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Stress and Project Management: too much work or a misalignment?

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Stressed out PM. Photo by energepic.com.

It’s impossible to avoid stress in our lives. There is an amazing amount of literature, discussion, and podcasts content out there giving us warnings, advice, and products, all to reduce our stress, assumingly to make us happier and live longer.

As this blog is dedicated to business and specifically project leadership, I’ll just focus on one tiny slice of this enormous topic: stress caused by a misalignment of what you see as your goals and tasks vs. the organization’s interpretation of your role and associated tasks.

That’s a mouthful, I know.

Longer said, it means that you, as Project Manager, have a good idea of what tasks will provide the most value to your project and the organization as a whole. This doesn’t always align with what your executives are asking from you. Working on required non-value-add tasks causes stress. And when this deprioritizes what you know to provide value, it can feel like you’re carrying your project to the finish line waist-deep through a mud field.

How can you fix this situation?

First, recognize the disparity. Sit down and think through your day: In your Project Manager role, where do you believe your focus should be? Part of this will depend on where you are in the project. If you’re planning, then you’re working on building your plan, arranging resources, etc. When preparing for launch, your world revolves around communication with stakeholders and coordinating all the elements that need to be in synch for a smooth transition. Write down the tasks that would provide value, regardless of whether you do them routinely or not.

Then list out what you’re actually doing with your time. Be honest about it. Look at your meetings. What is the focus of each? Do you need to be there? What value does each task on your to-do list bring, and why are you doing each one? This is not an exercise to improve efficiency, but to understand the value of each task during the day.

Now compare the two lists. How far apart are you? Do you have time to focus on those elements you know will bring your project to a successful conclusion? When I do this analysis myself, I usually come to one of two conclusions:

First, I’m more aligned than I thought, but the organization’s style or cadence is different than mine. In this case, I figure out where my tension is. Sometimes resolving it is as easy as saying, “Okay, they like to get all issues in Jira. Guess I need to stop wasting my time keeping it in Excel, too.” It might mean I need to learn Jira better, but I’ll save time and stress doing double-entry.

Of course, this duplication of effort can an example of the second conclusion: Their way is not providing value. Can you make the best project decisions with their required template, or does it need additional data to be useful? Conversely, we’re often faced with the demand for too-detailed metrics and a pile of frequent and redundant communication. This situation lends itself to two options.

One easy and a bit sly method is to enhance their “ask” and provide the value. Over time, start moving away from the pieces that are lower value. So if they should really focus on risk & mitigation for this project, start emphasizing this area during your updates, while still giving them their required budget metrics.

Option two should also be possible. If you have a good relationship with your executives, you can reach out to them with a value proposition. No pun intended here—review the elements that will provide value (with cause-and-effect examples) and try to show the value of the pieces you know are a waste of their time. (Remember, this isn’t about you, it’s about project and corporate success.) You will likely end up back with the first option, adding yours to theirs, but if you have given your SteerCo fair warning and you remind them each time you give an update, there’s nothing sly about it; they’ll be along for the ride with you.

So far, we’ve reviewed the two common outcomes from your analysis: you’re more aligned than you thought, or their way is not providing value (and you see a path forward). But there is a third outcome.

Unfortunately, sometimes you and your organization are too far apart, and you don’t see a way to fix the situation. While I encourage you to try to work through ways to improve the value from your tasks, it doesn’t always succeed. This is hopefully rare, but it needs to be acknowledged.

The final, and more drastic conclusion is irreconcilable differences. This is tough. No one likes to leave a job and look for another. The emotional impact is too much to unpack in this short article, so let’s just recognize that not everyone is a fit for every organization or department’s culture.

Hopefully, when you first arrived on the scene a few years ago, everything was great—you were making an impact, your mind was challenged, and you enjoyed your work. Today? Not so much.

What happened? Very simply, time happened. During your tenure, you’ve grown and accumulated experience. Your company has, too! It may have had a re-organization or shift in focus. Maybe they acquired a new division, and your comfortable 200-person company is now ten times larger. Conversely, they struggled through some tough times and now you’ve absorbed the work of three colleagues no longer there.

