Latest / Ignoring the Rules: Leadership That Actually Works / Supercharging Your Projects

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Supercharging Your Projects · Ignoring the Rules: Leadership That Actually Works

0:00
The rules have changed on getting business projects
0:03
done. Dump the old timelines and requirements.
0:06
Speed, implementing the latest technology along
0:10
with security, are now the critical requirements.
0:13
We're living in a world where the old rules just
0:17
don't cut it anymore. Deadlines are tighter.
0:22
Expectations are higher. And, well, let's face
0:25
it, burnout is lurking around every corner. But
0:30
what if there is a better way, a way to execute
0:33
projects so fast and flawlessly that people won't
0:36
know whether to be amazed or terrified? Hi, it's
0:40
Wayne Robertson. If you're here to follow the
0:43
same tired project management playbook, you're
0:46
probably in the wrong place. But if you're ready
0:48
to ditch the noise, smash through roadblocks,
0:51
and deliver results that'll have everybody wondering
0:55
how you did it, then stick around. Here on the
0:58
Ignoring the Rules podcast, I'm not just talking
1:01
about thinking outside the box. I'm setting the
1:05
thing on fire. We want to dive deep into strategies
1:08
that rip the status quo, cut through the noise,
1:11
and make things happen without sacrificing your
1:14
sanity or selling your soul. I want to break
1:18
down real -world tactics that you can start using
1:21
today. I want to arm you to redefine success
1:25
by doing it your way. and I want to give you
1:28
some ideas about it. So, if you're ready to challenge
1:32
everything you've been told, to push limits,
1:35
to redefine what's possible, then buckle up.
1:38
This isn't just another business podcast. This
1:43
is Ignoring the Rules, and it's time to turn
1:46
the game on its head. Whether you're a project
1:49
manager, upper manager, or someone who is just
1:52
curious about new ways to get things done, This
1:55
session is going to be packed with insights and
1:58
practical tips. So get ready to break the mold,
2:01
think outside the box, and discover how you can
2:04
lead your team to success without burning out.
2:31
If you work on projects in your organization,
2:34
whether you are an executive, middle management,
2:37
or at the line level, this podcast will change
2:41
your perspective. By making a few changes in
2:46
your work, you can make major accomplishments
2:49
and successes and supercharge your project. The
2:56
following story is fictional, as I need to keep
2:59
the actual experience as confidential, but it
3:02
illustrates key issues that arise in getting
3:05
projects done. Jorge was known in his company
3:09
for his technical prowess. But when his team
3:13
started facing mounting pressures, missed deadlines
3:16
and quality issues, It became clear that expertise
3:20
alone wasn't enough. The demands of the project
3:24
were leading to burnout, and work -life balance
3:27
was slipping away. He saw his talented team's
3:30
motivation decreasing, and he knew he had to
3:33
act fast to salvage both the project and the
3:37
team's morale. So, ignoring the conventional
3:41
rules, Jorge took a step back. and engaged his
3:46
team in open conversations to understand their
3:49
challenges he listened to their concerns about
3:52
workload unrealistic expectations and the impact
3:56
on their personal lives and realizing that a
4:00
different approach was needed he shifted his
4:02
focus from pushing harder to working smarter
4:06
so jorge's transformation started with a simple
4:11
yet powerful shift he replaced the traditional
4:15
top -down directives with an inclusive team -centric
4:20
approach. And here are some of the changes that
4:22
he implemented across his project, the team,
4:26
and eventually the company. First of all, he
4:31
redefined the project goals and priorities. He
4:34
looked closely at project roadmap, found that
4:37
unrealistic timelines and overloading team members
4:40
were creating a cycle of missed deadlines and
4:42
stress. He broke down large tasks into smaller,
4:46
achievable milestones and allowed the team to
4:51
celebrate small wins and maintain a steady sense
4:53
of accomplishment. He also worked with his team
4:57
to set achievable deadlines based on their insights
5:01
and comfort levels, considering personal workloads,
5:04
work -life balance, and he built in buffers for
5:08
innovation, and problem solving, which were previously
5:12
lacking due to constant pressure. He also introduced
5:17
a task rotation system that enabled team members
5:22
to work on different types of tasks, breaking
5:25
the monotony and giving everyone a chance to
5:28
develop diverse skills while balancing difficult
5:31
and more routine tasks. Also, instead of the
5:35
typical brief status updates, Jorge encouraged
5:39
team members to express both work -related concerns
5:42
and personal stressors. He actively listened,
5:47
asking questions to understand their frustrations
5:50
and challenges, and this fostered a culture where
5:54
team members felt heard and valued. And after
5:58
each project phase, Jorge hosted deliberate retrospective
6:03
meetings, emphasizing transparency. and team
6:07
members shared what went well and what didn't,
6:10
without fear of judgment. He also implemented
6:15
changes based on this feedback, and he made sure
6:18
that everyone saw the results of their input.
