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Monday, June 27, 2011

Good List of YouTube Videos for Business and Project Management

I don't link to many external websites, but I like the list of YouTube videos Molly Cunningham has put together on her site.

Click here to check out her site

Communication Tips

How are your project communications? How do others perceive you? How do you perceive yourself as a communicator?  Let us review some rules of communication that will help us better manage our projects.

When making presentations know your:

OBJECTIVE – Goal, Purpose, Destination

LISTENER – Know facts about the group, the group expectations, the key people

APPROACH – Premise, Strategy, Theme, Pay-off for the Listener

When speaking with others one-on-one, use statements that show you are concerned about them. Remember the three “A”s when communicating.

APPRECIATING – Show appreciation for the other person’s problem or situation

Examples: “I appreciate you bringing this to my attention”

“Thank you for letting me know that”

ACKNOWLEDGING – This lets the other person know that you hear them

Example: "I can understand…I sorry to hear that..."

ASSURING – Lets the other person know that you will help

Example: “This will be taken care of…I will see to that personally.”

Some thoughts to ponder…

Project Managers that do not communicate effectively at the right times are destined to fail.

Poor communication skills have derailed many a career.

More than likely you will never be told that your communications skills are lacking.

Every project needs to have a written communication plan.

Acouple of books you might consider are: “The Four Agreements” and the “Seven Survival Skills for a Reengineered World”.


Tuesday, June 21, 2011

The Absent Executive

Ever had a project that begins with strong executive/senior management support and over time that support fades?

The symptoms of executive disintrest are:

Executives/senior management don't ask questions during status meetings or stop coming to the meetings

Executives/senior management lack a sense of urgency regarding "your" project

Executives/senior management become more confused and/or less supportive over time regarding project goals and objectives

Executives/senior management begin to focus on what has been "installed" vs. what business results have been realized

The project sponsor(s) becomes detached and less available for project updates

Executives, sponsors, and stakeholders start to forget the culture and try to force solutions to meet deadlines

I know first hand that executives/senior management will tell you they support your project, and then turnaround and encourage resistance in their departments, and allow or ignore passive-aggressive behaviors of key staff members regarding the project's goals and objectives. What can be done? Here are some ideas; however you must realize that your project is in serious trouble if you have observed the behaviors listed above.

Calculate the costs of the project so far. Consider scaling back the project or killing it all together. I know from experience that this is much easier said than done.

Identify key executives and stakeholders and meet with them personally and restate the projects benefits. If they still aren't sold or supportive, move on to the next group. Ensure you create a Scope Change and de-scope portions of the project that aren't getting support.

Reevaluate the project team. Do you need new people? Are they really focused on meeting the project's objectives and scope? Are the project's objectives and scope still realistic, attainable and relevant?

Reevaluate the organization's culture and re-plan the project if needed. Reset expectations, and identify sources of resistance. If the culture can't be changed quickly, perhaps the project's objectives, goals, and/or scope need to be adjusted.

Remember, project failure rests on the project manager's and project sponsor's shoulders. Sometimes senior management is too busy to get or stay involved, however that doesn't release them from their responsibility to support your project. Determine if they are too busy or just too lazy to support your project. Not easy to do, but absolutely necessary.

Remember what Dr. Stephen Covey says is the 4th Discipline (The 4 Disciplines of Execution) - "Hold Each Other Accountable - All of the Time". If you are a project manager it is your job to hold all levels of the organization accountable for project success. Having said that, you must proceed with caution if you plan to do this with executives. Be tactful and respectful; however, don't let them off the hook!

A recent survey found that only 39 percent of workers feel highly energized and committed to their organization's most important goals. This survey includes executives and senior managers. Just because they have the title doesn't mean they will behave responsibly or be focused on doing the right things right!

Executives, senior management, and your project sponsor(s) may say they support you and your project, but it is up to you to figure out if they really are being supportive. Silence is not acceptance when it comes to dealing with the decision makers. When they stop asking questions, you are in deep trouble.

Monday, June 13, 2011

The Dozen Truths (for Project Managers)

More wisdom from Tom Peters.  Check out his website for lots more.
1. Insanely Great & Quirky Talent

2. Disrespect for Tradition

3. Totally Passionate (to the Point of Irrationality) Belief in What We Are Here to Do

4. Utter Disbelief at the BS that Marks "Normal Industry Behavior

5. A Maniacal Bias for Execution and Utter Contempt for Those Who Don't "Get It"

6 Speed Demons

7. Up or Out. (Meritocracy Is Thy Name. Sycophancy Is Thy Scourge)

8. Passionate Hatred of Bureaucracy

9.Willingness to Lead the Customer... and Take the Heat Associated Therewith. (Mantra: Satan Invented Focus Groups to Derail True Believers)

10. "Reward Excellent Failures. Punish Mediocre Successes"

11. Courage to Stand Alone on One's Record of Accomplishment Against All the Forces of Conventional Wisdom

12. A Crystal Clear Understanding of Story (Brand) Power

Friday, June 03, 2011

Toxic People


Mark Goulston, MD writes:
A toxic person...
    1. Interrupts.
    2. Doesn’t take turns.
    3. Takes advantage of people who are down.
    4. Gloats in victory.
    5. Is sullen in defeat.
    6. Is not fair.
    7. Lacks integrity.
    8. Is the kind of person you’ll avoid if you possibly can.
Three good responses to nearly every type of toxic person...
"Huh?" This one word can stop a jerk in his tracks. Use a mild, neutral tone of voice. Do this when the toxic person says something utterly ridiculous but acts as if he is being perfectly reasonable. This response conveys that what the toxic person is saying doesn’t make sense. It works because it signals that you are not engaging with the content of what he said.
"Do you really believe what you just said?" Use a calm, straightforward tone, not a confrontational one. This question works because toxic people often resort to hyperbole to throw others off balance. They are prone to using the words "always" and "never" to drive home their points. However, don’t expect the toxic person to admit that he is wrong. He is more likely to walk away in a huff -- which is fine because then you won’t have to waste more energy dealing with him.
"I can see how this is good for you. Tell me how it’s good for me." This response is a useful way to deal with a toxic person’s demands. If he stalls or changes the subject, you can say, "Since it’s not clear how this is good for me, I’m going to have to say no."