LeaderFactor’s Post

When a misaligned project team succeeds, it’s an accident. Without alignment — that is, a shared understanding and commitment — team members work at cross-purposes and doom projects to failure. Unfortunately, it’s an easy trap to fall into. When project managers simply assume their team is aligned, or when they accept head-nodding and verbal confirmations as proxies for actual alignment, the risk of failure increases dramatically. When I served as a manufacturing plant manager, I put a project team together to figure out how to increase throughput on a production line. Not long after, throughput had increased by nearly 9%, but yield had decreased by nearly 4%, increasing our costs and canceling out all the gains. The words “I thought that’s what you wanted” still ring in my ears. The fact that the team had decreased overall performance was my fault. I didn’t clarify objectives to ensure a thorough understanding of acceptable trade-offs. I learned that ambiguity was always my fault and could quickly compound into further misalignment. In a world in which projects have become more emergent, project managers need to ensure alignment — not wait for a lagging indicator to reveal that the team doesn’t actually have a shared commitment and understanding. Here are five questions every project manager should periodically ask their teams to create and maintain alignment: 1. What is your understanding of the project? When you achieve shared understanding, or cognitive alignment, you reduce the unit costs of making decisions, accelerate execution, and remove unforced human error. 2. What concerns do you have? To keep the team aligned, you need to pay close attention to every form of data. Never assume that concerns will find you. Go find them. 3. How do you see your role? When team members don’t have a clear understanding of how their role contributes to the project, they get off track or disengage. Don’t assume role clarity — verify it. 4. What do you need? This question requires the individual to think through the personal, tactical, cultural, and strategic implications of any change in project requirements. 5. How would you describe your current commitment to the project? This last question gives the individual an opportunity to share their commitment as a snapshot in time, including caveats, contingencies, dependencies, concerns, and limitations.

What is the price of things unsaid? Before you scramble to put a dollar figure on this, STOP. While the cost will inevitably translate into some dollar figures from a loss in productivity sense, the risks and costs span a much greater land mass than mere monetary cost. Perhaps we are fearful and avoidant of measuring these costs as (a) They feel too complex to figure out HOW to measure OR (b) We've not measured such things in our history (thank you very much) OR (c) Perhaps we don't really want to identify the things we might uncover....Perhaps these insights might stump us so much that we have no idea what to do NEXT.....resulting then, in us feeling exposed, vulnerable, uncertain (which we'd rather not FEEL, nor be seen to BE). Perhaps 'the discovery' might tell a less-than-palatable-end-user-story about WHAT we measure, the WAY we measure and prompt some questions about what actually matters MOST? 'When we accept head-nodding and verbal confirmations as proxies for actual alignment, the risk of failure increases dramatically' (Clark). Here's the rub. In environments where challenger safety is low or absent, head-nodding and half-hearted, nervous verbal confirmations increase 100-fold. There is always, always a grossly underestimated cost to the things left unsaid. I implore organisations to invest in 'building, maintaining and protection the floor of the whare' to ensure employees experience inclusion safety, learner safety, contributor safety and challenger safety, as a matter of course. When we reduce the noncommittal head-nodding, the half-hearted verbal confirmations, the silent screaming on the inside, the fear, the anxiety and the poor behaviour that assaults our values, we step our people into a place of deep, honest and authentic connection, we hold space and light for innovation and we get to enjoy the fruits of diversity of thought. The alternative? A wasteland inhabited by disassociated, numbed passengers on a ride to nowhere. No view. No destination. #psychologicalsafety #culturematters #compliance #empowermentmatters

