We began exploring bottlenecking patterns last time, focusing on the motivations of those who become bottlenecks. Certainly there are more motivations than we've mentioned so far, but let's turn now to explore measures that can reduce the incidence of the pattern, or, at least, reduce the consequences of bottlenecking when it does occur.
- Measure the incidence of bottlenecking
- Define metrics and gather data that measures the incidence of bottlenecking. Example metrics for individuals include: the percentage of their day spent in meetings; actual hours worked; email messages sent per week; email message response time; voice mail message age; text messages sent per week; and meetings rescheduled per week. One particularly interesting metric: the number of meetings to which they had to send a "substitute" because of a schedule conflct.
- Address bottlenecking in risk plans
- For projects in which bottlenecking is a significant risk, risk plans ought to address it. If monitoring bottlenecking metrics is part of risk planning, then risk plans can prescribe interventions when bottlenecking is indicated. For projects in which bottlenecking isn't regarded as a significant risk, risk plans should include evidence to that effect, and steps to be taken if events unfold differently.
- Remove temptations
- When people are assigned sets of responsibilities that span efforts that they once championed, and whose success was the foundation for their current stature, the temptation to hang on to their former roles can be irresistible indeed. Doing so contributes to their overload and therefore to bottlenecking. When expanding responsibilities of top performers, arranging to place their former responsibilities out of reach removes any such temptation.
- Monitor activities of political rivals
- Political rivals For projects in which bottlenecking
is a significant risk,
risk plans ought to address itof bottleneckers can be expected to be targeted for obscurity by the bottleneckers. That can happen because the responsibilities that are overloading the bottlenecker are often properly the responsibilities of the political rivals. Monitor the volume and the nature of the responsibilities political rivals have. If the workload of the rival is light, or the nature of the work is of lesser importance than the rival might be expected to have, the political agenda of the bottlenecker might be the cause.
- Look to the supervisor
- Supervisors whose charges become bottlenecks do have some responsibility for the situation. Certainly supervisors cannot be fully aware of conditions from minute to minute, but supervisors can be held responsible for the problematic behavior people who have been bottlenecks for a month or more, or who are repeat offenders. And supervisors who have more than one subordinate who is a bottleneck are also problematic. The supervisor's supervisor must address these failures as performance issues for the supervisor.
Finally, does your organization reward martyrs — the people who work killing hours for months on end because only they know how to do whatever it is they do? Rewarding martyrs creates more martyrs. In the long run, martyrdom hurts the organization. First in this series Top Next Issue
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More articles on Personal, Team, and Organizational Effectiveness:
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- When we think, "Paul doesn't trust me," we could be fooling ourselves into believing that
we can read his mind. Unless he has directly expressed his distrust, we're just guessing, and we can
reach whatever conclusion we wish, unconstrained by reality. In project management, as anywhere else,
that's a recipe for trouble.
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- How We Waste Time: I
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Forthcoming issues of Point Lookout
- Coming June 27: Interrupting Others in Meetings Safely: I
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- And on July 4: Interrupting Others in Meetings Safely: II
- When we feel the need to interrupt someone who's speaking in a meeting, to offer a view or information, we would do well to consider (and mitigate) the risk of giving offense. Here are some techniques for interrupting the speaker in situations not addressed by the meeting's formal process. Available here and by RSS on July 4.
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As historical drama, why this happened is interesting enough. Lessons abound. Among the more important
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development. Read more about this program. Here's
a date for this program:
- Ohio National Insurance, 1 Financial Way, Blue Ash, OH: July
Monthly Meeting, Cincinnati
chapter of the International Institute of Business Analysis. Register now.
- Ohio National Insurance, 1 Financial Way, Blue Ash, OH: July 17, Monthly Meeting, Cincinnati chapter of the International Institute of Business Analysis. Register now.
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