Engagement can be such a tricky thing, don’t you think? 

In most cases, there are several common objectives to engagement:

1. You want people to interact with you and the topic you have brought up
2. You want feedback from everyone – both quiet and loud, both for and against
3. You want to create a healthy balance between those positive and negative perspectives that might come forth – without shutting anyone or any sub-topical theme down!
4. Most of all, you want to draw insights from the dialogue to derive the greatest value to all involved.

So, when it comes to engaging people, how do you do it?

A Challenge!

Last year, leading up to the PMI North American Congress, I was asked, along with a number of other people, to help engage our project management community. We were asked if we could blog on topics within our various areas of expertise to help people see the potential for support one could gain from attending the conference, and most specifically, by engaging with specialists at the “Ask the Experts” booth.

What ensued was a bit of a backroom battle around who could issue the most posts – before, during, and after the event. It started out without intent – no challenge had actually been issued by anyone. It just seemed to happen of its own accord. And I don’t know who ended up winning because that wasn’t what mattered.

What mattered was that it was all in good fun, we got to know each other a bit, we all learned from each other, and a lot of valuable content was shared. But I don't know how successful we were in ENGAGING all of you!

So for the reasons above,

I am throwing a gauntlet down!

I hereby challenge all our past conference bloggers to raise the bar – how will you engage our community this year?

Did you see last year’s battle? Will you support us this year, through reading, liking, sharing and, gasp! – commenting?? I hope so…

The Catch

Did you see what I did there?

The first step in any sort of engagement exercise, of course, is to gain some attention.  What is the topic?  Does it have appeal?  Will it draw everyone in, or will only one “side” (i.e. for or against) participate?

As a potential participant, we need first to have a reason to engage.  In the case of a proposed organizational change, the development of a project plan you might be involved with, or perhaps just a decision within a project, there is definitely a reason to listen in, and to fully engage.

If it were me, I’d want to know what my role might be, how my work might be impacted, and who’s work I might impact as well. And I’d want to be able to maximize my efficiencies, and minimize any potential upsets to getting said work done.

But what if the purpose of engagement is just for an opinion about something? 

Like a conference theme or focus area.  A discussion on common challenges in your industry? Or even to inform a survey or poll.

Maybe it starts with thinking about your own preferences.  What draws you in, and how best do you like to be engaged?  Do you prefer anonymity?  Online vs. face to face?  Private conversations or group dialogue?  There are many considerations.

For this post, I purposely threw a challenge out there to engage people as an attempted gain of attention…but all in good fun. If you’re still reading, well, I guess it worked just a smidge.

We’ll see who the winner ends up being!

Engagement Options

I have been exploring different avenues for engaging people, particularly in the online world.  It seems that this is often a way to engage a much broader group of people, it takes less time, and the engagement can be done from anywhere – at your desk, at home, on your phone, etc.  Some offer anonymity, some do not. 

I prefer that anonymity is avoided – people can be abusive when they are anonymous, and this can detract from the engagement significantly.

Two of my favourites tools right now include Twitter chats (Facebook chats exist too, I guess, but I don’t “reside” there…), and virtual coffees (hosted on a platform like Zoom).

Twitter Chats

A chat format typically involves an hour timeframe over which to discuss a particular topic, and these chats are scheduled on a regular weekly interval, always at the same time of the day so that people know when to attend, if they want to engage.

Throughout the hour, anywhere from 6-10 questions may be posted by the host. They ask their questions with a Q1, Q2, etc., and everyone who has joined the chat respectively answers with A1, A2, etc. until all thoughts are posed. 

There is no established order for attendees to provide their opinions – in fact, there is no requirement to answer any question at all! And, best part – if you can’t make the whole thing (or the topic isn’t keeping your attention), you can just join in and duck out as you wish. No hurt feelings by anyone, honest.

Anyone is free to respond to answers provided by others, like and share comments, and add their own quotes to others’ answers as well.  And with this, sometimes it can get difficult to follow all the different chains of conversation that might be occurring at once!  But really, that is more an issue for a host than it is for anyone else.

All questions and answers should include the corresponding and associated hashtag for the chat, so that anyone who chooses can follow the question and answer sequence – even if they could not attend live. A note that adding the hashtag to every question and answer is a learning curve – not everyone remembers, as you can see by snippets of conversation coming and going between participants!

