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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.

There Really Is Such a Thing as Over-Communication

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Information Overload!
If we’re not careful, we can overwhelm our people with information!

There once was a fantastic manager whose performance critique from their boss consisted of only one word: brevity.

No, that manager wasn’t me. But it is a true story and certainly wouldn’t be a surprise to find on my annual review.

We all understand how critical it is to communicate with our stakeholders. We want our team to feel important and included, and to have all the information so they are empowered to make good decisions. Our sponsors and other executives should have the critical information at the right time. And our end users and extended team? Let them know what’s happening so they’re “with us” all the way.

But sometimes it’s hard to know when we’re going overboard.

Do any of these sound familiar?

  • A five-minute update can regularly take twenty-five.
  • A meeting that “shouldn’t take too long” goes the entire hour…plus a few minutes.
  • There are five main slides stuffed with content in your presentation…and fourteen back-up slides.
  • You put everything they need to know in your email…and get the most basic questions in response.

I am guilty of all of these. And I can name a dozen colleagues who do it, too.

So really, if we’re making sure we’re giving people all the information; how could there be any harm in it?

To answer that, let’s look again at the above cases:

  • If you say an update will take five minutes, not only is your audience expecting five minutes, they may have re-scheduled if they knew it was going to take longer. But they’re trapped in the middle of the conversation and need to see it through.
  • The same goes for a meeting. It’s hard to leave a meeting in the middle of a conversation. And if they do leave, they take with them a sense of frustration and unfinished business. And if you tell everyone the meeting will run short, they will be expecting some of their time back, even if it’s just five minutes to grab a water before their next meeting begins.
  • A jam-packed slide deck is deadly. Each slide should contain useful information, but ask yourself: do you want your team to spend time reading a slide or listening to you? And what is in those fourteen backup slides? If your audience needs the data, should it be in the main presentation?
  • Most emails don’t need a ton of background to evoke the intended response. It’s easy to miss the main point of a long, involved email.

Our teams (core, executive, extended) trust us to be respectful of their time and to deliver what we promise. In each of the above cases, we are wasting someone else’s time. More than that, we’re setting expectations and then not living up to them. But combine both—and do it repeatedly—then we’re starting to erode their trust.

How Do We Tell We’re Over-Communicating?

The result of over-communicating can be subtle. You’ll notice people start declining your meetings or aren’t available when you ping them for a quick update. They may stop reading your emails and instead send you a DM asking about the exact the subject you emailed them yesterday.

Let’s take a final look at our cases. A bit of review is usually all you need to dial it back to where it needs to be:

  • Take a few extra minutes to craft a more succinct message in email—or preparing for that five-minute update.
  • Unless there’s a very good reason for a meeting to run over, cut it off and make sure you do a better job estimating the time needed for each topic.
  • Check your slides for the 3-5 bullet rule. More information than that and your audience can’t absorb the information. Be critical in your review: does your overall point get lost because there’s so much context?
  • Read your email before you send it. If it requires a lot of explanation, maybe a phone call or meeting would be better—that way they can ask for additional information if they need it.

The focus on communicating the right amount of information helps you and your team get the job done. And it builds that foundation of trust so when you do find a meeting running over, they know it won’t become a pattern.

You’re Not the Only On Who Storms

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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!