** I preferred to write anonymously to not impact my company.
I am working in a company that has bad circumstances. It started with some financial issues, and reached that the option of closing down the whole business is under discussion, or in case we continued we will change most of our projects and directions.
During these issues, many promises were given and not fulfilled by the senior management, so the trust was broken. Now, almost everyone is looking for another job, and the work environment is so disappointing.
My main problem now is, as a PM, when I ask the team to work on the previously planned work, they say it is most probable that this work won't be needed any more, just a useless effort.
We still don't have a clear vision about the new projects.
I am struggling to have the guys do their tasks. They have a point, and I understand we are all now depressed but we have to continue working, at least until we are really out of the company (regardless of we choose to get out or we are forced to).
I need your advice, how can I get the team to work while I don't really "force" them.
I don't want to escalate to my manager (the site manager). Actually I think if I did he wouldn't be really caring, as he is also feeling bad due to the CEO's actions.
It sounds like you are in the midst of what Ed Yourdan would label as a "Death March" (see his book by the same name). If all levels of management are more or less equally depressed and disinterested, chances are the company is on its way out and they are already working on their exit strategies.You should be too.
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1 reply by anonymous
Jan 29, 2017 4:16 AM
anonymous
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Thank you very much Cris for your advice. I will check that book.
The problem is that the CEO didn't yet decide if he will really close. He mentioned that option and is still thinking. That's why I feel guilty if we stopped working.
I am indeed trying to find another job, but still didn't get one so far.
Saving Changes...
Tom BjörkholmConsultant| Knowit ConnectivityLinköping, Sweden
Trying to get 110% out of the staff in a situation you describes is to fight a loosing battle.
What I would try is to reduce pressure by temporarily reducing scope for the short term. Then talk to the team. Let them know that you understand them. Emphasise that it is more fun to be at work if you do something meaningful and good at work. Then try to get the project up to good speed on the reduced short term scope. If the project gets up to speed on the reduced scope, that would boost morale and then the scope can gradually be increased if/when the company get a clear vision of where it is going.
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1 reply by anonymous
Jan 29, 2017 4:19 AM
anonymous
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Thanks a lot Tom for your advice. I will try to make like you mentioned.
I certainly don't expect 110% or even 100% of the performance now. I totally understand the bad situation we are in, but I want to perform with 70% or 80%, not only 10% or 20%.
I will do my best. Thanks again for your answer.
Saving Changes...
Simon LangeProgram Manager| NSW HealthNorth Strathfield, Nsw, Australia
Hi anonymous,
You describe a challenging situation, and I agree with both Cris and Tom's comments. Make sure you have your exit strategy well planned. However, from the sounds of it, you have not yet decided to leave, and I hear your hunger to get on with it. It is understandable that your team are feeling disheartened. As Tom says, appealing to your team's innate desire to do meaningful work is a powerful approach. In the darkest hour, new leaders are born, and your ability to chart a path out of the darkness may provide the inspiration that the team need to step up.
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1 reply by anonymous
Jan 29, 2017 4:29 AM
anonymous
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Thanks a lot Simon. I totally agree with you.
I am still planning my own exit, but until I am out and as part of the company, I will try to follow the hints you provide me.
Many thanks.
Saving Changes...
Emilia-Mihaela LunguAssistant Manager| Project Management Training and Consulting CompanyBucuresti, Bucuresti, Romania
Sorry to read about the overwhelming circumstances. Even though it was a collective blow, it seems that everyone was left confused and wounded, with no one but themselves to rely on. In my imaginative opinion, it is almost as if the roof of the company had broken, everyone blocked inside on the last floor and forced to crawl into remaining safe corners, all while waiting for an awful storm to pass.
You might need to improvise a new roof (metaphorically); gather them under a sense of security and stability, tell them you are aware of their struggle, remind them that, while they are still there, staying together is the best way to get through it all; it is their last struggle there, better end it as best as they can (moving on is easier when you know that you've done your best till the very end... at least that goes for me).
Also, if you still wish to keep them close in the future, it might be good to talk to them individually also, and see who is still in for work on a new and better project after all this mess fades away. Who's willing to upgrade their surpassing-challenges-and-dealing-with-change skills and use this unfortunate experience for the better?