One Twitter chat I have found useful for this community in particular is the #PMChat every Friday at 12:00 EST.  I try to attend regularly, and I have hosted a couple times now – here's a link for you to scroll through a chat around sustainability, if you want to see what it might look like.

Maybe you’ll join one of our conversations soon?! Or better yet, maybe you'll host a topic?

Virtual Coffees

This is just as it sounds.

Create a meeting on a particular topic, invite people to it, and host it online. Several platforms are available, and I choose to use Zoom because it allows me to see everyone on camera and chat with them live – as if we were in the same room. This encourages active participation and discourages behaviours like checking phones or performing other work during the meeting!

The way I have best managed these sessions is by having a particular topic or agenda to follow, and then having a roundtable on each question or discussion point. Setting an expected time boundary for either the entire meeting, or per subtopic, can help to ensure people stay on topic and bring forward key points. Having a bit of flexibility allows for the dialogue to occur on points that require it. And on that note, there is a bit of facilitation that does need to occur, just like any other meeting, so be aware of that going in.

I am involved with some individuals right now, using the Zoom platform to support a Study Action Team exercise. The SAT concept includes picking a book relating to an area of learning that you’d like to target within your team. Each chat session is based around one or two chapters of the book. The questions we are asking during each virtual meeting include:

1. What were the author’s main points?
2. What significance does this have for our endeavour?
3. What do I want to do with this knowledge? AKA: What actions will I take?  
4. Plus / Delta (of the session)

After the second session, we also added another to start each session off:

What action did I take and how did it go?

This is a great method of learning because you:

1. Are held accountable to prepare for each session (i.e. read the book & actually absorb the content!)
2. Hear other perspectives and takeaways, which often produce further insights for you.
3. Think about how what you are learning relates to your own challenges.
4. Think about corrective actions you can take right away, which benefits not only you but also your team typically.
5. Build relationships – because there is a focus on the dialogue with a common objective that will benefit everyone, it improves the level of dialogue, invites everyone to safely voice opinions, and builds trust, bringing team members closer together for future endeavours.

So, this provided a couple of tools and strategies to engage people.

Perhaps you have recommendations of your own that you might suggest in the comments below?...

(Psst! Your comments below support ME as the future winner on engagement! Ha ha!)

An Open Question During the 2015 PMI Congress

The Blank Chalk Board

During the 2015 PMI Congress in Orlando, the ProjectManagment.com Community Engagement folks wheeled out a blank blackboard.  NOT what I expected them to do!  Then, someone with a steadier hand than I have carefully drew the PMI logo (good job too!) and then the simple statement – “Why I became a Project Manager.”  Then…. They walked away leaving various pieces of colored chalk there.  I had a ringside seat in the “Ask an Expert” area so I just watched it.

Not a Well-Stated Problem to solve! 

My first thought was: “It’s not finished!”  There’s only one of the famous W’s up there!  What about: “Who? Where? What? When? and How?”  That’s CRAZY!  I didn’t do anything about my concerns -- I watched and was quiet.  But of course, the engagement folks are 100% more socially adept than I am, so I figured this must make sense somehow.  But it’s just a statement!  No guidance, no rules, no method of grading answers!  A chill crept into my engineering brain. 

WAIT!  Perhaps someone from PMI GOC would walk out and chalk in the answer based upon some expensive scientific study.  But, no, they left it blank.  No expensive answers.  Soon, some random Project Manager wandered by and boldly chalked up a response to the statement.  (Clearly, Project Managers aren’t shy.)  Within the two days of the congress, the board filled up and there was a very interesting collection of answers left on it.  Also, I didn’t see anyone erasing their answer.   Project managers, it seems - once they have an answer, have no need of an eraser.

Why I became a Project Manager

It took me a while, but I decided to study a photograph of the board (thank you Marjorie), to see if I could make sense of the complete randomness of the answers. To attempt that, I created categories and mind mapped it.

And the answers are…

NUMBER 1: IT WAS AN ACCIDENT! 

