So, the company we work for is going through a re-org.
There are changes anticipated and/or happening at the top, which are expected to cascade through-out the organization. But, these changes aren’t 100% clear and/or haven’t yet materialized in a way that directly impacts us and/or the project(s) we are leading.
We could join the water cooler crowd by simply talking about the ambiguity, how it is impacting our world and what the changes “may” mean down the line. This, only further increasing anxiety levels, which is something a leader would NOT intentionally do…
Instead of joining the masses in railing against the change, let’s get on board! Because, it is coming. Whether we like it, agree with it (what little we may know about it) or not.
As such, let’s take a more productive approach, which includes:
- Learning everything we can about what “is” happening
- Identifying gaps or considerations to ensure success of the change
- Doing our job exceedingly well!
Now, let’s cover each of the above…
First, I’d suggest that we learn everything we can about what actually “is” happening. And, learning this from the source: not the rumor mill. This could include getting with the person in charge of driving the change for an overview of the who, what, where, when, why and how of what’s happening. If that level of 1:1 engagement isn’t possible or practical we can bring our questions and concerns to our manager so they can share what they know and/or seek out the additional information we are so curious about.
In addition, the executive sponsor and/or senior-level stakeholders of the initiative(s) we are leading may have insights relative to the change, especially how they may impact our project(s). As such, we can reach out to these individuals to learn what we can as well as set and receive expectations as to what these changes may have on our project(s) and/or the organization.
Just know, the information we seek may not yet be readily available. To that, we MUST exhibit patience. Don’t worry, the change IS coming. And, it will reach us in its own good time.
An appropriate quote for the occasion:
“The quality of your life is in direct proportion to the amount of uncertainty you can comfortably live with.” – Tony Robbins
Bottom-line: constant, bi-directional communications are crucial during this time to ensure that any project-related activities and decisions made, remain in alignment with the direction of the evolving organization.
Second, now that we’ve learned what we can (and we’ll continue to do so), we can identify potential gaps or considerations which may need to be addressed to ensure success of the change.
It is here that we can be perceived as a naysayer (a detractor, a problem) or supporter (a leader) of the change. The result will determine if we are left behind in a diminishing role within the evolving organization or if we are given new and greater opportunities that we would not have previously imagined. Personally, I’ve found it HIGHLY rewarding to join the latter bandwagon!
To this, we MUST realize: It is not what we say, but how we say it.
Many years ago, the company I worked for was in the process of considering a significant engagement with a 3rd party, which would have resulted in sweeping changes in our organization. To this, a document outlining the details was shared with the goal of seeking feedback on any gaps or considerations that needed to be addressed.
I did my best to thoroughly scour the document and provide feedback (mostly concerns) that needed to be considered. Shortly after providing this feedback (via email) my boss asked to speak with me. While he appreciated how detailed my review and response was, he said: “It seems like you are pretty negative about this.”
To be honest, I was initially surprised, because I was “for” the change. I just didn’t want to see us get run over by it.
After taking another look at my feedback, I realized that with a few changes in wording (how I shared my feedback), the audience would have clearly observed that, while I did have concerns, I knew we could work through them and make it a successful endeavor!
As such, I ate some humble pie that day by sending a follow-up note apologizing for the negative perception I may have created and reinforcing my stance: we can make this a success by working together as a team to address the concerns identified.
Thirdly, the best thing we can do at this time is to be a beacon of light amongst the chaos by doing our jobs EXCEEDINGLY well.
For example, we can continue conducting our project meetings with focus and enthusiasm. And, when (not if) someone brings up issues relating to the organizational change we allow absolutely NO time for lamenting. Instead, we let the person express their concern, share what we know, ask for any concrete clarifications from others in the meeting (no he said / she said). If the issue cannot be clarified real-time, we then commit to capturing the concern and seeking clarity offline, so the meeting can continue unaffected…And, once we’ve obtained that clarity we promptly get back to the team accordingly.
Taking the above approach, doing our jobs EXCEEDINGLY well while handling issues or concerns as they come up, provides comfort to our team-members, as they observe our unwavering commitment to our role, goals, objectives and the organization. And, by doing so they will hopefully model the same behavior.
It is at this point I must say that navigating such chaos and ensuring success of our project(s) will create layers of scar tissue (a.k.a. valuable experience) that will serve us for the rest of our career! And, don’t forget: we are not alone. We are part of a larger team of individuals, each of which has unique knowledge, perspectives and experiences that will aid in the success of the project and organization through the unfolding change.
So, take it in, enjoy the ride and KNOW that you will come out the other side a stronger, more experienced Project Manager!
In closing, if you are seeking to up-level PM competencies in yourself, or organization, please reach out to discuss how we can help.
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