Viewing Posts by Jorge Martin Valdes Garciatorres
By Jorge Valdés Garciatorres, PMP
"There is nothing so practical as a good theory."
Every project will lead, eventually, to a big or small transformation. However, the PMBOK® Guide doesn’t outline the processes needed to prepare an organization for the transformation that will come with the project.
Organizational development, created by Kurt Lewin in the 1940s, is the discipline that covers dealing with organizational transformation. In my opinion, Lewin, a natural agile thinker, was ahead of his time. If you review his intervention approach known as “action research,” which is iterative and based in retrospectives to learn and improve, you’ll see why.
Characteristics of a Successful Transformation
Organizations are open, complex and dynamic systems. Intervening within a company to transform it in any way is an adventure that should be addressed from a systemic view.
It is no secret that the transformation journey can be painful and even traumatic for some. However, if organizations want to maintain relevance, it is crucial to build resilience into their DNA. With the right approach, change and transformation can become not only a reality, but an important development opportunity for employees and organizations.
Here, based on my empirical experience, I will outline elements that must be present to enable transformation and the minimum systems that must be addressed to increase the probability of success.
In my experience, the transformation should have, at a minimum, the following five elements:
Subsystems to Address
The change effort should be addressed in a balanced way with a systemic approach. To achieve this, I usually use the model outlined by Patrick Williams, which comprises four subsystems:
In my experience, using the above elements—plus acting small by using the low-complexity/high-impact approach—will put you in a better position to tackle the challenges of your transformation journey, with an agile approach.
What about you? How are you managing the transformation that comes with your project?
By Jorge Valdés Garciatorres, PMP
“Remember that we choose to follow leaders based on the way the leaders make us feel. Remote associates are no different. You just have to concentrate on ensuring that your remote people feel included, supported and part of a team.”
As companies take necessary precautions to keep their staff healthy and safe, remote work has become the new normal.
Some organizations have already worked this way, and the pandemic has only intensified the pace. Others may be thinking about it, and others may have never considered this option and perhaps are struggling to keep things going in the midst of the crisis.
In any case, there isn’t one right way to do remote work. However, whichever method suits your project teams best, leadership and communication play an important role in the process.
The benefits of remote work
In a totally empirical, non-formal study that I am conducting on my own (my grandma used to call this “curiosity”), I have been talking to and gathering information from my students, colleagues, friends and relatives, and sharing my observations with them. Throughout México and other locations in Latin America, it seems like most people are more happy than not about working from home. Among the aspects they are enjoying the most are:
The drawbacks of remote work
When I ask about the downsides of this modality of work, there are also several answers:
At this point, most of them complain about the way their leaders are following up with their assigned duties. They feel like they are being micromanaged. Their project leaders are asking for updates several times during the day. Again, in some cases this is almost not present, but in the majority of my chat partners it is recurring.
Based on my experience doing remote work for nearly 15 years, I’d like to outline some lessons learned for leading remote teams. I am focusing on the day-to-day phase of remote work, assuming that at this point all of you have passed the implementation phase:
What are some practices you’ve implemented to ensure your remote project team is working at full capacity?
The Art of Active Listening
"To listen closely and reply well is the highest perfection we are able to attain in the art of conversation."
-- FranÃ§ois de La Rochefoucauld (1613-1680)
Interpersonal skills are crucial to project management. There's a lot of literature about them, even a section dedicated to them in A Guide to the Project Management Body of Knowledge (PMBOK® Guide)--Fifth Edition. Still, some of us think it is too much work to improve on an interpersonal level.
I believe that good interpersonal skills can transform you into a "WOW!" project manager, as U.S. business management writer Tom Peters would say.
In my view, one of the most challenging interpersonal skills to develop is communication. And communication is equal parts listening and speaking. However, I would say it's twice as important to be a good listener than a good speaker. Greek philosopher Epictetus said: "We have two ears and one mouth so that we can listen twice as much as we speak."
Being an active listener is not easy. I think it is more art than skill, so I often encourage my colleagues to review and use this checklist every time they have an important meeting with stakeholders and team members. It includes five elements; if you try to work on one at a time, you will end up becoming an active listener:
That's what I try to put in practice to be better at my listening skills, although I recognize it is very difficult and usually this takes a lot of conscious effort and self-discipline.
Do you have more tips to add to this checklist on how to become an active listener?
"People do not care how much you know until they know how much you care."
--John C. Maxwell
Have you ever heard your project manager say something like "I'm not here to make friends; I'm here to get things done"? This is known as extrovert management.
On the other hand, some project managers manage more as an introvert. They are less aggressive and more passive in their approach.
There is a range of assertiveness, which can be understood as a person's tendency to actively defend, pursue and speak out for his own interests.
Assertiveness is a key point for a leader's ability to achieve results, according to a 2006 study from researchers Daniel Ames and Francis Flynn. They found that our natural tendency to focus on negative information suggests that the costs of low or high levels of assertiveness may often outweigh the benefits in the eyes of observers.
So what is the best approach to assertiveness in the context of project management? It depends on the project.
Perhaps the bottom line is to develop our ability to cover a wider range of assertiveness and adjust our behavior to the context of the project.
For instance, on short-term projects, being more assertive will give us the ability to achieve results. But on a large project, the best approach might be more moderated in assertiveness to build good relationships with our team, which allows us to collaborate productively in the long run.
Which kind of project manager do you prefer? And which kind of project manager are you?
"Get mad, then get over it." --Gen. Colin Powell, USA (Ret.)
Generally, people consider anger to be a negative emotion. But it doesn't have to be.
Let's review the positive side of anger:
Anger can benefit relationships.
Many of us are told to hide our anger, but doing so could be detrimental to your relationships.
For example, if you're angry because of a mistake that a project team member has made and you don't speak up, he won't know that he has done something wrong. He will probably keep doing it and enter into a vicious cycle.
On the other hand -- if justifiable and aimed at finding a solution --expressing dissatisfaction can strengthen relationships. Such honest communication can help solve problems among stakeholders and build cohesiveness into your team.
Anger can motivate.
Anger can prove to be a powerful motivation force, helping you "go the extra mile" and keep working despite problems or barriers.
For example, if you're criticized for your work, you may feel further motivated to do better because you are angry and want to prove that you can improve your level of performance.
In project management, if we are able to produce what is called "positive anger" in our team, they will be more motivated to achieve results. But don't make a team member mad just for the sake of it. Find the right words to push them in the right direction.
Anger can indicate an optimistic personality.
Ironically, happy people have something in common with angry people. Both tend to be optimistic.
Take the study of risk management, for example. Dr. J.S. Lerner, professor of public policy and management at the Harvard Kennedy School of Government, found that angry people expressed optimistic risk estimates. Estimates of angry people more closely resemble those of happy people than those of fearful people.
It's okay to get mad, but always behave professionally and treat people respectfully. Don't let wrong behavior undercut a right message.
At the end of the day, we're all human. We all have feelings, one of which is getting mad. Use positive anger when you can. Above all, be able to communicate when you're angry in a way that doesn't undercut your message.
Have you ever used anger in a positive way in your projects?
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