Just as Les was about to answer Anna, his desk phone rang. He glanced at the caller ID, looked up at Anna, and said, "It's him again. Should I answer?" He knew what she would say.
"Yeah," she said. "He probably knows we're here."
Les picked up the handset. "Yeah," he said. Nobody used Hello for internal calls anymore.
Anna couldn't hear much, but she didn't need to. The caller was their boss, and he was probably asking for yet another briefing before the review the next afternoon. The conversation went on for a while, until Les looked up at Anna.
"Three PM OK with you?"
Anna nodded. Les said "OK" into the phone and put the handset back in its cradle. Hello was already gone, and Good-Bye was well on its way.
He turned to Anna. "That's lucky," he said sarcastically. "We're just so bored here sitting around doing nothing."
They both laughed, but it wasn't funny.
When projects falter,
demands for status
escalateWhen projects falter, demands for status and explanations escalate. Sometimes satisfying these requests interferes with the work, but at least we can understand why people worry. What's more puzzling is how this happens to projects that aren't in trouble.
Perceptions of an absence of progress usually drive such concerns. Here's Part I of a catalog of strategies for managing pressure by enhancing perceptions of progress. See "Managing Pressure: The Unexpected," Point Lookout for December 20, 2006, and "Managing Pressure: Milestones and Deliveries," Point Lookout for December 27, 2006, for more.
- Choose names carefully
- If a particular task encountered serious trouble in a previous project, re-using its name in a current project invites people to use their past experiences in assessing current risks.
- Ironically, we often do better the second time around. Choose names that are relatively free of negative baggage.
- When in trouble, don't talk — deliver
- When there's little new to demonstrate, project leaders sometimes resort to words to convey a sense of progress. But during extended intervals between demonstrations of new capability, words interfere with perceptions of progress.
- Because demonstrating new capability frequently does help, reschedule to provide something useful as soon as possible.
- Short schedules help perceptions
- Long schedules undermine perceptions of progress. This phenomenon appears to be psychological in origin, and it applies wherever customers have to wait for what they really want.
- Schedule projects to complete as fast as possible. If necessary, decompose a large project into a sequence (or a partially parallel set) of smaller projects. The effectiveness of this approach might be one reason why agile methods are so popular, because they call for frequent deliveries of useful functionality.
Managing perceptions isn't just politics. Since pressure is usually counterproductive, these strategies can truly benefit your projects. I'll say more next time, but I'll pause here because I want to send this part to you as soon as possible. Top Next Issue
Micromanagement is a common source of pressure. For insights on micromanagers and micromanaging, see "When Your Boss Is a Micromanager," Point Lookout for December 5, 2001; "There Are No Micromanagers," Point Lookout for January 7, 2004; "Are You Micromanaging Yourself?," Point Lookout for November 24, 2004; and "How to Tell If You Work for a Nanomanager," Point Lookout for March 7, 2007.
Is every other day a tense, anxious, angry misery as you watch people around you, who couldn't even think their way through a game of Jacks, win at workplace politics and steal the credit and glory for just about everyone's best work including yours? Read 303 Secrets of Workplace Politics, filled with tips and techniques for succeeding in workplace politics. More info
Your comments are welcomeWould you like to see your comments posted here? rbrenHhRmMlESxCNETDLOner@ChacvAHbhOkrgHeztWlcoCanyon.comSend me your comments by email, or by Web form.
About Point Lookout
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Support Point Lookout by joining the Friends of Point Lookout, as an individual or as an organization.
Do you face a complex interpersonal situation? Send it in, anonymously if you like, and I'll give you my two cents.
More articles on Workplace Politics:
- The "What-a-Great-Idea!" Trap
- You just made a great suggestion at a meeting, and ended up with responsibility for implementing it.
Not at all what you had in mind, but it's a trap you've fallen into before. How can you share your ideas
without risk of getting even more work to do?
- What Insubordinate Non-Subordinates Want: II
- When you're responsible for an organizational function, and someone not reporting to you won't recognize
your authority, or doesn't comply with policies you rightfully established, you have a hard time carrying
out your responsibilities. Why does this happen?
- Social Entry Strategies: II
- When we first engage with a group at work, we employ social entry strategies to make places for ourselves
to carry out our responsibilities, and to find enjoyment and fulfillment at work. Here's Part II of
a little catalog of social entry strategies.
