Power of Saying No (By KW3 Consulting)
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According to PMI’s The High Cost of Low Performance 2014 Report, only 9% of organizations rate themselves as excellent on successfully executing initiatives to deliver strategic results. Consequently, only 56% of strategic initiatives meet their original goals and business intent. How do we change these statistics? As a PM, we often know if a project is doomed to fail at the very beginning. So, why do we let this happen? The little minute decisions (e.g., scope creep) make things even more complicated. There is more to just managing to a date/Gantt chart. We need to say NO when required and better manage to the change/risks. We need to see the forest through the trees. If this is not achieved, senior leadership support and your creditability are at risk. Join your fellow colleagues to: • Understand why complex initiatives fail • Understand what we as PMs aren’t doing to manage risk • Discuss tips for saying No, managing risks and avoiding the shiny objects
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Power of Saying No (By KW3 Consulting)
- 1. www.kw3consulting.com The Power of Saying No December 11, 2014 Kirk Williams
- 2. How many times do we know when projects are going to FAIL? The Challenge – How do we say NO when we need to and still make the right impact? Today, we will talk about 4 strategies to help you with this. 2 The Challenge Only 9% of organizations successfully execute initiatives to deliver strategic results* Consequently, only 56% of strategic initiatives meet their original goals and business intent* * Source: PMI’s The High Cost of Low Performance 2014 Report
- 3. Logistics For Today’s Call • The call is being recorded • The recording and copies of slides will be made available at the conclusion of the call • We will have two poll questions, so be ready to answer • Please enter your questions in the chat box at any time • Tweet your comments during the call - #projectleadership 3
- 4. Kirk Williams • Founder & CEO - KW3 Consulting • Management Consultant for 18 years • Worked for Accenture Consulting for 13 years • Started KW3 Consulting 5 years ago • Managed multi-million dollar business and technology transformation initiatives • Consulted with small, large and Fortune 500 companies. Some include Wells Fargo, Cisco, JPMorgan Chase, Callaway Golf 4
- 5. Today’s Discussion Why Projects Fail Why Aren’t We Saying No Strategies For Saying No Case Studies Key Takeaways & Wrap- Up 5
- 6. Poll #1 Why Do Most Projects Fail? 6
- 7. Why Most Projects Fail? 7 Senior Leadership Expectations Are Less Reasonable Lack of Program Planning Hard to decipher "reality" vs. perception Lack of critical decision making Too focused on managing the “Gantt chart” vs. “Forest Thru Trees” “Shiny Objects” are distracting
- 8. 8 Shiny Objects Are Distracting
- 9. Why Aren’t We Saying No? 9 • Job Security • Fear of going “against the norm” • We don’t have all the facts • Concerned about reputation • Distracted by “shiny objects”
- 10. Strategies For Saying “No” 10 Instinct Soft Skills & Facts It is a BALANCING ACT!!
- 11. BE CONFIDENT • You have to say NO with confidence • Have to build REPPORT and TRUST • Folks have to believe that your primary objective is the success of the project 11 Instinct
- 12. FOLLOW YOUR GUT • We all have it – the “internal” barometer • We know what does and doesn’t feel right • Follow it! • There are times where we have to show leadership and “break the norm” to get your point across. • Don’t get blind sided by the shiny objects 12 Instinct
- 13. BUILD RAPPORT WITH SENIOR LEADERS • You have to build “great” rapport with Senior Leadership in order for them to listen to you. • When it comes time for the “tough” conversations, they are willing to listen and “take it all in” • Have to understand what’s important to them • Senior Leaders want to feel like you hear and understand them 13 Soft Skills and Facts