Back in the day, people stayed with the same company for their entire careers. That’s no longer the case. I don’t know anyone still working who is eligible for that “gold watch” for fifty years of service.

If you have given it your best shot but can’t align your skillset or style with theirs, recognize that it’s time to move on. Be satisfied that you tried to work through it and update your resume. Use the skills you’ve gained and the experience trying to work through your differences as a springboard to find a better fit for you…now. In this case, a “wait and see” attitude won’t benefit you or the organization.

While work will always be a source of stress, periodically reviewing your role’s tasks for alignment between you and your organization will keep you from straying too far apart. Not only will your stress level be elevated for a shorter period, but a smaller course correction is easier to fix.

One more note here: if you find it tough to sit down and review your tasks alone, grab a (non-colleague) friend, a pad of paper, and start with this prompt: How’s your job going?

January Holiday Card Review is More Than Tradition

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Every January I take time to re-read the Christmas cards I received from friends and family. It’s so busy in December that it can feel like opening cards is just another to-do on my already long list. But once the holidays are over and winter settles in, I make a cup of tea, curl up on my sofa, and go through the cards at a more leisurely pace.

What I love most about my January tradition is noticing the little details in each card; more than how old the kids are or if someone changed addresses, but “I wonder what they loved most about their time in San Diego?” and “wow, he looks more and more like his dad every year!”

Some of my favorite cards are the ones with personal notes and family letters. We have one friend who sends a picture of himself and his wife…and their latest bunny. I always look forward to seeing that one!

Each holiday card is unique and reflects the personality of the sender.

Each card is special because it shows the sender’s unique personality and how they approach the holidays.

Have you noticed how wide the variety is in the cards? Sparkles, stickers, photos, drawings, and cartoons. Card stock, photo paper, flat, folded…it’s incredible. I always wonder: why did they select this particular card? What did they like so much about it? “Because they were on sale” doesn’t tell the whole story – there was more than one design in the sale rack. They chose that card.

Even doing the same task, individuality comes through. Each person approaches buying, preparing, and sending holiday cards from a completely different angle.

So—how about your team, your executives, and your end users?

You’ve heard that when you gather ten people in a room they come out with eleven different opinions. This shouldn’t be a surprise. But have you ever thought about why?

Everyone at work is influenced by their position and department, the corporate culture, how their week is going, and their enjoyment of the task at hand. They’re also impacted daily by how they slept the night before, the weather, the traffic, the day of the week, their personal relationships, and past experience.

I could go on, but the point is this: it’s nearly impossible for two people on the same team to have identical views on anything.

How do you get anything done without resorting to draconian tactics?

Project management fundamentals will bring you a long way: a clear goal, scope, timeline, RACI, etc. Your colleagues will follow clear guidance because they want to succeed at this project!

No PM loves running a project where their people follow orders with no enthusiasm. It doesn’t just feel flat but in fact limits your project’s ability to succeed. Why is this? Because enthusiasm means there is hope and confidence. These, in turn, mean your team will bring their best game to the project, including out-of-the-box problem solving.

As the Project Manager, you can foster enthusiasm by paying attention to the people on your team (core, executive, extended) by meeting them where they actually are, not where you’d like them to be.

You’re probably not be able to curl up on the couch and spend an afternoon think about each person’s motivation. But you can pay attention to how they talk about a task in your next meeting and their approach to a particular issue. You can notice their relationships with other team members and whether they’re perpetually late (or early).

Even if you’re not in the same room, how does your team member (let’s call him John) seem today on Zoom? Is John quieter than usual or is his camera off? Does he seem particularly frustrated with a topic or does his comments have more of a bite to them this week?

Consider what might be going on in John’s head. He may have pressure from other projects (or perhaps it’s year-end close…or annual budget time and he’s under the gun). Maybe he has an issue that he hasn’t figured out how to handle yet and it’s putting him off his game. Take a closer look at John’s calendar the next time you schedule a meeting. Is his calendar a sea of blue?

Knowledge is power. If we understand, we can help.

One final thought. No matter what we’ve learned about John’s unique attitude and motivation, we have to remember that every person’s opinion and approach is valid. Our role is to pay attention and remove barriers so the whole team can move forward, not just John.

