Month: May 2013

Posted on

How To Onboard Project Resources by Danielle Garza

Guest Post by Danielle Garza

We’ve all been there before. When it has to happen it can be a frustrating process to go through, but it happens to all of us at some point: a highly visible or mission critical project in midstream needs to have one or more key project resources added or replaced. And we all know that how we handle this process on our project and with the client can mean the difference between success and failure on the engagement.

Company resources need to be replaced for a number of reasons. Maybe a key project resource was needed quickly on a new project. Perhaps an employee left the company to accept a job with a competitor. Or it may be a case where an employee was let go from either the company or possibly just the current project due to performance issues. Whatever the reason may be, leadership is now faced with the critical task of onboarding a replacement, earning client acceptance, and getting the new resource up to speed and productive as quickly as possible so the progress on the project isn’t hindered and so the project customer continued to see seamless delivery.

To ensure that this happens, some key steps should be followed. Let’s assess these in detail:

1. Find the replacement.

When it comes to identifying a viable candidate, usually there isn’t a shortage of talent – the key is to find the right talent and ensure they can be available to fill the project role for the duration of the engagement. The last thing you want is to make yet another change farther down the road.

The hope is that you’ve already informed the client that a change is in the works at this point. If not, this happens to be an appropriate time to do a quick introduction of the new project team member to the client. Give the client a summary of the new team member’s experience and background, as well as identify the key experience that makes them a qualified member of this team for this project. The goal is to instill as much confidence in the client as possible.

2. Transfer knowledge.

Secondarily, perform as much knowledge transfer as you possibly can to the new team member. The best source of information for the onboarding resource is obviously the outgoing team member, however a call on the entire project team to bring the resource up to speed during an internal team meeting will suffice. And supply the new resource with the latest project info including the latest project status report, the latest project schedule, the current issues list, and the statement of work and kickoff materials from the start of the project. They need to know the status of projects, what they will be held responsible for, and what the overall goals and objectives and high-level requirements are.

3. Educate and shadow the new resource.

The next steps should include a ‘shadowing’ period of 1-2 weeks where the new resource remains in the background on status calls with the client while they are being brought fully up to speed. This makes the transition as seamless as possible for the project client while also setting up the new resource to be as knowledgeable and productive as possible when they take over the role.

4. Move to full productivity.

Finally, what must take place is the move to full responsibility client facing. At this point they are fully independent in the new role and are representing the team during key client conversations and participating as expected during the regular weekly project status calls with the client.

Summary

The bottom line is that if leadership and the project manager follow a carefully planned path similar to what we’ve discussed here, then the transition from the old to the new should end up being handled efficiently and effectively. The goal is to keep customer confidence and satisfaction high during a transition like this, and by following a planned process that includes the steps described above rather than rushing a replacement in too fast with poor preparation, the project manager is much more likely to achieve that goal.

Danielle Garza writes articles for Tenrox cloud-based project management software.

Posted on

How to Manage Resistance in Consulting — Part 1 of 3: What is Resistance?

business-consultant-with-her-clent

Welcome to this 3-part article on managing resistance in consulting projects. This Part 1 describes resistance and how to recognize it. Part 2 will describe how to deal with resistance from your client. Part 3 will describe how to deal with your own resistance as a consultant.

What is Resistance? What Causes it?

An important skill for you to have as an organizational consultant is to effectively recognize and address resistance from clients. This is true whether you are an external or internal consultant. Resistance in a consulting project is when your client (a person or a group in the organization) reacts against recommendations from you or against changes in the organization that seem threatening to them.

Resistance is quite common in consulting projects that focus on changing a significant part or process in the organization. After all, the way your client’s organization has been operating in the past is because one or more people felt strongly that their organization should be operating that way (even though that way they were operating may have caused their problems and is actually what needs to be changed). Thus, any perceived change in their organization can be threatening to them.

