Learning from experience: the key principle of success?

I was once asked by a participant of a project management training session what is, in my opinion, the most important principle.

Of course, the first answer that came to mind was "focus on the business need"; to deliver value to the customer or to the investors - the continued business justification of the project, which is the first principle of AgilePM® and PRINCE2® and is emphasised in all management methods I have heard about.

But my answer was different. When you have to choose only one piece of advice, you look for something more generic. You want a principle or practice which, if applied properly, would let you derive all others which matter.

In my opinion, the most important principle is learning from experience; pausing, observing, reflecting and acting on conclusions derived from real observations, here and now. Running retrospectives and demonstrating progress achieved due to acting on the lessons learned makes us stronger and more focused on what really matters.

For example, if our costs exceed the benefits for a given project but we do an honest lessons-learned session at its closure, we should recognise that fact and improve our analysis and decision-making process in the future. If we struggle with scope, effort, time or cost estimations, if we suffer due to micro or mushroom management, if we play internal politics, Chinese whispers or grapevine communication… but then, we pause and reflect, we will work out rules that will help us. We just need to have the courage to stop and ask the three golden questions of retrospective:

1. What worked well?
2. What was difficult?
3. What do we want to do differently next time?

If we ask them with true curiosity and interest, our colleagues will return the energy with honest answers.

This empirical mindset, this humble, honest and curious approach, is also at the foundation of Scrum, AgilePM and other Agile methods.

Does it apply only to teams?
What about managers? 
How could it help line managers, department, project, program managers, plant managers, CIOs?

All of these can be very lonely roles. Although they are surrounded by people they are mostly on their own, very much like trainers and teachers.

Recently I have been undergoing a periodic trainer assessment carried out by a professional APMG assessor. It wasn't my first, so I knew what to expect and my cold feet were a little warmer. I decided to use this opportunity to reflect and to consult my new ideas with the assessor.

The effect absolutely exceeded my expectations. It was one of the three most enjoyable assessments I have ever taken. It reminded me of my time at university when I had the rare opportunity to meet really great professors. They not only transferred knowledge and inspired with passion, but they also created an amazing atmosphere of safe partnership.

The assessor and I exchanged our favourite methods, tools and metaphors. We shared our observations, insights and stories. The assessor confirmed some of my assumptions. And he confirmed some of my doubts. Sometimes he helped me to see my idea in a different light. We even tested some exercises and IT tools to check their usefulness in remote teaching.

After two-and-a-half hours of talking I was so charged with energy and willingness to develop in the field that I can still feel it now, writing this text a month later. It is so valuable to get confirmation, to know what you do well and to have clear ideas for further development.

I wonder: how can this kind of interaction be used to make managers' lives easier?

Psychologists, coaches and teachers have periodic supervisions that help them work with other people. Wouldn't managers, who also work with people, benefit from some form of professional support provided by a highly skilled person?

Managers can have an impact on thousands of people. Yet they often struggle to find someone knowledgeable and objective to consult; a true consigliere, who can argue with them or challenge their ideas. It can be difficult to bother your superior with doubts and frighten your subordinates with questions. An independent person with authority and experience is needed from time to time.

In my opinion, such coaching can be provided only from outside the organization. Only then the coach can ask the three golden questions of retrospective with true curiosity and neutrality, and they can be answered honestly, without politics and a fear of losing face.

I believe that there is a niche in the market for professional, accredited coaching/supervision/support services for managers provided by an external institution that guarantees high levels of soft skills and deep understanding of management methods and frameworks. I think all managers could benefit from a service similar to supervision for psychologists and teachers or assessment for trainers.

Personally, I would like to work for a boss who is regularly enlightened.

About the Author: Mikołaj Mędrzycki

Mikołaj works as a freelance developer and an approved trainer of AgilePM, AgilePgM, PRINCE2 and MSP. For many years he has worked as a project manager and business analyst. He is a certified ICC coach, passionate about teaching and AI. Mikołaj is a co-author of the idea of trifle - an educational portal that automatically adapts to each student and their progress. Connect with Mikołaj on LinkedIn.