When a team member actually impedes the progress of a project, and direct intervention isn't effective, reassignment and termination are the best options. But sometimes, politics intervenes — you can't reassign or terminate because of a constraint from on high. Sometimes the offender is a relative of the boss, or might be politically connected, or might be spying for a powerful political operator. In some cases, the goal might even be vendetta-driven sabotage.
When you can't terminate or reassign the offender, what are your alternatives? Frustration? Madness? Running for Congress?
Often you can accomplish the mission within the constraints you have to deal with. Here are some insights and tactics that can help.
- The problem is bigger than you think
- It's unlikely that this situation is the first or last of its kind. A repetition is probable. Even if you find a way around it this time, you might face the same problem again. Possible nightmare scenario: the person who replaces this offender is even worse.
- Consider a course change for yourself
- Since the situation is likely to repeat, ask yourself, "Do I really need this?" If you have alternatives, think about trying one of them. If you don't have alternatives, get some. Always have alternatives.
- Work the politics
- Evidently, you need stronger alliances than you now have if you want to remove the offender. Build those alliances. Even if it's too late for this incident, you'll likely need them eventually.
- If you can't remove, reconfigure
- If you can't You can often accomplish
the mission even when
you can't terminate
people who impede progressremove the offender from the team, reconfigure to insulate the offender from anything important. If you do, you'll need a plausible rationale, especially for the political operator(s) who prevented reassignment. Reconfigure in a way that seems plausible enough to divide the forces that blocked a more straightforward approach.
- Find an important-sounding new task
- As you devise the reconfiguration, it's tempting to remove the person from all work. But it's far more plausible to reassign the offender to something important-sounding that isolates him or her from the critical elements of the current effort. Off site is best.
- Identify an alternative resource
- If the offender was uniquely able to do work you absolutely need done, find a consultant, or a contractor, or consider doing it yourself. Make no moves or announcements until you have an alternative resource.
- Adopt a more selective meeting attendance policy
- Shortening and focusing meeting agendas gives you an opportunity to focus the invitation lists. By omitting the tasks of offenders from agendas, you can exclude offenders from meetings.
Most important, be comfortable with a level of performance lower than you normally expect from teams you lead. This problem isn't one of your choosing, and charging the entire performance penalty to your personal account is probably unjustified. It isn't you that isn't doing your best — it's the organization that isn't doing its best. Top Next Issue
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
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More articles on Project Management:
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- Despite our awareness of scope creep's dangerous effects on projects and other efforts, we seem unable
to prevent it. Two cognitive biases — the "hot hand fallacy" and "the illusion
of control" — might provide explanations.
- On the Risk of Undetected Issues: II
- When things go wrong and remain undetected, trouble looms. We continue our efforts, increasing investment
on a path that possibly leads nowhere. Worse, time — that irreplaceable asset — passes.
How can we improve our ability to detect undetected issues?
- How We Waste Time: I
- Time is the one workplace resource that's evenly distributed. Everyone gets exactly the same share,
but some use it more wisely than others. Here's Part I of a little catalog of ways we waste time.
- More Obstacles to Finding the Reasons Why
- Retrospectives — also known as lessons learned exercises or after-action reviews — sometimes
miss important insights. Here are some additions to our growing catalog of obstacles to learning.
- Some Risks of Short-Term Fixes
- When we encounter a problem at work, we must choose between short-term fixes (also known as workarounds)
and long-term solutions. Often we choose workarounds without appreciating the risks we're accepting
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Forthcoming issues of Point Lookout
- Coming October 23: Power Distance and Teams
- One of the attributes of team cultures is something called power distance, which is a measure of the overall comfort people have with inequality in the distribution of power. Power distance can determine how well a team performs when executing high-risk projects. Available here and by RSS on October 23.
- And on October 30: Power Distance and Risk
- Managing or responding to project risks is much easier when team culture encourages people to report problems and question any plans they have reason to doubt. Here are five examples that show how such encouragement helps to manage risk. Available here and by RSS on October 30.
I offer email and telephone coaching at both corporate and individual rates. Contact Rick for details at rbrenmhXARWRMUvVyOdHlner@ChacxgDmtwOKrxnripPCoCanyon.com or (650) 787-6475, or toll-free in the continental US at (866) 378-5470.
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- The Race to the South Pole: Lessons in Leadership
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. We'll use the history of this event to explore lessons in leadership and its application to organizational efforts. A fascinating and refreshing look at leadership from the vantage point of history. Read more about this program.
Here's a date for this program:
- Baldwin-Wallace University, 275 Eastland Road, Berea, Ohio
44017: November 7,
Kerzner Lecture Series/International Project Management Day, sponsored by Baldwin Wallace University and the Northeast Ohio Chapter of the Project Management Institute.
- Baldwin-Wallace University, 275 Eastland Road, Berea, Ohio 44017: November 7, Kerzner Lecture Series/International Project Management Day, sponsored by Baldwin Wallace University and the Northeast Ohio Chapter of the Project Management Institute. Register now.
- 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.