VOICES In the Trenches
Lessons
Learned
Three things I learned from my executive master of
business administration degree.
By Suresh Gopalakrishnan, PMP
AFTER A FEW DECADES OF IT-related project management across a broad set of industries, I recently
returned to school for an executive master of business
administration degree (EMBA). The 18-month program was rigorous, challenging and exciting. Here are
my three big takeaways from the experience:
1. Emphasize Traits Over Skills
Traits are innate, but skills can be taught. Often in the
recruiting process, too much emphasis is placed on
skills and not enough on traits. Organizations—and
project managers—would be better served in the long
run by focusing more on these traits, known as the five
factor model:
1. Conscientiousness (dependable, efficient, achieve-ment-oriented)
2. Emotional stability (calmness, steady, self‐confident,
secure)
3. Extraversion (sociable, ambitious, active)
4. Agreeableness (courteous, optimistic, friendly)
5. Openness to experience (intellectual, imaginative,
analytical)
Individuals with the above traits can overcome
certain deficiencies in their skill set, while the reverse
isn’t always possible. Focusing on the five factor model,
more than technical know‐how, will help you form a
project team that can work well together.
Years back, I interviewed for a project management
position at a reputable firm. The interview process
was so focused on the specific technical details of the
company’s system that traits and experience were not
explored. I did not get an offer. A year later, I found
out that the person who accepted the position—
who had a very strong technical background—
was let go for not possessing leadership traits.
2. Negotiate Better
Throughout a negotiation, it’s critical to know
three factors: the most desired outcome, the least
acceptable agreement (the minimum agreement
that stakeholders will accept) and the best alternative to a negotiated agreement, or BATNA (a
plan in case an agreement can’t be reached). You
may start a negotiation with weak BATNA, but
the dynamic nature of business events can
change that.
A few years back, I was tasked with salvaging a
troubled project. Going in, my BATNA position
was very weak, and I had no choice but to absorb
an unfair share of costs as a demonstration of
good faith. A few months into the project, due
to some of my corrective actions, project performance improved significantly. However, I failed
to recognize the change in my leverage, which I
could have used in my favor and helped save a
few thousand dollars.
Another negotiation lesson I learned is to separate interest from position. The classic example is
of two chefs fighting over an orange, only to realize that one wants only the juice and the other
only the skin. It is impossible to satisfy them
both based on their position—they each want
the orange. But their interests—why they want
it—are different, and a smart negotiator uncovers
these and realizes both parties can get what they
want. When dealing with conflicting priorities,
project practitioners should explore the interests
behind stakeholders’ positions.
Similarly, remember that negotiations can be
win-win, which some call “expanding the pie.”
One of my professors liked to point out that in
many situations we tend to take an “or” approach
and lose sight of two additional options. When
we say A or B, we forget that there’s always the
possibility of A and B or neither A nor B.
