The High Road

I was recently involved in a “discussion” that prompted the thought process and communication exchange that I am about to discuss. And by “discussion” I mean argument.

What happens during an argument? Tempers flare…sometimes even nostrils, voice levels escalate, faces may even turn red and neck veins may even bulge. When these things start to happen you’ve probably already lost the battle because losing control is never a good thing. In fact, losing control is something a Project Manager should never do.

Thankfully, in a cordial…or at least, professional…business environment these types of “discussions” rarely happen. But there’s always someone in the workplace – perhaps even on your project team – who is somewhat volatile given the right (or wrong?) situation. Sometimes it’s even worse than that…sometimes it’s the customer. Those are the situations you would like to run away from at all costs…but since it’s the customer you simple can’t. So deal. Here’s how to take the high road.

The Volatile Team Member

If you’re unlucky enough to have a ticking time bomb on one of your project teams, then you know that something can set that person off – potentially at any given time and it could be for any one of a number of reasons. For a volatile person to get this far in an organization without being shown the door must mean they have some critical skills that would be hard to part with. Unfortunately, much like the baby throwing a tantrum, since they haven’t been spanked yet they’re pretty secure in the knowledge that they can get away with it.

If you have a volatile team member blow up either at a customer or within the team itself, here are a few things you can do to possible maintain control of the team and the project:

• Escalate the resource issue to their direct manager – Try this one first. After all, you’re not their direct manager and therefore it’s allowable to delegate some of this problem/resolution to someone who is because you already have enough to do without additional babysitting thrown into the mix.
• Conduct offline meeting with resource in question – Meet with the resource and identify the true root of the problem. It may be something you can alleviate quickly in a one-on-one session or at least you can drive home the idea that it better never happen again.
• Immediate replacement of the resource – This is the most desperate and probably worst option unless the project has just started. If you’re deep into the project, then go into this option knowing how much of an impact losing this skill set is going to have on your project and act accordingly.

The Volatile Customer

If you’re unlucky enough to have a customer that seems to “lose it” easily or is constantly arguing or calling for yours or a team member’s head on a platter, there is less you can do other than figure out some damage control methods. The exception to this is if you’re an independent consultant and the customer is directly yours…then you can just choose to pull the plug on the whole project and go home, but that’s a situation that everyone would like to avoid because it does little for your pocketbook.

In the case of the volatile customer, they’ve blown up over something real or something perceived, and in either case you have to do something. Here are your potential courses of action:

• One-on-one meeting with the customer project sponsor or customer team lead – This is an ideal first course of action whether this person is the volatile member or not. Why? Because they have the power on the customer side to hopefully resolve the issue or remove their team member. Discuss what the root cause of the project is and what action you will be taking with your project team to fix whatever caused the issue with the volatile customer.
• Full team meeting on both sides to discuss – Depending on the underlying cause, this may or may not be helpful. Taking it to the source is always best first, but involve both full teams for a full-on discussion of the issue if option #1 isn’t possible or doesn’t help. Remember, this is a customer and project that you want to keep going, so be ready to negotiate and be prepared to have to take corrective action on your side if it’s required in order to save the project.
• Get your executive leadership involved – This is the worst possible scenario because once you’ve escalated to executive leadership you’ve essentially sent the message – in some organizations – that you can’t handle the problem on your own or you’ve given the customer the idea that you don’t have the authority to do that. This can create an open door for the customer to take future issues straight to your executive leadership…so avoid this if at all possible.

101 Business Books Everyone Can Learn From

I was contacted by Amber Johnson from Accredited Online Colleges about a new article they had posted on their site – she was asking if I was interested in sharing it with the PM Tips readers. They have compiled a list of 101 business books that anyone can use and I found it to be a very useful and comprehensive list. It’s really too long to share here in it’s entirety so I’ll include the first few relevant sections and let you peruse the rest at their site. The full article and list can be found here. Please read on….

From communicating to handling personal finances, from generating ideas to marketing them, become your ultimate you by developing the skills and intellect of a shark-like business person. The must-have business books below are conveniently linked to their Amazon pages, so you can buy and have them delivered straight to your door. Even if you don’t have a passion for business, do yourself a favor and check out these great reads. You’ll find yourself negotiating your way to the top of whatever career you choose.

Top Twenty

These 20 titles are the best of the best in the world of business.

