The Lazy Project Manager

by
Peter Taylor is the author of two best-selling books on ‘Productive Laziness’ – ‘The Lazy Winner’ and ‘The Lazy Project Manager’. In the last 4 years he has focused on writing and lecturing with over 200 presentations around the world in over 25 countries and has been described as ‘perhaps the most entertaining and inspiring speaker in the project management world today’. His mission is to teach as many people as possible that it is achievable to ‘work smarter and not harder’ and to still gain success in the battle of the work/life balance. More information can be found at www.thelazyprojectmanager.com – and through his free podcasts in iTunes.

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The Need for Speed

Now an immediate disclaimer from me, this article really isn’t about anything to do with speed but it is a neat title I thought.

Well when I say nothing to do with speed it does in an indirect way.

Let me explain.

This week I found myself in a cold draughty church hall with 19 other fellow humans on what is known in the UK as a ‘Speed Awareness Course’ – yes I had been caught fair and square by a speed camera sometime late last year. The National Speed Awareness Course (NSAC) scheme is designed, in the official words ‘to allow the Police to divert low-end speeding motorists to a re-education course’. The idea is that the course is designed to change the driver’s behaviour with ultimate goal of preventing the driver from reoffending in the same way.

So there you have it – guilty as charged and paying the price. I should have no complaints, and I don’t – other than why couldn’t the course have been somewhere nicer, why was I only allowed one coffee in 4 hours, why was the course 4 hours anyway when it could have been delivered in 2 hours, and why did we have to have two trainers?

All that aside and getting back to the point of this article, one of the two trainers did make a statement that started me thinking. He first asked the group ‘When did you get your driving licence and pass your driving test’ and most of us said around the age of 17 to 19, and then he asked when would we next have to be assessed for our driving skills and the common answer was ‘aged 70’ which is correct. Now even at age 70 all you have to do is apply and complete a form and you get another 3 years of driving in the middle lane on the motorways of Great Britain at 44 miles an hour (OK so that was a little stereotyping but hey you know what I mean) so no real test as such.

And here is the key – the trainer asked a final question, ‘what other activity that you have to take an exam for (practical and theory these days) can you keep doing for 53 or more years and never have to take any additional training to keep doing?’.

Now there’s a thought I indeed did think!

Consider the growth in traffic volumes in the last 50 years – consider lights, seat belts, air bags, navigational technology, brakes – consider road layouts and length of journeys undertaken – consider what that Audi A5 Sportsback I now own can do compared to my first car, a wreck of a Ford Anglia - readers can check what this actually is at their leisure but the point is it all adds up to a very different world from the point of passing a driving exam.

This is one reason I kind of like the various project management certifications out there because it is not just a matter of passing but also at renewing with evidence of practice engagement, education and contribution – I am looking at my PMP certificate as I write this (and I freely acknowledge other certifications are out there and are just as good); passed on 2nd November 2006 and renewed 3 times so far.

There must be project managers out that have taken and passed (or just stayed until the final day in some cases – you know it is true) project management courses and have never been back on any form of re-education since.

For sure practice is really, really important but I would argue that is not enough. You end up in a bubble of self-justification and personal measurement if you don’t set yourself against your peers and against the world-wide community of project managers.

Your value in the marketplace cannot be objectively measured.

And you cannot identify ways to get even better than you are, and yet there are so many ways through reading, blogs, podcasts, conferences and congresses, shared team experiences, and much, much more.

Did I at the end of the ‘Speed Awareness Course’ learn anything, yes I did and did it also remind me of some things I have forgotten, again yes it did. So was it worth it? Well yes, I just wish I taken my coat with me.

These days I am built for comfort and not for speed.

Posted on: February 12, 2016 02:42 PM | Permalink | Comments (4)

The F Word

No I am not getting all ‘Anglo-Saxon’ and aggressive but rather reflective on a presentation I delivered earlier on this year – titled ‘The F-Word’.

