Point Lookout: a free weekly publication of Chaco Canyon Consulting
Volume 6, Issue 50;   December 13, 2006: Managing Pressure: Communications and Expectations

Managing Pressure: Communications and Expectations

by

Pressed repeatedly for "status" reports, you might guess that they don't want status — they want progress. Things can get so nutty that responding to the status requests gets in the way of doing the job. How does this happen and what can you do about it? Here's Part I of a little catalog of tactics and strategies for dealing with pressure.
The 1991 eruption of Mount Pinatubo

The 1991 eruption of Mount Pinatubo. Photo courtesy U.S. NASA.

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
and explanations
escalate
When 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. Go to top Top  Next issue: Managing Pressure: The Unexpected  Next Issue

303 Secrets of Workplace PoliticsIs 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

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.

Your comments are welcome

Would you like to see your comments posted here? rbrenZLkFdSHmlHvCaSsuner@ChacbnsTPttsdDaRAswloCanyon.comSend me your comments by email, or by Web form.

About Point Lookout

Thank you for reading this article. I hope you enjoyed it and found it useful, and that you'll consider recommending it to a friend.

Point Lookout is a free weekly email newsletter. Browse the archive of past issues. Subscribe for free.

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.

Related articles

More articles on Workplace Politics:

HMS Latimer during her first cable-laying run from Shanklin to CherbourgThe Advantages of Political Attack: I
In workplace politics, attackers sometimes prevail even when the attacks are specious, and even when the attacker's job performance is substandard. Why are attacks so effective, and how can targets respond effectively?
Washington Irving, American author, 1783-1859Extrasensory Deception: I
Negotiation skills are increasingly essential in problem-solving workplaces. When incentives are strong, or pressure is high, deception is tempting. Here are some of the deceptions popular among negotiators.
The Gatun Locks of the Panama CanalThe Power of Situational Momentum
For many of us, the typical workday presents a series of opportunities to take action. We often approach these situations by choosing among the expected choices. But usually there are choices that exploit situational momentum, and they can be powerful choices indeed.
Edward Bernays, nephew of Sigmund Freud and an early pioneer in the field of Public RelationsCommunication Traps for Virtual Teams: I
Virtual teams encounter difficulties that rarely confront face-to-face teams. What special challenges do they face, and what can we do about them?
The Dalles of the St. Croix RiverThe Politics of the Critical Path: II
The Critical Path of a project is the sequence of dependent tasks that determine the earliest completion date of the effort. We don't usually consider tasks that are already complete, but they, too, can experience the unique politics of the critical path.

See also Workplace Politics, Conflict Management and Managing Your Boss for more related articles.

Forthcoming issues of Point Lookout

Two bull elk sparring in Grand Teton National Park, WyomingComing February 8: Kerfuffles That Seem Like Something More
Much of what we regard as political conflict is a series of squabbles commonly called kerfuffles. They captivate us while they're underway, but after a month or two they're forgotten. Why do they happen? Why do they persist? Available here and by RSS on February 8.
Stained Glass of William of Ockham in a church in Surrey, England, United KingdomAnd on February 15: Four Razors for Organizational Behavior
Deviant organizational behavior can harm the people and the organization. In choosing responses, we consider what drives the perpetrators. Considering Malice, Incompetence, Ignorance, and Greed, we can devise four guidelines for making these choices. Available here and by RSS on February 15.

Coaching services

I offer email and telephone coaching at both corporate and individual rates. Contact Rick for details at rbrenZLkFdSHmlHvCaSsuner@ChacbnsTPttsdDaRAswloCanyon.com or (650) 787-6475, or toll-free in the continental US at (866) 378-5470.

Get the ebook!

Past issues of Point Lookout are available in six ebooks:

Reprinting this article

Are you a writer, editor or publisher on deadline? Are you looking for an article that will get people talking and get compliments flying your way? You can have 500-1000 words in your inbox in one hour. License any article from this Web site. More info

Follow Rick

Send email or subscribe to one of my newsletters Follow me at LinkedIn Follow me at Twitter, or share a tweet Subscribe to RSS feeds Subscribe to RSS feeds
Please donate!The message of Point Lookout is unique. Help get the message out. Please donate to help keep Point Lookout available for free to everyone.
Technical Debt for Policymakers BlogMy blog, Technical Debt for Policymakers, offers resources, insights, and conversations of interest to policymakers who are concerned with managing technical debt within their organizations. Get the millstone of technical debt off the neck of your organization!

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.

303 Secrets of Workplace PoliticsIs 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!
303 Tips for Virtual and Global TeamsLearn how to make your virtual global team sing.
My free weekly email newsletter gives concrete tips and suggestions for dealing with the challenging but everyday situations we all face.
A Tip A DayA Tip a Day arrives by email, or by RSS Feed, each business day. It's 20 to 30 words at most, and gives you a new perspective on the hassles and rewards of work life. Most tips also contain links to related articles. Free!
101 Tips for Effective MeetingsLearn how to make meetings more productive — and more rare.
Exchange your "personal trade secrets" — the tips, tricks and techniques that make you an ace — with other aces, anonymously. Visit the Library of Personal Trade Secrets.
If your teams don't yet consistently achieve state-of-the-art teamwork, check out this catalog. Help is just a few clicks/taps away!
Ebooks, booklets and tip books on project management, conflict, writing email, effective meetings and more.