Are companies getting it done fast … or right?

I was suspended from high school once for cutting class. Even after my formal sentence, my father thought I deserved the additional punishment of painting the living room. As he inspected my work, he informed me I would have made a fantastic bridge painter. My work was messy — semi-gloss trim paint intermingled with the eggshell on the walls.
Being a snarky 17-year-old, I asked if he would rather have speed or accuracy. He informed me he wanted both. Doing a job well, while simultaneously doing it quickly was a hallmark of the greatest generation.
I’m 30 years older now and I wonder if it’s still possible to do both.
Time vs. quality
There’s a paradox between the time it takes to complete a project and the quality of the final product. When time wins over quality and due diligence, there can be huge consequences — like the mortgage securities scandal of 2008 or the BP oil blowout in the Gulf of Mexico.
What effect does this trend have in day-to-day management culture? We’ve all gotten used to the frenetic pace of everyday life, especially in business.
If a team rushes, something’s bound to be missed or a concept lost in translation. By comparison, if a project takes too long, you risk team fatigue, overly critiqued concepts and your people losing interest.
If your company or management team is perpetually stuck in this cultural fiasco, it may be time to re-evaluate.
Go outside
Consider hiring someone else to drive the project. It might not be the most popular decision, but you’d be surprised how quickly managers respond when some weight is lifted off their shoulders. Project interest becomes reinvigorated and a pair of fresh eyes can make all the difference in speeding things along, while simultaneously observing quality control.
The key is allowing the outside hire to be as high on the ladder as your current team managers. Don’t make them feel like an interloper brought in to clean up a mess.
Go pro
Ensure the talent you hire has achieved results in this specific capacity. Skill sets are often non-transferrable. Just because someone led a solid team once doesn’t mean their results can be replicated; go with experience.
That seems obvious, but I’m surprised by the varied backgrounds of team leaders. Think “specialized skill set” when it comes to leading change, leading people and meeting deliverables.
Get real
Be in a constant mode of evaluation as the project rolls out. And most importantly, be honest. Ask the important questions of yourself and your team. Are we doing good work? Is this the best use of time and resources?
It’s critical to step back and take in the whole picture. Think about how everything is coming together.
 

You’re only as good as your last project. The execution and the quality of the work is what ultimately stands out. Just get it done right. That said, there’s no harm in telling your team to speed up a bit, as long as they stay on point.