I really like the 'process vs. results' distinction. It's a very good one. I'd be curious what you learned about dealing with that when the process becomes visible (as it did in this case), other than patience and showing how the work converged.
Also, had my boss provided the air cover for me that I was providing for my team, it would have been a lot less painful. Layers of air cover starting from the C-suite are absolutely required for transformation initiatives.
Dean calls out an essential practice – build the relationships before you need them. I had the disadvantage of being new to Microsoft when the need for the DOTF was already urgent. Had I had a few years to develop rapport and trust with more people throughout the very large org, on their terms, it may have gone more smoothly. But honestly, that particular person was probably going to be a jerk no matter what. While others were supportive from the start.
I really like the 'process vs. results' distinction. It's a very good one. I'd be curious what you learned about dealing with that when the process becomes visible (as it did in this case), other than patience and showing how the work converged.
Also, had my boss provided the air cover for me that I was providing for my team, it would have been a lot less painful. Layers of air cover starting from the C-suite are absolutely required for transformation initiatives.
Dean calls out an essential practice – build the relationships before you need them. I had the disadvantage of being new to Microsoft when the need for the DOTF was already urgent. Had I had a few years to develop rapport and trust with more people throughout the very large org, on their terms, it may have gone more smoothly. But honestly, that particular person was probably going to be a jerk no matter what. While others were supportive from the start.