It’s not always easy to keep a group of people moving forward in synch, but a little extra effort to understand each team member will give you the insight you need to keep your team members motivated, and that makes success a whole lot easier to achieve.

Include Your Whole Value Chain from the Start

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We need to gather input from the teams down the length of the entire value chain.

As an IT/IS project manager, I am often involved in the selection of business software. The RFP is a key component of any large purchase, as it allows us to compare several systems against a set of common requirements, including business, technical, cost, and support.

But it doesn’t go far enough.

It’s easy to focus on marketing, finance, and the end user requirements. But what about infrastructure, manufacturing, or field technicians? How about quality control or customer service? We need to gather input from the teams down the length of the entire value chain.

I’ve been in situations where two systems look great: functionality, front end, and cost all are where we need them to be. Vendors, of course, talk a good game. Their RFP responses look similar. On the surface they’re both shiny new sportscars with all the latest gadgets.

But then the technical folks get in there and check under the hood. They find one still has an engine circa 1980! There’s no way this will work in your organization. You don’t have the resources to maintain the servers or update the desktop-based application. And it makes no sense to revert your users to 32-bit!

Good thing you included the tech folks before you signed the contract.

But not all projects involve software.

Years ago, our company was struggling because our manufacturing costs were consistently high. A review of our new product development process revealed that the problem wasn’t our product, and it wasn’t the skill of our manufacturing team. It was the NPD process itself.

R&D would design a product, test it in their small, flexible lab, and hand it over as a defined product. They weren’t aware of the constraints of large-scale manufacturing. No one asked them how long it would take to change over a line.

Manufacturing was not involved in the process until the very end. They had no input! The result was a product that worked as designed but could have been made at half the cost if only someone had checked with them first.

In the software example, it is wise to plan for a technical deep dive with the vendor finalists. We don’t want to bring them in too early, before we’ve finished analysis on other areas. But adding this tech review as a normal part of our software selection process can eliminate years of headaches for end users, IT, and you!

For product development, we want to make sure all areas of the value chain are involved in the NPD process. That doesn’t mean Support has equal say in the design as R&D, of course, but reviewing early and keeping them in the loop can keep you from launching a product that’s unsupportable.

All projects rely on communication through the whole value chain, at each phase of a project. Pull in the experts when it makes sense and plan to make adjustments. Reach out to teams you don’t traditionally include. And be prepared for a better outcome!

All Metrics are NOT Created Equal

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Your data can show just about anything. But how do you know you’re showing the right data with the right amount of detail?

Mark Twain was fond of the saying, “There are three kinds of lies: lies, damned lies, and statistics.”  These words are as true now as they were back in the 1890s.

Living in this information age is incredible. There’s no waiting for another team to calculate and then hand over results. You don’t have to guess anymore—you know. This independence grants you both speed and security in your decisions.

With so much data available, and a myriad of ways to analyze it, it’s ridiculously easy to create the exact metrics you need to prove any point. You need no more than Excel to produce a compelling data story.

This, of course, adds amazing value to your project. You can spot trends in an instant and use a chart to make the impact hit home with your executives. Compiling results data and using it to determine the success or failure of testing takes seconds instead of days.

  1. It’s easy to slip into a pattern of going for flash instead of substance.

I’ve seen plenty of Project Management presentations showing colorful, complex charts with lines and bars…in 3D. Super cool. But I haven’t the slightest idea the point they’re trying to make. Lots of glitter with no substance.

To combat this, constantly remind yourself who you’re presenting to. I don’t know many executives who are impressed with flash. The easier you make it for them to understand the bottom line, the more you really will impress them. So, unless you’re presenting a new advertising campaign, all your design efforts should go into honing how to easily communicate your point.

2. We can make the data say pretty much anything we want.

It’s a matter of perspective. We can make a 1% increase look big or small, depending on the overall volume. Your judgment here is critical. If you’re concerned about a 1% increase, what other data supports the larger impact? Thinking through the supporting data will do more than help present your case: it will help you determine whether the change is as relevant as you initially thought.

Your stakeholders, including your team, aren’t going to know all the data available. They are trusting you to give them the information needed to move forward. What will best support them in their role?