When a misaligned project team succeeds, it’s an accident. Without alignment — that is, a shared understanding and commitment — team members work at cross-purposes and doom projects to failure. Unfortunately, it’s an easy trap to fall into. When project managers simply assume their team is aligned, or when they accept head-nodding and verbal confirmations as proxies for actual alignment, the risk of failure increases dramatically. When I served as a manufacturing plant manager, I put a project team together to figure out how to increase throughput on a production line. Not long after, throughput had increased by nearly 9%, but yield had decreased by nearly 4%, increasing our costs and canceling out all the gains. The words “I thought that’s what you wanted” still ring in my ears. The fact that the team had decreased overall performance was my fault. I didn’t clarify objectives to ensure a thorough understanding of acceptable trade-offs. I learned that ambiguity was always my fault and could quickly compound into further misalignment. In a world in which projects have become more emergent, project managers need to ensure alignment — not wait for a lagging indicator to reveal that the team doesn’t actually have a shared commitment and understanding. Here are five questions every project manager should periodically ask their teams to create and maintain alignment: 1. What is your understanding of the project? When you achieve shared understanding, or cognitive alignment, you reduce the unit costs of making decisions, accelerate execution, and remove unforced human error. 2. What concerns do you have? To keep the team aligned, you need to pay close attention to every form of data. Never assume that concerns will find you. Go find them. 3. How do you see your role? When team members don’t have a clear understanding of how their role contributes to the project, they get off track or disengage. Don’t assume role clarity — verify it. 4. What do you need? This question requires the individual to think through the personal, tactical, cultural, and strategic implications of any change in project requirements. 5. How would you describe your current commitment to the project? This last question gives the individual an opportunity to share their commitment as a snapshot in time, including caveats, contingencies, dependencies, concerns, and limitations.

When a misaligned project team succeeds, it’s an accident. Without alignment — that is, a shared understanding and commitment — team members work at cross-purposes and doom projects to failure. Unfortunately, it’s an easy trap to fall into. When project managers simply assume their team is aligned, or when they accept head-nodding and verbal confirmations as proxies for actual alignment, the risk of failure increases dramatically. When I served as a manufacturing plant manager, I put a project team together to figure out how to increase throughput on a production line. Not long after, throughput had increased by nearly 9%, but yield had decreased by nearly 4%, increasing our costs and canceling out all the gains. The words “I thought that’s what you wanted” still ring in my ears. The fact that the team had decreased overall performance was my fault. I didn’t clarify objectives to ensure a thorough understanding of acceptable trade-offs. I learned that ambiguity was always my fault and could quickly compound into further misalignment. In a world in which projects have become more emergent, project managers need to ensure alignment — not wait for a lagging indicator to reveal that the team doesn’t actually have a shared commitment and understanding. Here are five questions every project manager should periodically ask their teams to create and maintain alignment: 1. What is your understanding of the project? When you achieve shared understanding, or cognitive alignment, you reduce the unit costs of making decisions, accelerate execution, and remove unforced human error. 2. What concerns do you have? To keep the team aligned, you need to pay close attention to every form of data. Never assume that concerns will find you. Go find them. 3. How do you see your role? When team members don’t have a clear understanding of how their role contributes to the project, they get off track or disengage. Don’t assume role clarity — verify it. 4. What do you need? This question requires the individual to think through the personal, tactical, cultural, and strategic implications of any change in project requirements. 5. How would you describe your current commitment to the project? This last question gives the individual an opportunity to share their commitment as a snapshot in time, including caveats, contingencies, dependencies, concerns, and limitations.

This is such a timely post from Timothy Clark as Anavi ends a few projects, and starts new ones. It's imperative that all team members, including leadership, are aligned on goals and values of every project. As Timothy says, "without alignment - that is, a shared understand and commitment - team members works at cross-purposes and doom projects to failure". Read on for Timothy's 5 questions every manager should periodically ask their team in order to maintain alignment.