Direct and Indirect Resistance

The resistance can be direct or indirect. Direct resistance is your client’s authentic (direct, honest and open) expression about the perceived threat and why they are not going to follow the recommendations or support the change. Indirect resistance is when your client does not authentically admit their concern and, instead, does not cooperate with you. Usually, resistance is indirect and, therefore, can be difficult for you and your client to effectively address.

How to Recognize Another Individual’s Indirect Resistance

Peter Block, in his book Flawless Consulting, provides elegant advice about how to deal with resistance. The first step is to recognize the resistance. Indirect resistance, in consulting projects, can be occurring when:

  • Your client does not return your calls.
  • Your client continues to question the same piece of advice, even after you have repeated your answer several times.
  • Your client tells you that they will have to think about your advice, then takes a few weeks to think about it, and still does not come to a conclusion.
  • Your client postpones meetings with you.
  • Your client suddenly calls you on the phone to say, “Everything’s fine now. You do not need to come back. We’ll send you your check. Goodbye.”

If you do not see resistance, look again. Resistance is useful because it tells you that your client perceives that something must change soon or is already changing. If there is no resistance at any time during your project, it might be that the project is not really addressing the root cause of issues in your client’s organization — or it may be that your own resistance is blinding you to the reality in your consulting project.

What are some other forms of resistance from clients? Are you experiencing any with your clients now? What are you doing about it?

In Part 2, we will describe how to deal with resistance from your client. In Part 3, we will describe how to deal with your own resistance as a consultant.

—————————

For more resources, see the Library topics Consulting and Organizational Development.

Information in this post was adapted from the book Field Guide to Consulting and Organizational Development by Carter McNamara, MBA, PhD. For training on consulting skills, see the Consultants Development Institute.

—

Carter McNamara, MBA, PhD – Authenticity Consulting, LLC – 800-971-2250 Read my blogs: Boards, Consulting and OD, and Strategic Planning .

Posted on

Should the MD have a vote? – a dilemma

People in a voting center

Victor is a director on a medium sized listed company board. The Chairman has been ill for several months and is not going to get better. He has announced that he wishes to retire. The Managing Director is keen that one of the directors, who had a strong track record as an executive within the industry and is very knowledgeable about the operations, be appointed as the successor to the current Chairman.

The board is divided as half the directors support another candidate who chairs the Audit and Risk committee and has a lot of credibility with the two institutional investors. Both candidates have voiced a desire to take the role. The current Chairman feels he is not entitled to vote as he will not be a member of the board under his successor. Neither candidate will vote. If the MD votes then his preferred candidate will be elected by one vote. If the MD does not vote then the board is split 50:50.

To complicate matters the opposing candidates have begun arguing about whether the MD has a conflict of interest and is entitled to vote. The MD is upset as he feels that he is a director and, under the constitution, entitled to vote. Others disagree as he is a close friend of his preferred candidate.

How can Victor help his colleagues to resolve their current impasse?

 

Many readers of this blog will be familiar with my newsletter The Director’s Dilemma. This newsletter features a real life case study with expert responses containing advice for the protagonist. Many readers of this blog are practicing experts and have valuable advice to offer so, again, we are posting an unpublished case study and inviting YOU to respond.

If you would like to publish your advice on this topic in a global company directors’ newsletter please respond to the dilemma above with approximately 250 words of advice for Peter. Back issues of the newsletter are available at http://www.mclellan.com.au/newsletter.html where you can check out the format and quality.

The newsletters will be compiled into a book. If your advice relates to a legal jurisdiction, the readers will be sophisticated enough to extract the underlying principles and seek detailed legal advice in their own jurisdiction. The first volume of newsletters is published and available at http://www.amazon.com/Dilemmas-Practical-Studies-Company-Directors/dp/1449921965/ref=sr_1_1?ie=UTF8&qid=1321912637&sr=8-1

What would you advise?

