Managing Pressure: The Unexpected
by Rick Brenner
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.
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.
Setbacks just
prior to delivery
are especially
problematic
- Keep loads uniform
- 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.
Next time we'll look at managing pressure by means of defining milestones, deliveries, and their spacing.
Top
Next Issue
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.
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!
Your comments are welcome
Would you like to see your comments posted here?
Send me your comments by email, or
by Web form.
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
Workplace Politics:
Projection Errors at Work
- Often, at work, we make interpretations of the behavior of others. Sometimes we base these interpretations not on actual facts, but on our perceptions of facts. And our perceptions are sometimes erroneous.
How to Avoid a Layoff: Your Situation
- These are troubled economic times. Layoffs are becoming increasingly common. Here are some tips for positioning yourself in the organization to reduce the chances that you will be laid off.
Confronting the Workplace Bully: Part II
- When bullied, one option is to fight back, but many don't, because they fear the consequences. Confrontation is a better choice than many believe — if you know what you're doing.
How Pet Projects Get Resources: Abuse
- Pet projects thrive in many organizations — even those that are supposedly "lean and mean." Some nurturers of pet projects abuse their authority to secure resources for their pets. How does this happen?
Impasses in Group Decision-Making: Part II
- When groups can't reach agreement on all aspects of an issue, the tactics of some members can actually exacerbate disagreement. Here's Part II of an exploration of impasses, emphasizing two of the more toxic tactics.
See also Workplace Politics, Conflict Management and Managing Your Boss for more related articles.
Coaching services
I offer email and telephone coaching at both corporate and individual rates.
Contact me for details at
rbrenner@ChacoCanyon.com
or (617) 491-6289, or toll-free in the continental US at (866) 378-5470.
Get the ebook!
Past issues of
Point Lookout are available in six ebooks:
Reprinting this article
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 Race to the South Pole: Ten Lessons for Project Managers
- On 14
December 1911, four men led by Roald Amundsen reached the South Pole. Thirty-five days later, Robert F. Scott and four others followed. Amundsen had won the race to the pole. Amundsen's party returned to base on 26 January 1912. Scott's party perished. As historical drama, why this happened is interesting enough, but to project managers, the story is fascinating. Lessons abound. Read more about this program. Here's an upcoming date for this program:
- The Race to the South Pole: The Power of Agile Development
- On 14
December 1911, four men led by Roald Amundsen reached the South Pole. Thirty-five days later, Robert F. Scott and four others followed. Amundsen had won the race to the pole. Amundsen's party returned to base on 26 January 1912. Scott's party perished. As historical drama, why this happened is interesting enough. Lessons abound. Among the more important lessons are those that demonstrate the power of the agile approach to project management and product development. Read more about this program. Here's an upcoming date for this program: