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:
- The Injured Teammate: I
- You're a team lead, and one of the team members is very ill or has been severely injured. How do you
handle it? How do you break the news? What does the team need? What do you need?
- Project Improvisation as Group Process
- When project plans contact reality, things tend to get, um, a bit confused. We can sometimes see the
trouble coming in time to replan thoughtfully — if we're nearly clairvoyant. Usually, we have
to improvise. How a group improvises tells us much about the group.
- Unresponsive Suppliers: III
- When suppliers have a customer orientation, we can usually depend on them. But government suppliers
are a special case.
- Missing the Obvious: II
- With hindsight, we sometimes recognize that we could have predicted the very thing that just now surprised
us. Somehow, we missed the obvious. Why does this happen?
- Risk Creep: I
- Risk creep is a term that describes the insidious and unrecognized increase in risk that occurs despite
our every effort to mitigate risk or avoid it altogether. What are the dominant sources of risk creep?
Forthcoming issues of Point Lookout
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- When we speak or write, the phrases we use have both form and meaning. Although we usually think of form and meaning as distinct, we tend to assess as more meaningful and valid those phrases that are more beautifully formed. The rhyme-as-reason effect causes us to confuse the validity of a phrase with its aesthetics. Available here and by RSS on December 11.
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- As we assess the validity of others' statements, we risk making a characteristically human error — we confuse the beauty of their language with the reliability of its meaning. We're easily thrown off by alliteration, anaphora, epistrophe, and chiasmus. Available here and by RSS on December 18.
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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.