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
Your comments are welcomeWould you like to see your comments posted here? rbrenWmJHVctYBmcPMBZjner@ChacfjhFrQcGxpytLWZPoCanyon.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.
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 Project Management:
- Dispersity Adversity
- Geographically and culturally dispersed project teams are increasingly common, as we become more travel-averse
and more bedazzled by communication technology. But people really do work better together face-to-face.
Here are some tips for managing dispersed teams.
- Bois Sec!
- When your current approach isn't working, you can scrap whatever you're doing and start again —
if you have enough time and money. There's a less radical solution, and if it works, it's usually both
cheaper and faster.
- Ground Level Sources of Scope Creep
- We usually think of scope creep as having been induced by managerial decisions. And most often, it probably
is. But most project team members — and others as well — can contribute to the problem.
- Projects as Proxy Targets: II
- Most projects have both supporters and detractors. When a project has been approved and execution begins,
some detractors don't give up. Here's Part II of a catalog of tactics detractors use to sow chaos.
- Risk Creep: II
- When risk events occur, and they're of a kind we never considered before, it's possible that we've somehow
invited those risks without realizing we have. This is one way for risk to creep into our efforts. Here's
Part II of an exploration of risk creep.
Forthcoming issues of Point Lookout
- Coming October 17: Overt Belligerence in Meetings
- Some meetings lose their way in vain attempts to mollify a belligerent participant who simply will not be mollified. Here's one scenario that fits this pattern. Available here and by RSS on October 17.
- And on October 24: Conversation Irritants: I
- Conversations at work can be frustrating even when everyone tries to be polite, clear, and unambiguous. But some people actually try to be nasty, unclear, and ambiguous. Here's Part I of a small collection of their techniques. Available here and by RSS on October 24.
I offer email and telephone coaching at both corporate and individual rates. Contact Rick for details at rbrenGAjXqCdMAvEsrUdJner@ChacmUwKGCzashNqcuXooCanyon.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:
- 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)
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 words in your inbox in one hour. License any article from this Web site. More info
- 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.