• Atlas Shrugged: by Ayn Rand. A true business classic with a page-turning plot.
• 10-10-10: by Suzy Welch. When you’re facing a dilemma, ask these three questions: What are the consequences of my decision in 10 minutes? In 10 months? And in 10 years?
• The Forgotten Man: A New History of the Great Depression: by Amity Shlaes. Look back and forward at the status of mankind in the midst of economic despair.
• The Informant: by Kurt Eichenwald. A classic tale of business wheelings and dealings.
• American Lion: Andrew Jackson in the White House: by John Meacham. Read and study Jackson’s place in business and political history.
• Street Fighters: The Last 72 Hours of Bear Stearns, the Toughest Firm on Wall Street: by Kate Kelly. These men and women went down, but not without a good fight.
• House of Cards: A Tale of Hubris and Wretched Excess on Wall Street: by William D. Cohan. As we all know, pride comes before the fall. Learn from the fatal mistakes of those who have gone before us.
• How The Mighty Fall: And Why Some Companies Never Give In: by Jim Collins. Resilience and perseverence will take you far in life, as this book demonstrates so clearly.
• The Box: How the Shipping Container Made the World Smaller and the World Economy Bigger: by Marc Levinson. Today’s look at industrialism.
• Selling the Wheel: by Jeff Cox and Howard Stevens. Advertising, marketing and branding are essential parts of everyday life, so apply these techniques to your own life and watch your reputation skyrocket.
• The Wealth of Nations: by Adam Smith. Look deeper into the world economy with this revealing guide.
• The Functions of the Executive: by Chester Barnard. Who are the CEOs and company presidents, and what, exactly, do they do? This book demands the destruction of figureheads, and that those in charge not forget how they got there.
• The Human Side of Enterprise: by Douglas McGregor. Although it doesn’t always seem like it, the world is still made of people, not money. This great book will show you how to look at business and negotiations on the ground level.
• The Wisdom of Crowds: by James Surowiecki. Take a look at the way people gather to make a difference.
• The World is Flat: by Thomas L. Friedman. This book details the most interesting developments of the 21^st centry.
• Good to Great: Why Some Companies Make the Leap… and Others Don’t: by Jim Collins. Discover the secrets to going from mediocre to out-of-this-world in whatever your field.
• The Secret Language of Business: How to Read Anyone in 3 Seconds or Less: by Kevin Hogan. Develop the people skills you need to get through life and through your career successfully.
• The Tipping Point: How Little Things Can Make a Big Difference: by Malcolm Gladwell. If “the devil is in the details,” this book will show you where to look.
• Built to Last: Successful Habits of Visionary Companies: by Jim Collins. Whatever you do, you’re probably in it for the long haul. Read this book to find the most important ways to make your business ventures last.
• In Search of Excellence: by Thomas J. Peters. Become the best you, whoever you are, and whatever you do, and then become even better with the help of this book.

Management Skills

Whether you’re in charge of people, products or projects, these books contain everything you need to know about becoming a better, more effective, more efficient manager.

• The Unwritten Laws of Business: by W.J. King. This etiquette and professionalism guideline will undoubtedly improve your managerial and relational skills.
• First, Break All the Rules: by Marcus Buckingham & Curt Coffman. A nonconformist view of managing and building relationships.
• 12: Elements of Great Managing: by Rodd Wagner & James Harter. Look at the key characteristics of successful managing in today’s work environment.
• Growing Great Employees: by Erika Andersen. Hire the right people, then develop them into your star employees.
• Hiring Smart: by Pierre Mornell. This is another great guide for conducting the best and most productive interviews.
• The Essential Drucker: by Peter F. Drucker. Sixty years of managerial skills, all rolled into one, easy-to-read book.
• Tribes: by Seth Godin. Lead by using the most basic rules and theories of interpersonal relationships.
• The Halo Effect: by Phil Rosenzweig. Read about the nine “business delusions that deceive managers.”
• The New Leader’s 100-Day Action Plan: by George Bradt, et al. So, you’re in charge…what next? Find out how to make your first 100 days your ultimate advantage.
• Judgement: by Noel Tichy & Warren Bennis. Make good calls, and be confident about your decisions with this great guide.

Effective Communication

There’s a reason some of the most successful people today are businessmen and women, and it has much to do with their communication skills. Read these books to learn how to talk, give presentations, interview, and debate like a professional.

