In tough times, project management is not enough. People get scared and uncertain, and they need leadership to keep them motivated, confident and effective.
Who am I talking about?
Projects do more than inhabit an environment: they create one. They have a powerful effect on the people, procedures and interactions that surround them. The effects ripple outwards, so that when a project starts to go wrong, many people are affected: the project manager and the team, the project sponsor and the project steering group or board that oversees the project, the user groups and business owners, the suppliers, contractors and technical experts, and the stakeholders and bystanders.
So in tough times, “purple bus leadership” becomes essential.
Purple Bus Leadership
A project leader is able to inspire and motivate others to stay calm and contribute effectively in tough times, as well as manage them when they do. Think about two buses.
The Yellow Bus
People have to get onto the yellow bus to get where they have to go. It is well-maintained and safely driven. If it breaks down on the way, the passengers are confident that the driver will know what to do. But they cannot help but feel concerned about whether they chose the right bus, and whether it will be able to get them where they need to go.
The Purple Bus
People hear the driver of the purple bus talking about the destination, and they want to get on. They enjoy the journey and find it stimulating. They trust the driver and, if the bus breaks down, they all get out and want to help. They are confident that the driver is in control and they wait to be told what needs to be done.
Three Challenges in Tough Times
Project leaders face three challenges in tough times: resistance from people who have perceived and legitimate concerns, dealing with problems and adverse circumstances, and staying tough when you’d rather just quit.
In times of change, resistance is inevitable. Dealing positively with that resistance is a great enough challenge at the best of times, but when you are under pressure, it can feel as if the whole world is against you.
Project leaders must understand the psychology of resistance and be able to diagnose the type of resistance that they encounter, understand why they are getting it, and have a toolbox of resources to help them engage with it constructively.
Although resistance can take many forms, it tends to sit at one of five levels, with most fundamental being: “I don’t understand why we need to change.” Here, the resistor is unaware of the external pressures for change and is therefore, quite reasonably, questioning why you are investing time, effort and resources in making a change at all. This is nothing more nor less than the old refrain: “if it ain’t broke, don’t fix it.”
As we go down through the levels, the resistance gets hotter and more complex to handle. At this first level, you need to make the evidence of the need for change clear, finding the best way to represent it so that your resister can understand and internalise it. At the next level, you are going to have to work harder.
At level two, you are likely to hear something more like this: “I don’t understand why this change.” Now the resister gets the need for change, but fails to see how or why your project is the right response. As you deal with each layer, you are likely to find more beneath it. That’s why I call this the “Onion Model of Resistance”.
Up against it
When something goes wrong, a knee jerk reaction is rarely effective and never wise. Instead, project leaders should deploy the SCOPE process to take control of their response to the problem.
The SCOPE process is a five step process for mentally taking control of a situation.
Mentally and physically pause. Avoid rushing in.
Seek out all relevant facts that will help you understand the situation and its potential consequences.
Identify alternative options for your response, and evaluate each against potential consequences. Select your course of action.
Now act decisively.
Review outcomes against your evaluation and, if you are not getting the results you expected, Stop – Clarify, select a new Option, …
Perhaps the biggest challenge in tough times is to remain tough yourself. By “tough”, I don’t mean “hard” or “assertive”, but resilient. For me, resilience marks an important difference between a capable project leader and a great project leader. When things go wrong, resilient project leaders start to shine. An aura of confidence and optimism draws people towards them, inspires trust and confidence, and creates a willingness to follow.
Maintaining your resilience requires both mental and physical discipline. You cannot take the objective, partially detached perspective you will need if you are tired, mentally drained and physically exhausted. Adrenalin will help, but followers need to see calm at the centre of the storm, so here are some top tips for how to create the basis for resilience in the teeth of adversity.
Look at the opportunities and resources you have available to you with a positive eye and keep your focus on what needs to be achieved. In the face of setbacks, acknowledge them, but don’t dwell on them. Learn the lesson and move on to the next thing.
Suppress the temptation for blame
Whether aimed at yourself or others, blame serves no purpose. People know what they have done – the thing that matters is to overcome the problem and all blame will do is foster fearfulness at a time when you most need courage.
Look at the evidence of what has happened as objectively as you can avoid the temptation to let false, limiting or magical beliefs cloud your judgement. Acknowledge your beliefs about events, and then challenge them robustly, by testing them against all of the evidence, before you act on them. At stressful times we tend to personalise adversity, or focus on one causal factor – which may not be the most significant, if it is relevant at all.
Take care of yourself
Be sure to make time for good quality food, sufficient exercise and plenty of rest, so that when a crisis hits, your batteries have reserves of energy. If the crisis continues, then make sure you recharge those batteries from time to time.
About Our Guest Contributor
Mike Clayton is a speaker and author focusing on project management, the integration of complex change, and the science of influence and decision‐making. Mike is skilled at communicating complex ideas to managers and leaders at all levels. He is an expert in getting things done, making change happen, and thriving as a result.
Mike spent many years as a project manager, integrating complex change in a wide variety of organisational settings. Between 1990 and 2001, Mike worked with international management consultancy Deloitte, as a Senior Manager in their Programme and Project Management team, gaining first hand experience of delivering large projects, helping clients manage change, and leading teams of between 5 and 100 people.
Mike’s record of successful innovation, and his real passion for creating peak performance in individuals, teams and organizations ensure depth, excitement and high quality outcomes to his work. Mike’s programmes create profound and lasting change.
Mike subsequently honed his communication skills as a coach, facilitator and trainer, running his own training business, Thoughtscape, between 2002 and 2009. Mike remains a Director of Kent Trainers, a leading training provider in the South east of England, and has been a regular contributor to Training Journal.