Sponsors, customers, and management all expect projects to deliver what they promised, for the price promised, by the date promised. When they perceive that progress isn't in line with expectations, they can apply pressure to the project team, and that pressure can itself become a hindrance.
Here are some insights about the unexpected that can help with managing and preventing pressure. See "Managing Pressure: Communications and Expectations," Point Lookout for December 13, 2006, and "Managing Pressure: Milestones and Deliveries," Point Lookout for December 27, 2006, for more.
- Educate everyone about the inevitability of setbacks
- When a setback happens, perceptions of progress can change permanently, even if the setback is eventually overcome, and even if time lost is recovered. If customers or sponsors have to report the setback to people who have great organizational power, they are sometimes subject to personal consequences.
- Outside the context of any specific project, educate sponsors and managers about setbacks. Explain that because project work has either never been done before, or has never been done by this organization, setbacks are inevitable. When setbacks happen, be open about them. Hiding them or spinning them puts your own credibility at risk.
- Be wary of near-delivery setbacks
- Setbacks just prior to delivery are especially problematic. Customers might have made preparations for the delivery and those arrangements constitute both financial and psychological commitment. A setback just prior to delivery creates embarrassment, frustration, and irritation, which can lead to distrust and perceived lack of progress that are otherwise unwarranted.
- Monitor internal status carefully just prior to any delivery. As soon as you know of problems that put delivery at risk, pass the information along. Help people mitigate the consequences of slips, and commit to all this in the project plan.
- Keep loads uniform
- Setbacks just
prior to delivery
- Uniform loads create a sense of steady progress. Load variations, especially spikes, degrade assessments of progress. For instance, if a project undergoes a crisis requiring an out-of-plan management decision, management endures a load spike. Afterwards, the incident isn't forgotten - it usually lingers in the form of degraded perceptions of progress. Similar effects occur within the project team.
- When trouble looms, inform management early, to give them time to prepare for decision making. Balance the loads on project team members carefully, making schedule changes as necessary — if you can — to keep loads uniform.
- Don't expect breakthroughs to erase anxiety
- Breakthroughs usually seem less significant than setbacks of similar magnitude. Hyping breakthroughs to enhance morale, or to correct perceptions about progress, probably won't work — people tend to discount such announcements because they tend to serve the project's leaders' interests.
- Use breakthroughs instead to enhance the status of the people who achieve them. Honor them and recognize them. You'll do more for morale that way than you can accomplish by trying to send the all-is-now-well message to skeptical audiences.
Are your projects always (or almost always) late and over budget? Are your project teams plagued by turnover, burnout, and high defect rates? Turn your culture around. Read 52 Tips for Leaders of Project-Oriented Organizations, filled with tips and techniques for organizational leaders. Order Now!
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.
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More articles on Workplace Politics:
- The 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
- Communication Traps for Virtual Teams: II
- Communication can be problematic for any team, especially under pressure. But virtual teams face challenges
that are less common in face-to-face teams. Here's Part II of a little catalog with some recommendations.
- No Tangles
- When we must say "no" to people who have superior organizational power, the message sometimes
fails to get across. The trouble can be in the form of the message, the style of delivery, or elsewhere.
How does this happen?
- Impasses in Group Decision Making: III
- In group decision making, impasses can develop. Some are related to the substance of the issue at hand.
With some effort, we can usually resolve substantive impasses. But treating nonsubstantive impasses
in the same way doesn't work. Here's why.
- Behavioral Indicators of Political Risk
- Avoiding dangerous political interactions is easier if you know what to look for. Among the indicators
of possible trouble are the behaviors of the people around you.
Forthcoming issues of Point Lookout
- Coming December 13: Contrary Indicators of Psychological Safety: I
- To take the risks that learning and practicing new ways require, we all need a sense that trial-and-error approaches are safe. Organizations seeking to improve processes would do well to begin by assessing their level of psychological safety. Available here and by RSS on December 13.
- And on December 20: Contrary Indicators of Psychological Safety: II
- When we begin using new tools or processes, we make mistakes. Practice is the cure, but practice can be scary if the grace period for early mistakes is too short. For teams adopting new methods, psychological safety is a fundamental component of success. Available here and by RSS on December 20.
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