Ever been on a team with a person or group of people who just seemed to suck the life blood from the project? The behaviors of these difficult people come in a variety of manifestations. Some talk too much, listen too little, must always have the last word, undermine, grab power, criticize other people’s work, attempt to manipulate situations for their gain, play favorites, and the list goes on and on. There is one thing for certain, if you have one or more difficult people on your team, it must be addressed.
Since project managers are often not the team members immediate supervisor, it is easy to think our options for dealing with the situation are limited. I disagree. There are aspects of the situation that we have control over. We have control over how we respond to the situation, our management style and meeting milestones.
RESPONSE
Evaluate the situation: A good starting point is to do a bit of self-evaluation and determine what might be yours to own in the situation and what belongs to the other person. Is the person unknowingly stepping on a hot button of yours? Are you becoming defensive or overreacting making the situation worse? Does the person perceive you as a threat to their job? Is this a chronic problem that existed prior to your arrival? This process can help clarify the problem.
Talk to the person: Talk to the person and see what their perception of the problem is and then address these head on. Try to find the kernel of truth in their statements. When addressing behavior issues, use carefully thought out “I statements” that focus on your feelings rather than attacking the person. The words in italics are a template for constructing an “I statement”. “ I feel resentful when you say you have completed a task but it is not done because I have to go behind you and verify that the work meets the agreed upon quality standards. I need you to improve the quality of your work by…” Also be mindful of your body language and tone. If possible, as the chat is coming to a close, try to come up with an agreement on the problem, each person’s part in the problem and how to move forward in a positive manner.
Take the high road: Do not trash talk the person or situation. If others are talking behind the persons back, do not participate. Treat the person with respect and dignity and view the person in the best possible light. Maintain a positive attitude. Even if you do not like certain behaviors, you can still be polite and respectful.
Reward desirable behavior: When a difficult person is “caught in the act of exhibiting desirable behavior” give them a complement and show your appreciation. This is another time when “I statements” can be a powerful tool. “I was delighted when I reviewed the plan you wrote for testing and found it was so well thought out. Thanks for the great work you did”. Be sincere and keep any sarcasm out of your voice. It might be a good idea to also send a quick email to their boss, especially if the boss shares your concern about the person’s behavior. Never underestimate the power of positive reinforcement.
Enlist help: The problem may be much larger and require help from someone in the organization. Always maintain good communication between you and the key facility stakeholders. They will have insight into the problem as an insider and the authority to intervene in the situation. Discuss with them in a professional manner the problem and possible strategies for dealing with it. By engaging in this discussion, you are tacitly agreeing to be involved in the solution.
Communication: In your status reports, document the project goals, progress toward meeting those goals, roadblocks to progress, and your plan for how to keep the project on track.
MANAGEMENT STYLE
Management styles vary based on the manager and the circumstances. A good manager adjusts their management style to meet the needs of the situation and employee.
A manager who allows subordinates to participate in decision making and gives them latitude in how they organize their work would place themselves in the top right quadrant of the model. This management style would be called Permissive Democratic style. For the most part, this is the management style most consultants utilize since they are usually working with a group of highly competent and self-motivated individuals. The consultant’s role is more to facilitate the work being done.
If a difficult person is part of the group, the consultant may need to change their management style with the group or individual and become more directive and autocratic which leads to the next topic.
MEETING MILESTONES
For many projects, it is the consultant’s responsibility to guide the project and oversee the work that needs to be done. In the project plan and other deliverables, the milestones and dates these need to be accomplished are listed. These milestones are a fantastic means of setting goals and managing the project. If the project is falling behind because of the behavior of a few difficult people, focus on what the consultant has control over – accomplishing the work (not changing other people’s behavior). Determine what has to be accomplished to meet the milestones, set goals that are specific, measurable, attainable, realistic and timely (S.M.A.R.T.), get agreement that these goals are appropriate for accomplishing the milestones and the person thinks they can achieve them by the prescribed date. If a more Directive Autocratic approach is warranted, the consultant may present the goals, assign tasks and deadlines and not invite much discussion.
Having a group meeting to monitor progress towards the accomplishments of the goals is vital. You may have observed behaviors that contribute to the project falling behind like chattiness, spending time on non-work related activities, or sloppy workmanship. When it is evident during the meeting that a person is not meeting the goals assigned to them, note it down in the meeting minutes and the regularly scheduled status report you complete. Elicit from the person why they were unable to accomplish their goal(s). With luck, the person will admit to off task behavior or another person might suggest it. The consultant, at this point, might gently broach the subject while keeping the focus on the goals.
By getting agreement when the goals were initially formulated from each team member that they thought the work assignment is achievable, when they come up short, the onus is on them to explain why their goal was not met. Keep the focus on the work so as to not make the discussion an attack on the person.
When it is reported that a goal is met, verify that your definition of completion matches theirs. Sometimes, difficult people will think they have completed work, but it is not up to your standards. It is better to drill down and check than to find out later that the work was shoddy or incomplete.
When setting up the structure of who status reports and other deliverables are sent, make sure these documents go to several of the key stakeholders in the organization who have authority to deal with problems. Do not get in the situation where your report goes to one person. If this person turns out to be one of the difficult people on the team, you need your reports to reach others in the organization. Include in your status reports goals/milestones, progress toward goals/milestones, and impediments to meeting the goals/milestones. Ask for help with problem behavior. Make sure leaders in the organization are aware if the project is falling behind, why and what help you need to rectify the situation.
Also keep your consultants informed. They can be a great resource along with their peers.
Dealing with difficult people can be draining but leaving the problem to fester will require even more energy later. If the situation can be diffused, it will make the rest of the project much more enjoyable and productive.