Before the Walls Come Tumbling Down: Dodging Dogma, Choosing Collaborators Wisely, and Refusing to Turn a Blind Eye.

The Antepenultimate

Ah, New London, Connecticut. I can't help but inject a thrill. "We're off to London!" I exclaim to the family, relishing their anticipation. The excitement dissipates when I clarify, "New London!" Yet, I harbor a genuine affection for the place.  If you look deep into the cracks and crevices between the concrete slabs, you’ll uncover a charm that seeps out and into you — a city teeming with life, history, and soulfulness, deserved of its diverse population. That’s why I felt a sadness when I heard the news.

The Penultimate

In New London, the steeple of the First Congregational Church served a dual purpose: guiding lost souls and lost travelers alike. Perched atop a small hill at corner of Union and State Streets for close to 175 years, the steeple served as a permanent marker to help New Londoners navigate winding streets and wandering souls, against an ever-changing tide, time, and skyline.

Designed by architect Leopold Eidlitz, the First Congregational Church revealed the simple stone work of the colonial era — contrary to the intricate details, colorful facades, and ornate decorations found in the architecture of his Chechen roots. Eidlitz's technical precision and complex creativity can be found in the grandeur of the New York State Capitol in Albany, a symbol of political power and prestige. Perhaps, his most peculiar creation garnered the most attention—the fantastical "Iranistan," P. T. Barnum's house in Bridgeport, Connecticut. An ostentatious palace retreat for the world's greatest showman, "Iranistan" stood as the ultimate statement of Barnum's flamboyance and flair.

The steeple was more than just a feature of architecture; it was a beacon of light, cutting through the darkness of bygone days, when New London reigned as the second largest whaling port in the world. A bustling hub of maritime activity, the city saw 257 ships set sail on over 1100 whaling voyages between 1718 and 1908. With each successful voyage, the city's coffers swelled, the contents of each ship’s hull greasing the gears of America’s textile machines. Unfazed by the ravages of coastal storms that doomed wayward sailors, the steeple loomed over the bustling streets below, its stone steeple rising above our earthly concerns as if wanting to connect anyone caught in its shadowy reach with some higher purpose.

As the years wore on, the whaling industry waned, but the church and its steeple remained, a ghostly witness to the ebb and flow of time. Its steeple, once a symbol of prosperity and progress, now stood as a solemn reminder of the wealth that had once built it and the entire city below. Yet, amidst the hustle and bustle of modern life, it continued to point skyward, a steadfast reminder of the city's storied past and the strength of its people. Then on January 25 2024, it fell - to rubble.

On that fateful afternoon, the city bore witness to a unfathomable act worthy of the heartless PT Barnum. The steeple, a symbol of faith and history, dissolved into oblivion, leaving behind only a jagged stone pile obscured by a shroud of dust. A gaping void now punctuated the skyline. The steeple no longer demanded the limelight; it was now relegated to sideshow act.

Recently, as reported by The Day, South African architect Mike Bell shed light on the steeple and church’s demise. Bell uncovered a pattern of neglect and decay. Bell studied the building inspection reports, pictures, and video preceding the disaster and identified a fatal water leak in the north wall that buckled door frames just above the location housing the church organ. In a futile attempt to remedy the situation, the organ was replaced with a digital one, a move that addressed only the surface symptoms while turning a blind eye to the underlying cause.

As Bell points out, if you look back far enough, the extent of the impending disaster was first recognized at its inception, and by its very creator, Eidlitz. In a letter to the congregation, Eidlitz outlined the consequences of defective masonry and the uneven settling of the foundation, warning of the inevitable parting of the tower walls that held up the steeple. Despite his plea for action, Eidlitz's recommendation to demolish and rebuild the tower was ignored - for 147 years. Even more recently, other architects noted signs of the steeple's deterioration, with its spire tilting more ominously and pronouncedly; cracks in the steps leading from the balcony to the tower were dismissed as trivial to the integrity of the building.

Nevertheless, the steeple’s tower harbored a hidden flaw, both insidious and patient. For the last century and a half, unwilling eyes glanced over the masonry's imperfection there since its beginning, and with time, that oversight metastasized into a secretive, malignant rot. When the hour of reckoning tolled, the tower holding up the steeple crumbled, bringing the entire edifice down in ruin.

The Ultimate

In the aftermath of this catastrophe, an everlasting truth emerges—a truth that transcends mere stone and mortar. Much like the towering steeple, the projects we undertake in business can ascend to prominence, positively influencing many lives, yet conceal within their walls the seeds of their own undoing. The rush to commence, the haste of construction, the impatience with the arduous task of forging lasting solutions—all these can blind even the most vigilant eyes to the fissures that mar the very core of the projects we undertake. Here are three things you should consider before embarking on your next project.

First, in the world of project management, there exists a vocal majority who extol Agile methodologies while wholly dismissing Waterfall. However, what they fail to grasp is that it's not a matter of one being inherently superior to the other; rather, it's about determining which methodology best suits the project at hand. Waterfall, with its linear progression, is ideal for projects with well-defined end goals. For instance, if a project manager (there are too many titles to settle on just one but I had to) possesses a clear and unchanging vision for an application, Waterfall methodologies could prove suitable.

