They know they have a problem. They know they're going to be late. But they hide it. They don't own it.
I understand why a lot of people can be like that though. Many companies will chew you up for admitting you don't know. I'm prepared to give Ostriches the benefit of the doubt and I've developed a few techniques to help them speak out. As a boss, I want people who own their mistakes early and reach out. If they don't feel safe to do that, it's on me. But if they can't even admit to themselves they're wrong or they need support, there's nothing I can do.
I've seen that. There's also a related behavioural pattern that makes the Ostrich pale by comparison, and it's sometimes seen in Dilbertian bosses from hell who instigate ostrich-like behaviour when they refuse to accept that planning errors, unrealistic deadlines, and performance prediction mistakes can sometimes happen.
Force too many people to behave like ostriches in any organisation and you end up with the most dysfunctional bureaucracy you have ever seen.
I've worked with plenty of organisations like that, which is why I try not to blame the Ostrich at first. In a situation like that, it's a valid defence mechanism. Any organisation that blames individuals instead of process will wrap itself up in red tape and stop achieving anything.
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The Ostrich.
They know they have a problem. They know they're going to be late. But they hide it. They don't own it.
I understand why a lot of people can be like that though. Many companies will chew you up for admitting you don't know. I'm prepared to give Ostriches the benefit of the doubt and I've developed a few techniques to help them speak out. As a boss, I want people who own their mistakes early and reach out. If they don't feel safe to do that, it's on me. But if they can't even admit to themselves they're wrong or they need support, there's nothing I can do.
I've seen that. There's also a related behavioural pattern that makes the Ostrich pale by comparison, and it's sometimes seen in Dilbertian bosses from hell who instigate ostrich-like behaviour when they refuse to accept that planning errors, unrealistic deadlines, and performance prediction mistakes can sometimes happen.
Force too many people to behave like ostriches in any organisation and you end up with the most dysfunctional bureaucracy you have ever seen.
I've worked with plenty of organisations like that, which is why I try not to blame the Ostrich at first. In a situation like that, it's a valid defence mechanism. Any organisation that blames individuals instead of process will wrap itself up in red tape and stop achieving anything.