Shelley McDermott’s Post

Help us give Donna Davis a warm welcome! Donna has been helping support consulting operations and technology projects for more than 20 years. Early in her career, she noticed a deep need for training, communications, and other wraparound supports for employees, which led to her discovery — and love — of change management. From there, she built skills that she now uses to train and support clients so they can find success, no matter what changes they’re trying to make. Currently, Donna is providing strategic change management leadership on a large and transformational unified communication and collaboration project. At the program level, she’s there to support the project manager to ensure successful adoption of the new technology by users. Donna says her three greatest strengths are: Empathy. “I have been where my clients are,” she says. “I’ve been on the receiving end of fantastic changes and also not-great change experiences.” Experiences as an employee living through many technical and business process changes in her career has helped put her in a position to witness and identify pain points and lessons learned. Passion. Donna loves learning new systems and software that make life a little easier for her clients. She describes herself as a “decoder ring between tech gurus and end users” and uses her communication skills and enthusiasm for change to make a difference for leaders and smooth the process of systems adoption. Commitment. Creativity in change management is the channel Donna uses to “meet people where they’re at.” She’s dogged in her efforts to make changes in outside-the-box ways while doing everything possible to complete projects on time and on budget. When Donna’s not working, she’s spending as much time as possible on the Oregon Coast. Want to know where to stay in Seaside, Newport, or Lincoln City? Ask her. We’re delighted to have you with us, Donna. Welcome! #projectmanager #projectmanagement #businessconsulting #pmtips

Hands up Leaders who have team members picking up projects part way through. Leave your hand up if these ‘newbies’ are overwhelmed and confused about how to tackle the projects assigned to them. Keep your hand there if you struggle with how to ‘induct’ newbies because it’s all a bit hard to explain the project in the time you never have. I’m guessing a lot of you have sore arms because you had to leave your hand up for all three scenarios. If that’s the case, you’re not alone. It’s a common experience for newbie project team members to flounder for months after they arrive. The PROBLEM here is a big red flag – loss of productivity, likely loss of project momentum, likely increase of poor decision making, likely increase of risk, likely increase of ‘spot fires’ that need resources and time to put out. The CAUSE is preventable – it nearly always comes back to lack of clarity about project objectives and purpose, lack of clarity around strategic context, and lack of consistent structure. When those elements are clear and known, projects are relatively easy to explain and hand over. Putting prevention measures in place is not rocket science. It really is simple, once you understand how to do it - and everyone benefits – existing staff, leaders, stakeholders and newbies alike. If your projects are worth investing in and you want them to deliver a clear result, take action to address the cause of your problems. Small actions can effect significant returns. Remember this - newbies flounder when everyone else is already floundering! Reach out if you need an expert guide to support a clear and productive projects journey. Best wishes for your projects, Estelle O’Callaghan #project #projects #projectsuccess #projectsupport #implementation

“I don’t know that they’ll have much to contribute on some of these goals and objectives.” I have heard some version of this from directors and team leaders ahead of an implementation planning session. A particular goal or objective may seem outside of the scope of many of the team members. The director may have asked for input from their staff and teams on implementing a strategic plan in the past and received little response. Or the director is so used to creating implementation plans on their own, that it’s hard to imagine what input they might receive from their staff and teams. When we get to the session, the director is then surprised by how much their teams have to say. Folks are offering up lots of ideas, even in areas outside of their normal responsibilities. They are making connections between programs and service areas and seeing opportunities for partnership and resource-sharing. And they are asking a lot of questions - about strategies, approaches, resources, and decisions. Where a director was worried that their team wouldn’t have much to contribute, we’ve found more ideas than can possibly be implemented and springboards to more conversations. Implementation planning is more than action items and due dates, it should be about conversations. It should invite our teams into the story of plan progress, helping them see their role in plan success. #planning #strategicplanning #implementationplanning

Executives spend a lot of time defining, articulating, and reinforcing their expectations around a team’s ‘Mission’ and its importance as a guiding principle that helps drive culture and business outcomes for successful companies.      This idea of the Mission reminded me that a few years ago, I had the opportunity to take in this magnificent view of the Matterhorn from Zermatt, and ultimately hike to basecamp.    Like the Matterhorn, there are certainly times that the Mission at work seems daunting, and it is critical we as leaders have clearly defined expectations. Are we asking the team to protect our current state? Are we expecting them to summit the mountain? Or are we expecting the team to get to the other side of the mountain however they decide is best?       Different expectations will drive different behaviors. One expectation may stifle a team, while another emboldens them to use their own skills, capabilities, experiences, and creativity to achieve the Mission.    Let’s say that four different teams are tasked with “getting to the other side” of the mountain. How might these teams go about embracing this Mission?    The First Team summits the mountain, in order to descend to the other side. This is a difficult journey but fosters teamwork and a sense of pride of working together to achieve the Mission.    The Second Team decides to cut through the draw around the mountain. This is a shorter path but achieves the Mission while conserving time and energy for other efforts.      The Third Team decides they need to tunnel under the mountain — wow, that's going to be an enormous amount of work. However, this option creates a new pathway for future teams. With a tunnel already built, other teams will now be able to cross with ease, thanks to the efforts of the Third Team.     And what of the Fourth Team? The Fourth Team opts to charter a helicopter to pick them up and drop them off on the other side. This is the easiest solution, the fastest, and undeniably the most comfortable. But did this team consider that their ability to achieve the Mission easily, with little of their own effort, could have negative consequences for the team and the company? This approach does not foster the same level of teamwork and pride, nor does it make the Mission easier for future teams.     What is your team’s current ‘Matterhorn’ project?  Does your team clearly understand the Mission? What approach are they taking and does that approach simply achieve the Mission, or provide a competitive advantage for future opportunities?

How do you govern your project if *everyone* demands to be on the Steering Group? (1 of 3...) On my last post about setting up Steering Groups for #projects, Regan Forrest, PhD asked “How do you manage this in organisational cultures that have a high expectation of consultation ... how do you consult appropriately when there is the cultural assumption that consultation = seat at the table?” Good question. First thing to say is that it's good to get everything in its right place. The Steering Group being the targeted forum indicates the project needs other groups and processes. So it’s the mechanisms (not people or issues) that needs to be resolved during project set-up. Politics are reality. They shouldn’t be but they are. And those difficult prickly people who demand inclusion usually have something valid to offer. One way to start is by considering these distinctions 🐪 Steering Groups: act in support of a project manager, whose task is to deliver a defined scope to quality, time and cost parameters 🐪 Working Groups: short-term groups that come together to complete a task 🐪 Committees: generally, a place where voicing those you represent is more important than decision-making 🐪 Consultative Groups: a collection of stakeholders who are consulted to improve the quality/relevance of an output to a group 🐪 Advisory Groups: a collection of experts who can improve the accuracy/rigour of an output When setting up a project, consider the above types of group and ask your challenging stakeholder what they really need. And, knowing the type of organisation you’re in, create the right groups around the PM. For example... ...in a museum or university:  -Steering Group for decisions and supporting the PM -Advisory Group for academic rigour ...in a big NFP or council: -Steering Group for decisions and supporting the PM -Committee to get all views represented -Consultative Group to ensure stakeholders are consulted This is a ‘throughout the project’ ways to include challenging senior people. The project will benefit from their perspective and from removing the hindrance of a 9-person Steering Group Behemoth. Next post – point-in-time inclusion.   #steeringgroups #projectmanagement #culture // I geek out on project set-up – getting the process, people and cultures right as you begin. If your project cultures need a shake-up and reset as you begin the next big thing, give me a shout.

One more hurdle, one step closer! Managing big projects, especially hospitals, means dealing with a lot of bureaucracy. It's like running a hurdle race where new hurdles keep popping up just as you think you've cleared the last one. But here's the thing: as a leader, I've learned that it's not just about getting over these hurdles—it's about how we handle them that counts. Bureaucracy is there for good reasons—safety, accountability, you name it. But sometimes, it feels like it's just there to make things harder, right? I've found that facing these challenges head-on with determination and a positive attitude can turn them from setbacks into victories. I try to keep things moving by staying proactive. This means anticipating potential red tape and figuring out ways around it before it slows us down. It’s about being one step ahead, always ready with a plan B. And let me tell you, having a plan B (and sometimes C and D) has saved our skins more than once. Inspiring my team is also a big part of how I deal with the maze of bureaucracy. I make it clear that every piece of paperwork and every approval is a step toward our goal. It’s about keeping everyone motivated and focused on the big picture—delivering a project that we're all proud of, on time and within budget. And every time we navigate these challenges successfully, we're not just finishing a project. We're learning. We're finding better, smarter ways to work within the system and improve it for the next round. It's about building knowledge and skills that turn bureaucratic headaches into just another part of the job we can handle. In the end, leading through bureaucracy is about balance. It’s about pushing forward with determination, motivating your team, and turning challenges into opportunities for growth and improvement. Sure, it's tough sometimes, but the rewards—seeing a project come together despite all the odds—are totally worth it. #Leadership #ProjectManagement #BusinessStrategy #ChangeManagement #Innovation #ManagementTips #TeamLeadership #Efficiency #Bureaucracy #ProjectSuccess

