ORGANIZATIONAL RESILIENCE AMIDST CLIMATE CHANGE, CYBER RISK AND TERRORISM
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Leadership and decision making are at every level of the organization. We project professionals often find ourselves in a tough spot when we have to make decisions and rely on our leadership skills to get us to the finish line.
We’re expected to be well informed, resilient, on our feet and always look one step ahead. It’s pretty much a balancing act when we juggle our data and processes while using our skills. But like any performer we have to practice ahead of time.
Our decision making agility is being tested on a daily basis, when do we rely on data and AI? Do we implement new processes? Do we go with our gut feeling or not? To top it all off, we’re not alone, but work in an internal and external environment that we have to understand in order to navigate.
We’re always asking ourselves if we made the right decision and the answer in most cases is that we did the best we could at that time, given the information we had, the time constraints, resource constraints etc. But we have so many great techniques and tactics at our finger tips to help us with our decision making and better connecting us to decision making processes in the organizations.
This post is a follow-up to my Agile DNA webinar I hosted a little over a month ago. This was my first webinar for RMC and we had a great interest with over 2,000 people registering for the event interested in Agile approaches in agile projects. The recording is now available, see below for details on how to access it. The webinar was entitled “Agile DNA, the People and Process Elements of Successful Agile Projects” and the DNA theme came from the twin strands of People and Process guidance that run through all agile approaches in agile projects and make agile uniquely what it is.
Project managers spend 90 percent of their time on communication related activities; yet communication is reported to be the No. 1 problem on projects.
Consider the following example: While planning one of my projects, my core project team assessed our sponsor, “William”, to have high influence but low interest in our project. William would routinely arrive late to meetings, be distracted by his phone, and leave early saying he had more important meetings to attend. When he was present, his gloomy attitude affected the rest of the team. They did not want to speak up in front of him fearing that they may have to face his disdain.
I love the end of the year articles about the top ten movies of the year, or top ten books, and also the New Year predictions like “12 trends to watch in 2017”. Every year during the holidays, I find myself reading these top ten lists and predictions but this year I began thinking about why they are enjoyable, and whether or not they are a good use of my time. As the leader of a book club, the top ten books of the year lists are a great source of ideas for my group so my time reviewing them is useful. But what about from a work and career perspective; should I be spending time reading about the top ten training trends from 2016?
I came across a new phrase last week, which I really like: “aggressive transparency”. I saw this phrase in the Project Management Institute, Inc. exposure draft of A Guide to the Project Management Body of Knowledge (PMBOK® Guide) – Sixth Edition. It is used in the Project Stakeholder Management chapter referring to the fact that agile approaches strive to be very transparent so that stakeholders always are aware of project progress. I liked the phrase and searched on it to see if I could find where it originated.
Listening to everyone’s excitement yesterday over the win of the NBA title of Cleveland over Oakland was great. I thought the sportscaster I listened to made a very astute observation. While everyone believes LeBron James is a great player, maybe the best in the league, this person’s observation was that Oakland was made up of better players but that Cleveland actually has a better team.
That’s a great comment and one that is likely quite true.
Paying attention to the details is good business analysis
How many little mistakes do you see?
I open the newspaper in the morning and see a typo. I open my email and see a grammatical error. I go to a web site and a menu button doesn’t work. How many “little mistakes” do you see in a day? Corporations are pushing employees to work faster and get products to market sooner. Is this agile or is this sloppy? Many companies sacrifice analysis and attention to detail to increase revenue but it won’t pay off in the long run.
I’m reading “Leadership and the One Minute Manager,” by Ken Blanchard. The book discusses “situational leadership,” which essentially means that a manager’s leadership style must vary depending on the competency of the person being managed. As I was reading the book I realized that these management styles, while probably relevant, would not initially apply to most project managers.
Every organization uses job titles as a way of describing the contribution of an individual employee. Titles are important within an organization for employees to understand their role and their relationships with other employees. But titles are often meaningless outside a particular organization. When someone is looking for skills training or professional development opportunities for their role, it is sometimes difficult to match a job title with a skill description.
Talk about overused expressions! This one has certainly run its course over the last 5-10 years. As much as I tire of hearing the phrase “Think out of the box”, I have to wonder about the use of the “box” metaphor.
Maybe there is a physical reason? Back in the late 20th century, we found ourselves with the need to employ many knowledge workers. So, in the interest of efficiently utilizing floor space and affording them the privacy they needed to do their work, we put them all in these 3′ x 5′ boxes that were 5′ high on three sides. Of course, it is now the 21st century and we now know that rather than make them productive, it made them feel physically and emotionally isolated.