Project Management

Are you an unbeliever?

From the Easy in theory, difficult in practice Blog
by
My musings on project management, project portfolio management and change management. I'm a firm believer that a pragmatic approach to organizational change that addresses process & technology, but primarily, people will maximize chances for success. This blog contains articles which I've previously written and published as well as new content.

About this Blog

RSS

Recent Posts

Don't neglect your "back to the office" plan!

Nudges might lead to better project governance

Low psychological safety might be why planning assumptions remain unstated

Projects are like pizza!

Are you an unbeliever?



I was asked a very unique question by one of the learners in a project management course I taught this week: "How do I motivate my team members when even I don't believe in the project?".

While I'd been posed this question for the first time, it is not an uncommon challenge. It is hard enough for project managers who are in full support of their projects to inspire disengaged team members so having to do so when the project managers themselves don't feel the projects are worth doing is much worse.

Start by confirming the issue does not rest with you. Are you experiencing some general malaise with the company, your role, or some other personal cause which has nothing to do with the project? If so, deal with that first, or recuse yourself if you have the option to do so until you can deal with your personal issues.

Assuming the challenge is with the project and not you, how do you go about addressing this?

You can't just grin and bear it. If you don't really believe in the benefits from the project, it will be hard for you to create a genuine sense of purpose for your team members. Worse, if you try to fake it, your team members will pick up on this and you will lose credibility with them which will hurt you much more if you have to work with them on future projects.

Make sure you understand the underlying business rationale for the project. Whether there is a financial motive or not to the project's existence, is there something you are missing with regards to its expected benefits? If you have a good relationship with sponsoring stakeholders, meet with them to ensure you have the full picture. Ask your peers if they can see something which you don't.

If it is a non-discretionary project, ask yourself why you don't believe it needs to be done? We always want to lead disruptive, innovative, sexy projects but just because you are working on a mandatory project doesn't mean that your team members can't express their creativity, especially in coming up with lean solutions to the minimal requirements. With such projects it is often a question of re-framing how you perceive them. By keeping your organization safe, you are improving its brand, reducing risk and opportunity costs.

What if it is a discretionary project? Even if it is not improving profitability or solving world hunger, is there any benefit which justifies the investment? Even if the answer is "no", could there be an intangible reason for it such as a promise made to a critical stakeholder which, if broken, would cost a lot more to address in the future? If so, why wouldn't you want to support it?

But sometimes the project you are leading truly has no merit. If so, this is the time to use your powers of influence and persuasion to convince the sponsor, governance committees and other decision makers to do the right thing. And if they don't, you have a tough personal decision to make.

If you are asked to lead a project and don't want to, always start with why.

Posted on: July 12, 2020 07:00 AM | Permalink

Comments (6)

Please login or join to subscribe to this item
You touch on some great points Kiron. I recently was in a “somehow” similar spot for a new project I was asked to lead.

Thanks Rami - not all of our projects can be unicorns but we should certainly not be afraid to challenge the dead horses among them!

Thanks for sharing

Kiron, that is a thorny question indeed!

I have managed "tactical" projects which are intentionally to provide a short term, "stop gap" solution and they can be unsatisfying enough. But to question the premise and value of a project would be very difficult. Also, influencing up is one of my biggest challenges (personality wise), so I would find dealing with this situation very difficult.

Please Login/Register to leave a comment.

ADVERTISEMENTS

"I am not young enough to know everything."

- Oscar Wilde

ADVERTISEMENT

Sponsors