• Business Communication: by Carol Lehman and Debbie DuFrene. Get the basics of business communication here.
• Harvard Business Review on Effective Communication: by Harvard Business School Press. Harvard has one of the top ranking business schools in the country, so read this publication for the best advice.
• Business Communication: Process and Product: by Mary Ellen Guffey. It’s true that communication skills don’t come overnight. If you want to do it right, follow these rules.
• Messages: The Communication Skills Book: by Matthew McKay. Avoid miscommunication by reading this book.
• People Skills: How to Assert Yourself, Listen to Others, and Resolve Conflicts: by Robert Bolton. Bolton’s self-help guide shows you how to handle the toughest aspects of conversation.
• 101 Ways to Improve Your Communication Skills Instantly: by Bennie Bough. Unlike other books, this awesome guide shows you how to make important changes, fast.
• The Art and Science of Communication: Tools for Effective Communication in the Workplace: by P. S. Perkins and Les Brown. Indeed, effective communication is an art, and an interpersonal science, and this book has what you need to develop the right techniques.
• Crucial Conversations: Tools for Talking When Stakes are High: by Kerry Patterson, et al. The most important interactions you’ll have in life will involve huge negotiations, so make sure you put your most powerful words forward.
• Great Communication Secrets of Great Leaders: by John Baldoni. Learn from the gurus, and follow in their powerful, successful footsteps.
• Conversationally Speaking: Tested New Ways to Increase Your Personal and Social Effectiveness: by Alan Garner. The best thing about this book is that its advice is new but just as effective as the older ways of looking at communication.

Go here for the rest of the article and the remaining categories…

Project Management from a Distance – Intro

In this upcoming six-part series we’re going to look at and discuss everything about being a remote project manager. For the most part, it will likely apply to other members of the project team. I’ve made little secret of the fact that I believe remote project management is good, is practical for many situations, is green, and can be very rewarding. However, it must be done by the right individual with the right intentions, under the right conditions and for the right reasons.

The Six-Part Series Overview

Over the course of six articles, I intend to cover the following topics (however, I make no guarantees that I won’t shift course, remove parts or add parts depending on how the discussion is progressing):

Part 1 – Why remote?

Part 2 – Will it work for you?

Part 3 – What type of job enables remote PM?

Part 4 – What setup do you need?

Part 5 – Negotiating when it’s not an obvious move

Part 6 – Staying the course

Recognizing that remote work is not in everyone’s interest level and it’s not for everyone, I’d like to cover these topics in order and get feedback from readers on their own thoughts and experiences. It’s not a secret that this economy lends well to creativity in the workplace – it’s often necessary to stay employed and for companies to keep as many employees as possible.

In the coming articles, we’ll examine why you should work remotely (both from the employee viewpoint and from the employer), what type of individual and mindset it takes to successfully work remotely, what type of projects work well in a remote management situation, what do you need to setup shop to work remotely, how to go about negotiating a remote situation when it’s not an obvious option, and staying on course and remaining both happy in this type environment as well as relevant in the workplace and to your employer or clients.

Some Interesting Data

Before move any further in the discussion of remote project management – here are some interesting numbers on remote IT workers (source in parentheses):

• 70% said they would rather get their work done on a secure connection even if it meant their work would be late (CIO.com)
• 78% say their IT dept. has provided them with the technology to work remotely on their own PC rather than needing to rely on a company-issued laptop (I personally don’t see this as a good thing) (CIO.com)
• 43% of downloaded personal pictures, videos, or software for their own use on company-issued laptops (CIO.com)
• 25% admitted they’ve visited blacklisted of inappropriate websites on their company-issued laptops (CIO.com)
• 74% said they can’t get their work down without the internet (CIO.com)
• 65% said it would be easier to live without their car for a week than live without the internet for a week (CIO.com)
• 12% admit hacking a neighbor’s wireless connection when necessary (Cisco study)
• 21% allow friends and family to access the internet on their work-supplied computer (unknown source)

These figures weren’t meant to scare anyone away from remote work but rather to inform you of what’s going on in and out of the workplace. Whether you use your own equipment or company-supplied equipment, be aware that you’re responsible for critical data and for the timelines of the projects you manage – be prudent in the way you handle yourself and the resources you utilize.

Telecommuting Brings Green IT to the Masses

A recent series of articles from InformationWeek focused on Green IT. The final installment of the three-part series focused on telecommuting and what it means to greener IT practices.

I’ve already professed to be a strong proponent of telecommuting and managing projects and project teams remotely.