It seems that most of us probably didn’t plan to become a project manager, but fell into it, so to speak. You weren’t originally employed to do (or manage) project work, but with time you were asked to look after a couple of projects in addition to your regular responsibilities. You haven’t received much training—if any—and your company may not have a unified method for managing projects.  These people suddenly found they were responsible for managing a project but are unfamiliar with the “art and science” of project management.   It happened to me, and it seems it was the number one response to the chalkboard’s statement

NUMBER 2: TO FUTHER ORGANIZATIONAL GOALS

It’s not clear if these are “accidental” project managers that perceive the organizations goals and wanted to lend their skills to help achieve them, or if they were directly chosen to be a PM by the big bosses to forward the organization’s goals.   Notable in these answers is: “Change the world and me too.”  I like that!

1. To make a bigger impact to the organization
2. Change the world and me too*
3. Produce results; drive strategy
4. Link IT world to end-user’s world
5. Make a difference
6. Company needed someone who was organized

NUMBER 3: A FUNNY ANSWER (JOLLY JOKER!)

Project Managers are people with a good sense of humor!  I really like the first one: “I wanted to predict the future and figure out how to control it.”  If’ they’ve figured that out – they’re the world’s best PM!  I’d recommend they move to Las Vegas and start gambling!   “Work Release” is also very funny (I hope).    And, I’m just a tad worried about number 5 – I’m hoping I correctly put it in the “funny” category:  “I’d rather tell than be told.”  I’ve had managers like that, I’m sure we all have. 

1. Because I wanted to predict the future and figure how to control it 
2. Job security
3. Work release*
4. Retirement plan
5. I’d rather tell than be told

NUMBER 4: TO BE A LEADER

People want to be a leader in their organizations and saw Project Management as the way to achieve that goal.   Number 2 is my favorite: “It’s what I was born to do.”  And none of us could ignore number 4 – “Because I love the profession”

1. I’m a leader
2. It’s what I was born to do*
3. I love the ongoing challenges and change faster!
4. Because I love the profession

NUMBER 5: TO USE SOFT SKILLS

These are great!  People with soft-skill-ability decided to be a Project Manager to use their soft skills to help their organizations and themselves.  Perhaps number 4: “I think” isn’t really a soft skill but this seemed like a good place to put it. 

1. Because people [is] are what matter*
2. To use my soft-skills in high-tech
3. Big picture thinker
4. I think!

NUMBER 6: MONEY

1. I need[ed] the money!
2. $ (thanks Charles!)
3. Because PMPs bank!*
4. Good career path

A few of these are clear to me.  But, who is Charles?  Maybe the PMO manager?  The one that stopped me dead in my tracks was number 3.  When I closely looked it seemed to say "Because PMPs bark!”  I didn’t “grep” that.  Maybe it belonged in the “FUNNY” category?  Then it looked like it wasn’t really bark, but bank.  I put it in the money category, but was still clueless.  Maybe this was a financial PM?   

It bugged me enough that, I decided to rely on the (100% more socially adept) PMI engagement folks. My question to them was: “What does PMPs Bark mean?”   The answer (thanks Kristin!) was that’s “modern talk” for PMPs make money – it's not that they "BARK"  it's that they “BANK!”  Oooooh. 

NUMBER 7: PLANNING

We all plan.  These people became PMs because they LOVE planning.   I’m not sure I LOVE it, but I do a lot of it.  And I would probably fit into the first answer: “I think in plans.”

1. I think in plans*
2. I love planning
3. Love launching new programs

NUMBER 8: THE WORLD IS A PROJECT

These seem like people that have been a PM a long time and probably are PMPs.  After a while EVERYTHING becomes a project.   Typing up this blog is a project.  Uploading it to ProjectManagement.com is a project.

1. I’m a parent so I’m already a PM*
2. Because we are managing projects everywhere, home, work, etc.

Non-Scientific Conclusion:  

People that have a good sense of humor and are concerned with their organization’s objectives are picked to become PMs and leaders. 

The first success variable in The Digital Transformation Success Formula is individual transformation. Countless sources are predicting the disappearance and / or displacement of jobs. But for as long as we exist as humans, we will still need each other's. What if losing jobs was the way we could resolve disengagement and be transformed to a greater state of authenticity that leads to better innovations and happiness?

We have developed a professional mindset in conformance with a few stereotypes of the professional life. It is a mindset that often separates who we really are to show just a small part of us that the business world expects to see. We were programmed this way from our earliest upbringing and later through the corporate world-structure and mindset even more. However, the truth is that the motor that powers our professional life is our individuality, our authenticity.