When you are alone at your desk, take some time to play around with the data. Ask yourself questions like these:

  • What can I use to show a mitigation is working?
  • How can I prove out our success metrics?
  • How do I show the risk vs. reward of a decision?
  • What are my sponsors’ biggest concerns, and can I validate our solution?

This broad knowledge base will do a few things for you. First, it will give you a feel for the data available, and what’s useful and not. Second, when it’s time to answer a question or make an important point, you’ve already done half the work.

Keep in mind the goal of your project, and always focus your metrics to that end. I don’t mean to show the project is amazingly successful if that’s not really the case. Your job is to cut as clear a path to your goal as you can, and that means being honest about the backslides as well as the surges forward.

Finally, don’t discard a super-cool graphic just because it is flashy. Maybe a 3D chart is exactly right to help your team understand a trend on your project. Just consider the sparkle a bonus, instead of the heart of the communication.

Riding the Waves of a Project

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Projects can be like riding the crest of a wave—super fast and exciting, but stressful. But along with the swells, there are troughs where suddenly there’s “nothing to do.” Take advantage of the troughs!

Projects can be crazy busy. Long days, back-to-back meetings, milestones, updates, and endless decisions to make. My stress level climbs just typing it out!

But there is a flip side that we don’t often acknowledge, and one that we should take advantage of.

While much of our project maintains hectic pace, there are also periods where we’re simply waiting. We may be in the midst of testing, or waiting for a contract to be signed. Or there’s no one around during the holidays so you hear, “We’ll pick it back up in January.”

I think of it as ocean crests and troughs.

While the surge of activity can be overwhelming, it is also exciting. We feel a sense of accomplishment when we solve a challenging issue or reach a milestone. We can even look back on a full day of meetings and be proud (and amazed) that we lived through it all! These wave crests are the reason they hired us, a professional Project Manager. No one handles it better.

But what about the troughs?

For me, this downtime can be more stressful than the crests. Too little to do is worse than too much!

Waiting is not my strong suit, I’ll admit. A day with no meetings is fantastic if I’m in the middle of creating a complex project schedule or preparing for a Launch decision. The rest of the time, however, I’m just about ready to jump out the window if there’s nothing else on deck. Which is why, over the years, I’ve learned how to take advantage of the slow times on a project.

I find these to be most useful during this “down time”:

  • Create a Project Plan. I’m not talking about a schedule but a Word document with a section for different project areas like testing, documentation, project strategy, and special considerations. Use this document to write out ideas, decisions, and plans. Allow your mind to flip between areas without the need to keep focused on one. You will likely never need to present this document, but I find that going back and updating it helps me retain the project thread when my schedule get crazy again.
  • Catch Up on Documentation. Not the ones you’re simply behind on, though yes, do those first! Take this time to start the next few documents you know you’ll need. (And having a Project Plan handy is a great jumpstart.) You may be months away from your launch date, but starting your Launch Plan (aka Cutover Plan, Go Live Preparation Plan, etc.) will take the pressure off later when things are busy—you won’t have to start from scratch.
  • Rest. It’s easy to say but so hard to do! Take time off if you can. Actually take a break for lunch instead of eating at your desk. Put in eight hours and go home (or shut down your laptop). I consciously try to slow down my typing speed so I’m more thoughtful in my chats and emails. And, as I work from home, I take a minute to step outside and breathe some fresh air.

We all know the wave crests will come again soon, and we’ll wish we took advantage of the downtime that comes with a trough. Plan for it now so you can take advantage when it hits.

Three Truths About Praise

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There are three truths of workplace praise. And all have their roots in communication style and human behavior.

The topic of workplace feedback is wide and deep. Maybe I will write a book about it someday, but to keep this article a reasonable length, I’m going to focus exclusively on praise.

There are three truths about praise:

  • Not many people take the direct path and say, “Good job.”
  • Most people are oblivious.
  • Not everyone likes to be praised.

Let’s look at each of these in more detail.

The Indirect Path

I was working with a client a while back who felt disconcerted because his manager never said, “Thank you.” He thought he was doing a good job at work, but never received direct positive feedback. When we took a closer look at the situation, the proof his manager valued him was right there all along.