Well you can’t accuse me of not going for the attention grabbing headlines in my blog articles Actually the ‘F-Word’ I want to talk about is not the one you may be thinking of…

The conference theme I presented under was in fact ‘Fight, Flight or Freeze’ and this is what inspired me to consider these responses and validate that they were aligned to the spirit of ‘The Lazy Project Manager’.

There are actually 4 responses to a stress situation, or imminent danger event:

  • Freeze
  • Flight
  • Fight
  • Fawn

The fourth was named by Pete Walker, a therapist who said ‘I have named it the fawn response...the fourth ‘f’ in the fight/flight/ freeze/fawn repertoire of instinctive responses to trauma. Fawn, according to Webster’s, means: to act servilely; cringe and flatter’.

To explain this further to my audience I used a mammoth v caveman situation back in pre-history, the dawn of the would-be Lazy Project Manager/Caveman/Hunter.

Ug, let us call our caveman Ug for the sake of a name, was pretty fed up. He went out each day to hunt for food for his family and tribe members and each day, after many hours, he would return home with a small mammal of some sort and each day his family and tribe members would consume the food and demand more for tomorrow. And so the next day Ug would have to do it all over again. No rest. No time to himself.

And yet, budding deep inside Ug was the makings of a ‘Lazy’ (in a good way) man.

One day, as he gazed down across the plains from the cliff side where he and his family and tribe lived in the caves he stared at the herd of mammoth wandering around and eating. It suddenly came to him – if he could kill a mammoth his family, tribe and pretty much anyone else that might wander past the caves at meal times would eat for days and days and he, Ug, could take a well-earned rest.

And so Ug hatched a plan to kill a mammoth. To be honest it wasn’t a good plan but it was his plan and the next day saw Ug action his less than well thought through plan by striding down the hillside with a large stone club in one hand a large spear in the other. He headed directly for the first mammoth and with a loud war cry that attracted the attention of all of Ug’s family and friends, not to mention the attention of all of the mammoths nearby, Ug hurled his club at the head of the mammoth. The club flew through the air and bounced on the mammoth’s large hairy skull.

This resulted in two things. One that Ug now only had one weapon left, the spear, and two Ug had the full and undivided attention of the rather large mammoth with the three metre length tusks, 8 tonnes of body weight, and a minor headache. Ug moved on to stage two of his unfortunately unimpressive plan and threw the spear at the same mammoth, again with a mighty war cry. Up on the hillside his family members cheered (hopefully) at Ug’s bravery.

This then resulted in only one thing that really mattered. Ug was facing a charging mammoth of significant size coming at him at impressive speed and he now had only four options:

  • Freeze – not so good in this case as the mammoth is in front of Ug and heading his way (at speed and with a real purpose)
  • Fawn – you rarely want to pet a mammoth in any situation and this was definitely a ‘situation’ that petting was inappropriate
  • Fight – well Ug better have quite a few friends with a lot more weapons willing to join in the fight really fast and in reality these were all still up on the hillside loudly discussing the situation Ug had managed to get himself in to
  • Flight – sounds the most sensible in this situation, live to ‘FFFF’ another day!

History will allow us to fast-forward some months and see Ug, the now truly ‘Lazy Project Manager’, with a significantly improved plan born out of vivid personal experience overseeing an organised activity with all of the male tribe members driving a mammoth isolated from the herd towards a pre-selected cliff edge to fall to certain death ready for the hunters to recover the body.

Fast-forward a few hours from that and we can see Ug and all of his family members feasting on roasted mammoth and Ug looking forward to a few weeks rest and relaxation before his next hunting trip – hunting smarter and not harder!

Flight in this case was the right choice but there is another F-Word that Ug should have considered before that almost fateful first attempt at mammoth hunting.

