allPM.com :: Positive Leadership in Project Management – Leading Through Difficult Times By Frank P. Saladis, PMP

Positive Leadership in Project Management – Leading Through Difficult Times By Frank P. Saladis, PMP

Published on Wednesday, April 15, 2009 - 08:00 PM

I think the most difficult time for a leader is during periods of uncertainty where the environmental factors, areas that can not be directly influenced by the leader, threaten the stability and confidence of the people within the organization. The truly effective leaders plan for the potential bad times while enjoying the achievements and steady progress of the teams they lead. Such enjoyment might include the pride a leader feels when teams work together to deliver on performance and meet objectives. During periods of prosperity leaders maintain a watchful eye on the uncertainties that lie ahead. We have seen in this economy that change occurs rapidly and often with little warning. The lessons learned in the last 6 months alone have caused many organizations to redefine themselves in terms of strategies, product offerings, and financial capability. What appeared to be at one time a relatively secure position for many people has been transformed into a quagmire of uncertainty. This is where the true leader emerges. It is important to work towards stability in times of crisis.

In the movie Apollo 13, Gene Kranz, played by actor Ed Harris saw his highly trained and skilled team reach near panic when the space module experienced the explosion. As the flight director, and leader of this team, he quickly took action to regain focus for the team. He stopped them from continuing their crisis driven behavior and guided them to think not in terms of what had failed but in terms of what was still functioning. His focus was two fold – deal with the crisis and show the astronauts that they should have confidence in the team while keeping the team’s energy driving toward a solution through positive thinking.

Any leader knows there is risk in every decision and each decision requires some analysis before it is executed. In project management we refer to this as impact analysis. It is a commonly known step in most change control processes and is directly related to decision making and risk management. Impact analysis provides the leader and the team with an opportunity to develop scenarios about what could happen as a result of a decision. In crisis situations the amount of time for analysis is limited and decisions must be made quickly. These decisions can have monumental consequences. For this reason it is important for leaders to consider potentially unfavorable situations during periods of calm and relative stability.

In the book The Art of the Long View, Peter Schwartz suggests that since we cannot predict the future, the leader should “re-perceive” the future by developing scenarios about what could happen. These scenarios are compared with current trends and changes in the business environment and strategies are developed based on which scenario seems to be most in line with what is occurring or is likely to occur. This approach may not completely protect the organization from the effects of a bad economy or other unfavorable situations but it can prepare the organization to deal with these situations more effectively and with greater stability and sustainability.

One of my favorite quotes is “Chance favors the prepared mind” – Louis Pasteur. Leaders do not rely on luck to achieve success for their organizations, they prepare themselves by honing their leadership skills. They listen to other points of view, they surround themselves with thinkers and experts, they talk with employees, and they focus on quality and continuous improvement. Leaders also develop loyalty within their organizations. Loyalty is a key factor in difficult times and can mean the difference between managing through the turmoil of a poor economy and sinking in the storm.

There is certainly no secret formula or a guaranteed methodology for managing in a crisis but there are some things a leader can do to keep their teams focused and the organization stable while dealing with the unrest, uncertainty, and rapid changes that accompany difficult times.

The following is a suggested checklist for achieving positive leadership in a challenging environment:

Remain visible to your team. They need to see you out there, among them, learning and experiencing what they are experiencing.
Show confidence in yourself. A shaky leader creates a shaky team.
Provide guidance and support. They need to see a steady hand and an attentive attitude.
Stay “cool”. This is not easy to do and you certainly don’t want to over do it. Coolness here means remaining calm, showing a strong image, and a confident stride. True leaders know how to talk to people with self confidence and empathy without being condescending or threatening.
Tell the truth. Many leaders attempt to spin information. People will see through that and lose respect. Town hall meetings, small group discussions, one on one talks where solid, factual information is shared will keep the organization functioning.
Keep the team focused on mission critical issues and projects. Avoid distractions.
Remain enthusiastic about the organization. Talk about opportunities, encourage new ideas, avoid gloom and doom analogies. Be honest and don’t sugar coat the situation. People should know that you are aware of the current situation and are realistic about the future.

Leadership can be challenging when an organization or a team faces difficult situations but it is during those times that the true leader emerges to inspire, provide hope, and create a positive attitude that will sustain the organization.

© 2009 allPM.com

Frank P. Saladis, PMP is Senior Consultant with International Institute for Learning, Inc. He has been involved in the development of standardized Project Management Guidelines (PMGs) for the AT&T Corporate Information Technology Services (Corporate ITS) organization and is the author of the Project Evaluation Review Process (PERP). He is the recipient of the 2006 PMI Linn Stuckenbruck person of the year award.

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