How to Get Out of Firefighting Mode: I

The Google dictionary definition (OxfordDictionaries.com) of firefighting in business is incomplete. It defines firefighting as, "the practice of dealing with problems as they arise rather than planning strategically to avoid them." I don't know about you, but that sounds a lot saner that what I've experienced. I've found it to be more like: "the practice of applying temporary fixes to urgent problems, rather than resolving them permanently, whilst being continuously interrupted by other problems, many of which had received temporary fixes earlier, but which have erupted into flame again." Avoiding problems strategically is indeed a preferred alternative, but in true firefighting mode, we have no time for that. We just smother the flames as best we can and move on.

Planning strategically to avoid problems is a way to avoid falling into firefighting. But in firefighting mode, by definition, we can't plan strategically, because we're too busy fighting fires. So how do we get out of firefighting mode once we're in it?

Begin by realizing that when any part of the enterprise finds itself fighting fires, something about the enterprise culture is likely among the root causes. And unless the enterprise culture is your responsibility, don't try to change the culture. We never do well when we try to do someone else's job. (See "Stay in Your Own Hula Hoop," Point Lookout for June 27, 2001, for more) So what can we do?

The general strategy is to be the best, most effective firefighter you can be. Let's begin with some tactics you can use immediately.

Plan the next 30 minutes

In a In a fire-ridden environment,
making longer-term plans is a
waste of time and resourcesfire-ridden environment, making longer-term plans is a waste of time and resources. The general chaos will undo any longer-term plan before the email or text announcing the plan even gets read.

Having no plan at all is trouble too; so do make plans, but only for the immediate present. Example: for meeting agendas, allocate time to each item. Another: Decide to spend the next 15 minutes focused on just this one problem.

Let some fires burn

Firefighting mode persists, in part, because the people fighting the fires can't get far enough ahead of the fires to extinguish them. Trying to extinguish all the fires thus prevents extinguishing any of the fires.

Focus your resources. Free up resources, and reduce the risk of additional distracting fires, by dropping objectives that have limited impact on other objectives. If any of these objectives are already in flames, let 'em burn if you can.

Set backfires

Wildland firefighters sometimes set backfires to deprive the wildfire of fuel, thus limiting its spread.

Take a hard look at objectives that seem to be progressing, but which aren't absolutely essential. Regard them as fuel that could burst into flame at any moment. By abandoning these objectives proactively, you limit the chances of additional fires, and free up resources for fighting the fires you already have.

We'll continue next time with some tactics that require just a little preparation.  Next in this series  Top    Next Issue

Projects never go quite as planned. We expect that, but we don't expect disaster. How can we get better at spotting disaster when there's still time to prevent it? How to Spot a Troubled Project Before the Trouble Starts is filled with tips for executives, senior managers, managers of project managers, and sponsors of projects in project-oriented organizations. It helps readers learn the subtle cues that indicate that a project is at risk for wreckage in time to do something about it. It's an ebook, but it's about 15% larger than "Who Moved My Cheese?" Just . Order Now! .

Your comments are welcome

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.

Point Lookout is a free weekly email newsletter. Browse the archive of past issues. Subscribe for free.

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.

Related articles

More articles on Project Management:

Seven Ways to Get Nowhere

Ever have the feeling that you're getting nowhere? You have the sense of movement, but you're making no real progress towards the goal. How does this happen? What can you do about it?

Guidelines for Sharing "Resources"

Often, team members belong to several different teams. The leaders of teams whose members have divided responsibilities must sometimes contend with each other for the efforts and energies of the people they share. Here are some suggestions for sharing people effectively.

More Limitations of the Eisenhower Matrix

The Eisenhower Matrix is useful for distinguishing which tasks deserve attention and in what order. It helps us by removing perceptual distortion about what matters most. But it can't help as much with some kinds of perceptual distortion.

Missing the Obvious: II

With hindsight, we sometimes recognize that we could have predicted the very thing that just now surprised us. Somehow, we missed the obvious. Why does this happen?

The Ultimate Attribution Error at Work

When we attribute the behavior of members of groups to some cause, either personal or situational, we tend to make systematic errors. Those errors can be expensive and avoidable.

See also Project Management and Personal, Team, and Organizational Effectiveness for more related articles.

Forthcoming issues of Point Lookout

Coming January 29: Higher-Velocity Problem Definition

Typical approaches to shortening time-to-market for new products usually involve accelerating problem solving. Accelerating problem definition can also help. Available here and by RSS on January 29.

And on February 5: Unrecognized Bullying: I

Much workplace bullying goes unrecognized. Three reasons: (a) conventional definitions of bullying exclude much actual bullying; (b) perpetrators cleverly evade detection; and (c) cognitive biases skew our perceptions so we don't see bullying as bullying. Available here and by RSS on February 5.

Coaching services

I offer email and telephone coaching at both corporate and individual rates. Contact Rick for details at rbrenmhXARWRMUvVyOdHlner@ChacxgDmtwOKrxnripPCoCanyon.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, )
• Get 2003-4 in Why Dogs Wag (PDF, )
• Get 2005-6 in Loopy Things We Do (PDF, )
• Get 2007-8 in Things We Believe That Maybe Aren't So True (PDF, )
• Get 2009-10 in The Questions Not Asked (PDF, )
• Get all of the first twelve years (2001-2012) in The Collected Issues of Point Lookout (PDF, )

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

Public seminars

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.

• A recording of a program presented June 29, 2017, Monthly Webinar, sponsored by Technobility Webinar Series. PMI members can earn 1.0 Category 'A' PDU by viewing this program. View this program now.