Conversely, Agile allows for significant flexibility and adaptation as the project evolves, making it better suited for endeavors where outcomes hinge on ongoing research or testing. Budgets in Waterfall projects tend to be less flexible since the project is meticulously planned from the outset. In contrast, Agile permits shifts in direction, impacting budgetary allocations accordingly. Similarly, timelines in Waterfall projects are predetermined, whereas Agile timelines adjust based on project evolution.

In construction, like in that of the First Congregational church, or residential mortgage lending, which I'm involved in, Waterfall is a fitting methodology. That isn't to say that Agile never has its place it either; however, it should be used with surgical precision. Take the construction of buildings, for example, where meticulous planning and precise execution are paramount. Alterations during construction can prove significantly costly and disruptive – or significantly cost and disrupt real lives. Therefore, a more traditional project management approach, emphasizing thorough planning and adherence to initial blueprints, often proves more effective, minimizing the risk of costly mistakes. Nevertheless, an Agile approach might be suitable for its interior design, where there is less to lose.

Likewise, in industries like residential mortgage lending, which are bound by stringent regulatory requirements, an Agile approach may not always be prudent. Residential mortgage lending demands precision and compliance with non-negotiable laws. Agile's adaptable nature could introduce a cascade of changes jeopardizing compliance in not just the place you start to fix, but in the all the processes down the line as well. In residential mortgage lending, regulatory non-compliance can lead to severe penalties and reputational damage. Hence, a project management approach prioritizing meticulous planning and strict adherence to regulatory standards is preferable. Yet, an Agile approach might be suitable for marketing and recruiting projects, where there is less risk or it is at least contained.

In both methodologies, getting things right the first time can’t be written off wholesale. Rectifying errors post-project completion can prove prohibitively expensive. Whether in construction, where a late-discovered structural flaw could necessitate extensive rework (even demolition), or in residential mortgage lending, where an application error could result in legal penalties and loss of trust across hundreds if not thousands of applicants, the costs of error are high.

While Agile offers flexibility and responsiveness, it's not universally applicable. Projects with high upfront costs for changes, stringent regulatory requirements, or where errors have severe consequences should emphasize traditional project management methods while taking what works from Agile to help bring the project to fruition faster. This hybrid approach ensures comprehensive upfront planning, mitigating the risk of costly errors, ensuring compliance, but with a continuous eye toward shortening the timeline to completion. I think our company does a good job at threading this needle.

The second lesson, stark and unyielding, lies amidst the rubble: the importance of knowing who you work with. Questions arise about the thoroughness of Eidlitz’s vetting process regarding the masons. Did he delve into their backgrounds, examining their track records and previous projects? Did he verify their qualifications and accomplishments, ensuring they possessed the requisite skills for the task at hand? Moreover, what measures did he employ to gauge their dedication to safety protocols and commitment to craftsmanship excellence?

The temptation to prioritize cost over quality is ever-present, yet Eidlitz's experience serves as a reminder of the potential pitfalls of such a choice. Were the masons chosen solely based on their bid being the lowest? While cost is undoubtedly a factor, it should not overshadow other crucial considerations, such as competence, reliability, and alignment with project values. Conversely, does a higher always mean higher quality? Opting for the lowest bid may seem economical initially, but it can lead to far greater expenses down the line if the workmanship is subpar or if safety standards are compromised.

The process of evaluating and interviewing potential collaborators cannot be underestimated. It extends beyond simply assessing technical skills; it involves probing into their work ethics, communication abilities, and compatibility with the project's ethos. Background checks, reference verifications, and thorough assessments of past work performance are indispensable components of this process. By scrutinizing candidates through multiple lenses, one can glean a more comprehensive understanding of their suitability for a project.

A robust interview and evaluation process serve as bulwarks against potential disasters. They equip project stakeholders with the insights and assurances needed to make informed decisions about whom to entrust with critical tasks. By investing time and resources in these processes, organizations can mitigate risks, safeguard project integrity, and uphold standards of excellence.

Lastly, when things go awry, possessing the courage to confront uncertainty head-on becomes paramount in steering a project away from the brink of catastrophic collapse. However, embarking on corrective action entails a multifaceted commitment, demanding not only financial resources but also time, patience, and the stomach to brave the embarrassment of temporary failure. It's a test of leadership, requiring individuals to confront uncomfortable truths and make difficult decisions for the greater good of the project.

Acknowledging when a project is veering off course and requires a fresh start is perhaps one of the most challenging aspects of managing a project. It necessitates a willingness to set aside pride and ego, recognizing that persisting along a failing trajectory only amplifies the risk of total failure. This level of self-awareness and humility is rare but essential, as it opens the door to new possibilities and opportunities for course correction.

Moreover, addressing hidden flaws before they escalate into full-blown crises demands a proactive approach to risk management. It entails cultivating a culture of transparency and accountability within the project team, where issues are surfaced and addressed promptly rather than swept under the rug. It requires leaders to foster an environment where team members feel empowered to voice concerns and propose solutions without fear of reprisal. By preemptively identifying and mitigating potential pitfalls, organizations can prevent minor setbacks from snowballing into existential threats.

As the city mourns its loss, it prompts introspection—a confrontation with the transience that shadows even our grandest achievements. May the ashes of the steeple not only birth a memorial to the past but also instill a new future —a commitment to safeguarding what we hold dear by employing suitable methodologies to build what lasts, assembling qualified teams that share our vision and values, and having the courage to change course when needed.