When a misaligned project team succeeds, it’s an accident. Without alignment — that is, a shared understanding and commitment — team members work at cross-purposes and doom projects to failure. Unfortunately, it’s an easy trap to fall into. When project managers simply assume their team is aligned, or when they accept head-nodding and verbal confirmations as proxies for actual alignment, the risk of failure increases dramatically. When I served as a manufacturing plant manager, I put a project team together to figure out how to increase throughput on a production line. Not long after, throughput had increased by nearly 9%, but yield had decreased by nearly 4%, increasing our costs and canceling out all the gains. The words “I thought that’s what you wanted” still ring in my ears. The fact that the team had decreased overall performance was my fault. I didn’t clarify objectives to ensure a thorough understanding of acceptable trade-offs. I learned that ambiguity was always my fault and could quickly compound into further misalignment. In a world in which projects have become more emergent, project managers need to ensure alignment — not wait for a lagging indicator to reveal that the team doesn’t actually have a shared commitment and understanding. Here are five questions every project manager should periodically ask their teams to create and maintain alignment: 1. What is your understanding of the project? When you achieve shared understanding, or cognitive alignment, you reduce the unit costs of making decisions, accelerate execution, and remove unforced human error. 2. What concerns do you have? To keep the team aligned, you need to pay close attention to every form of data. Never assume that concerns will find you. Go find them. 3. How do you see your role? When team members don’t have a clear understanding of how their role contributes to the project, they get off track or disengage. Don’t assume role clarity — verify it. 4. What do you need? This question requires the individual to think through the personal, tactical, cultural, and strategic implications of any change in project requirements. 5. How would you describe your current commitment to the project? This last question gives the individual an opportunity to share their commitment as a snapshot in time, including caveats, contingencies, dependencies, concerns, and limitations.

When a misaligned project team succeeds, it’s an accident. Without alignment — that is, a shared understanding and commitment — team members work at cross-purposes and doom projects to failure. Unfortunately, it’s an easy trap to fall into. When project managers simply assume their team is aligned, or when they accept head-nodding and verbal confirmations as proxies for actual alignment, the risk of failure increases dramatically. Here are five questions every project manager should periodically ask their teams to create and maintain alignment: 1. What is your understanding of the project? When you achieve shared understanding, or cognitive alignment, you reduce the unit costs of making decisions, accelerate execution, and remove unforced human error. 2. What concerns do you have? To keep the team aligned, you need to pay close attention to every form of data. Never assume that concerns will find you. Go find them. 3. How do you see your role? When team members don’t have a clear understanding of how their role contributes to the project, they get off track or disengage. Don’t assume role clarity — verify it. 4. What do you need? This question requires the individual to think through the personal, tactical, cultural, and strategic implications of any change in project requirements. 5. How would you describe your current commitment to the project? This last question gives the individual an opportunity to share their commitment as a snapshot in time, including caveats, contingencies, dependencies, concerns, and limitations.

UNLOCKING PROJECT SUCCESS: THE VISIONARY PROJECT MANAGER   "Vision is the art of seeing what is invisible to others." - Jonathan Swift   In the dynamic landscape of project management, the ability to articulate a compelling vision for the future is the secret sauce that propels projects toward unprecedented success. Today, let's delve into the realm of visionary project management and uncover the invaluable insights that often go unnoticed.   VISION AS THE NORTH STAR 🌟   Every successful project starts with a clear vision. A visionary project manager doesn't merely see tasks and timelines; they envision the destination, inspiring the team with a shared purpose. Much like a captain steering a ship through stormy seas, a visionary project manager navigates challenges with unwavering focus on the end goal.   THE POWER OF INSPIRATION 💡   Beyond Gantt charts and milestones, a visionary project manager taps into the power of inspiration. They craft a narrative that sparks enthusiasm, turning team members into passionate advocates for the project. It's not just about completing tasks; it's about creating a collective energy that propels the team toward extraordinary achievements.   BREAKING FREE FROM THE ORDINARY 🚀   Visionary project management goes beyond the ordinary. It's about daring to dream big, encouraging innovation, and challenging the status quo. Embracing the unknown, a visionary project manager transforms obstacles into opportunities, paving the way for groundbreaking solutions.   THE UNTOLD INSIGHTS 🧐   While project managers often focus on timelines and budgets, the art of visionary project management is sometimes overlooked. It's the difference between simply managing a project and leading a team toward a shared vision. It's the catalyst for innovation, creativity, and a sense of purpose that elevates projects to new heights.   NOW, THE QUESTION TO YOU:   How can you infuse a visionary approach into your project management style, unlocking untapped potential and inspiring your team to reach new horizons?  #VisionaryLeadership #ProjectManagement #InnovationInProjects #FutureVision #LeadershipJourney #InspireAndAchieve #ProjectSuccess #LeadershipMindset #StrategicThinking

