When people say a project is important, we usually believe them.
But then something interesting happens.
People arrive late.
They leave early.
They send substitutes.
Years ago, I was facilitating a group working on a major organizational challenge. Everyone agreed the work mattered. The organization was wasting time and money because of inconsistent systems, and leadership wanted a solution.
So we set regular meetings twice a week over lunch.
At first, everyone showed up.
Then people started drifting in late because another meeting ran over. Some began watching the clock before the meeting even ended. Others left early because they had to get to “real work.” Eventually, substitutes started showing up in place of the original team members.
I finally stopped the group and asked:
“If this is truly important, why are you treating it like an afterthought?”
Their answer was honest.
Their performance reviews, compensation, and recognition were all tied to their regular responsibilities — not this project.
And suddenly, I had this image in my mind of a giant rubber band attached to each person, pulling them right back to the work they were actually rewarded for.
That’s the problem with many strategic initiatives.
Organizations say the work matters.
But the systems around people often say otherwise.
So before launching an important project or change effort, it helps to have a different kind of conversation.
- Why does this matter?
- What might pull people away from the work?
- What competing pressures are already in place?
Not dramatic obstacles. Just reality.
Sometimes a simple conversation at the beginning can prevent a great deal of frustration later.
I’d love to hear your thoughts on this. Hop over to LinkedIn and join the conversation there.
About the Author, Rick Maurer
