For any hands-on technologist who might visit Colonial Williamsburg, a trip to the Gunsmith’s Shop is mandatory. The heat from the forge, the radiation of glowing steel, the waft of oil, the grinding of the reamers, the pounding of hammers, all proclaim the considerable technology required to build a flintlock weapon two centuries ago.
Of special note, here, is the firing mechanism. When the cock (firing lever) is pulled back completely, it seats until the trigger is pulled, whereby a metal spring energizes the flint to spark the powder. Boom! It goes, smoke fills the air, and a projectile sails to its target. Now, to load the pan with powder, you must clear the flint. Clearly, you do not want the cock in firing position since the weapon is already loaded and an unintentional firing will be troublesome. So, the inventors created a half-cock position whereby the lever goes back halfway and seats in a sort of safety position.
I say ‘sort of’ because over time the seat wears, play develops in the lever, and the weapon may unintentionally fire from the half-cocked position. Bad things follow. Or, you might go off to the hunt, raise the weapon, pull the trigger and nothing happens because it was left half-cocked. Hence, the term, “Don’t go off half-cocked,” means “do not go into something unprepared, when only partly ready.”
It occurs like this. You spend months on a project and, suddenly, are called to an important meeting to explain your progress, or lack thereof (meaning the decision makers are tired of spending money and want to know when they will make money). You work all night on your presentation. You feel you have barely begun when a decision maker asks, “When will you be finished so we can see the results of this project?” You are not prepared for such a direct question. (You didn’t even know you had a schedule. Who needs that?) You are frustrated. You are at a loss. Instead of responding with a well though out, carefully targeted, definitive reply, you explode in the half-cocked position, “I don’t know when it will be finished. No one can predict the outcome of research!”
Immediately, you have raised your weapon and started a battle that, unquestionably, you will lose.
Here’s the right approach. First, get them to agree on what is meant by ‘finished’ and ‘results.’ Is it the completion of the research, validating the output, building the prototype, what? Doing this will give you time to group your thoughts together. In any event, your answer will be directed at something specific and you will know what they mean by ‘finishing.’ Do not just start talking.
Never forget that some of the decision makers are your advocates. Otherwise, how did you get here in the first place? They may be helpfully prodding you to get off the technology details and move on to to the subject. They may want you to explain what has been done, why the delay, what you will need, and how long it will take. Do not transform every question into an attack. Do not make yourself a target. I cannot tell you how often technology wizards needlessly assassinate themselves with ‘friendly fire.’
Now, once you understand what they mean by ‘finished,’ take some time to explain what needs to be done in order to get to that finished point. What is holding you back? What equipment is needed? What personnel? Why do you need them? Do not mention cost or budget. Be specific. Talk about what you need, not about what it costs. The difference in effect is enormous.
In most cases, when you will finish depends upon the level of resources bestowed upon the project. While ten ships cannot cross the ocean a magnitude faster than one ship, there likely are areas where additional resources will sway the schedule. Be specific and quantitative. Decision makers usually want to help, not hinder. After all, they did fund it to this point.
Finally, answer the question by saying, “We’ve had these problems and that has slowed us down. (Be exact, accurate, and specific.) Given these resources (the ones just discussed) I predict we can finish (using their definition of ‘finish’) by the end of the summer (or whenever).
What is the lesson from the Gunsmith’s Shop? Never go into a meeting unprepared. Like the Boy Scouts, “Be Prepared.” If, however, you find yourself in short supply, take the time to gather your wits and and formulate a definitive response that hits the target. Do not go off half-cocked and senselessly shoot yourself and your project into history.