Grateful for the engaging dialogue initiated by Emma and Kenneth (Gray) on the critical importance of transparency in project reporting and the challenges posed by geographical cultural differences. I'm inspired to share insights on Stakeholder Management Strategies tailored to the diverse cultural landscapes. Let's explore how these strategies adapt to differing cultural demands. 🌍 Cultural Alignment: Navigating Stakeholder Dynamics Stakeholder engagement isn't one-size-fits-all. In cultures valuing consensus, fostering open dialogue becomes crucial. Hierarchy demands clear roles and responsibilities, while flat structures necessitate a collaborative approach. For environments that 'take no prisoners' or embrace 'command and control,' adaptability is key. Let's delve into the nuances of each strategy. 🛤️ The Consensus Conundrum: In cultures that prioritize consensus, it's about encouraging open discussions and addressing concerns where diverse opinions harmonize, fostering a collective commitment to project goals. Consensus is not just agreement; it's a shared conviction. 💼 Hierarchical Structures: In hierarchical settings, recognizing and respecting the chain of command is paramount and ensuring clear communication channels and well-defined roles prevent misunderstandings, fostering a smooth flow of information. 🌍 Flat Organizational Cultures: Empowerment and collaboration take centre stage. Promoting teamwork and shared responsibilities can break down silos and enhance stakeholder involvement 🏴☠️ Take No Prisoners' Attitude: For cultures embracing a 'take no prisoners' ethos, the key is embracing challenges head-on. Stakeholder management becomes a battlefield where resilience, transparency, and strategic communication are your armour. Confrontation is not a hindrance but an opportunity for alignment. 🕹️ Command and Control: In 'command and control' cultures, precision is paramount. Stakeholder engagement becomes a strategic operation, with clear lines of communication and a meticulous execution plan. Every move is calculated, and transparency is the guiding principle. 🚀 Continuing the Conversation: Share Your Strategies How do you tailor stakeholder management strategies to diverse cultures? Let's exchange insights. Share your experiences in the comments. #ProgrammeManagement #StakeholderEngagement #ProjectSuccess #Governance #LeadershipInsights Here's to a future where stakeholders are not just sponsors but architects of project success! Best, Nic

Beautifully said, Jami Yazdani! Your first sentence got me thinking about what resources we use during strategic planning: * time - staff, board, stakeholders * money - hiring a consultant, buying resources for facilitations, assessments * space - physical meeting spaces, or online resources * focus - intention and attention of staff, board, stakeholders, volunteers * energy - staff, board, stakeholders Perhaps I missed some. What do you think? If a deeper process is needed, then so be it. It can be highly fruitful. But the reality is that it's not ALWAYS needed. There is a "law of diminishing returns" that we don't often talk about. We should start!

In addition to all that Jami Yazdani says in this post (Yay Jami for questioning the traditional!), I'd add that before putting precious resources into a comprehensive strategic planning process folks may want to consider: 📌 What are we expecting? Like really really expecting, such as all of our problems from funding to internal processes will magically be solved with a comprehensive planning process. 📌 Do we know how to have strategic or generative discussions as part of our everyday work? If not, what are we expecting to happen during the planning? 📌 Do we have the leadership skills to participate fully in the planning? Or are we expecting the plan to either reveal or mask those leadership skills? 📌 Do we have the leadership skills for planning the planning, including if and how to work with a consultant or facilitator? I know, that sounds a little bit Dilbert but purposeful and successful design starts at the very first moment of saying "hey, we should do strategic planning". 📌 Do we have the leadership skills to support the success of all teams and staff in owning and bringing the plan to life? As a coach and a facilitator I'm here to work with you. Let's talk. DM me or fill out the contact form at courageousleaders.ca. #StrategicPlanning #CourageousLeaders #DoingLeadershipDifferently