6:23
He also scheduled regular one -on -ones, which
6:27
are really critical, where the team members could
6:30
discuss not only their progress, but also any
6:34
personal, or professional issues that they were
6:38
facing. He connected employees with mental health
6:41
resources and encouraged self -care, emphasizing
6:45
that their well -being mattered as much as the
6:48
project's success. He also noticed that rigid
6:52
hours were a significant stressor. He introduced
6:56
flexible working hours, allowing team members
6:59
to set schedules that suited their personal lives.
7:03
Remote work became an option for those that preferred
7:07
it, acknowledging that different environments
7:10
fueled different productivity levels. Understanding
7:14
that technical teams needed time to upgrade skills,
7:17
he introduced development days where team members
7:20
could focus on learning new tools, exploring
7:24
innovations or pursuing training in their areas
7:27
of interest. And this not only motivated the
7:30
team, It actually improved the overall project
7:34
quality. And to solve a problem to ensure that
7:39
team members could genuinely unwind, he enforced
7:42
a strict no -work -after -hours rule. He prohibited
7:48
emails and messages outside working hours because
7:51
he wanted the team to recharge and prevent burnout.
7:55
Jorge also encouraged team members to take ownership
7:59
of individual tasks, empowering them to make
8:02
decisions within their roles. This autonomy fostered
8:07
a sense of pride and accountability, reduced
8:10
the need for micromanagement, and boosting the
8:14
team's confidence in their work. He also held
8:18
bi -weekly meetings with other departments, which
8:20
helped his team see how their work impacted the
8:23
broader company goals. and this transparency
8:26
fueled a much greater sense of purpose and collaboration
8:30
and it made the team feel part of something larger
8:34
jorge also introduced a reward system that celebrated
8:39
personal achievements from hitting small milestones
8:42
to major project completions recognitions were
8:46
shared company -wide raising morale and fostering
8:50
an environment of appreciation also after seeing
8:54
how inefficient processes affected his team jorge
8:58
proposed changes to the company -wide procedures
9:01
he worked with upper management to eliminate
9:03
unnecessary administrative burdens which gave
9:07
team members more time to focus on their work
9:09
and he initiated regular meetings with company
9:14
executives where he openly shared his team's
9:17
experiences and the benefits of the new practices
9:21
that he had implemented seeing the positive impact
9:25
management adopted some of his team -focused
9:28
strategies and implemented them in other departments
9:31
so impressed by the improvement in both productivity
9:36
and morale the company adopted his well -being
9:39
practices across the teams they launched a comprehensive
9:43
program that included mental health resources
9:45
flexible work policies and a continuous feedback
9:49
system. So, with a team that was refreshed and
9:53
motivated, Jorge saw deadlines consistently met
9:57
and project quality increase, which in turn brought
10:01
in new clients and more visibility for his department.
10:05
And so, by prioritizing his work -life balance,
10:09
Jorge's team felt valued, respected, it significantly
10:14
reduced turnover, and he retained valuable talent.
10:18
And employees from other teams began requesting
10:22
transfers to his team, drawn to the positive,
10:25
balanced environment. And Jorge's department
10:28
became a model for others, showcasing the benefits
10:32
of prioritizing employee well -being without
10:35
sacrificing productivity, so critical. His initiatives
10:40
were rolled out across the company and making
10:43
him a pioneer of cultural change. It was a tough
10:47
road, but he made it. Throughout this whole journey,
10:51
Jorge proved that the project manager could create
10:55
meaningful, lasting change by valuing people
10:59
over rigid processes and demonstrating the transformative
11:03
power of empathy, flexibility, and adaptability
11:07
in today's demanding work environment. So what's
11:11
the secret to supercharging your projects? Well...
11:15
If you're in tech, caffeine, code, and a healthy
11:18
disregard for sanity has been the way we always
11:21
got it done. And sometimes you wonder, what is
11:25
a tech project manager's favorite type of coffee?
11:28
Well, the kind that keeps them awake while silently
11:31
screaming inside. That is the world we live in.
11:36
And you know, we've all been there. The deadline
11:39
looms like a hungry monster, and the to -do list
11:43
stretches to infinity. You find yourself wondering,
11:47
is there a way to clone myself without violating
11:49
the ethical guidelines? Well, I think we don't
11:53
have to do that, because I'm here to sprinkle
11:56
some time -saving ideas on your project woes.
12:00
Before I break out the magic wands and the time
12:03
-traveling unicorns, let's address the elephant
12:06
in the room. Why are we always racing the clock
12:09
anyway? It's like the universe decided to challenge
12:13
us to a game of beat the deadline, but didn't
12:16
tell us any rules. So buckle up, grab your favorite
12:21
caffeinated beverage, and let's get ready to
12:23
laugh and learn, and maybe even shed a tear or
12:26
two as we get through this, because together
12:28
we're going to turn those project hurdles around,
12:31
and we can leap over them in a single bound.
12:34
One of the things that is critical is to lead
12:36
the project from behind. Now, how can projects
12:41
be led from behind? Well, it started out when
12:45
I flipped the normal organization pyramid on
12:47
its head. and put the working team at the top.
12:51
I've spent over 36 years working in technology
12:53
on a wide variety of projects. The standard project
12:57
leadership model shows the management at the
12:59
top of the team pyramid. But when I pondered
13:03
this, the most important people are those that
13:06
are normally down at the bottom. These are the
13:08
people doing the actual work. By flipping the
13:12
pyramid, the most important team members that
13:14
were doing the work are on top. My job as a project
13:17
leader was to support and take care of the team
13:21
members and make sure they can get the work done.
13:24
So, project management and the workplace offer
13:28
a rich vein of stories and humor. We like to
13:33
poke fun at common pitfalls and quirky aspects.
13:37
You have three phases in a project. A beginning,
13:41
the muddle, and the end. There's a universal
13:45
project management truth. The six phases of a
13:49
project. Enthusiasm, disillusionment, panic,
13:52
search for the guilty, punishment of the innocent,
13:55
praise and honor for the non -participants. Been
13:59
there, done that. This story is also fiction,
14:04
but it illustrates the concepts of what we bump
14:07
into in real life. Jake was a skilled and dedicated
14:12
project manager at a tech firm, and he faced
14:15
one of the toughest challenges of his career.
14:19
The Eclipse project, which was an ambitious endeavor
14:22
to develop a cutting -edge virtual reality platform,
14:25
was in deep trouble. The project was behind schedule,
14:29
it was over budget, and the team was demoralized.
14:35
So this is how Jake turned things around. When
14:39
he was assigned to lead the Eclipse project,
14:42
he quickly realized the extent of the issues.
14:46
Deadlines had been missed, features were incomplete,
14:50
and the team was overworked and disheartened.
14:54
So his first step was to understand the root
14:57
causes of these problems, and he organized a
15:00
series of one -on -one meetings, which are absolutely
15:03
critical, with each team member to listen to
15:07
their concerns, and frustrations and common themes
15:12
emerged unclear objectives constant changes in
15:17
requirements the lack of communication from the
15:20
previous project manager and he took detailed
15:23
notes and recognized that rebuilding trust and
15:28
clarity would be crucial he also knew that for
15:33
the project to succeed He needed to rebuild the
15:37
team's morale and trust, and he called a team
15:40
meeting and openly acknowledged the challenges
15:43
they were facing, and he assured them that he
15:47
was there to support them and that together they
15:50
could turn things around. He introduced a new
15:54
approach to project management based on transparency
15:56
and collaboration, and he implemented regular
16:00
team meetings where everyone could voice their
16:04
opinions, and share updates, and he also created
16:08
a project dashboard that clearly outlined goals
16:12
and deadlines and individual responsibilities,
16:16
which ensured that everyone knew what was expected
16:20
and how their work contributed to the project's
16:24
success. Jake understood the importance of empowering
16:29
his team members and encouraged them to take
16:32
ownership of their tasks. and provided them with
16:35
autonomy to make the decisions he fostered a
16:39
culture of continuous feedback where the team
16:42
members were encouraged to share their ideas
16:45
and their concerns without fear of criticism
16:49
and he also recognized the team was overworked
16:52
he advocated for more realistic deadlines with
16:56
upper management he emphasized the long -term
16:59
benefits of a well -rested and motivated team
17:03
and his efforts paid off, and the revised timeline
17:06
allowed the team to focus on quality without
17:10
the constant pressure of looming deadlines. He
17:14
also invested in the team's professional development.
17:17
He organized training sessions and workshops
17:20
to help them enhance their skills and stay updated
17:24
on the latest virtual reality technologies. But
17:28
this not only improved their performance, it
17:31
actually also boosted their confidence and enthusiasm
17:34
for the project and as the team regained their
17:41
footing they faced several complex technical
17:45
challenges which always happens so he took a
17:49
hands -on approach worked alongside the developers
17:52
to brainstorm solutions and troubleshoot issues
17:55
and his willingness to get involved and share
17:59
the workload demonstrated his commitment to the
18:03
project and to the team. He also leveraged the
18:08
team's collective expertise and he organized
18:11
brainstorming sessions where team members could
18:13
collaborate and contribute based on their unique
18:17
perspectives. And this collaborative approach
18:20
led to innovative solutions that addressed the
18:24
technical hurdles and pushed the project forward.
18:29
And something really important. Jake believed
18:33
in the power of celebrating progress no matter
18:37
how small. He made it a point to recognize and
18:43
celebrate milestones, fostering a sense of achievement
18:47
and camaraderie within the team. Now, whether
18:51
it was completing a challenging feature or meeting
18:53
a deadline, Jake ensured that these successes
18:56
were acknowledged. He organized team lunches,
19:00
informal gatherings to build a strong sense of
19:03
community and these events help to strengthen
19:07
relationships reduce stress and maintain a positive
19:10
atmosphere so with a clear vision and an empowered
19:16
team and a supportive environment from management
19:19
the eclipse project began to gain momentum and
19:24
the team's productivity increased they started
19:27
hitting the revised milestones the quality of
19:30
their work improved and the project began to
19:33
take shape and jake maintained open lines of
19:37
communication with upper management providing
19:39
regular updates on the project's progress and
19:42
his transparent approach even when there were
19:46
problems and the team's visible improvement garnered
19:49
support and confidence from upper management.
19:53
And so as the project neared completion, the
19:57
team worked cohesively to address the final challenges
20:00
to polish the platform. And their dedication,
20:04
their hard work paid off, and the Eclipse VR
20:08
platform was completed on time, the new schedule,
20:12
and the new budget. The launch of this platform
20:17
was met with widespread acclaim. The innovative
20:19
features and high -quality user experience impressed
20:23
both the users and the industry experts. And
20:26
so this project, which was once a huge failure,
20:30
became a success. But at the launch celebration,
20:35
and this is really important, Jake took to the
20:38
stage to thank his team. he acknowledged their
20:42
hard work resilience and creativity in emphasizing
20:45
that their success was a collective achievement
20:49
because the team's journey from disheartened
20:52
and overworked to motivated and successful was
20:55
a testament to the power of focusing on people
20:59
first and his success in the eclipse project
21:03
became a model for effective project management
21:07
within the company. His approach to putting the
21:10
team first, fostering a great collaborative environment,
21:15
and celebrating achievements demonstrated that
21:19
a project manager's most valuable asset is the
21:22
team. And Jake continued to lead new projects
21:26
with the same philosophy, mentoring other project
21:30
managers and sharing his experiences. and his
21:34
journey serves as an inspiring example of how
21:38
focusing on the well -being and empowerment of
21:41
team members can turn even the most troubled
21:44
projects into success. So, supercharging your
21:50
project work involves enhancing efficiency, productivity,
21:54
and outcomes through great planning, some effective
21:58
management, and the right tools. So things like
22:03
defining clear objectives. I know this sounds
22:05
obvious, but you would be amazed. You've got
22:09
to start with a clear, concise statement of what
22:13
the project aims to achieve. It's got to be very
22:16
specific. It's got to be very measurable and
22:21
achievable. It's got to be relevant. And time
22:26
-bound goals can guide the project towards success.