While our individual programming allows us to reproduce the professional pattern without much effort, this restrained professional mindset limits our potential. For many of us, key personal values like aspiration and dreams are often well outside of this professional patterns, which is an identity that we spend most of our awake time at work.  Have you ever noticed how some boldly authentic posts may attract attention on LinkedIn while a few people suggest that Facebook should be used for such posts instead?

Our individual values, passions, interests, and aspirations are the regulators of our energy. When we stay close to or within their influence, we experience the greatest level of energy, positivity, and happiness. The more we move away from them, the less positive energy and consciousness we experience. As a result, the person lacks authenticity and is operating like a robot on autopilot and barely using his / her brain. This is the complete opposite of someone that is mindful and alert.

Our organizations are filled with these robot-like individuals, conditioned to repeat procedures mindlessly. When a change is announced, these are the individuals who resist the changes the most, all while being disengaged.  Double the issues!

Employee disengagement is the biggest challenge that organizations around the world face today. But, these organizations created or contributed to such situations as well. Starting at recruitment, many HR departments already have their restrained criteria established, like a box to fit employees, and then the employees do their best to fit in the box to get the job.  While this is a way to standardize an organization, it is an approach that restrains creativity and authenticity.

Can an individual be that great without authenticity? Brain science and neuroplasticity reveals otherwise. The statistics about global employee engagement, which is down to 13% according to Gallup, proves this. With digital transformation, we have the opportunity to empower our people to release their fears, find their inner values and passions so they can embrace them. As a result, they will become mission-driven and innovate in their professions. Creativity and authenticity are much needed today to increase innovation in our businesses and organizations. Losing jobs but gaining mission can be a great solution to disengagement.

I encourage every leader to embrace their authenticity by engaging in self-transformation so that they inspire their organizations to do so as well. This is the best way we can turn around disengagement and create organizations with individuals on missions, who are energized, happier and productive in the digital age. Many disengaged individuals will at this point release themselves from jobs that they are tied to but dislike, and are wasting both their resources and that of their organizations, to embrace their individual missions, which may be another position, another view of their contribution, or else, with great enthusiasm. As a result, the mission-driven workforce will transform our organizations to experience more business innovation and success. Everyone will experience greater individual happiness.

If you are a digital transformation leader, I invite you to join my mastermind coaching program, Leaders on a Digital Mission here.

Find out more about my book The Digital Transformation Success Formula here.

Your coach in transformation,

Nadia Vincent

SMART MARJORIE

PMI knows how to put on a Congress event!  The first Congress I attended (and presented at) was in 1995.  I haven’t attended them all since then, but I’ve attended quite a few.   At the 2015 congress, I was hanging around the PMI booth talking to my good friend Marjorie Anderson (PMI).   She had a remarkable, brief and amazing insight.  I can’t remember her exact words, but it was something like: “I love the energy of this group, I can feel it!” 

It took a few hours to sink in – but she was right on the mark.  All the attendees were happy, engaged, thrilled to meet fellow Project Managers, and impressed with the great show PMI always organizes.  Why didn’t I realize this 20 years earlier? 

While thinking about the “Marjorie hypothesis”, I started wandering the halls (when I should have been part of the “Ask the Expert” group).  While Absent Without Leave, I realized just how right she was.  There is TREMENDOUS energy in a group of thousands of Project Managers.  You just need to witness and reflect on it for a few minutes.   I believe this energy comes from the unity of purpose and direction.   Everyone was trying to learn more about their craft and their joint passion – Project Management, in its many variations and styles.

SESSIONS

There was a dazzling array of varied presentations being given, and most of the crowd was eager to get to the next one on their list.  Just standing in line to get my badge scanned I could sense the anticipation, interest and of course – the energy.

Which brings up an interesting issue.  Which sessions should you attend?   After 20 or so years, I’ve developed two methods of choosing.  Neither is scientific or probably even recommended.  But there is an overwhelming selection of sessions – too many to attend. 

My first method is to the session with the biggest crowd waiting to get in.  Maybe I invented “crowd sourcing!”  My thinking is that a hundred or so Project Managers combined are MUCH smarter than I am.  So, like a fish in a school, I followed them. 

