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Do You Know How To Use Your “Puppy License”?

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Puppies can get away with a lot more than older dogs!

When our dog, Lumos, was young, we took him to puppy training. It started with Good Dog 101 and he loved it so much we went onto 201 and then Basic Agility!

One of the things the trainer said in that very first class was this: your new dog has a Puppy License. When older dogs are around him, they will put up with his antics—jumping and nipping and playing. But as he gets older, he loses his Puppy License, and you’ll notice the other dogs will quickly put him in his place if he gets a bit too rambunctious or playful.

I always think of this when we’re on a walk and meet a puppy along the way. Lumos will let the puppy, well, be a puppy. But at a certain age, he’ll only put up with it for so long before a short but definitive bark will settle the other dog down. “That’s enough! Time to act your age,” he seems to be saying.

When you start a new job, position, or project, you have your own Puppy License. Only we call it a Ramp Up Period.

During this period you are allowed to introduce yourself and ask lots of basic questions. You’re expected to, in fact. And your job is to gather a lot of information about your new world because before you know it, the time for ramping up is gone and you lose your Puppy License. You’re expected to have analyzed the information and come up with solutions, not ask more basic questions.

Here’s how to get the most out of your Puppy License:

  • When introducing yourself, let people know who you are, how long you’ve been there, and what your role is. You are definitely not at the top of everyone’s mind. Don’t feel bad if they forget exactly why you called a meeting!
  • Let them know you’re gathering information and may ask a few very basic questions. This way they won’t worry you don’t really understand what you’re doing.
  • Ask them if there is anyone else you should be talking to, or any information that you need but haven’t asked for. People want their new colleagues to succeed. They also remember what it was like to be “the new guy.” And they enjoy sharing their knowledge.

Every once in a while you’ll run into someone who couldn’t be bothered with someone new. In this case, I save them for last. I gather as much information as possible so when I talk to this person, my questions aren’t so basic.

The next trick is moving from Puppy to Adult without spending too much time in Adolescence! But that’s a topic for another day.

Are You Using the Right Tool for the Right Job?

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Using the right tools is more efficient and provides a better outcome.

Have you ever heard the expression, “the right tool for the right job”? In other words, it wouldn’t make sense to use a screwdriver to hammer in a nail. And it’s overkill to light a candle with a blowtorch.

I’m all for saving time and energy on my project. I like to use whatever templates already exist in the company for my Project Schedule, metrics reporting, training plan, etc.  But sometimes they don’t quite fit the job.

In some instances, existing templates were built for a project much bigger than mine and would add an unnecessary level of detail or documentation. In other situations, the templates were brought over years ago from another type of project or methodology and don’t quite fit this new situation.

It is one of the realities of business these days.

So what can we do with a template that doesn’t work for us?

There are 3 options:

  1. Use the Template As Is. This is a good idea when your PMO and project methodology are strong but you’ve never used it or there’s no alternative in sight. If there’s no hammer but you need to get that nail in the wall, you use what’s available, but it may take extra effort and introduces a bit of risk.
  2. Create from Scratch. When the project methodology is just getting off the ground, sometimes the templates are very generic or simply don’t exist. It’s not tough to create a RACI or Risk Register, though it might take some time to build a Test Plan or Go Live Readiness Checklist. Building your own can be an easier option than scrambling to find someone in the company who has created this particular artifact in the past.
  3. Modify an Existing Template. Usually, templates exist but they are a bit overkill—they cover all types of projects and every option that could possibly be needed. No PMO wants to create 3 different templates because there are 3 different project types.

Using the template will save you some time if you know where to cut it down a bit… and perhaps rewrite a few sections for your needs.

I typically end up modifying an existing template. But most of the time I createa new document and cut and paste the information from the template in it.I don’t simply copy what’s there and start cutting out data/sections.

Why? Because in the background of any template, the author has typically added some calculations or rules that can drive you nuts. This is especially true with Excel, but it can be as simple as a formatting rule created in Word. Lots of PMs have their own shortcuts and some get really fancy. Even if I can figure out what they did to change it, I don’t want to take that time. I have my own shortcuts to use!

When deciding what to copy over into the new template I take these three criteria into account:

  1. What is the relative complexity of the project? Do I need to add detail / columns / sections to make my project more meaningful, or is the template overly complex for my straightforward project?
  2. Who will be editing or reading this template? If this is a formal document that will be reviewed and signed, you will need to make sure your template is more formal. If your project follows CSV (Computer System Validation), for example, there are certain rules you need to keep in mind.
  3. What decisions will be made using this data? The more complex or critical the decisions, the more strict you need to be about what goes into your document.

Finally, remember that as all projects are different, so are templates. As long as you handle them with consideration, adjusting your artifacts to your project’s needs will be more efficient in the long run.

Dumbledore and How to Avoid Mistakes

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As we grow, our mistakes become “correspondingly huger.”

We’re big Harry Potter fans in the Buttiglieri household. (Our dog is even named “Lumos,” which is the spell for lighting up the end of your wand!)