Here are some clues that your manager is pleased with the job you’re doing:

  • You’re invited to meetings. Most people are so busy they think of another meeting as a punishment. But consider: Who else is at the meeting? Is it a topic that expands your current role? Will being involved create opportunities down the road or make your current job a bit easier? Most often, the invitation is a gesture of growing trust or belief in your abilities.
  • You’re called upon to present…again. Like attending more meetings, many people don’t enjoy presenting. But if you did a bad job the first time, your manager would hesitate to put you in front of an audience a second time. It’s actually a compliment to be asked to lead a meeting and share your knowledge.
  • Your manager stops attending your meetings or no longer wants to be copied on every communication. This isn’t a sign that they don’t care, but that they trust the work you’re doing. Just remember they expect you to keep them updated on the project’s progress, and to let them know if you need them to help resolve an issue.

Most People are Oblivious

Yes, it’s true. 😉

What seems like a monumental task to you, something you’re exceptionally proud of, your manager may never even mention. They’re not trying to ignore your good work. They just have a myriad of other things to do. (Hey, if they had time to do your work as well as their own, you wouldn’t have a job.)

A long time ago I had a friend who worked for a big supply company. He used to go in on the weekends when no one was around to inventory the warehouse, straighten the shelves, and basically do a ton of things that kept the place working efficiently during the week.

I’m sure you can guess what happened: his boss never noticed, and if he did, he didn’t say a word.

Don’t expect anyone to be focused on what you’re doing. Most managers expect you to do a good job—you were hired to do it, so just being competent won’t merit praise. There are no participation awards.

I gave my friend this advice and it is still relevant: either don’t do the extra work, or let your manager know the relevant outcome.

There was no reason for my friend to go in on his own time to clean the warehouse. He could do it, or assign someone to do it, during the workweek. If he wanted to show his initiative, he could have told his boss about a significant finding during his time the past weekend. Remember, fishing for compliments is unprofessional and will backfire. Better to focus on the outcome. And again, if there’s no benefit to the project or company, don’t do it.

If you have an “oblivious” manager, simply let them know a particular event or effort went well. Here are some tips to receive a positive reaction:

  • Keep your delivery in your normal communication style. You want your manager to focus on the event, not be distracted by your altered style.
  • Don’t tell them about every little thing; the big efforts won’t stand out.
  • Be consistent in your communication so sharing good news won’t come during a special meeting.

Not Everyone Likes to Be Praised

This may shock some people, while others will raise their hand and say, “Oh, yeah, right here!”

For those who can’t imagine anyone who doesn’t enjoy a good pat on the back (or bouquet of flowers), take a moment to think about your teams. You have many personalities and styles to manage every day. Your communication methods vary to make sure you reach everyone.

So if Brenda doesn’t speak during a meeting, or if Lonnie blathers on about everything he did last weekend, you will likely find they will receive praise very differently, too.

And there are more of these folks on our teams than we know. They usually just grin and bear it.

A few years ago, I worked with an amazing team lead. She was the lynchpin to success in her area. I wanted to let her know how much I appreciated her. But she told me that she hates (yes, hates) to be called out, even if it’s praise. And she didn’t just mean in the obvious, public way. Her name attached to a team thank-you email caused her discomfort.

For team members like this, balloons aren’t going to be well received. Here are some low-key ways that, if they accept anything, may work:

  • Reply to all their email / DMs. That’s it. Just do them the courtesy of acknowledging their communication.
  • Use their data. They want to contribute and to know they’re doing a good job. When you actually use their work product, they’ll feel valued.
  • Do something for the whole team, but not together. A team gathering is probably not going to fly. But something non-personal will be more appreciated, like letting people know that next Friday you want everyone to take off at noontime (if within your power).

At the end of the day, the most important part of praise is paying attention to the communication style of the person on the other end of the line. When you’re seeking validation, you may want direct feedback but receive indirect signs of trust. On the other hand, you may feel uncomfortable with a public shout-out, but your manager loves to hand out awards.

And when showing appreciation to a team member, the best outcome happens when you focus on their most receptive communication style, not your own.