22:30
And so you break down the project into smaller
22:32
tasks. Use any of the management methodologies
22:36
like Agile or Scrum or Kanban or any of those.
22:39
It's fine. This just helps in tracking progress.
22:45
All of those are good. There are many more that
22:47
are good too. And don't forget to utilize project
22:52
management tools and software. to help with your
22:55
task management and scheduling. These are kind
22:58
of obvious, so I won't spend time on that. As
23:02
we saw in the stories, foster a culture of open
23:05
communication and teamwork. By the way, that
23:08
brings up something. When you get given bad news,
23:13
don't respond. Don't fall apart. Just listen,
23:17
okay? We've got bad news. Things are happening.
23:21
The only answer you should be giving And I finally
23:25
figured this out after many years. It's okay.
23:28
How do we fix this? Because one of the things
23:31
that team members are afraid of is for you to
23:33
jump on them and really cuss them out for a mistake
23:38
or a problem. You don't want that to happen.
23:42
And by having regular meetings, Using the tools
23:47
to share ideas and progress and feedback. For
23:50
example, Microsoft Teams comes to mind. Excellent
23:53
tool for working together. You want to prioritize
23:56
tasks. Those are really important. And if you
24:01
want to look it up, look at the Eisenhower box.
24:04
That's kind of an interesting method of doing
24:07
this. Also, stay open to learning new tools and
24:11
techniques and methodologies. It's easy to just
24:15
get stuck on the same road you've been on forever
24:17
because this field is constantly evolving and
24:22
keep abreast of new developments can give you
24:25
a real edge on getting things done. Identify
24:29
potential risks early in the project and develop
24:33
mitigation strategies. Being proactive about
24:37
risk management is really important because it
24:40
saves you a lot of pain later. I'll tell you
24:43
that. I learned the hard way. Quality control
24:47
processes. Measure, test, review, feedback loops
24:53
all the time. And after completing a milestone,
24:57
conduct retrospectives with the team to discuss
25:03
what went well. and what could be improved, because
25:06
continuous improvement is the key to supercharging
25:10
future projects. By integrating these strategies,
25:15
you can enhance your project's work effectiveness
25:17
and leading to more successful outcomes and much
25:22
greater satisfaction for both the team and management.
25:26
And a critical part of getting the project done
25:30
is getting the right team. I've hired many people
25:35
in my career and I've had some fantastic people
25:39
on projects and I've had some real problems too.
25:43
It all goes both ways. And things you want to
25:47
do when you're hiring a team member is you want
25:52
to look for soft skills. Everyone looks at the
25:55
hard skills. How well can they do their job?
25:58
But their communication skills. The adaptability,
26:02
the teamwork and collaboration. I will bypass
26:06
a highly skilled person if they can't work within
26:10
the team. It doesn't make it happen. And make
26:13
sure that there's a clear understanding of each
26:16
team member's roles and responsibilities. I know
26:19
that sounds obvious, but you would be surprised
26:22
how many times that doesn't happen. And by carefully
26:26
selecting, and investing in both inexperienced
26:30
and senior talent. You can build a motivated,
26:35
dynamic technology team that grows together,
26:39
bringing new ideas and energy to your projects.
26:43
Well, that's all the time we have for this session.
26:46
In the podcast, it went fast. So much to talk
26:51
about. I have many more things coming up. So
26:54
glad to have you along. Please go to WayneRobertson
26:56
.com for the latest in new episodes, additional
27:00
information about this new world of getting projects
27:03
done. And you can find the different locations
27:06
where you can conveniently listen to the podcast,
27:08
subscribe to a mailing list, find free documents
27:11
I've created, news and information about upcoming
27:15
podcasts. And I also welcome comments. about
27:19
these episodes and subjects you'd like to see
27:22
in future episodes. I don't have all the answers.
27:25
And so I'm always happy to see your comments
27:28
and information. We are all in this together.
27:32
And the more we share information, the better
27:35
off we all will be. So let us all know what you
27:39
found that works in your projects. And I look
27:42
forward to getting together with you next time
27:44
on Ignoring the Rules podcast.