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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?

The Dollar Bill

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A few years ago, I was called in to take over a project that was in trouble: the Project Manager left suddenly and there had been no direct leadership for over a month.

In my first walk around the project area, I noticed a dollar bill thumb-tacked to a wall. I was curious but had other priorities so didn’t comment on this odd sight.

Weeks went by with the typical flurry of ramp-up activity: Who is responsible for each area, what are the requirements, how are we tracking them, where are the gaps, etc. When I stopped to catch my breath, I remembered the dollar bill, so I asked about it.

“Oh, that,” I was told. “The old PM said it was our project bonus.”

WHAT?!

I was horrified.

What the devil was their PM thinking? How did he expect the team to stay motivated with a symbol of negativity in their face day after day?

Apparently, the PM was trying to make a joke.

It was not funny.

The fact is, the team was extremely de-motivated when I got there. They felt unappreciated, stressed, and a bit hopeless in the face of all they needed to do.

I think of that dollar bill not as a self-fulfilling prophecy, but as a perfect representation of how that PM ran the project. His negativity made a difficult project that much worse. He let the team know he thought management saw them all as unimportant and unworthy.

And it took me months to turn things back around.

What that PM failed to understand is that people respond to our attitude and actions more than our words. If we want respect, we need to treat our people with respect. If we want the team to give 100%, we don’t simply tell them; we give 100% ourselves (if not more).

Just because we are in a tough situation doesn’t mean we need to infect the whole project. Difficulties happen all the time: We’re being pressured from the top, or there’s a really tricky issue we haven’t resolved. Maybe we’ve missed a milestone or something’s happened at home that takes us off our stride. While we shouldn’t pretend the world is made of cotton candy, it’s important to find the positive and use that to keep the team motivated.

And there is always something positive, even if we need to hunt for it.

Bottom line, a project team is made up of people. Human beings who are smart, creative, and want to do their best. Our job is to help them get to the goal line. We are here to remove barriers, not to be the barrier!

I took down that dollar bill as soon as I found out why it was there. And I let the team know how I felt about the old PM’s “joke.”

At the time, they may have thought my reaction was a bit over-the-top. But as the project progressed and we gained momentum, the mood improved and it wasn’t such a bad place to be anymore. The project continued to have its challenges, but it wasn’t due to a poor atmosphere.

As for the team’s project bonus? Let’s just say it’s too bad that old PM quit when he did.

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.

Helping a New Team Member Settle In

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I went into the office for the first time last week. I’ve been working from home since that fateful day in March 2020, when my manager called and said, “Don’t come in this week.”

When a resource joins your team halfway through the project, it’s not possible to “hit the ground running” unless you give them a solid surface first.

Life has been shaken and stirred since the last time I had to commute. And for me it also meant a new client, with new projects and a new office.

I admit, I was a little nervous. Would I find my way there…and around the campus? Where would I sit? Who would I see? What are the expectations for eating at my desk, talking within the group work area, and conference calls? Finally, how long does everyone stay at the end of the day?

So many worries!

Everything turned out fine, of course. But it started me thinking about how a new employee (or contractor) feels when they join your team.

If it’s a brand-new project it’s a bit easier, as you can start with a kick-off. Everyone is starting fresh, and you make your way forward together.

But if your resource is joining in the middle of the project, especially if they don’t know anyone or they’re new to projects in general, it can be more nerve-wracking. Not only are they worried about the logistical pieces (see above!), but they may also wonder if they’ll fit in, how much they’re expected to know already, and whether they’re going to fail miserably!

How can we help our new team members handle the pressure and settle into their role?

  • First, have as much logistical information as possible. This may seem counterintuitive, but helping someone new figure out where the coffee machine is (and how to use it) will give them a sense of control, however small. And from there they can move forward.
  • Next, let them know what to expect during the first few days. Your new person may be wondering if they’re getting a laptop, if they’re supposed to concentrate on taking all the training assigned to them, or if you expect them to start diving into action items right away.
  • If there are a few key people in the organization—maybe an admin who knows how to navigate the operational waters—introduce them! Perhaps go a step farther and ask one of the go-to resources to keep an eye out for your team member. Most people feel good about being asked!
  • Finally, be patient and answer all their questions. Remember that you’ve known Sue in Accounting for years, but someone who just started may not remember if it’s Sue or Susan…or Sam! They’re going to slip up. Be there to help, even if you’re busy.