Now let’s meet Nigel, Nigel has a body – lots of it, inside and out and Nigel is in ‘a situation’ – what happens to Nigel’s body? (Warning – this is the science bit)

A reaction begins in the amygdala, which triggers a neural response in the hypothalamus. The initial reaction is followed by activation of the pituitary gland and secretion of the hormone ACTH. The adrenal gland is activated almost simultaneously and releases the neurotransmitter epinephrine. The release of chemical messengers results in the production of the hormone cortisol, which increases blood pressure, blood sugar, and suppresses the immune system. The initial response and subsequent reactions are triggered in an effort to create a boost of energy. This boost of energy is activated by epinephrine binding to liver cells and the subsequent production of glucose. Additionally, the circulation of cortisol functions to turn fatty acids into available energy, which:

  • Acceleration of heart and lung action
  • Paling or flushing, or alternating between both
  • Inhibition of stomach and upper-intestinal action to the point where digestion slows down or stops
  • General effect on the sphincters of the body
  • Constriction of blood vessels in many parts of the body
  • Liberation of metabolic energy sources for muscular action
  • Dilation of blood vessels for muscles
  • Inhibition of the lacrimal gland (responsible for tear production and salivation)
  • Dilation of pupil
  • Relaxation of bladder
  • Inhibition of erection
  • Auditory exclusion (loss of hearing)
  • Tunnel vision (loss of peripheral vision)
  • Disinhibition of spinal reflexes
  • Shaking

Do you recognise any of this?

I certainly do. I ran a significant project in the early days of my project management career and, to put it simply, I made myself pretty ill as a result. I was so focused and so involved in well ‘everything’ that I suffered from stress both during and after the project ended. I did neither myself nor the project any good acting this way.

There are many negative effects of stress:

  • Physiological effects
    • Headaches
    • Muscle tension and pain
    • Chest pain
    • Fatigue
    • Changes in sex drive
    • Upset stomach
    • Problems with sleeping
    • Urinary problems
  • Psychological effects
    • Anxiety
    • Restlessness
    • Lack of motivation or focus
    • Irritability or anger
    • Depression
  • Behavioral effects
    • Over-eating or under-eating
    • Drug or alcohol abuse
    • Social withdrawal

Stress is, in the short-term, a good thing in that those instinctive responses to trauma kick in and we move in to survival mode rapidly and go for our selected ‘F’ response but stress in anything but the short-term is a bad thing, as I found out to my own personal cost. But I learnt from the experience and this led me to the revised behaviour that forms the basis of The Lazy Project Manager - just like Ug I learnt from the bad experience and changed the way I acted.

And there is more - It has to do with the ‘fight or flight"’ gland in our brain, the amygdala mentioned earlier. As it turns out, this little gland has significant implications for project communications. When the amygdala ‘takes over’ in a ‘fight or flight’ situation we almost instantly lose the ability to do three things:

  • Empathize
  • Reason
  • Listen

Given how crucial those three things are to productive and constructive communications (both personal and professional!) then we need to be pragmatic and realistic about our communications whenever we are angry or very stressed. Specifically, we might need to give ourselves a ‘time out’ by not sending that email, or making that phone call, or continuing a heated ‘discussion’ with our significant other or our work colleague.

One last piece of advice – there is a real risk with regards to the ‘Fight’ syndrome option. Used successfully in one situation there is a real possibility of a future addiction to this option in the next situation and the one after that and so on. You face a tough situation and select fight mode, as a result you win the day or get want you want – you feel great! And so you respond the same next time around and there is no longer a possibility for any other response and this doesn’t make for a good project manager (or person).

And so on the real ‘F-Word’, the one I want to talk about, the one that our caveman friend Ug should have used, the fifth ‘F’.

This F-Word is ‘Foresight’ – the greatest strength a project manager has is to be prepared. I was given some great advice when I started out from my manager and that was ‘No surprises’ – he said that he would support me in all situations as long as he was pre-warned by me. He didn’t expect me to be perfect and he knew there would be problems at times but as long as I was the one telling him about the issue or challenge first he was confident that I was in control but if someone else told him first then I perhaps wasn’t.

So ‘No surprises’ is a good motto for all project managers. And that is where ‘Productive Laziness’ comes in – working smarter and not harder – being well prepared and therefore being capable of dealing with anything.

Go forward use the F-Word wisely and have foresight!

 

Posted on: August 05, 2015 07:20 AM | Permalink | Comments (10)
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"You can't build a reputation on what you are going to do."

- Henry Ford