As much as we wish these things didn’t occur, we sometimes find ourselves having to leave a project early or terminate a business engagement. This is always difficult to do, and how you do it can help you maintain your integrity and credibility throughout the transition.
Recently, I had to terminate a business relationship myself. Here are a few lessons that I learned that you can apply the next time you are in a similar situation.
1. Place the blame on yourself. I know you wouldn’t be leaving a project or quitting a business relationship if it were all your fault, but the key thing here is that you need to buck up and take responsibility for the business arrangement ending. There are several ways you can frame it to take the emphasis for the decision away from the other party. For example: “I’m sorry, but I just don’t have the ability to deliver the work to you in a manner that you have grown accustomed to” or “I find myself at a point where I don’t feel my presence best serves the project, and I think a new set of eyes is going to be helpful to getting things back on track.” Or, you can come up with your own. The point is that you take a little of the emphasis off the party that you are ending the relationship with and place it on yourself. This will lessen any bad blood or negativity from the decision. It is important to note that you must cast the decision in terms of your inability to continue to serve the client in a manner that he or she deserves.
2. If possible, present options for replacements.If you find yourself at a point of no return and need out of a business relationship, you can soften the blow even more if you provide alternatives. The question you are probably asking yourself is, “If I can’t work with this person or on this project, why would I refer them to someone else?” But the truth is, we are all in different businesses and at different stages of our career — and while your threshold for some clients may be zero, someone just starting out or looking to find a different focus may be more than willing to accept a challenge that you consider unnecessary. This goes back to the first point: If you can’t serve the client in the way that he or she deserves, you are doing the client a favor by removing yourself from the project and helping him or her find someone who can do better.
3. Be prepared for blowback.Even when these things go great, there will be some sort of blowback or negative impact. You might have spelled everything out with as much tact as a veteran diplomat, but you are still leaving the business relationship with a jilted partner who may lash out to other members of your organization or other potential business partners. In this instance, you can try to contain any negative feedback or impact on you and your career by preparing a standard statement that you give to everyone that explains your role in the dissolution of the relationship. It should cast a bad situation in the most favorable light for you. One I have used is: “I am sorry the project didn’t work out, but I made a series of unwise choices that made my effectiveness impossible, and to best serve the project, I felt it was best for me to step away.” That’s it — it isn’t perfect, but neither is the situation you find yourself in.
How have you found success in ending business relationships?
Join meon December 4, 2014, in my upcoming seminar on leadership in project management.
Project trouble can hit from a blind spot, even though you tried as much as possible to prepare for issues. You did a risk analysis when you took the project on, and even tried to be ready to mitigate unknown issues.
As I advised in my previous post, do an assessment to determine the problem. Figure out what needs to be fixed, or if the situation is even fixable. If the project seems to have reached a point of no return, here are some tips on how to pull it out of trouble:
Finally, keep in mind that not all trouble devours all. Before panicking, calmly look to areas that will guide you to a solution. You may even find your project is more sound than it seems.
How do you confront trouble on your project?
Good portfolio results depend on a collection of integrated projects that align with and support strategic objectives. Obviously, poor project performance will hurt a portfolio's goals. What is not so obvious is that troubled portfolios can cause projects to fail.
A troubled portfolio environment often results from an organization's misguided knowledge about portfolios. A bunch of projects thrown together doesn't make a portfolio. Through portfolio management, a portfolio should ideally consist of carefully selected, prioritized, monitored and controlled projects, and well-managed resources. If organizations don't have structured portfolios with guidelines and governance, they may, in fact, be creating projects doomed to fail. So the next time you face a troubled project, first assess if the portfolio is the problem.
A good sign that you have a troubled portfolio is when you are facing troubled projects repeatedly. If more than 30 percent of your projects are troubled or challenged, you probably have a troubled portfolio. Other signs of a troubled portfolio include:
However, it's not enough to identify a troubled portfolio. You have to know how to fix it. Do you have a troubled portfolio because the projects are troubled, resulting in poor portfolio performance? Or do you have troubled projects because the portfolio is not well-structured, giving birth to projects troubled from the start?
It would take many posts, maybe even a book, to discuss and analyze the answers to the questions above. However, here are some straightforward first steps for fixing a troubled portfolio.
An executive should:
A portfolio manager should:
To what extent do you think bad portfolio management can doom projects to fail? What first steps do you take when conducting portfolio recovery?
|Elements of the project are falling apart, whether with the team, with the supplier or in your project management domain. Now is the time to regroup, reengage and reset everyone back in the direction of the project goal -- before it's too late. |
To regroup, conduct a structured session with the core project team to capture the status of everyone's tasks. The regroup can be in the form of a meeting, brainstorming session or workshop. This way, no one on the team is invalidated for elements that went wrong, and you can show your appreciation for everyone's input. Allow for a discussion of their concerns.
To reengage, work with the team to align with the original goal, requirements and project deliverables.
Then, reset the expectations of each team member, as well as your responsibilities as the project manager. Finally, implement any changes required for the successful delivery of the project.
Separate failure to perform from a lack of teamwork within the group. This action allows you to focus on how to achieve the expected results of the project, with buy-in from the entire team.
What do you when your projects are off track?
|It's impossible to accurately predict the future. Yet, many project managers continue to try. They create schedules that implicitly state a task will be completed at 3:30 on a Tuesday afternoon, in four months. Or they predict that the total cost of their project will be precisely $10,986,547.55. |
Yet these pseudo-accurate estimates based on detailed calculations are no more accurate than estimates made in more general terms and covered with an appropriate range indicator. Achieving a detailed estimate for an $11 million-plus project to within -5 percent to +10 percent indicates a very careful estimating process in a stable, well-understood environment.
Attaching a precise number calculated to the nearest cent only raises stakeholder expectations about the degree of accuracy possible. And that leads to perceived "failure" when the stakeholder's unrealistic expectations are not realized.
Similar problems arise if a project is scheduled in hours, and the work extends for more than a few days. Planning a project over several months on an hourly basis produces a mass of inaccurate data once you get beyond the first few days. And again, when the project fails to achieve the degree of control over the future implied by the excessively detailed schedule, it will seem like it failed.
Pragmatic estimating at an appropriate level of detail sets realistic expectations. But beware: Your stakeholders may already have unrealistic expectations of what is possible from previous projects that "failed."
Dealing with this issue requires skills in managing upward -- a topic for a future post.