- Impasses in Group Decision-Making: III
- In group decision-making, impasses can develop. Some are related to the substance of the issue at hand.
With some effort, we can usually resolve substantive impasses. But treating nonsubstantive impasses
in the same way doesn't work. Here's why.
- Workplace Anti-Patterns
- We find patterns of counter-effective behavior — anti-patterns — in every part of life,
including the workplace. Why? What are their features?
Forthcoming issues of Point Lookout
- Coming July 5: Tackling Hard Problems: II
- In this Part II of our look at solving hard problems, we continue developing properties of the solution, and look at how we get from the beginning to the end. Available here and by RSS on July 5.
- And on July 12: Performance Issues for Non-Supervisors
- If, in part of your job, you're a non-supervisory leader, such as a team lead or a project manager, you face special challenges when dealing with performance issues. Here are some guidelines for non-supervisors. Available here and by RSS on July 12.
I offer email and telephone coaching at both corporate and individual rates. Contact Rick for details at rbrenmjNYvlYUCdQJpjxtner@ChacHejKzoyXiKmqrrtNoCanyon.com or (617) 491-6289, or toll-free in the continental US at (866) 378-5470.
Get the ebook!
Past issues of Point Lookout are available in six ebooks:
- Get 2001-2 in Geese Don't Land on Twigs (PDF, USD 11.95)
- Get 2003-4 in Why Dogs Wag (PDF, USD 11.95)
- Get 2005-6 in Loopy Things We Do (PDF, USD 11.95)
- Get 2007-8 in Things We Believe That Maybe Aren't So True (PDF, USD 11.95)
- Get 2009-10 in The Questions Not Asked (PDF, USD 11.95)
- Get all of the first twelve years (2001-2012) in The Collected Issues of Point Lookout (PDF, USD 28.99)
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- The Power Affect: How We Express Our Personal Power
- Many people who possess real organizational power have a characteristic demeanor. It's the way they project their presence. I call this the power affect. Some people — call them power pretenders — adopt the power affect well before they attain significant organizational power. Unfortunately for their colleagues, and for their organizations, power pretenders can attain organizational power out of proportion to their merit or abilities. Understanding the power affect is therefore important for anyone who aims to attain power, or anyone who works with power pretenders. Read more about this program. Here are some upcoming dates for this program:
- Creating High Performance Virtual Teams
- Many people experience virtual teams as awkward, slow, and sometimes
frustrating. Even when most team members hail from the same nation or culture, and even when they all
speak the same language, geographic dispersion or the presence of employees from multiple enterprises
is often enough to exclude all possibility of high performance. The problem is that we lead, manage,
and support virtual teams in ways that are too much like the way we lead, manage, and support co-located
teams. In this program, Rick Brenner shows you how to change your approach to leading, managing, and
supporting virtual teams to achieve high performance using Simons' Four Spans model of high performance.
Read more about this program. Here's an upcoming date
for this program:
- Baci Grill, 134 Berlin
Road, Berlin, CT 06416: September 19,
Monthly Meeting, Southern New England Chapter of the Project Management Institute. Register now.
- Baci Grill, 134 Berlin Road, Berlin, CT 06416: September 19, Monthly Meeting, Southern New England Chapter of the Project Management Institute. Register now.
- The Race to the South Pole: Ten Lessons for Project Managers
- On 14 December 1911, four men led by Roald
Amundsen reached the South Pole. Thirty-five days later, Robert F. Scott and four others followed. Amundsen
had won the race to the pole. Amundsen's party returned to base on 26 January 1912. Scott's party perished.
As historical drama, why this happened is interesting enough, but to organizational leaders, business
analysts, project sponsors, and project managers, the story is fascinating. Lessons abound. Read
more about this program. Here's an upcoming date for this program:
- CTCPA, 716 Brook Street,
Rocky Hill, CT 06067: September 20,
Full-day Workshop, Southern New England Chapter of the Project Management Institute. Register now.
- CTCPA, 716 Brook Street, Rocky Hill, CT 06067: September 20, Full-day Workshop, Southern New England Chapter of the Project Management Institute. Register now.
Beware any resource that speaks of "winning" at workplace politics or "defeating" it. You can benefit or not, but there is no score-keeping, and it isn't a game.