🚀 𝐏𝐫𝐨𝐣𝐞𝐜𝐭 / 𝐃𝐞𝐥𝐢𝐯𝐞𝐫𝐲 𝐌𝐚𝐧𝐚𝐠𝐞𝐦𝐞𝐧𝐭 𝐈𝐧𝐬𝐢𝐠𝐡𝐭𝐬 📊 When embarking on a new project, we initiate with key documents, encompassing but not limited to: 1. High-level Scope 🌐 2. High-level Project Plan 📅 3. Team Structure 🤝 4. Project Execution Plan 🚧 5. Risk Register ⚠️ 6. Assumptions, etc. etc. 🤔 Today, let's delve into the realm of #Assumptions—a critical aspect that demands meticulous attention. Leveraging insights from previous projects, especially the Lessons Learned document, we compile assumptions and seek validation or approval from the client. 🔍 As a seasoned project manager, I've realized that assumptions act as silent partners in every project. Influencing decisions and shaping expectations, they often go unacknowledged. Yet, when these assumptions crumble, the entire project can collapse. Assumptions are essentially unverified beliefs or statements taken for granted, crucial to project success. But beware! If not validated, they might crumble, leading to severe consequences. 🚨 Here are real-life examples of assumptions applicable to every project, along with potential pitfalls: 1. "The client will be available for feedback throughout the design process." 🗣️ What if they're swamped with another project? Designing in a vacuum becomes a nightmare. 2. "We'll have access to that specific software everyone's familiar with." 💻 What if licensing issues or incompatibility arise? Productivity plummets, and deadlines become distant dreams. 3. "The market will respond positively to this new product launch." 🚀 What if trends shift unexpectedly? Your launch strategy crumbles, and your budget takes a nasty hit. The key takeaway? 𝑨𝒔𝒔𝒖𝒎𝒑𝒕𝒊𝒐𝒏𝒔 aren't inherently bad. They're a natural part of planning and navigating uncertainty. In project management, their validity must be confirmed through continuous monitoring, communication, and evaluation. Failing to validate assumptions can lead to risks, uncertainties, and potential project failure. A diligent project manager ensures critical assumptions are regularly tested and adjusted based on the evolving project landscape. 🌐💡 #ProjectManagement #AssumptionValidation #ProjectSuccess #projectleadership

“Scope” is a dangerous word in project management. It focuses on the “what” you’re building without linking it to “why” you’re building it. In this HBR post, Andrea Belk Olson, MSC advocates shifting the project team’s mindset from the deliverables to the intended result. Driving projects by outcomes means defining success based on problem resolution, and measuring progress by how effectively you solve the problem. The author takes a radical customer-centric approach and defines outcomes as unique and distinct customer problems being solved. Some clear benefits of the outcome focus: ✂ Curtail scope creep: outcomes guide on what features a deliverable does (not) need 🎯 Align your team around a common purpose and shared goals 👑 Align team efforts with needs of your audience While I endorse this reasoning, I think the article does not paint the whole picture. In project management, you cannot stay at the level of abstraction of the outcomes; you need to get into deliverables. The outcome specification comes first, of course, and is very much present throughout the project. But boots-on-the-ground project managers should also help translate these outcomes into agreed-upon deliverables. #projectmanagement #outcomes #resultdriven