 

 

Julie Garland-McLellan has been internationally acclaimed as a leading expert on board governance. See her website atwww.mclellan.com.auor visit her author page athttp://www.amazon.com/Julie-Garland-McLellan/e/B003A3KPUO

Posted on

DisasterReady.org

A-man-working-through-disasters

New, FREE disaster crisis management resource

If the disasters of recent years have taught us anything, it’s that trained volunteers have the power to make a massive difference in the lives of those affected.

To that point, DisasterReady.org has been established by the Cornerstone OnDemand Foundation to “increase the preparedness and effectiveness of humanitarian aid workers by making training more accessible and affordable.”

Featuring free state of the art e-learning courses in subjects like safety and security, disaster assessment, and how to maintain your own health and well-being in the field, DisasterReady.org is an asset not only to volunteer agencies, but any organization looking to bolster its crisis management capabilities.

In a world where training frequently means big bucks, resources like Disaster Ready are doing an amazing thing in making such in-depth resources available for free. Take advantage, and start getting disaster ready today.

——————————-
For more resources, see the Free Management Library topic: Crisis Management
——————————-

[Jonathan Bernstein is president of Bernstein Crisis Management, Inc., an international crisis management consultancy, author of Manager’s Guide to Crisis Management and Keeping the Wolves at Bay – Media Training. Erik Bernstein is Social Media Manager for the firm, and also editor of its newsletter, Crisis Manager]

Posted on

Who will you lift up today?

boss-approving-congratulating-young-successful-employee

00182839Was listening to the radio and heard an uplifting speaker share four things you can do to lift up others. I encourage you to do this with everyone in your life. To get started, I would take advantage of Mothers Day coming up to see how you can uplift the mothers in your life.

1. We need to bestow a blessing over others.

Verbally or silently send blessings to those in your life that need encouragement.

2. We need to express our appreciation for others.

An easy phrase that you can use when doing this is: I feel ______ when you_______ because __________. For example, I feel so grateful when you take the time to read our blog because it allows Linda and me to share our passion with you.

3. We need to express our confidence in others.

There are times in our lives when other people believe in ourselves more than we do. This might be that time for you. I believe in you and I believe that you are meant to help boost other people’s confidence in their own lives. Take a chance to speak life into someone’s life and just watch them come alive.

4. We need to let others know the impact we have on each other’s lives.

I can’t stress this enough that we need to let others know how they matter to us. People long to know that their lives matter, that they make a difference. I’ve been passionate about this for years and have been touting this through the products that I’ve created. One that I want to share with you is perfect as I originally created it for my mother so that she would always know how much she matters not only in my life but in so many lives she’s touched.

Check it out as this could be a great way for you to tribute your mother or someone else whose life matters significantly to you.
http://goo.gl/SwI29

 

As your inspired life mentor, Janae Bower is passionate about helping YOU live a more balanced, purposeful and inspired life! Her writings, speaking and coaching are the spark of inspiration you need to energize you on your journey of personal transformation.

Posted on

Spiritual side of social enterprise

Picture-of-a-catholic-cathedral-church
I was intrigued and inspired this morning by the following, which the Social Enterprise Alliance posted yesterday on the npEnterprise Forum:
Eric Dawson, an Ashoka fellow and the CEO of Peace First, recently wrote a beautiful piece for Social Enterprise Alliance. It’s about working for social change that we may never see happen in our lifetimes, and why it’s still essential to do so. An excerpt: Continue reading “Spiritual side of social enterprise”
Posted on

What is a Grant Cover Letter and Why Should I Write One?

In my December 6th (2012) post, I introduced the third step in the four-step grantsmanship process: Grant Proposal Development; and I also briefly introduced the cover letter.

This month’s Grants Posting will provide more information on what to include in a cover letter and why you should write one.

I’ll start with recommendations from the Foundation Center:

•  “All proposals should be accompanied by a cover letter addressed to an
    appropriate person.”
•  “The cover letter should be a brief, to the point, summary of what we can expect
    to read in the proposal. For instance it might read — Dear Appropriate
    Person — Our organization does such and such. We are in need of X amount
    of dollars for — name of project or general support. We are attaching — and
    then list the documents appended.”
•  Links to sample cover letters are provided at the Foundation Center’s website.

