming to the right decision and executing on it. Those who make them look bad by saying “I told you so” will not get the cooperation needed to move a project forward. And, good managers will seek feedback from your collegues when review time rolls around. What do you want them to hear? The saying goes, people don’t remember what you do but how you made them feel.
Laura – I think that is the most important point of this article. ‘Having the idea is not nearly as important as leading the group to the best idea’. One of the skillsets of a good BA, and one of the more difficult ones to master, is influencing or maybe selling is a better word for it. Great article! Thanks
Your description of an analyst is a Myer-Brigg’s INTJ personality type. Your advice is well founded. Saying “I told you so” is a great temptation. Yielding to it will serve no one except the claimant’s ego. I testify, as first hand witness, the temptation is great and the uselessness is commensurate.
Well said Helen, “The saying goes, people don’t remember what you do but how you made them feel.”… very Pavlovian, very plugged into human behavior. Other readers: neglect this advice at your own peril.
Thanks for your comments!
Meyer, I’m curious about the reference to Myer-Brigg’s and what drove it….I am actually an INTP, so close, but not spot on. I definitely am not under the impression that all analyst’s share a certain personality type, so just wondering about your analysis and how I can make sure this blog appeals to analysts across personality types.
Thanks,
Laura
The “I told you so” makes me want to laugh out loud. How many times have I walked into a totally new environment, new project, new system, new industry, new people, a certified total newbie, but somehow can quickly figure out “that won’t work” and tried with grace and humility to explain the risk, only to be looked at like I’m from another planet.
No, not quite another planet, just BA DNA, and I totally agree, the “I told you so” just isn’t the way to go. However justified we may be to feel that way, it’s the quickest way to alienate the business and fellow team members. We can be much more effective in an atmosphere of trust. Being right but having the humility to encourage and lead builds trust and credibility.