Bottlenecks: II

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 issue in this series   Top    Next Issue

More about micromanagement

When Your Boss Is a Micromanager  [December 5, 2001]

If your boss is a micromanager, your life can be a seemingly endless misery of humiliation and frustration. Changing your boss is one possible solution, but it's unlikely to succeed. What you can do is change the way you experience the 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?

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.

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!

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