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Leadership Skills

You’re Not the Only On Who Storms

November 14, 2021 by abuttiglieri

two men talking in an office
Everyone belongs to a team so everyone goes through the stages of Team Development!

I often write about the stages of team development (Forming, Storming, Norming, & Performing). We should be aware when we go through each stage, and help guide our project teams through them, as well.

But what about people outside our project?

These people may not be on any formal team. Why would team development be relevant to them?

First, everyone is on a team of some sort. Think about it: A Manager has direct reports. An Individual Contributor supplies information to the team. And if you’re a Remote Worker, you may not bump into anyone in the hallway but you’re still part of the group.

Here are more. What if you all have the same objectives? That’s a team. Presenting together at a conference? Team. You get the picture. If we need to relate to someone else on a regular basis, it’s a team.

They could also be new. New to the company, their position, or department. Something in the status quo of their work-life has changed and it causes a start back at Forming.

You know the signs in yourself and in your project team. Here’s how they show up in others:

  • Forming: Lots of basic questions. Oriented towards “getting to know you,” what is happening, expectations, what’s typical, etc.
  • Storming: The questions become pokes. More “Why are you doing it that way?” and questioning decisions already made. Re-evaluating, re-vamping, re-doing.
  • Norming: They start asking the “good questions” and know where poking won’t be productive.
  • Performing: You feel comfortable going to them with questions and for their opinion.

So what? Now that we can spot these individuals, we can help them get to Performing with as little Storming as possible.

Here are a few suggestions:

  • Let the questions come. You’ve been in their position. Sometimes you need to ask the question two or three times until it sinks in. And one question leads to another.
  • Keep your cool when the pokes become a bit sharp. It doesn’t mean you need to cave. Think about whether you had the same questions. How did you resolve them?
  • Take the suggestions seriously. Remember, they have a unique perspective. You may have spent countless hours wrestling with an issue and feel you’ve covered every possible outcome, but it’s all brand new to them.
  • Encourage their discovery, however it happens. I was recently in a session with someone who was literally re-doing the work I’d just gone through. But before stopping them and pulling out my own document, I suggested we move forward with their new doc and I’d answer questions as they put the pieces together.

    I had to step back and let them take that journey. But my experience helped them get to the finish line faster. And, as we all know, figuring something out yourself helps it “stick,” and gives someone ownership of the solution.

Helping others move through their own Team Development benefits them, certainly. But it also helps you in three ways.

First, you’ve just racked up a ton of good will! Everyone appreciates help when they’re struggling to understand and get up to speed. That time and effort spent will come back to you!

Next, no matter what type of team you’re both on, that individual was selected for a reason. The faster they ramp up, the more efficient you all can be, and the sooner they will start contributing from their unique perspective.

Finally, if you help focus their questions and pokes on you, the less time they’ll spend slowing down other people who may not be as prepared. Not everyone understands Storming—it can be tough when someone questions your decisions and processes!

So for the next two weeks, pay attention to the signs of Team Development outside of your project. Ask yourself if you can lend a hand in bringing them along faster. And then do it. Watch what happens!

Filed Under: Communication, Effective Leadership, Leadership, Leadership Skills, Project Management, Team Leadership Tagged With: project leadership, project management, team leadership

Presenteeism Part 2: Is Your Team Working Overtime?

June 21, 2021 by abuttiglieri

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

Filed Under: Career, Communication, Effective Leadership, Leadership, Leadership Skills, Project Management, Recharging, Remote, Team Leadership Tagged With: presenteeism, project management, team leadership

Presenteeism: Go Home and Stay Home

June 14, 2021 by abuttiglieri

When you don’t feel well, you’re project is better off if you take a day off!

I had my second C-vaccination the other day. As any good Project Manager would do, I planned the timing so I wouldn’t miss anything important. Knowing the risk of being sick for a day or two, I prepared and cleared my schedule for the next few days.

Yes, I did get sick. The risk turned into an issue and I was very happy the mitigation plan was in place!

During the period I was “feeling a bit better”, I kept wavering between boredom and guilt.

Boredom because I’m always “doing something”. Sitting still is tough, even when I know it’s the best thing for me.

Guilt because even though I cleared my schedule – I’d been planning this for a month – there’s always a ton on my plate and I could really use the extra time!

I knew my brain wasn’t working 100%. And that a little exertion would delay my full recovery. But it was so hard to stop myself.

Many Project Managers fall into this trap. It’s called “Presenteeism”, the opposite of Absenteeism. We push ourselves to the point of exhaustion…and then we jump over it.

But just like I knew my brain wasn’t working at capacity, when we’re sick (or routinely work too many hours…or don’t take a break) our minds aren’t able to take information and process it effectively.

We start to make mistakes.

Mistakes lead to inefficiency, delay, and more issues.

And what comes out of our mouths (or through our fingers on the keyboard) is usually unclear and confusing. At worst, our communication devolves into barking out orders. We can’t even think about altering our tone to get the best response.

Bottom line: Presenteeism has a bigger impact than Absenteeism.

When you’re absent, you’re only out for a day or a week and everyone rallies to cover. They know it’s temporary.

When you’re always there, even when you shouldn’t be, your team has no recourse. They can only dig in and spend the extra time figuring out what your messages mean and what their next actions should be. And then try to not take offense when you’re ordering them around like robots.

Here’s my advice:

When you’re sick: stay home. Log off. They have your cell if they need you (they probably won’t).

When a 12 hour day routine is normal: commit to a reasonable time to leave each day (not at the 12 hour mark). Set a timer…or make plans after work, if you need to. And shut down your computer at the end of the day.