Best regards and good luck!
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1 reply by anonymous
Jan 29, 2017 4:43 AM
anonymous
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Thank you very much Emilia for your sympathy and your feelings.
It is indeed a difficult situation for all of us here.
You are true about doing our best till the end. I really try to. And I try to practice the leadership skills with my teams in these hard circumstances.
It is not easy because when they feel unsafe or threatened in their job, it is typical to not be productive at all.
I will continue trying like you advised and hopefully we can pass this challenge safely.
Many thanks for you.
Saving Changes...
Anonymous
Jan 28, 2017 8:54 AM
Replying to Cris Casey
...
It sounds like you are in the midst of what Ed Yourdan would label as a "Death March" (see his book by the same name). If all levels of management are more or less equally depressed and disinterested, chances are the company is on its way out and they are already working on their exit strategies.You should be too.
Thank you very much Cris for your advice. I will check that book.
The problem is that the CEO didn't yet decide if he will really close. He mentioned that option and is still thinking. That's why I feel guilty if we stopped working.
I am indeed trying to find another job, but still didn't get one so far. Saving Changes...
Anonymous
Jan 28, 2017 10:50 AM
Replying to Tom Björkholm
...
Trying to get 110% out of the staff in a situation you describes is to fight a loosing battle.
What I would try is to reduce pressure by temporarily reducing scope for the short term. Then talk to the team. Let them know that you understand them. Emphasise that it is more fun to be at work if you do something meaningful and good at work. Then try to get the project up to good speed on the reduced short term scope. If the project gets up to speed on the reduced scope, that would boost morale and then the scope can gradually be increased if/when the company get a clear vision of where it is going.
Thanks a lot Tom for your advice. I will try to make like you mentioned.
I certainly don't expect 110% or even 100% of the performance now. I totally understand the bad situation we are in, but I want to perform with 70% or 80%, not only 10% or 20%.
I will do my best. Thanks again for your answer. Saving Changes...
Anonymous
Jan 28, 2017 11:08 AM
Replying to Simon Lange
...
Hi anonymous,
You describe a challenging situation, and I agree with both Cris and Tom's comments. Make sure you have your exit strategy well planned. However, from the sounds of it, you have not yet decided to leave, and I hear your hunger to get on with it. It is understandable that your team are feeling disheartened. As Tom says, appealing to your team's innate desire to do meaningful work is a powerful approach. In the darkest hour, new leaders are born, and your ability to chart a path out of the darkness may provide the inspiration that the team need to step up.
Thanks a lot Simon. I totally agree with you.
I am still planning my own exit, but until I am out and as part of the company, I will try to follow the hints you provide me.
Many thanks. Saving Changes...
Anonymous
Jan 28, 2017 11:14 AM
Replying to Emilia-Mihaela Lungu
...
Sorry to read about the overwhelming circumstances. Even though it was a collective blow, it seems that everyone was left confused and wounded, with no one but themselves to rely on. In my imaginative opinion, it is almost as if the roof of the company had broken, everyone blocked inside on the last floor and forced to crawl into remaining safe corners, all while waiting for an awful storm to pass.
You might need to improvise a new roof (metaphorically); gather them under a sense of security and stability, tell them you are aware of their struggle, remind them that, while they are still there, staying together is the best way to get through it all; it is their last struggle there, better end it as best as they can (moving on is easier when you know that you've done your best till the very end... at least that goes for me).
Also, if you still wish to keep them close in the future, it might be good to talk to them individually also, and see who is still in for work on a new and better project after all this mess fades away. Who's willing to upgrade their surpassing-challenges-and-dealing-with-change skills and use this unfortunate experience for the better?
Best regards and good luck!
Thank you very much Emilia for your sympathy and your feelings.
It is indeed a difficult situation for all of us here.
You are true about doing our best till the end. I really try to. And I try to practice the leadership skills with my teams in these hard circumstances.
It is not easy because when they feel unsafe or threatened in their job, it is typical to not be productive at all.
I will continue trying like you advised and hopefully we can pass this challenge safely.