I follow these recommendations when submitting grant proposal to most private and corporate foundations. I do, however, make exceptions, especially when proposal content is limited by word/character count constraints.

As I have written previously on this blog, relationships are at the heart of all fundraising, including foundation grants. It is therefore critical to connect the foundation leader(s) to your clients and their unique needs. So, when proposal guidelines – or electronic formats – limit what I can include in the target population and needs statement sections, I often include more qualitative and heart-felt information in the cover letter. I usually include a client photo on the first page – again for the purpose of connecting the person at the foundation to the people (or animals) he or she will be helping by funding the grant.

I also make the connection between the foundation’s mission and that of the NPO submitting the proposal. Foundations are receiving many more well-designed and well-written proposals than they can fund, so it is critical to show them that your NPO will deliver the services and outcomes that matter to them.

I conclude cover letters with a statement, such as: “I thank you for your consideration of this request and look forward to partnering with the ABC Foundation. Please feel free to contact me directly at executive.director@NPO.org or at 012-345-6789 if you have any questions about the enclosed proposal or would like to arrange a site visit.” This opens the door for you (the grant manager) to follow-up by phone to arrange a site visit if you did not already make such a call prior to submitting the proposal.

Be aware that some foundations require that you include a cover letter signed by your Executive Director and Board President with your grant application. In these cases, follow their specific cover letter guidelines.
=-=-=-=-=-=-=-=-=-=-=-=-=-=
Lynn deLearie Consulting, LLC, helps nonprofit organizations develop, enhance and expand grants programs, and helps them secure funding from foundations and corporations. Contact Lynn deLearie.
=-=-=-=-=-=-=-=-=-=-=-=-=-=
Look for Lynn’s ebook on Grants & Grantsmanship. It’s part of The Fundraising Series of ebooks
=-=-=-=-=-=-=-=-=-=-=-=-=-=
If you’re reading this on-line and you would like to comment/expand on the above, or would just like to offer your thoughts on the subject of this posting, we encourage you to “Leave a Reply” at the bottom of this page, click on the feedback link at the top of the page, or send an email to the author of this posting. If you’ve received this posting as an email, click on the email link (above) to communicate with the author.

Posted on

Every Employee is a Crisis Manager

creative-business-people-listening-colleague-

Take these steps and make every employee a crisis management asset

Sure, your employees are hired to fill specific roles, but anyone who’s been in the middle of a crisis situation knows that a whole new set of responsibilities pops up, whether you’re ready or not.

BCM president Jonathan Bernstein was recently interviewed for a Hotel News Now article on terrorism risks for hoteliers, and the insight he shared holds true for any type of organization:

“Every employee is a crisis manager and a (public relations representative) for the organization, if you want them to be or not,” Bernstein said. “If you don’t teach them what they should and shouldn’t do, they’ll wing it,” and that can be dangerous to a hotel’s reputation.

How to you maximize the effectiveness of employees as part of your crisis management strategy, while minimizing the potential risks of having someone share information they shouldn’t, make the wrong call, etc.? As Jonathan explained, training is the key.

Create specific guidelines for employees of all types, from the C-suite to the front desk, in your crisis management plans, and take the time to actually go over them, AT MINIMUM, a couple of times a year. Make sure your plans are easily accessible in hard copy, as well as on devices like cell phones or tablets, so they can be referenced any time, any where.

Take these steps, and when trouble does hit you’ll be glad to find yourself surrounded by a crew of trained crisis managers.

——————————-
For more resources, see the Free Management Library topic: Crisis Management
——————————-

[Jonathan Bernstein is president of Bernstein Crisis Management, Inc., an international crisis management consultancy, author of Manager’s Guide to Crisis Management and Keeping the Wolves at Bay – Media Training. Erik Bernstein is Social Media Manager for the firm, and also editor of its newsletter, Crisis Manager]