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| Caption | kenlentzcoaching.com |
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| Link Description | Fast-track your career as an IT managerwith a service designed to help you make the transition from being technically skilled to understanding the core business skills necessary to succeed as an upwardly mobile IT manager. These comprehensive resources from Ken Lentz IT Management Coaching equip you... |
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| Page Name | Ken Lentz CIO Management Coaching |
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| Body | ’ll never forget the day our mission-critical software went live. It was supposed to be a defining moment for my IT department—a testament to our capability to deliver tailored solutions for the business. Instead, it turned into one of the most humbling experiences of my career. The name of the software was going to be “Catalyst”. But, as you will read, it should have been named “Catastrophe”. The software had been in development for months, designed to handle a core function of our operations. It wasn’t just a tool; it was the tool. The project was driven by the needs of a particular business unit, and I worked closely with their manager, Kelly, to ensure it met every requirement. Kelly was sharp and confident—a natural leader. When she assured me that her team had thoroughly tested the software in their environment, I believed her. After all, she had as much at stake as I did, if not more. Looking back, I realize I wanted to believe her. The deadlines were tight, and our resources were stretched thin. Her reassurance meant I could avoid delaying the launch. The thought of holding things up for additional testing felt like an overstep. I was the IT Director, not the gatekeeper of their processes—or so I thought. Launch day arrived with an air of cautious optimism. The initial rollout seemed smooth enough, but within hours, the cracks began to show. Reports didn’t reconcile. Transactions were failing. Users were locked out of key features. What was supposed to streamline operations instead ground them to a halt. My phone was blowing up with calls from executives demanding answers. As it turned out, Kelly’s team hadn’t done any meaningful testing. They had assumed we would catch everything on our end. We, in turn, had trusted their assurances. It was a perfect storm of misplaced confidence and miscommunication, and the result was catastrophic. The next 72 hours were a blur. My team and I didn’t leave the office, fueled by stale coffee and sheer determination. We tore through the codebase, patching what we could and rewriting entire sections when necessary. Kelly’s team was suddenly very available to validate changes, a little too late for my taste. Every fix felt like triage on a sinking ship. In the end, we managed to stabilize the system enough to keep the business running, but the fallout was unavoidable. Trust was damaged—not just between IT and the business unit, but across the organization. The blame game started almost immediately, with fingers pointed in every direction. I took full responsibility, publicly and privately. It was the right thing to do. I had made the call to trust Kelly’s word without verifying it myself, and that decision cost us all. The experience changed the way I lead. From that point on, I implemented a policy: no system goes live without an independent review and verification of user testing. Trust is vital, but so is accountability. I also made it a priority to build stronger relationships with business units, ensuring clear communication and mutual understanding of roles in every project. The rewrite eventually turned into a success story, but the scars from that launch remain a constant reminder. Leadership isn’t about trusting blindly—it’s about ensuring everyone is rowing in the same direction, with the same level of commitment. It was a painful lesson, but one I’m grateful for. It made me a better leader, and our team, a stronger unit. |
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