When a team member actually impedes the progress of a project, and direct intervention isn't effective, reassignment and termination are the best options. But sometimes, politics intervenes — you can't reassign or terminate because of a constraint from on high. Sometimes the offender is a relative of the boss, or might be politically connected, or might be spying for a powerful political operator. In some cases, the goal might even be vendetta-driven sabotage.
When you can't terminate or reassign the offender, what are your alternatives? Frustration? Madness? Running for Congress?
Often you can accomplish the mission within the constraints you have to deal with. Here are some insights and tactics that can help.
- The problem is bigger than you think
- It's unlikely that this situation is the first or last of its kind. A repetition is probable. Even if you find a way around it this time, you might face the same problem again. Possible nightmare scenario: the person who replaces this offender is even worse.
- Consider a course change for yourself
- Since the situation is likely to repeat, ask yourself, "Do I really need this?" If you have alternatives, think about trying one of them. If you don't have alternatives, get some. Always have alternatives.
- Work the politics
- Evidently, you need stronger alliances than you now have if you want to remove the offender. Build those alliances. Even if it's too late for this incident, you'll likely need them eventually.
- If you can't remove, reconfigure
- If you can't You can often accomplish
the mission even when
you can't terminate
people who impede progressremove the offender from the team, reconfigure to insulate the offender from anything important. If you do, you'll need a plausible rationale, especially for the political operator(s) who prevented reassignment. Reconfigure in a way that seems plausible enough to divide the forces that blocked a more straightforward approach.
- Find an important-sounding new task
- As you devise the reconfiguration, it's tempting to remove the person from all work. But it's far more plausible to reassign the offender to something important-sounding that isolates him or her from the critical elements of the current effort. Off site is best.
- Identify an alternative resource
- If the offender was uniquely able to do work you absolutely need done, find a consultant, or a contractor, or consider doing it yourself. Make no moves or announcements until you have an alternative resource.
- Adopt a more selective meeting attendance policy
- Shortening and focusing meeting agendas gives you an opportunity to focus the invitation lists. By omitting the tasks of offenders from agendas, you can exclude offenders from meetings.
Most important, be comfortable with a level of performance lower than you normally expect from teams you lead. This problem isn't one of your choosing, and charging the entire performance penalty to your personal account is probably unjustified. It isn't you that isn't doing your best — it's the organization that isn't doing its best. Top Next Issue
Is every other day a tense, anxious, angry misery as you watch people around you, who couldn't even think their way through a game of Jacks, win at workplace politics and steal the credit and glory for just about everyone's best work including yours? Read 303 Secrets of Workplace Politics, filled with tips and techniques for succeeding in workplace politics. More info
Your comments are welcomeWould you like to see your comments posted here? rbrenkRFDQYxAGMRJRrHKner@ChacyAMZxeuhlmJHnVlQoCanyon.comSend me your comments by email, or by Web form.
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Do you face a complex interpersonal situation? Send it in, anonymously if you like, and I'll give you my two cents.
More articles on Project Management:
- Make a Project Family Album
- Like a traditional family album, a project family album has pictures of people, places, and events.
It builds connections, helps tie the team together, and it can be as much fun to look through as it
is to create.
- Managing Non-Content Risks: I
- When project teams and their sponsors manage risk, they usually focus on those risks most closely associated
with the tasks — content risks. Meanwhile, other risks — non-content risks — get less
attention. Among these are risks related to the processes and politics by which the organization gets
- Projects as Proxy Targets: I
- Some projects have detractors so determined to prevent project success that there's very little they
won't do to create conditions for failure. Here's Part I of a catalog of tactics they use.
- Wishful Thinking and Perception: II
- Continuing our exploration of causes of wishful thinking and what we can do about it, here's Part II
of a little catalog of ways our preferences and wishes affect our perceptions.
- Yet More Obstacles to Finding the Reasons Why
- Part III of our catalog of obstacles encountered in retrospectives, when we try to uncover why we succeeded
— or failed.
Forthcoming issues of Point Lookout
- Coming August 23: Look Where You Aren't Looking
- Being blindsided by an adverse event could indicate the event's sudden, unexpected development. It can also indicate a failure to anticipate what could have been reasonably anticipated. How can we improve our ability to prepare for adverse events? Available here and by RSS on August 23.
- And on August 30: They Just Don't Understand
- When we cannot resolve an issue in open debate, we sometimes try to explain the obstinacy of others. The explanations we favor can tell us more about ourselves than they do about others. Available here and by RSS on August 30.
I offer email and telephone coaching at both corporate and individual rates. Contact Rick for details at rbrendiWQqBXNuOSAzgZGner@ChacSCLvkEWeIJAjUUbRoCanyon.com or (617) 491-6289, or toll-free in the continental US at (866) 378-5470.
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- 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 organizational leaders, business
analysts, project sponsors, and project managers, the story is fascinating. Lessons abound. Read
more about this program. Here are some dates for this program:
- The Westin Virginia Beach Town Center, 4535 Commerce Street,
Virginia Beach, VA 23462: September 13,
Monthly Meeting, Hampton Roads Chapter of the Project Management Institute. Register now.
- CTCPA, 716 Brook Street,
Rocky Hill, CT 06067: September 20,
Full-day Workshop, Southern New England Chapter of the Project Management Institute. Register now.
- The Westin Virginia Beach Town Center, 4535 Commerce Street, Virginia Beach, VA 23462: September 13, Monthly Meeting, Hampton Roads Chapter of the Project Management Institute. Register now.
- Creating High Performance Virtual Teams
- Many people experience virtual teams as awkward, slow, and sometimes
frustrating. Even when most team members hail from the same nation or culture, and even when they all
speak the same language, geographic dispersion or the presence of employees from multiple enterprises
is often enough to exclude all possibility of high performance. The problem is that we lead, manage,
and support virtual teams in ways that are too much like the way we lead, manage, and support co-located
teams. In this program, Rick Brenner shows you how to change your approach to leading, managing, and
supporting virtual teams to achieve high performance using Simons' Four Spans model of high performance.
Read more about this program. Here's a date for this
- Baci Grill, 134 Berlin
Road, Berlin, CT 06416: September 19,
Monthly Meeting, Southern New England Chapter of the Project Management Institute. Register now.
- Baci Grill, 134 Berlin Road, Berlin, CT 06416: September 19, Monthly Meeting, Southern New England Chapter of the Project Management Institute. Register now.
- 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.