Have you ever stepped into a meeting and experienced that “walking on eggshells” feeling? Like you’ve missed the joke, and no one is going to share it with you? Have you been in a meeting where you were afraid to tell the truth, bring up the hard facts, or provide constructive feedback?
The fact is, good meetings are a symptom of great teams.
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Last year we started a new tradition at Reach Partners. Every week we set aside time to read during work hours.
At first, this felt a bit indulgent. We enjoy reading but – like many others – we typically crack open our books outside traditional work hours so that we can “do” things at work. And yet, reading is one important way that we learn and grow professionally. We decided our work calendar should reflect that. With that in mind, we’d like to share a few of the titles that we’ve read recently – and a few that we’ll be tackling soon. Drop us a line if you have any additional suggestions. Happy reading! In any profession, there’s a list of terms that make sense to insiders but may be confusing to those outside the field.
Project management is no different. While we pride ourselves on making things clear and easy to follow, project managers have their own vocabulary. If you understand the lingo, you’ll better be able to ask questions and follow the conversation. You’ll confidently know that you’re on the same page as everyone else. The Project Management Institute regularly updates A Guide to the Project Management Body of Knowledge. This publication describes the industry’s best practices, plus it provides a common vocabulary for consistency. Here are 10 terms that often fall in everyday conversation about projects and project management. Know these and you’ll be versed in how to talk to a project manager. Charter: This document authorizes the existence of a project and provides the project manager with the authority to apply organizational resources to project activities. Deliverable: Any unique and verifiable product, result, or the capability to perform a service that is required to produce to complete a process, phase, or project. Project: Temporary efforts with a clear start and finish. Projects are not ongoing. Projects have an end result – something created or completed. Project Management: The applications of knowledge, skills, tools, and techniques to project activities to meet the project requirements. Requirement: A condition or capability that is required to be present in a product, service, or result. Resource: Skilled human resources, equipment, services, supplies, commodities, materials, budgets, or funds. Risk: An uncertain event or a condition that, if it occurs, has a positive or negative effect on one or more project objectives. Scope: The sum of the products, services, and results to be provided as a project. Stakeholder: An individual, group. or organization that may affect, or may be affected by, or perceive to be affected by decisions, activity, or outcome of a project. Stakeholder Engagement (or Management) Plan: Processes, procedures, tools and techniques to effectively engage stakeholders in project decisions and execution based on the analysis of needs, interests, and potential impact. Work Breakdown Structure: A step-by-step summary of the work the project team needs to complete to accomplish the project objectives and create the required deliverables. - Rachel Even if “project manager” isn’t part of your title or job description, you likely will have to oversee a project at some point in your career. After all, projects occur at every level of all organizations, industries and professions.
Maybe you’ve been asked to organize a day-long staff retreat or a special anniversary celebration. Or maybe you’ve been asked to coordinate art and text for a marketing campaign. For projects both complex and simple, a practical and solid plan can make everything flow more smoothly – AND make you look brilliant. (And who doesn’t want that?) In short, everyone can benefit from a few project management skills. Whether you’re new to project management or are looking for a few tools to effectively run your own projects, we recommend starting with these five tips. 1. Identify the project objectives. Every project begins with two questions: What is your understanding of the task? and What will the deliverable look like? Don’t even think about starting a project until you answer those. Jot the answers into a document. This is the start of your project charter, a go-to document that lists the project basics from goals and scope to budget and timeline. This helps you communicate with stakeholders and measure progress. Use it! 2. Develop action steps. “Begin at the beginning," advised the King as he prompted Alice in Wonderland to tell about her adventures. That’s good advice for managing a project too. Start by listing the first three steps. Categorize each task. Continue this process until you’ve listed every action step needed to get the work done. This work breakdown structure is basically a glorified (and very detailed!) to-do list. It will help you identify where team members and other resources are needed. 3. Get organized. Maybe you've never won any “most organized” awards. Now is the time to do better. Capture ideas, requests and actions using one notebook, sticky notes, or an Excel document. Experiment using digital tools like Trello to keep you and resources in one place. The type of tool you use is less important than being confident that you know what is required, the action steps needed, and most important, how to communicate them to the team. What tools work for you? 4. Identify risks. For project managers, a risk is anything that she doesn't have control over. For example, could less funding come through than estimated? Might a timeline be crunched because of a scheduled vacation? What if an event sells out quickly or a new product is so popular that supply can't keep up with demand? Take a few minutes to list all of the risks that may affect your project. (Go ahead – put them in the project charter.) Think about both positive and negative events that you can't control. Once you've identified the risks, you can work on finding solutions or contingency actions to mitigate them. Trust us. You will never regret taking the time to think through potential risks and brainstorming ways to turn them into opportunities. 5. Communicate. Communicate. Communicate. As your project moves forward, be sure to track and communicate project progress. Be sure you know who your team and stakeholders are. Think about what information they need and how frequently they need it – and the best way to reach them. Tools for sharing your progress include communication plans, meeting agendas and project reports. Communicate frequently road blocks, successes, failures, resource needs, meetings, and action steps. You can never over-communicate. These five steps will get any project heading in the right direction. And you’ll know you’ve done everything you can to make it successful. - Rachel Thanks to technology, we have many ways to communicate when members in a group don’t live in the same geographic region. Conference calls, email conversations, webinars, video conferencing, and other tools make it possible to participate in the same conversation without being in the same room.
We appreciate the ease of bringing together people who live in Bismarck and St. Paul and knowing that everyone will make it home for dinner. Touching base through Google Hangout on a snow day? Yes, please. As much as we love the efficiency of virtual conversations, however, we recognize something is missing. We believe meaningful relationships are best nurtured when we meet face-to-face. For collaborations and conflict resolution, in-person conversations are critical. Looking someone in the eye or shaking their hand is valuable in any situation. We thrive on helping our clients improve their in-person interactions, whether it’s a meeting, an event, a conference, or a gathering. Here’s why: More Communication The reality is human interaction is nuanced. People communicate more than what their words convey. In fact, only about 7 percent of what we communicate is through actual words. The way words are spoken and facial expressions provide most of the clues for what is being said. When we meet virtually, it is more difficult to read body language, sense the emotional intelligence of others, and gauge another’s engagement in the conversation or activity. Video-conferencing solves some of these challenges, but it is still possible to miss subtle gestures. Scientifically Supported We are programmed to feel closer and connected to someone who has touched us. When we meet face-to-face, we do more than gather in the same room. We shake hands, we touch a shoulder. We may even offer a hug. These brief touches contribute to our own health. Researchers have discovered that touch “strengthens friendship bonds, triggers more positive emotions, and encourages people to be more responsive to others’ needs,” according to a Psychology Today article published in 2016. Better Discussion There are heavy social pressures to participate when we’re face-to-face. In these situations, we are typically more engaged in the conversation and less apt to step away. Our posture, vocalizations, and non-verbals cue others that we’re listening (see above), and active listening is an important way we build trust with others. When trust increases, better discussion occurs. People are more willing to share and build upon each other’s ideas. As in a classroom, we learn from more than just the presenter or leader. We may learn just as much or more from the others in the room, not only when interactions are smooth and comfortable. In face-to-face interactions, questions and rapport build off each other. These moments of spark aren’t interrupted by low bandwidth, connection delays, or distance. We know that face-to-face interactions aren’t always possible. But taking the time to make them happen is always worth the effort. — Rachel P.S. Looking for a way to jump-start your next face-to-face event? Download our free Event Strategy Worksheet. We can do more together than alone.
It’s true, but hard enough when individuals want to work together. Those challenges multiply when organizations with different motivations want to collaborate. Even actions like identifying goals and determining how to share resources can be complex. Organizations may agree that a partnership will lead to good outcomes and stronger relationships, but they also may be overwhelmed and uncertain about how to get there. Rarely is there a one-size-fits-all approach to facilitating these partnerships. Yet there are two valuable elements to keep in mind when gathering people with different perspectives who want achieve a common vision: stability and communication. Create a system of stability It doesn’t sound sexy at all, but stability has the power to ensure that completed collaborative work doesn’t get undone. It starts by building trust among group members. Trust is supported by guidelines of conduct (e.g. be respectful, show up on time, listen carefully, and participate) and guidelines for meetings and communications (e.g. limit discussion via email thread, keep to an agenda during face to face meetings, promptly distribute supporting materials). Dale Carnegie once said that “people support the world they help create.” You want members to add their voices and share their expertise; it’s why they’re a partner. Building trust gives diverse members of a group ownership to keep specific details, items, and issues moving forward. Stability also highlights the expertise of group members. It provides opportunities for multiple voices to be heard during meetings and supports a group when responsibilities and resources are shared. A system of stability is built when a group defines the processes and structures for intra-organization and governance. Especially important is how the group decides to resolve differences. This task can become more difficult as the number of members exceed 6 to 8 organizations. At this size, a hierarchical governance structure and an outside firm (like Reach Partners) may be needed to keep the group and its mission stable. Financial stability becomes important when resources are needed to advance a cause or policy, or required to create an object, event, or process. In these cases, partnerships can help to maximize resources including funds, expertise, and influence. Long-term financial planning is one challenge of nearly all partnerships. For these reason, groups typically look for short-term solutions, for instance leveraging funding sources like grants. Communication. Communication. Communication. Communication supports the momentum of the group and creates a case for collaboration. What is the purpose of the partnership? What are the proposed outcomes? How does each member organization and participant’s actions move toward that purpose? How does that group’s participation move their own business needs? Questions such as these inform communications, align partners, and help to focus internal and external communication. Communication techniques, such as storytelling, can bring the group back again to the narrative and goals that hold the group together. Taking time to highlight stakeholders’ motivations (a nonprofit’s mission, a business’s goals, an agency’s role) and the benefits they receive by participating can help to keep the group on task. An experienced facilitator can understand how to navigate the differences between organizations while carefully pointing out the risks of pursuing the goal alone. An experienced facilitator will encourage collaboration, giving organizations both small and large an opportunity to contribute and share their expertise. Yes, we can do better together than alone. It takes patience; it takes flexibility. In the end, it is well worth the effort. — Rachel Examples of how Reach Partners has facilitated partnerships: Other Resources:
We are big believers in looking for ways to improve ourselves professionally and personally. It’s good for our work, and it’s good for our souls.
It also means we’re big fans of podcasts. And, apparently, we’re not alone. Podcasts have seen an enormous surge in popularity this year. Each week 42 million Americans, about 15 percent of the population, listen to these digital audio programs. (In case you’re wondering, about 3 percent of Americans go to the movies weekly.) We understand why podcasts have become so popular. They’re easy to listen to when you’re driving, working out, or even needing a short break from the work day. Depending on the program, you can learn something interesting or be inspired to do better. As more and more podcasts get produced, it can be challenging to narrow down what programs to listen to. Below are some of our favorites. Some of these are more work-focused, while others expand our horizons in other ways. Either way, we’ve found these all worthy of our time and hope you will enjoy them, too. What’s your favorite podcast? Inspirational Podcasts The Kindness Podcast: I love to support friends who have delved into the world of podcasts. Nicole Phillips is a champion for kindness who has shared her message in a weekly newspaper column, as an author, and as a public speaker. She recently took her message to a new platform as she shares stories about how kindness has transformed individual lives. Every time I hear her, I am reminded that being kind is simple, yet not easy. – Anita I find deep wisdom in the words of authors Brene Brown and Danielle LaPorte. Any podcast host who books these women as guests gets my full attention (and adoration!) – Anita Personal Growth Podcasts Good Life Project: This project (and its accompanying podcast) is the brainchild of Jonathan Fields, who wears numerous hats including those of author, entrepreneur, community-builder and teacher. In his own words, he sits down with some of the “wisest, most-accomplished teachers, creators and leaders, learning at their feet, then sharing their wisdom …” I have to agree. Every time I listen, I’m inspired to grow and do better. – Anita Professional Development Podcasts Zenger Folkman Leadership: I’m a fan of a produced show where there is little banter and opinion, and the topics are well-researched. This podcast fits that definition. Dr. Jack Zenger and Dr. Joseph Folkman created leadership training and development programs based on research for their best-selling book, “The Extraordinary Leader: Turning Good Managers into Great Leaders.” I always learn something from them. – Rachel Read to Lead: This podcast came highly recommended by members of the Chamber’s Business Training Committee that I volunteer with. Host Jeff Brown interviews successful and inspiring business book authors. He believes intentional and consistent reading can help to hone leadership skills and advance personal growth. I’m subscribing. – Anita Educational Podcasts The Allusionist: This is a podcast about language, and it’s delightful. Expect to learn about topics as diverse as the role played by hyperbolic numerals (zillion and kajillion) and how we use terms that apply to humans on the move. This podcast always stretches my understanding. Bonus: the host has a cool British accent. – Rachel 99% Invisible: This podcast gives us a glimpse into all the thought that goes into the unnoticed architecture and design that shape our world. It makes me think about things like “what would happen if we got rid of road signs?” and the role of the U.S. Postal Service. Fascinating listen. – Rachel On Being with Krista Tippett: I’m new to podcasts, but have always loved examining new concepts and theories. “On Being” explores the big questions: What does it mean to be human, and how do we want to live? Nothing excites me more. – Sean Wow in the World: I’m diving into this podcast for my math- and science-loving daughters. The team behind it strives to tell stories that inspire families to use their imagination and follow their curiosity. We love the podcast because it helps us look at the everyday world around us while reinforcing our daughters’ interests in STEAM concepts. – Sean One thing is certain when you work on any project: decisions need to be made.
Almost equally certain is that someone will mention the need to build consensus. After all, agreement from more people means better outcomes, right? Maybe. Thanks to collective points of view, experiences, and knowledge, a team may be better than any individual at providing different perspectives, brainstorming, and evaluating risks. Yet, group dynamics also can cause errors and indecision, which can affect a project’s schedule, budget, or even overall effectiveness. Not all groups or decisions benefit from group decision-making. But when group decision-making is needed, consensus is one way to go. Contrary to common belief, consensus does not mean that everyone agrees. It is not the same as unanimity. Consensus means that everyone in the group agrees that they can support and live with the final decision – even if (especially if!) it is not their first choice. So, when should you seek consensus? Your team members trust each other and are committed to the project. Consensus-building is possible among team members who share similar levels of expertise, maturity, and knowledge, especially if they assume equal amounts of risk in the project. The group doesn’t have to agree, but should share the attitude that “we’re all in this together.” If there’s a power imbalance within the group, or there are any number of new members, consensus may not be possible. (It may be more of a consensus arm twist.) You may need to consider different models for decision-making if your project team isn’t cohesive or represents varying levels of experience. You have a skilled facilitator. Consensus-building does not happen on its own. It requires an experienced individual who manage the conversation and group participation to useful outcomes. It’s helpful if this person is a neutral party. Think of a facilitator as a referee (minus the running) who is guided by practice, reminds everyone of the ground rules and intervenes when someone breaks them. This individual holds the process accountable. Your facilitator is prepared. Again, consensus-building doesn’t happen on its own. More often than not, the facilitator will need to prepare themselves and the group for consensus-building activities. Prepare a solid agenda, select activities appropriate for the time allowed and the make-up of the group, and get ready for work. Recognize that consensus-building means listening, discussing, and evaluating. You’ve collected adequate information. Good decisions can’t be made without good information. And, let’s face it, sometimes there’s insufficient information. Consensus works best when the facilitator and/or project manager is able to collect and communicate options or alternatives. Consensus is more likely when data can be gathered so that the group can properly assess project needs, project scope and risks. Your team has time. If you’re racing against the clock, this is not the time to build group cohesion and work toward consensus. Consensus-building requires time: time to prepare, time to facilitate, time to discuss, time to weigh and eliminate options. Once you’ve decided that your situation is ideal for consensus-building, the process can still be challenging. Be willing to reach into your toolkit. Use a consensus-building tool to get a team to support a decision:
Building consensus is time-consuming and sometimes uncomfortable, but it’s worth the effort in the right situation. In what kinds of projects will you try to gain consensus? Rachel Communication is key to the success of every project we manage. From brainstorming to delivering the final product, we work hard at making sure everybody is heading toward the same goal. We then ensure our stakeholders know what’s happening and when.
