Leading Your Team Through Tough Times
by Dave Wakeman I was reading an article the other day about understanding the signs of burnout. The list was pretty much representative of what most people share when I talk with them about it these days: It included things like trouble focusing, missing deadlines, not feeling like they know what they’re doing, and struggling for motivation. Then I saw a reminder of how we are in the third year of the pandemic—and that’s when I realized that we are all likely dealing with some level of burnout. So let’s take a step back and figure out how to help our people during tough times… 1. Be aware of what is going on. I’ve had to slap myself upside the head a few times to remind folks that we are currently dealing with a situation that can rightly be referred to as “toxic stress.” We are still struggling as a society to get COVID under control, many of our economies are showing signs of recession, people have new routines, there are climate issues…I could go on. I won’t because that would be too depressing. But the starting point of addressing stress and burnout is recognizing what is going on. You can’t solve a problem you can’t see. If you are feeling a little stressed or under pressure, you can imagine that most people around you are feeling something similar. 2. Be open about these challenges. In working with my clients, I try to give them room to talk with me—even about things that aren’t related to our projects. Sometimes, just getting things off your chest can just help you cope with challenging times. Unfortunately, many of our organizations (and our culture) try to reinforce a feeling of stoicism around troubling times and encourage us to keep our issues pent up inside. As a leader, you have to recognize that the default is unfortunately to not mention anything and to not seek help or a sympathetic ear. So, you may have to force this issue a little bit; that’s okay. The payoff for your team will be huge, and your ability to help people will make you a better leader in the long run. 3. Look for ways to release the pressure valve for folks. Everyone has deadlines, meetings, internal and external pressures, and much more. We can’t control everything for our teams, just like they can’t control everything around them. But we can often find solutions to help relieve some of the pressure. In North America, I see a lot of businesses letting their teams have Summer Fridays off. I also see team get-togethers at ballparks, picnics and other places where they can be outside together in an informal way (as mentioned above, anything simple where we can just provide an ear). You might encourage this by setting up “bull” sessions where there is no agenda. Going even further, you might be able to relieve some of the deadline pressure or the feeling of endless connectivity by setting expectations around turning off devices, response times, or turning on your out-of-office notifications to get a break. The big idea here is that you have to actively engage in this process with your team. In my world, I think I find that this is the key to everything when you are dealing with people, especially in an environment where everything can feel like a struggle. Put on the brakes and take a step back. Then, be deliberate in finding ways to give people an ear to bend, a feeling of support, and a little space to catch their breath. Maybe I’m crazy, but we all need that right now. What signs of burnout have you noticed in yourself and your co-workers, and how have you dealt with it? Share your thoughts in the comments below. And for more on this topic, read The Danger of Project Manager Burnout.
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Building Team Synergy and Resilience
Categories:
Agile,
Benefits Realization,
Best Practices,
Career Help,
Change Management,
Complexity,
digital transformation,
Facilitation,
Human Aspects of PM,
Human Resources,
Innovation,
Leadership,
Lessons Learned,
Mentoring,
PMOs,
Portfolio Management,
Program Management,
Roundtable,
Stakeholder,
Strategy,
Talent Management,
Teams
Categories: Agile, Benefits Realization, Best Practices, Career Help, Change Management, Complexity, digital transformation, Facilitation, Human Aspects of PM, Human Resources, Innovation, Leadership, Lessons Learned, Mentoring, PMOs, Portfolio Management, Program Management, Roundtable, Stakeholder, Strategy, Talent Management, Teams
By Peter Tarhanidis, PhD As the pandemic stretches on, work-from-home programs continue to keep teams working virtually. During this time, we have performed courageously to deliver our strategic and business outcomes. Here I will share a select review of advice from industry experts as they explore how to build a post-pandemic response strategy. According to McKinsey (2022), organizations have pivoted to deliver sustainable and inclusive growth toward building a better world. And Harvard Business Review (2020) notes that all types of companies have navigated the pandemic by pivoting their business models in the short term to survive—becoming more resilient in the long term. Yet not all pivots generated an improved business outcome. Three trends in particular can help ensure a successful pivot:
PWC’s Global Crisis Survey identified three key lessons that businesses can adopt for long-term resilience:
An opportunity, therefore, exists to consider how to prepare your team’s competence in driving synergy and resilience in order to lead post-pandemic growth strategies—and simultaneously pivot from those same strategies. Here is a shortlist of what leaders can do to prepare for a post-pandemic recovery and support an organization:
In the end, the teams that are ready to execute and can pivot as necessary will be ready for the post-pandemic competitive environment. Let me know if you have uncovered additional successful strategies—or any pitfalls to avoid—in building team synergy and resilience. References |
AI To Disrupt Project Management