One of the most impactful quotes from the series comes from Albus Dumbledore, the school’s Headmaster, genius wizard, and complete icon. He says, “I make mistakes like the next man. In fact, being–forgive me–rather cleverer than most men, my mistakes tend to be correspondingly huger.”

It’s not much different for mere “muggles,” either.

When we are just starting in our careers, our mistakes are plentiful…but their effect is typically minimal. They may be embarrassing but only require an apology and a quick fix. (I remember one time I saw a shelving unit in a storeroom with old books sitting on it. I thought, “Great! We need this to house our marketing literature!” and took it. Little did I know the Documentation Manager was using it to store her old materials. Ouch!)

As we gain more responsibility, the mistakes that were simply cringe-worthy start to impact our project: Incorrect data analysis; forgetting to include someone in a critical meeting; sending out the wrong training dates; purchasing a software application that isn’t the right fit; ignoring a risk until it blows up and we need to call an emergency executive meeting. These grow “correspondingly huger.”

We’re professionals, so when something happens on our project we scramble to do what it takes to set things back on track.

But there is another consequence: our reputation suffers.

We spend years working to build trust within our teams and our companies. We’ve built our reputation as someone reliable and knowledgeable.

The loss of reputation can be far worse than the mistake itself.

Of course, it doesn’t take one misstep to bring it all crashing down. But as we string them together, seeds of doubt can start to grow in our stakeholders’ minds.

How do we avoid this?

  • Write it down: If you struggle to remember dates or actions from a meeting, make sure you take good notes and refer to them when you’re using that information in the future.
  • Enlist a second set of eyes: The more important the communication, the more eyes should be on it. (If I take the time to have someone proof-read my Leadership Notes blog, the less I need to worry it will have the wrong subject line ;-).)
  • Trust your gut: If something feels “not right,” don’t ignore it. You may not know what is wrong, but take a step back, maybe take a little time, and then look at the task or issue from another angle. If you still need to move forward despite the “something’s not right” feeling, make sure risk mitigations are firmly in place.
  • Take your time: It’s easy to rush through communication because we have ten other things to do. Or toss some budget numbers out there because “they’re good enough.” The extra time is worth it – ten minutes can save two hours of re-work later.
  • Avoid tough work when your brain is tired: Personally, I struggle to be creative in the late afternoon and evening. I’ve learned to schedule my day so presentation slides and blog posts are drafted before lunch, saving the afternoon for edits or more analytical tasks. Take the time to learn your most efficient pattern. If your project updates are more easily written at 8 a.m., or if you work best after the household is asleep, follow that pattern.

All these suggestions are simple and aren’t new concepts. The question we should ask ourselves is: how often do we follow them?

Do we ever tell ourselves “it will be fine” and send out an important communication…even when our gut is telling us otherwise? Do we ever think “I’ll get to it later” and then forget key information from a meeting?

Recognize that mistakes will happen. Set up your own mitigation practices. And follow them consistently. Your project will run better, your reputation will remain intact, and you’ll have fewer apologies to make.

Presenteeism Part 2: Is Your Team Working Overtime?

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Is your team working when they should rest?

I read a study a while back that said “presenteeism” is a much bigger problem in the US than absenteeism. And I don’t think any of us need a study to know that’s true!

Last week I talked about the effect of presenteeism on our projects when WE show up even though we’re sick or burned out. Our minds don’t work as fast. We can’t process all the information coming in and start to make poor decisions.

Taking a break would benefit our team and project as much as ourselves.

But we’re not the only ones who show up and stay there when they should rest.

Your team does it, too.

They may not be “running the show” but they also have deadlines, more work than reasonable, and several work streams going on at the same time.

Instead of calling in sick, they show up because they don’t want to disappoint their teammates (or you). They have a a mountain of work and don’t want to do it on the weekend. Or they’re just about done with an activity and don’t want to lose momentum.

Every project has periods of intense work and long hours. But it shouldn’t be the norm.

When someone is sick and physically in the office, it has the added risk of passing the germs around. These days we’re all hyper-aware of illness so it’s an easier task to convince our team members to stay home.

But as I write this, most corporate employees are still working remote.

So when someone is not feeling their best…they can still turn on their computer and log on!

They still show up for meetings, still try to hit their deadlines and attempt to be productive.

When we have 24 hour access, it’s hard to separate work from home. Boundaries blur. It’s incredibly tempting to “hop on for just a little while” and end up being on-line for hours.

Presenteeism in our teams can cause mistakes that filter through each department so everyone is affected. Or a small issue with data isn’t caught until a month later when it’s a mess to untangle and fix.

And just like when we’re not 100%, it’s tough for them to process information, they become less tolerant of everyday issues, and it takes longer to recover.

So, while we need to make sure we’re not over-working ourselves, we also pay attention to our teams.

Here are a few watch-points:

  • How many hours are they putting in on a daily basis?
  • What times are they sending email?
  • Is there a change in their demeanor – are they less patient or tolerant?
  • Are they mentioning something new in their environment (i.e. kids home or caring for an elderly parent)
  • Do they look/sound different?
  • How are they acting in meetings – or is there a change in their show up rate or time?

