I have been in project management forever. Literally, almost 20 years, so not “forever” in the traditional sense, but holy moly, half my life.
The trick about project management is that everyone has to do what you say or you fail at your job.
Take it up a notch.
When you work with an internal team (i.e. a team of people who get their paycheck regardless of the project’s success or failure), how do you get them to do what needs to be done?
Even trickier, how do you negotiate when these internal teammates say they can’t deliver what you (=your project) need by when you need it?
Am I preaching to the choir here? Can you relate?
You have ZERO LEVERAGE. In the traditional sense at least: There are not consequences you can lay down. No demerits, time outs, or other proverbial sticks to use. You can’t take away their parking space, spit in their lunch or kick them on the playground.
Now, personally, when your project fails to deliver is an easy time to lose momentum. You can hit your wall, or your own personal bottom, question your career, surf job postings or worse - stop caring. When you stop caring, you lose your investment- what you’ve already given to this job, this team and this career. You lose sight of the value in the work YOU do, so you lose your self value.
In the absence of leverage, you must motivate. Some people are naturally motivated - they have an intrinsic drive to deliver and get satisfaction from helping and achieving. Those are your people. I’m talking about EVERYone else.
Be a positivity magnet. “Negativity has the ability to reduce your motivation and drag you down.” @murraynewlands Conversely, positivity is infectious. Take a moment to breathe. It’s great to care about your project but you don’t need to “care-care.” @alittleyinyang Care-care about your life, your S.O., your kids, your pets, your causes. This is permission for you to let go of negativity.
Focus on what is possible, what is being done well, what the best possible outcome is - and then make them go make it happen. Positive attracts positive. Put out what you want to get back. Say about others only the truthful (read: fact-based) things you would want said about you. For help to identify, plan for and achieve the best-possible in any project at any state, Tarah Keech Consulting is your best friend and your secret weapon, learn more here.
When in spin...
When in spin, play collaborator. Acknowledge contributions and challenges, open the floor without judgement, hear concerns, echo those concerns, and after everyone’s talked - address them. Either they’re solvable or they’re not. If not, then you enter cooperative negotiation.
Get your ask in gear
Readiness goes hand in hand with motivation. Prepare and then share statements about what you want and where your lines are: make sure they’re specific, measurable, agreed-upon, realistic and time-bound to follow George T. Doran’s SMART principles.
Clearly articulate the ideal end game, and the why. “Research has found that having clarity about your goals is essential to having motivation to achieve those goals.” @BenjaminPHardy Why does the testing team care if your deliverable hits the business-need-by release and how does it make their lives and jobs better? Because it makes your clients’ lives better, it makes your organization easier to do business with, and because it’s a X$ revenue driver (all of which they can report in quarterly progress updates or on performance reviews - IF they hit that release). Be bold and say it. “I know your team is looking for ways to improve your perception in the organization, hitting this goal (in the face of these challenges) will give you the win and visibility that will go a long way to improving your brand.”
Get them to take action. RIP Tom Petty, you legend, but you were wrong. The starting is the hardest part. Not just theoretically, chemically. @melrobbins #5SecondRule is applied to overcome the “activation energy” phenomenon first documented by Mihaly Csiksentmihalyi. This is an amazing tool to overcome inertia and create action for yourself. But what about others?
The surest way to kick start someone else into action is social accountability on a timeline. Establish regular and predictable social accountability. This can be in whatever method and cadence works for your project but definitely tie their name to it (I like yellow highlighting, bold font and underscoring in documentation plus name calling in meetings) (not bad names, just calling them by their name in a public forum). “Hey, Jane. Your team committed to doing this last week and said it would be done by tomorrow. We’re excited to see it. Will you please email this distribution before noon tomorrow to let us know it’s been done and posted?”
For bonus points: Turns out framing your ask is key to changing your contributors’ meta cognition and making them act. Double dog dare you to use this trick and get them to verbalize this ask of themselves, “Will I help?” (insert your verb of choice here: design, solution, deliver, draft requirements, submit the test data). @psyblog
Sex (Nooo, not in the workplace). As it turns out, the more helpful people are, the more sex they have. “People who help others out have more sex, new research concludes.” @psyblog
We all like to be liked because being liked makes life easier. We want the reward, the recognition. We want less friction and more perks. Less bad and more good. In summary, tell them “Do this work, be more liked, have an easier life.”
Want more carrots and less sticks?
This is Compassionate Communication.
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