To get to that point, we participate in and facilitate numerous conversations. Some are easy and straight forward; some are challenging and uncomfortable. This is why I looked forward to reading Susan Scott’s Fierce Conversations: Achieving Success at Work and Life, One Conversation at a Time with my Mastermind group recently. Scott believes that interpersonal difficulties, at both work and home, are often a direct result of our inability to communicate well. She encourages us to use conversations to connect deeper with colleagues, partners and family members, and suggests ways to handle strong emotions – those icky outbursts that can pop up when difficult conversations take place. Fierce Conversation has a different feel to it than some of my other Mastermind favorites: Eckhart Tolle’s A New Earth: Awakening to Your Life’s Purpose and Brené Brown’s Daring Greatly. Still, I took away four key messages from Scott and am working hard to incorporate these tips. 1. Remove the word “but” from your vocabulary and replace it with “and.” I use “but” a lot when I talk and write, so I need to be intentional about swapping these short connecting words. Scott suggests that “but” stops a conversation while “and” continues it. For example, if somebody needs my assistance and I am busy, I may be tempted to say: “I want to help, but I am in the middle of something right now.” The listener doesn’t hear me say that I want to help; she hears that I’m busy. If I replace “but” with “and,” I can continue the conversation with more details about when I can help. Of course, this suggestion isn’t always perfect. Recently I caused considerable confusion when I responded to a group text invite with: “Gathering sounds lovely and I already have a full weekend with family and activities.” The friend who issued the invitation had no clue whether I was coming or not, and I spent the next few minutes trying to explain my new philosophy. Oops! 2. Have fierce conversations with myself. I always thought that having a conversation meant having it with others. Scott suggests that we use the same model and tools we use to communicate with others to communicate with ourselves. Begin by asking yourself, “What fierce conversations am I not having with myself that need to happen?” Do you need to ask yourself why a relationship is strained? Or why work isn’t as fulfilling as it was three years ago? Granted the conversation might not happen out loud in a coffee shop. Try journaling instead. Sometimes the best energy we can give is to ourselves. 3. Accept that fierce conversations cannot be dependent on how others respond. We’ve all been there: there are conversations we avoid because we know the other person will be upset, angry, defensive. Scott says that if I know something must be changed, I am the one who needs to change it. Or as Tolle puts it, I need to not be attached to the outcome of a conversation. Gulp. To help, Scott clearly lays out how to have tough conversations like The Confrontation (and these references are clearly labeled in the appendix. Score!). She recommends using an opening statement that is either written down or practiced out loud. This statement includes naming the issue, an example that illustrates the situation you want to change, your emotions about the issue, clarification on what is at stake, your contribution to the problem, your wish to resolve the issue, and an invitation for the other person to respond. And she says that this statement should last 60 seconds or less. Let me repeat: 60 seconds or less. I have yet to use this tip, and I appreciate that Scott includes in the book numerous examples of how this model has worked. 