Managing Pressure: Communications and Expectations

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
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

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

More about micromanagement

There Are No Micromanagers  [January 7, 2004]

If you're a manager who micromanages, you're probably trying as best you can to help your organization meet its responsibilities. Still, you might feel that people are unhappy — that whatever you're doing isn't working. There is another way.

Are You Micromanaging Yourself?  [November 24, 2004]

Feeling distrusted and undervalued, we often attribute the problem to the behavior of others — to the micromanager who might be mistreating us. We tend not to examine our own contributions to the difficulty. Are you micromanaging yourself?

Managing Pressure: Communications and Expectations  [December 13, 2006]

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.

Managing Pressure: The Unexpected  [December 20, 2006]

When projects falter, we expect demands for status and explanations. What's puzzling is how often this happens to projects that aren't in trouble. Here's Part II of a catalog of strategies for managing pressure.

Managing Pressure: Milestones and Deliveries  [December 27, 2006]

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 III of a set of tactics and strategies for dealing with pressure.

How to Tell If You Work for a Nanomanager  [March 7, 2007]

By now, we've all heard of micromanagers, and some have experienced micromanagement firsthand. Some of us have even micromanaged others. But there's a breed of micromanagers whose behavior is so outlandish that they need a category of their own.

Reverse Micromanagement  [July 18, 2007]

Micromanagement is too familiar to too many of us. Less familiar is inappropriate interference in the reverse direction — in the work of our supervisors or even higher in the chain. Disciplinary action isn't always helpful, especially when some of the causes of reverse micromanagement are organizational.

Lateral Micromanagement  [September 10, 2008]

Lateral micromanagement is the unwelcome intrusion by one co-worker into the responsibilities of another. Far more than run-of-the-mill bossiness, it's often a concerted attempt to gain organizational power and rank, and it is toxic to teams.

Bottlenecks: I  [February 4, 2015]

Some people take on so much work that they become "bottlenecks." The people around them repeatedly find themselves stuck, awaiting responses or decisions. Why does this happen and what are the costs?

Bottlenecks: II  [February 11, 2015]

When some people take on so much work that they become "bottlenecks," they expose the organization to risks. Managing those risks is a first step to ending the bottlenecking pattern.

What Micromanaging Is and Isn't  [April 14, 2021]

Micromanaging is a dysfunctional pattern of management behavior, involving interference in the work others are supposedly doing. Confusion about what it is and what it isn't makes effective response difficult.

On Schedule Conflicts  [May 10, 2023]

Schedule conflicts happen from time to time, even when the organization is healthy and all is well. But when schedule conflicts are common, they might indicate that the organization is trying to do too much with too few people.

Your comments are welcome

About Point Lookout

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Forthcoming issues of Point Lookout

Coming May 14: Working with the Overconfident

A cognitive bias known as the Overconfidence Effect causes us to overestimate the reliability of our judgments. Decisions we make based on those judgments are therefore suspect. But there are steps we can take to make our confidence levels more realistic, and thus make our decisions more reliable. Available here and by RSS on May 14.

And on May 21: Mismanaging Project Managers

Most organizations hold project managers accountable for project performance. But they don't grant those project managers control of needed resources. Nor do they hold project sponsors or other senior managers accountable for the consequences of their actions when they interfere with project work. Here's a catalog of behaviors worth looking at. Available here and by RSS on May 21.

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