I consider the first month of ramp-up time for a new resource as having a “puppy license.” This is the time when they’re drinking from the fire hose, their head is spinning, etc. Encourage your new resource to take advantage of this time to ask questions and meet as many people as possible. Because that time is all too short. You’ll need them to start taking control of their own meetings and schedule soon, rather than relying on you to guide them.

One final thought about helping someone transition in. The best way for them to realize they’re not the “new guy” anymore is to connect them with someone even newer. You may not have another new person (bonus if you do), but when your resource becomes the one with the answers, their view of where they fit in the team can shift in a big way.

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.

How Is A School Year Like A Project?

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f it has beginning and end dates, a goal, resources, and a budget, anything can be viewed as a project…so it can also benefit from project management.

Over the years, one of my most consistent readers has been my father (thanks, Pop!). He was a very successful public school Principal, Assistant Superintendent, and, in later years, Mentor to new Administrators.

He often comments on the connection between project leadership and school administration. But the vocabulary of project management is not something he’s familiar with. He’ll wonder if my readers understand what a “Launch” or “process owner” is without a vocabulary list.

Even though language may differ, the principles of project management cross industry boundaries. Most anything can be thought of as a project if you swap out the wording. So with that in mind, here’s my take on how the school year can be seen as a project, with clear project stages.

Initiate

  • Check your Charter: What’s the vision for the year? Do you have clear goals and an idea of how to reach them, from planting a third-grade flower garden to the annual school musical? And is this reviewed by anyone outside the staff (the team) like the School Committee or the Superintendent?
  • Just like all projects, receive your budget and start planning and tracking against it.
  • Gather dates of important milestones, such as first day, last day, vacation weeks, and holidays.
  • Nail down resource requirements and make adjustments (teachers, custodians, office staff). If they’re not already on board, hiring personnel and setting up contracts may be in order.

Plan

  • Schools don’t shut down when kids aren’t there. During the summer months it’s busy preparing for the students’ return with facility upkeep, supply orders, curriculum planning meetings, and special program proposals.
  • Lists of children are matched with classes, bus routes are worked through, and adjustments are made in all areas.
  • Communication planning is important here to let parents know the important calendar dates, their child’s teacher, class schedule, supply needs, bus pick up time, etc.
  • Risks are assessed, small and large. If the school is located somewhere cold, the risk is mitigated by adding snow days into the schedule. Teachers have sick days, just like the kids, and need to stay home from school. Both a substitute list and a way to contact them need to be in place before the beginning of the year.

Execution

  • Kickoff, of course, means the first day of school! Sometimes there’s even an assembly with everyone there, including the Principal and all the teachers, with presentations, instructions, special activities, and a building anticipation of the year to come.  
  • The “work gets done” during the school year—classes, testing, grading, gym class, music lessons, lunchtime, recess for the little ones, and those special programs you planned during the summer (like the third-grade garden and school musical)!
  • Risks are mitigated as they occur (such as unexpected maintenance issues), and additional risks are identified and handled accordingly.
  • Communication is constant—notices about Parents’ Night, homework, upcoming standardized testing, etc. Status updates are given to the School Committee or Central Administration, and individual meetings are held with parents.
  • Team meetings and workshops are held within the school for teachers and administrators to level up their skills or learn how to handle a new issue that’s come up.
  • Documentation is completed throughout the year, such as annual reporting to the state or updates to a grant that’s been given.
  • Launch is the last day of school. The staff has prepared the kids as much as possible but now it’s time for them to move on to the next level, whether that’s Third Grade, College, or a trade. There’s usually anticipation, a flurry of activity as the date approaches, and excitement when it finally arrives.

Close

  • After the frenzy of the last day of school, things start to slow back down and everyone has time to take a deep breath as they bring everything to a close.
  • There is always a period of clean up—physical (someone forgot their backpack), putting to bed documentation (recording the final records), and follow-on training (some students will attend summer school).
  • Schools will hold teacher meetings and talk through ways to improve for next year, a literal “lessons learned.”
  • Finally, resources are released and hopefully take some well-deserved time off…before it all starts again with next year’s Initiate and Planning stages.

This was only a glance through the lens to the school year as a project. So much more could be said, and I’m sure there are even greater parallels and examples.

For those of you outside the education system, I hope this helps you see how to adapt the principles of project management outside of the corporate world. No matter what we run, a project mindset can help us plan and execute with greater confidence. And it provides an simple but effective framework to communicate with our stakeholders.