4. Believe that a careful conversation is a failed conversation. What?! As a person from the upper Midwest, I thrive on gentle, careful conversations. (I bet you do, too.) Scott isn’t advocating that we move away from being kind and respectful. She does challenge us to ask questions when we don’t understand something. She advocates for being curious about others’ ideas and really digging deep into them. When we’re careful, we’re not vulnerable, she says. Vulnerability is something I’ve explored by reading Brown, who has researched and lectured on the topic extensively. Brown sees vulnerability as the birthplace of connection and the path to feelings of worthiness. If we’re not willing to be vulnerable, we deprive ourselves (and others, frankly) of growth. If we’re not willing to be vulnerable, we’ll have lots of careful conversations that lead to frustration, if anywhere. Fierce Conversations came with suggested assignments, which felt more like practice than homework. Thanks to that, these concepts feel applicable and like something I’d use the next time I need to have a difficult conversation. What great books have you read lately? Anita Over the years, numerous student interns have blessed us with their skills, their passions and their personalities. Every internship experience is different, but every single time we cherish those moments when we get to help someone explore and grow. In honor of our most recent intern who graduated college this week, we took a few minutes to reflect on why we hire interns and how we benefit from these relationships. Q: Why did you decide to bring interns onto your team? Rachel: It’s a valuable experience for us to create a work plan that mutually benefits both us and the student. In addition, one of Anita’s strengths is developing others. She’s gifted at creating experiences that build on the skills an interns brings to our team. Q: How do you structure your program so that the intern gets a valuable experience? Rachel: We intentionally match what we need done with the interest of the intern. Everyone has a better experience when the intern is confident enough to be curious and explore. When we find activities and projects that they’re interested in, we all benefit. Q: What do you gain by bringing interns onto the team? Anita: We love having the opportunity to mentor a student and to pass on what others have done for us. It’s a way to honor those who have taken the time to mentor us. We also can’t help but get drawn into the enthusiasm every intern brings to our office. Their new and fresh ideas keep us engaged. Q: How have you found your interns? Rachel: Most of our interns have been students at North Dakota State University, Concordia and Minnesota State University Moorhead. We’re not afraid to ask for referrals from professors, other professionals, student association and even other interns. We tend to find better fits for our team when we rely on word-of-mouth. Q: Any suggestions for other small businesses who want to hire an intern? Rachel: Define goals and expectations. Clearly establish how and when you want the intern to communicate, whether that’s finished work or questions they need answered. We believe that it’s important to share experiences and to invest in them. Go ahead and send them to a training session or networking event. This is our chance to show them that we see their possibilities. We also embrace their ideas by listening and riffing off what they share. Nothing says respect like showing enthusiasm for someone’s suggestion. Q: What’s your best intern story? Anita: It is so amazing to watch all of our interns grow and do amazing things. One of our former interns now works at the National Defense Industrial Association as a communications and special events associate. She interned with us, got a job after college and later served as a volunteer on our Women’s Health Conference planning committee before moving to the Washington, D.C., area. Rachel: I loved having Kene Okigbo work with us. He brought so many good things to our team: curiosity, a willingness to share his ideas, energy, enthusiasm and tenacity. I was so energized by his ideas and work. Q: Were you an intern? How did that experience help you? Anita: In college, I interned with Women's Business Institute and put on the Women's Expo, a conference for women entrepreneurs and small business owners. Lily Tomlin was the keynote speaker. During that experience, I learned many valuable lessons from my mentor, Penny Retzer. The first was that no matter what role or title you have at a company, you always need to be willing to stuff envelopes. It was a good reminder that sometimes things just need to get done – even if they’re not glamorous or fun. I am still in contact with Penny and, likewise, I'm still in contact with some of the interns I've overseen. Those relationships are gifts you can’t replace. |
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