Past articles of mine or articles that I was interviewed for on telecommuting and/or green project management include:

• The Remote Project Manager
• Going Green with IT Project Management
• More on Green Project Management
• Greening Your Projects

I think telecommuting is efficient, a huge cost savings, very green for many reaons, a logically good business decision, and definitely works well with today’s technology. This article intrigued me and I felt the need to share a portion of it here with you.

Telework Saves Green, Too

For years, workplace experts have plugged telecommuting programs as a low-cost way to attract new employees and retain current ones. But implementing secure remote access also can be a cornerstone of a green IT initiative. Having hundreds of workers converge on a large, central hub, often in an urban area, is an environmental nightmare. Enabling remote access is a win/win: A positive green impact plus real dollar savings, better business resiliency, and increased morale.

The Role of IT

IT’s role is significant when putting a telecommuter policy in place because smart technology choices are needed to help employees work remotely without loss of productivity. But clearly, there’s more to this than just a new VPN or remote backup system. Successful teleworker programs require organization-wide buy-in. Work-at-home policies and procedures must be put in place, and that means close coordination among IT, human resources, and business stakeholders, who also must assess the impact of proposed telecommuting initiatives and policies in terms of overall savings and operational benefits to the entire organization, not just IT. That’s a critical point, because if you measure the effectiveness of the program by its effect on IT’s budget alone, you’ll miss the bigger picture.

Real Benefits

In fact – unlike the technologies and architectures such as green storage initiatives and centralized application implementations that more directly impact IT in terms of environmental footprint or bottom-line operational expenses – the real payback from a comprehensive telecommuting program is more likely to come on the business side. Benefits here include lower costs associated with office space, including utilities and leases; increased worker satisfaction and productivity; and operational flexibility. Having employees distributed around a region or the country adds resiliency and aids business continuity. Organizations with superior telecommuter infrastructures and established home-worker policies can more effectively sustain operations when natural or man-made disasters make working at the office impossible for a large number of employees.

Many IT organizations already have basic VPN capabilities in place, so the initial cost of implementing a bare-bones telecommuter program is relatively low.

Behzad Behtash wrote the full article for the 12/8/08 issue of InformationWeek magazine

Review: 42 Rules of Employee Engagement

Susan Stamm’s new book, 42 Rules of Employee Engagement has some good suggestions for creating engagement with new and existing teams.  As project managers, it’s important to make sure that people feel connected to the project and each other in order to foster good working relationships.  I particularly liked the advice on being a low-tech communicator and not relying on email.  There is also some good advice on fostering good working values – regardless of what the corporate statement on values is, some things are applicable to all workplaces, and Stamm covers off the key things that every manager should be demonstrating: sincerity, reliability, enthusiasm and honesty.  Stamm writes:

The new challenge is simple: ‘how do I get people to do what I need them to do, when I have no power over them?’  Management struggles with how to adapt to the new realities of fully utilizing and energizing the human side of their enterprise.  The key is no longer merely satisfying or attempting to keep employees pacified or without angst.  It is tapping into the core values and beliefs inherent in every individual.  Creating a passion, rather than just providing tasks, is the key.

Stamm is president of The Team Approach, which is “a team development firm dedicated to helping people play nicer at work.”  It all sounds rather fluffy, but creating engagement often does, as quantifying the results is so difficult.  However, there are some basic strategies in this book that are very easy to put into place, like supporting team members when they need it and building self-esteem.  If your team is struggling, or workplace morale is low, or you just can’t work out what you need to do to get the best out of people, then this is a reasonable place to start.

The book isn’t just written for teams that are too unengaged.  Rule 14 is ‘You’re Still the Boss.’  If your project team is run in a highly collaborative way and that is becoming out of hand as you can’t get decisions implemented due to endless discussions, you might want to start with that one!

It appears to have been written mainly as a book that could accompany one of Stamm’s company’s courses.  Although you can read it by itself it’s very short, with less than 90 pages outside of the appendices.  I personally don’t like books printed in sans-serif fonts as I think it makes them hard to read.  I also didn’t like the fact that some of the endnotes have footnotes.  This is hugely unnecessary, and the references to Wikipedia could do with being removed as well.

It is not too difficult to overlook those failings.  It’s a neat book that fits easily in your bag, and short is good when it comes to the subject of team engagement.  What project manager has loads of time to study loads of complex detail?  Read this on your commute and when you get to the office put something that you have read into practice.