- 14. 14 • Interview Senior Leaders • Understand what’s important to them and their concerns • Get a clear understanding of their current disposition • A way to build rapport and trust! Soft Skills and Facts BUILD RAPPORT WITH SENIOR LEADERS Technique – Stakeholder Commitment Process
- 15. 15 Soft Skills and Facts • Stakeholder Commitment Curve Details Summary • Detail Notes and Actions Required BUILD RAPPORT WITH SENIOR LEADERS Technique – Stakeholder Commitment Process
- 16. 16 • People will listen to you when you build good rapport and present the facts • Begin with the end in mind - Know What Leadership Wants • Putting status in terms that Executives understand • Easily identify issues and risk areas • Be consistent Soft Skills and Facts LEAD WITH FACTS
- 17. 17 Soft Skills and Facts LEAD WITH FACTS Technique – Executive Status Dashboard
- 18. 18 Soft Skills and Facts LEAD WITH FACTS Technique – Executive Status Dashboard
- 19. USE TRADE-OFF SCENARIOS 19 • Timeline is tough to meet • Need alternatives to keep the schedule and still deliver • Helps with consensus building Soft Skills and Facts
- 20. • 3 Options • Various scope options • Pros and cons for each option • Dependencies # Option Revised Delivery Date Pros Cons Dependencies Recommend (Y/N) Soft Skills USE TRADE-OFF SCENARIOS Technique – Trade-off Scenario Template
- 21. 11 • Visual Option • Resource Implications • Proposed timeline • Scope adjustments Soft Skills USE TRADE-OFF SCENARIOS Technique – Trade-Off Scenario Template
- 22. Strategies For Saying “No” 22 Instinct Soft Skills & Facts It is a BALANCING ACT!!
- 23. Poll #2 Based on what we talked about, what strategy do you think is most helpful for you in your situation? 23
- 24. Case Study #1 – Didn’t Say NO Client and Project A national banking institution Multi-year cross-line of business and technology transformation project Challenges Faced Client spent $100M+ and minimal results to show Team came in to get project on track Said what they wanted to hear and kept the project moving Lessons Learned and Conclusion In retrospect, needed to say “NO”, stop and re- baseline Project continued to cripple along and team was eventually downsized 24
- 25. Case Study #2 – Did Say No Client and Project A regional financial services company A business intelligence project CFO reporting CEO was very bullish to get this done on time Put “shiny object” in front of us to incent us Challenges Faced Tight deadlines with dependencies on other projects Dependencies were causing project to slip CEO would “blow a gasket” for project slippage Lessons Learned and Conclusion Did the right thing and said No Built trust with Senior Leaders Always led with facts Used trade-off scenarios to make project successful 25
- 26. Key Takeaways 26 Be Confident Follow Your “Gut” Use Tradeoff Scenarios Keep Leaders engaged Lead With Facts
- 27. 27
- 28. Off The Gantt Training Series: Improving Executive Level Status Reporting Workshop 28 During this workshop, we will cover the following: • Elements of an effective executive status report • Key areas that Senior Leadership care about • Hands-on review of status reporting templates • Hands-on review of stakeholder commitment techniques • How to effectively deliver status Friday, December 19th 8:30am – 12:00pm PST Downtown Los Angeles Email INFO@KW3CONSULTING.COM FOR MORE DETAILS AND CHECK OUT OUR WEBSITE
- 29. Next Webinar • Thursday, January 29th • Topic: Innovation – Moving From Strategy to Execution • Stay tuned for more details…. 29
- 30. Thank You For Joining Today! 30 www.kw3consulting.com Follow Us on Social Media!
Notes de l'éditeur
- Good morning everyone! Welcome to KW3 Consulting’s Effective Executive Status Reporting Webinar. My name is Kirk Williams – your presenter and facilitator for today’s discussion Also, working me with today is Ms. Eva Pierce who help with fielding your questions and Q&A This is our second webinar. Our first one dealt with managing project escalations with ties nicely to this topic as well.