My second method is to attend a session that I know little or nothing about.  After all, I am at the congress to learn new techniques, concepts and “stuff.”  So, by going to a session that I know next to nothing about helps expand my brain a bit.  Sure, I have interests that I can’t avoid – risk, aerospace or academic projects, but going to a healthcare project session (not my ball of wax) helps expand my brain a bit and I often pick up a concept that would *never* have occurred to me otherwise.

ASK THE EXPERT              

For the past few years, ProjectManagement.com has invited me to attend the Congress as a Subject Matter Expert.   The idea is that people sign up to ask a question of an expert and expect to get an answer or at least a direction to go in.  It’s always a great experience and lot of fun for both the person asking and the expert.   To tell the truth, I enjoy these 1 on 1 sessions more than anything else – even the 2016 marching band and beer! 

Of the many people I’ve talked to in my “Expert” role, there has been an Engineering Senior from a major American university who was the project lead of an electric car build and competition wanting to know about how to task his team members, to a PMO manager of a billion-dollar company about implementing risk management as unified PMO activity.   One eager PMP wanted to know why SAFTEY or safety planning is not a concern in the PMBOK guide.  (A good question!)  With a group at breakfast ‘expert table’ we talked about how each of us has dealt with complex technical issues.   These sessions were brief, enjoyable and I believe; helpful to the person asking for help.

And, just to confirm the “Marjorie hypothesis” each person I’ve talked to during “ask the Expert” was filled with energy.  They WANTED to succeed, they WANTED to learn a better way, they were thrilled to talk to another PM who understood their issues. 

PERCEPTIONS

The typical perception of a Project Manager is someone who sits in an office and plans all day or, a Dilbert-like character.   We all know this is incorrect and nothing illustrates it more than attending a PMI Global Congress.   I’d like for non-PMs to attend!  I’d like the Project Manager’s bosses and higher-ups to attend.  Let them feel the “Marjorie hypothesis.” It’s undeniable. 

As I prepare for the launch of my book “The Digital Transformation Success Formula”, I am often asked by friends who are not in the technology field “What is Digital Transformation?” That is a great question to ask and a great place to start. I say “start” because digital transformation will impact your life one way or another, like the industrial era had impacted your life and that of our parents. Whether you are aware of it or not, you will be making a choice between “digital transformation or death”. Leaders will have to decide first. I help them make the right decisions and guide them to succeed when they choose digital transformation.

What is Digital Transformation?

Digital transformation is how the latest digital technologies combined with strategic business innovation are reshaping the actual era, reinventing businesses, organizations and our lifestyles.  Many professions as we know them today will disappear in a couple of years. Many of you have already changed careers or experienced the loss of a job. We see many “ends” but digital transformation also offers many “beginnings” and that is what I want to guide you to take advantage of.

Digital Transformation and Leadership

Technology itself is evolving fast, but it will not create the transformation by itself. I have as proof the many millions euros/dollars technology and business projects that I had the opportunity to either manage, lead, participate in or witness in the corporate world (and especially in Fortune 500 companies) over the last 20 years. In fact, relying too much on technology is the number one reason for technology project’s failure.  Leaders are creating the transformation. Our lifestyles, businesses, and organizations will be how our leaders shape them. My new book, “The Digital Transformation Success Formula” is aimed at leaders so they can transform themselves first, and then transform our organizations, businesses, and lives efficiently.

Are you a leader?

Every leader, no matters your title, your industry, or your work status as an entrepreneur or an employee, you want to be involved. Join my group of Digital Transformation Leaders by opting in for the 1^st report, “The N°1 Formula for Digital Transformation.” Just click the link to the portal below. Check out the blog on the site as well. I’ll keep you posted soon about the launch event for the Digital Transformation Leaders platform, as well as the book launch.

You won’t want to miss the launch event.

I’ll bring together a great panel of experts to deliver value to you on several aspects of digital transformation. Furthermore, for one hour, you will be able to download the Kindle version of the book for free. That’s not all. You will also be able to purchase the printed “The Digital Transformation Success Formula” book at a reduced price, all during a limited period of time. Additionally, there will be several other gifts to win.

Opt-in and join our group at www.digitaltransformationleaders.com.

Once you opt-in, I’ll then send you a private invitation for the launch event, coming in November and the Digital Transformation Report. You’ll also receive a video training on how to “Create Your Digital Transformation Vision in 7 Days”, for free.

See you there!

Nadia Vincent