The fact is, the work will be there when you get back.

And the fact is, your brain needs a rest to get back to full capacity.

I know it’s hard. I live it, too. But when we rest, we’re able to come back more efficient and effective. We’ll see the issues and have a much better idea how to solve them.

If you’re still struggling, remember our teams will benefit from the clear direction. They don’t want to waste time, either.

Filed Under: Career, Effective Leadership, Leadership, Leadership Skills, Project Management, Team Leadership Tagged With: project management

Homemade Pancakes: Blessing or Curse?

May 17, 2021 by abuttiglieri

Yummmm….pancakes!

I made pancakes this past weekend. I really shouldn’t be eating them, but wow, did I have a craving for something sweet!

I could have gone out for breakfast. I could have said “nope” and eaten something healthier.

The fact is, I’m a good cook. I can make just about anything. And if I want something bad enough, it’s way too easy to talk myself into making it.

That’s both a blessing and a curse.

A blessing because I can always feed myself (and what I make is healthier than anything at a typical restaurant, anyway). It’s cheaper than giving into the craving and heading out for pancakes…or steak.

But my kitchen skills can also be a curse. 

Because even though I may be able to talk myself out of running to the local café, if I have the ingredients sitting right there in my kitchen, it’s hard to resist making something I want!

This concept of “both a blessing and curse” hits many Project Managers hard. A lot of us come from the business, and can clearly see what needs to happen in a particular project area.

These PMs are blessed with understanding, and can use that knowledge to guide the team and pick up on risks earlier. They are the ones who “get it” and provide a good sounding board or another pair of eyes to solve a problem.

But when you know how, it can be really tough to resist jumping in and doing the team’s work. 

Have you ever heard yourself say “it would take less time to do it than explain it”? I know I have. Just like making pancakes, it’s hard to resist!

But, like making a treat, doing the team’s work isn’t all that good for you….or them.

When you jump in, your team doesn’t feel autonomous, and it can erode the trust you’ve built up. If you don’t take the time to teach them, how will they grow and be able to handle the next challenge that appears?

From your perspective, it may feel good to “get your hands dirty” with something familiar. But you probably have more than enough project management work to keep you busy.  

Yes, sometimes it’s “all hands on deck” and everyone pitches in. That actually improves how the team functions and gets the job done faster. But in most cases, doing it yourself is really not the best option.

The next time you have the urge to jump in and do it yourself, consider: even if you can, is it the right choice?


PS – When I’m leading a software implementation, I try to avoid having a logon. It can be way too tempting to start playing! How can you stay an extra step away from the “danger zone”?

Filed Under: Effective Leadership, Leadership, Leadership Skills, Project Management, Team Leadership

Listen to the Grumpiest Person in the Room

May 11, 2021 by abuttiglieri

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!

Filed Under: Communication, Effective Leadership, Leadership, Leadership Skills, Project Management, Team Leadership

The Plateau

May 3, 2021 by abuttiglieri

Your team worked long and hard to achieve this milestone – they need some rest!

I recently finished creating a quiz for Project Managers. It’s called “What’s Your Project Leadership Type”. It took me months, lots of effort, some late nights, and a fair bit of revising & rethinking along the way. 

As the quiz neared completion, I was doing great – making quick decisions, easily hooking up the tech, and making huge progress every day. I was so excited when I went through it one last time and couldn’t think of any other adjustments – I was DONE!

But over the next few days, instead of building on that momentum and quickly taking the next steps to get my quiz “out there” in the market…I actually started to feel a bit adrift. I *wanted* everyone to take the quiz, and I *wanted* to start presenting the accompanying webinar on Leadership Types.

But I found my motivation was actually lower than normal.  Sleep in? Garden? Read a novel? Yes, please!

And to my frustration, I couldn’t seem to figure out exactly what the next step should be, so it was tough to hook onto some kind of action to keep me moving forward.

What in the world was going on??

That “lull” I was experiencing is actually perfectly normal. It’s the “plateau” you reach after making a big, long duration effort. Think hiking up a mountain trail. You keep climbing up with no relief until you hit that bit of level ground where the view is amazing.

This plateau is what your team feels whenever they hit a milestone.

Which milestones? Any that take effort. For example:

  • Blueprinting is done or requirements signed off
  • User Training is over
  • Data conversion is successfully completed
  • A major demo is given to the customer (or executives)

Your team worked long and hard to hit each of these milestones. They’re much more than a line item on the schedule.

Be aware that your people are going to lose a little momentum. They may slide backwards in the area of team development and start “storming” for a while. They may chat a bit more during a meeting, or seem unable to make decisions.

Don’t worry – just like when I feel the need to curl up and read a book all afternoon, your people need some time to recover.

When will they get back to “normal”? It depends on a few things:

  • How long was the heavy lifting…and how much effort did they put into reaching this milestone? 1 week of all-day testing might be draining, but if your team has been burning the midnight oil for 2 months, they’ll need longer to recover
  • How strong are they as a team? If part of the effort was dealing with each other, they may be hesitant to jump back into close quarters again (even if it’s virtual)
  • Were they able to recover from the last milestone before the current one began? My husband had a manager who used to tell the team they needed to “surge”. The team would grumble “when are we ever not surging?!”

Since they hit the last milestone out of the park, no doubt the team will eventually recover. But you have a big influence on their plateau’s duration and intensity. Remember to let them rest. And help them prepare for whatever comes next.

Filed Under: Communication, Effective Leadership, Leadership, Leadership Skills, Recharging, Team Leadership Tagged With: milestones, project leadership, team leadership

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