3 SCENARIOS WHERE MEDDLING MAKES SENSE

I normally encourage project managers and team leaders to fight the urge to get involved in garden-variety conflicts (“Stop Meddling!”), since these often lead to innovative and creative solutions. But there are times when some intervention by a Project Team’s leadership is a good idea. Below are some guidelines to help you determine when to step in and when to step back.

Professionalism has gone out the window.  The instant a conflict escalates into all-out warfare, you must intervene. Direct personal attacks are forbidden, as is divulging sensitive details (either business-related or personal) to others in an attempt to influence their opinion or gain their support, general venting that includes bad-mouthing another team member, and any refusal to interact with the other person that impedes the group’s activities.

Productivity has dropped. When you notice productivity levels—of the people involved in the conflict or of those around them—are slipping, it’s time to get everyone back on track. Signs that the team’s output is dropping could range from meetings that are monopolized by arguments (these will usually be about the same things over and over) to unresolved disagreements that delay a project’s progress or negatively affect critical milestones. If any of these triggers crop up, you need to step in and mediate so the team can move forward.

The players aren’t on equal footing. If the seniority level or reporting structure of the involved parties means that one is at a distinct disadvantage, you should pay close attention to how the conflict is progressing. Any abuse of a position merits intervention, so be on the lookout for arguments where one person is able to withhold resources, deny new opportunities, or otherwise interfere with the work of the other. Productive conflict only happens when everyone involved is able to participate without fear of retribution.

Project Experience

Experience
Portfolio Management
Successful portfolio management calls for exceptional data management skills and diligent oversight across multiple efforts.
Experience
Manufacturing
Demanding, time sensitive, and finely tuned, manufacturing projects require close attention and experienced oversight.
Experience
IT Projects
Organizations must be able to successfully execute challenging and highly visible technology projects to maximize revenue.
Experience
Power Plants
Power Plants must be able to keep these vital infrastructure assets current, efficient, and economically positive.
Experience
Energy
High-profile hurdles and expensive risks of failure make these projects critical to manage properly from the very beginning.
Experience
Aerospace
Presents complexities at nearly every stage, from allocating resources to controlling schedule variances, or clearing regulatory & safety hurdles.
Experience
Cross-Functional
Ensuring team members are able to move outside the silos of their department or discipline is the key to achieving success.
Experience
Product Dev
Design and other early-stage activities must be carefully orchestrated while maintaining visibility on future impacts and resource needs.
Experience
Mergers & Acquisitions
Among the riskiest and most strategically important initiatives a company can undertake, and their outcomes can make or break the business.
Experience
Finance & Insurance
Technology implementations call for the right level of planning detail and diligent oversight.
Experience
ERP & SAP
An ERP implementation can be among the most disruptive and strategically important initiative an organization can undertake.