This is not an exhaustive list. But any of these can indicate some presenteeism is going on. Then we need to take the next step and speak with the team member.

But be prepared for denial and pushback. It’s hard to stop the work-train once it gets going.

Presenteeism is cultural within the organization and the team.

Project Managers have a big influence on our project’s culture. We set the tone from the very first meeting and our teams will watch what we do throughout the project.

They will notice when we’re asking them to hit impossible deadlines or encouraging late night work. They will note when we come to work sick or skip vacation.

How we set the standards and stick to them over time is critical.

We all want to be present with a positive attitude, energy, and a clear mind. Making sure our team is not over-working or showing up sick goes a long way to maintaining a project that is not just efficient, but more enjoyable for everyone.

And the project outcomes will reflect it!

By the way, if you missed last week’s article, here’s the link: Presenteeism Part 1

Crisis, Leadership, and the Class of 2021

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Our youngest daughter graduated high school on Saturday. We’re fortunate that our state recently lifted the outside mask-mandate so we could all gather in the stands while the kids sat (socially distanced) on the football field.

Lots of speeches, of course. But the one that struck me was from the Principal, Mr. Callahan. He talked about how amazing this class of 2021 is and how much he’ll miss them. He even broke down a few times, which got everyone else tearing up, too.

As expected, Mr. Callahan made a point to acknowledge the kids’ resilience during these past 15 months.

But then he started talking about their natural leadership during this tough year.

He noted how this group of students worked to bolster the spirits of all grades, thinking of creative ways to keep everyone engaged, and working hard to give the seniors different types of events to come together as a class, since all their usual rites of passage were cancelled.

Then he pivoted and my ears really perked up.

He said the world desperately needs leaders. People who speak clearly, who don’t hide behind social media posts, who check the facts, and remain open-minded. People who lift each other up and keep everyone going. People who see what needs to be done and work hard to achieve it.

Whether these kids view themselves as leaders, they are leading. This tough situation required they step up and they did. Their character showed in times of difficulty.

As Project Managers, we lead every day. Every time we meet with a stakeholder, create a schedule, mitigate a risk, or resolve an issue, we’re demonstrating our leadership. We don’t put on a hat that tells everyone we’re in leadership mode.

Managing and leading flow seamlessly.

And like the graduates, we shine in times of crisis. How often during this pandemic have we shifted direction, adjusted workloads, thought of new ways to communicate, and held together our teams while continuing to move our projects forward?

The class of 2021 was forced to step into their leadership. Their strength and skills will change the way they approach every situation they encounter.

Let’s take a few minutes to consider how we’ve embraced our own leadership skills during the past 15 months. Are we more confident speaking to a large group of stakeholders? Have we learned to stand firm when we feel the pressure to adjust a timeline or add a requirement? Do we know how to better handle certain personality types?

And, like these recent graduates, have the challenges of the past few years helped us learn who we are, what we want, and where we’re going?

Listen to the Grumpiest Person in the Room

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Every Friday I post a short video on project communication. This past week I talked about paying attention to the grumpiest person in the room. But there is more than I can cover in a 2 minute video. So here’s “the rest of the story”.

Essentially, in every project I’ve worked on there’s that one person who says “this isn’t going to work”, “it will take too much time”, or “we can’t do that”.

As soon as you get the team moving in the right direction, finally making progress, they just stick a big old pin in everyone’s balloon. Very frustrating!

But I’ve found that this grumpster usually has a valid point. They may simply not be able to articulate it. Perhaps they have enough experience to understand it will take weeks to complete a certain task, but they can’t tell you exactly how long, and have a tough time breaking down the steps to explain why.

My advice is to listen to these folks. Be proactive. Work with them to understand the reason behind their negative talk. Doing so can uncover risks to your project you hadn’t considered…in time for you to mitigate them!

Someone watching my video made a comment about some people being simply negative. He said “Some of the grumpy people I know are grumpy 24/7/365 and their constant grumpiness just becomes white noise as they are ALWAYS the stick in the mud. “

This can happen as well, of course. Some people are just…negative.

This is where it gets nuanced. As a leader, the key is to listen to any changes in the person’s demeanor. Has their tone shifted – the intensity increased – the detail – the frequency? These are all indications there is more to the story than personality.

And it may be trickier to get to the actual concern.

But here’s the good news: one of these “stick in the mud” team members has the potential to be your biggest advocate.

My dad told me this story years ago and it made a big impression on me:

When he started a new management position, one of the people in his office was well known for her always negative, “can’t do” attitude. And she wasn’t quiet about it. He took extra time to listen to her and to ask her opinion in her area of expertise. After a short time, her griping ended, she was more enthusiastic at work, had great ideas and input, and became one of his biggest supporters.

It truly is amazing what can happen when you pay attention and value your team.

PS – want to see the original video? Here it is on LinkedIn and Facebook!