- As mentioned in the invite, today’s discussion is about THE POWER OF SAYING NO from PM standpoint. To begin this discussion, let’s all agree on THE CHALLEGE we are discussing today. Read the stats from a recent report from the PMI organization. GIVE STATS. (VERY COMPELLING) THE QUESTIONS IS WHY IS THIS? I WAS AT A RECENT LOCAL PMI EVENT – MODERATOR ASKED THE QUESTION IF EVERYONE IN THIS ROOM IS ALL TRAINED, WHY ARE PROJECT FAILING (GIVEN THESE STATS) How many times do we know a project is a FAILURE? Are we being honest with our senior leadership with the reality of the engagements? How often are really speaking up, going against the norm, being the uncomfortable. THE CHALLENGE - how can we say No when we need to and still make the right impact? Today, we’ll talk about FOUR strategies to handle that This applicable to any type of engagement – business, IT, operations, strategy
- Recording and slides will be sent after the call I will also post them on the KW3 Consulting website as well Ask questions – chat box, questions box and on Twitter @statusreporting
- 18 years of management consulting experience Worked with small, large and Fortune 500 companies
- Here’s what we will cover in today’s discussion: Types of status reporting Executive Status Reporting Strategies Case Study Key Takeaways and Wrap-Up
- First Poll – Why Do Most Projects Fail? (Have participants take the POLL).
- What Executive Care About? True and Accurate Simple No Surprises Decision Making Executive Status is about “MANAGING UPWARDS”
- I really want to drive home the point of “Shiny Objects Are Distracting” Drive home the point to make the most important things the most important. PM's can get distracted by perceived importance because one particular party makes noise.
- What Executive Care About? True and Accurate Simple No Surprises Decision Making Executive Status is about “MANAGING UPWARDS”
- It is a balancing act between INSTINCT and SOFT SKILLS & FACTS You need to have balance in dealing with the challenge You JUST CAN’T SAY NO – WE CAN’T DO THIS. IF A PERSON DID THAT, HE/SHE WOULD BE ESCORTED OUT. You have to do all of these things to manage the saying “NO”
- say no with confidence even though you might not have confidence. The PM may know that their opinion will not be popular. Help them to ensure that the show the utmost care for the primary objective of the project.
- Recording and slides will be sent after the call I will also post them on the KW3 Consulting website as well Ask questions – chat box, questions box and on Twitter @statusreporting
- In helping with Leadership Engagement, the first thing you need to do is understand stakeholder disposition and commitment. At KW3, we do formally and informally, depending on the project. But, we get it done. From a process standpoint, we develop 4-5 questions and we meet with each of the leadership/executive sponsors. How they feel? Concerns? What’s in it for them? Based on that conversation, we are typically able to figure out their current disposition – COMMITTED OR OPPOSITION. As you see here in the graph, the top curve is Commitment/Ownership and the bottom curve is Opposition/Failure. Along each one of these curves is varying level of commitment or dissatisfaction. Obviously, the goals is to be on the top curve in the upper right.
- Once you understand the level of commitment, then you can determine what actions need to be taken and with who. How valuable is this? Your senior leader – you understand their current mindset, their concerns so you can react to them. This will also help you when determining the “right” views for your Executive Level Status Reporting. CUSTOMIZED FOR THE NEED.
- LEAD WITH FACTS Need to understand the following: 1) what they care about 2) what they want to see 3) what type of communication they want This all comes down to BUILDING TRUST THAT YOU GOT THIS HANDLED, AS THE “ACCOUNTABLE” PM FOR THE INITAITIVE By a quick show of hands, who feels like that executives want too much status. Click “Hand” button. THIS ALL COMES DOWN TO TRUST!!!! MANAGING UPWARDS IS KEY
- This is another unfortunate escalation. REACTIVE SURPRISE Means an error occurred on team member side on why something wasn’t caught. Typically, tying it back to behavior on the DISC model Team members that work in siloes/do their own thing are a High C (Conscientious) or High S (Steadiness) High C - Doesn't like to be rushed, Calm manner, Supportive actions, Humility High S - Enjoys independence, Objective reasoning, Wants the details, Fears being wrong Thinking about the C-suite and communication, the key strategy here is Trade-Off Scenarios C-Suite wants options and a thoughtful process and thinking. This means that there is impact to timeline, budget and/or resources (if it requires this type of escalation)
- It is a balancing act between INSTINCT and SOFT SKILLS & FACTS You need to have balance in dealing with the challenge You JUST CAN’T SAY NO – WE CAN’T DO THIS. IF A PERSON DID THAT, HE/SHE WOULD BE ESCORTED OUT. You have to do all of these things to manage the saying “NO”
- If other, pleas provide input Ask folks to give their ideas on what’s different