Categories:
Career Help,
Change Management,
Cloud Computing,
Complexity,
digital transformation,
Education and Training,
Ethics,
Facilitation,
Generational PM,
Human Aspects of PM,
Human Resources,
Innovation,
IT,
Leadership,
Leadership,
Nontraditional Project Management,
PMOs,
Portfolio Management,
Program Management,
Stakeholder,
Strategy,
Talent Management,
Teams,
Tools
Categories: Career Help, Change Management, Cloud Computing, Complexity, digital transformation, Education and Training, Ethics, Facilitation, Generational PM, Human Aspects of PM, Human Resources, Innovation, IT, Leadership, Leadership, Nontraditional Project Management, PMOs, Portfolio Management, Program Management, Stakeholder, Strategy, Talent Management, Teams, Tools
By Peter Tarhanidis, PhD Technology has demonstrated tremendous benefits and efficiencies (many of them unstated) over time. The technology lifecyle enhancements that started with our initial computers, software programs and the internet of the past have given way to the modern-day cloud, Big Data and artificial intelligence. Throughout this maturing landscape, technology has affected all industries—especially how we collaborate. According to Peng (2021), here are some key impacts to consider:
Project management has benefitted from the overall technology lifecycle, either by implementing aspects of it or by being a user of its collaboration outputs. Yet project managers are at the doorstep of being part of the next wave of AI disruption. What a PM organization must consider is the methods and concepts used in managing past programs and become proactive in shifting to an AI-enabled PM organization. There is no doubt that the role of PMs and our methodology will be augmented with AI-enabled assistance. PwC identified five areas of AI disruption and decision making in project management:
To prepare for these changes, project managers should:
In order for these changes to emerge, there are a few considerations that may hold one back from the changes—such as organizational readiness, employee skills assessments, and the state of technical tools. PwC outlines a change approach to assist in the transition that relies on updating project management strategy, leveraging technology investments, integrating digital and AI, and a comprehensive communication plan to generate awareness through adoption by the future project management workforce. What other approaches have you used—or should be considered—to manage AI disruption in project management? Reference: |
Do You Miss the “Old Way” of Communicating?
Categories:
Communication,
Complexity,
Facilitation,
Leadership,
Lessons Learned,
Project Delivery,
Teams
Categories: Communication, Complexity, Facilitation, Leadership, Lessons Learned, Project Delivery, Teams
By Conrado Morlan In project management, communication is a core competency that significantly impacts the outcome of a project. Most likely, you have worked hard to master your communication skills. Then all of the sudden, the way we communicate changed. The style had to adapt, evolve and amplify with the support of technology during the pandemic. We were accustomed to more traditional ways of communicating, such as in-person meetings (with groups, or one-on-one with stakeholders), spontaneous conversations around the office, and conference calls, among others. But most of these methods were totally erased when, by necessity, we started to work remotely. In a matter of weeks, we had to close the communication gap by learning on the fly how to use new technology tools featuring virtual rooms with a mosaic of participants, featuring screen sharing, tool chat, or instant messaging (IM). We faced the challenge of having to define new rules of communication and common ground (like having cameras on or off during the meeting, and muting your microphone if you aren’t talking). In just a few months, we adjusted to a new way of communication: online calls instead of phone calls; recorded online meetings with automatic transcripts instead of handwritten meeting minutes typed out afterward; more IM communication instead of email communication. For many project managers who are still remote, this continues to work well; for others who have returned to the office, they are starting to readapt to (or are missing) the “old way of communication.” Readapting to the “way things were” won’t be an easy task. Many people have lost that sense of personal interaction, and it is becoming more difficult to bring several people together at the same time in a meeting room to discuss the project. People’s preferences have also changed, and many prefer a virtual meeting as they think that there will be no difference to a meeting’s outcome if the meeting is in-person or virtual. Perhaps the outcome of the meeting will be no different, but what about in-person human interaction—a key element for communication? Reading non-verbal cues is becoming more difficult, a valuable element that will confirm if a “yes” is truly a yes or instead a “maybe.” As a project manager, what has been your biggest challenge in adopting and adapting the “new way of communication” in your projects? After a recent project progress meeting with my team, one of the senior members and I discussed the face-to-face communication challenges we have with other members. We concurred that when the person receiving the information has low retention, it results in false assumptions and a misunderstanding on the topic of discussion. Why is this happening? If the person receiving information confirms that everything is clear, why do we still have communication issues in projects? Usually, it's because taking notes in a meeting is going away, as many team members wait for a meeting recap that summarizes their action items. In face-to-face communication, we spend most of the time listening—and apparently, we're not good at it. We filter what we want to hear, and that may result in a broken message. That senior member of my team is part of the silent generation. He mastered his listening skills in an environment without all of the ways to "replay" conversations that we use today. In addition, he mentioned that the communication environment before was "less polluted" than today, where we are bombarded with things that affect our ability to pay attention. I asked the senior team member what the key elements of good listening skills are, based on his experience. He recommended:
What are the face-to-face communication challenges you have experienced with your team? Do your team members pay attention when you speak? What advantages and disadvantages do virtual meetings have? |
3 Ways to Improve Project Management In The Time of Labor Shortages
As part of starting my technology career, I augmented my undergraduate degree in computer science with a minor in economics. Over the years, I began to appreciate more the inherent wisdom of the demand and supply relationships as it pertains to labor forces. In particular, the laws of economic supply and demand are playing themselves to new heights in these uncertain times. We see it every day in the news: Jobs by the thousands of all types are going unfilled with nobody stepping forward to fill them. In our industry, we are seeing multiple factors converging to create difficult times for project and product managers. The exponential growth in technology, changing demographics in work forces as well as COVID-19 have all greatly impacted what we do on a day-to-day basis. For project and product delivery, I am observing that labor shortages that impact our delivery efforts take on two different forms:
As a project and product manager, these market conditions create a confounding set of risks that need some refreshed thinking in order to mitigate their impacts. Here are a few of my thoughts on ways we can manage around these challenging times: 1. Up Your Game on Scope, Schedule and Resource Management In addition to giving more emphasis to these areas than ever before, project managers need to look beyond their project for external threats. By taking more of a portfolio manager mindset and looking for external threats including other projects, they can better anticipate and address challenges to their own delivery commitments. For high-speed, iterative agile product delivery, labor shortages make for even more challenging times. One of the benefits of a dedicated set of resources for an agile product team is that over time they reduce the learning curve and improve decision-making efficiency. Swapping resources in and out of agile product delivery due to labor shortages creates damaging disruption to both schedule and quality. This environment compels agile product managers to be even more vigilant when it comes to managing scope, schedule and resources. 2. Get Back to Basics While the increased frequency and depth of examination improves stewardship and has helped with early detection of delivery volatility, in these times there may not be enough capacity to warrant this level of detail. To help mitigate impacts of labor shortages while not adversely impacting delivery, take a good hard look at the project and product metadata that is currently being produced. For the level of uncertainty and risk on your project or product, can the frequency of reporting, analysis and review meetings be reduced in order to spend more time on activities that directly impact delivery? For the depth of metadata, explore simplified methods for conveying progress against a plan. For example, the use of additional done/not done milestones to measure progress would take less effort than gathering timesheets to calculate total effort. Rationalizing where it makes sense, the frequency and breadth of supporting metadata creates more capacity for direct project and product activities. 3. Restore Real-Time Individual Engagement as a Norm Pre-pandemic, there was a lot of personal interaction in an office or site; these days, we rely on online collaboration tools as a primary means of connection and communication. Despite the ability as a group to remotely connect audibly and visually through the use of these tools, difficulties remain in terms of the effectiveness and efficiency of personal engagement, especially at an individual level. Individual connection has always been a means of identifying both new ideas as well revealing challenges that may not arise in a group setting; all the more reason to make it an increasingly frequent activity when managing projects and products. While modern times present new challenges, it’s still possible to connect on a person-to-person level. Outside of the normal cadence of group meetings, set up recurring individual connection sessions with team members. These can still be done with collaboration tools—but they have all the advantages of what private conversation can provide. I’m finding these individual meetings have a great propensity to really help us understand the underlying dynamics of project and product delivery. (If you happen to live in reasonably close proximity and abide by any local regulations, that doesn’t mean an espresso in person to stimulate conversation would be out of the question!) These are indeed challenging times, the likes of which I have never before seen in my project and product management career. Labor shortages as well as volatility from resource overcommitments are all causing us to rethink our day-to-day activities on how we interact with people. While we can long for the days when walking down the hall in an office to connect with a team member was the norm, we as project and product delivery managers still need to take steps to overcome these challenges in our drive for successful delivery outcomes. I welcome any comments on what others are doing to help reduce the impact of labor shortages with creative project and product management techniques. Share your insights below! |