Join Bob McGannon for an in-depth discussion in this video Addressing tension, part of Triple-Threat Project Professional.
So I've talked about this concept with people at each end. I've talked about it with the project managers. I've talked about it with the business analysts. I've talked about it with the, with the change managers. And it's interesting. They support the concept, but it's not without a bit of apprehension or some tension. They all wonder who's going to rise to become the triple threat leader, and will it be from one area, and that area is not theirs. Let me tell you what I mean. The, the business analysts worry that we're going to focus on the, the squishy part of, of focusing on people.
And not put enough emphasis on making sure the as-is, and the to-be process is well defined, and there's a path from one to the other. The project managers are worried that if it's not them, if you will, there's going to be the squishy people part on one end and someone that's putting too or, or someone's putting too much emphasis on the business change and not the fact that there may be difficulties in building the tools or the new processes or working with senior leaders in the middle. So they're concerned about that.
The change managers on the other hand, are concerned because you've got people that are working on the business, you've got people that are working on, you know, building things in the middle, and they have this appreciation for helping people work through the process of change and are we not going to have enough emphasis on the people side of this exercise. With the, with the statement that says it's all about having people do different things or it all fails. They're all correct. The triple threat leader has to have an appreciation for the fact that there's going to be an emphasis on different competencies based on which stage you are in going through bringing this initiative to bear.
So, I tell them all, yes, they're absolutely right. The best people who can focus on the emphasis that they need to have in each of those three pieces of this exercise. Yet, can appreciate the others as well are going to be the people that become truly effective triple threat leaders. So the business analyst that understands that going from as-is to to-be is going to affect people on this end is going to have a, a good mindset relative to being the triple threat leader.
The project manager in the middle that understands, they have to have a well-defined change on this end, and they have to work with bringing that change to fruition on the other. Is going to be a good candidate for the triple threat leader. And correspondingly, the change manager who has the ability to work with people but understand that there's process that has to be defined in this end and a construction stage that has to work in the middle and can figure out how to manage all three. Whether they can do it themselves is not relevant, but if they can figure out how to manage all three that's the person that's going to become an effective triple threat leader.