Often, project leaders feel they are doing a service to upper management by focusing solely on managing down and letting the executives alone. Although this practice may be well intentioned, it serves as a disservice to the organization. We do need to manage, and even lead, our leaders, our project sponsors, our senior stakeholders. We do need to inform the upper echelons of what’s going on and provide them with timely information, and even strategic guidance, so they can run their teams, projects and businesses effectively. The whole is greater than the sum of all parts, and our senior leaders are certainly part of that whole. Not managing and leading them effectively is detrimental to the team, the project and to the business.
Managing up is one of the hardest aspects of business and project management. Even seasoned project practitioners continually strive to master this fine art. It all begins with identifying the most important person on any project – the project or business sponsor. This person is usually the one investing the company’s money in the project and the one who can best influence the organization. This person, furthermore, is the one
accountable to the business to achieve expected business returns for the project investment. The buck stops with the project sponsor. The PM is
responsible for the entire project, but the project sponsor is ultimately accountable to the business for its results. More than likely, a CEO will go to the project sponsor and not the PM to ask, “You spent $15 million on this project, where are my returns?”
Manage this person, lead this person. Don’t get caught up in the minute details at this level; that will only slow you down. Don’t ask questions, but propose recommended approaches to get her buy-in, feedback or alternative approaches. Keep the sponsor abreast of all strategic accomplishments, next steps and primary issues. You must do it; nobody else will. The project sponsor will be grateful for it, as she will be better equipped to make important business and strategic decisions. Adopt an unwritten goal of getting the project or business sponsor promoted after a successful change initiative. When a project achieves the forecasted business objectives and propels the organization forward, that unwritten goal usually achieved.
Proactively manage your sponsor. Know their calendars. If she has to brief her leaders at an upcoming meeting, prepare a few slides for her. Nobody knows more about the project than you. If she is required to communicate an important message to an extended audience, go ahead and write the email for her. It’s all in the spirit of teamwork and managing up. She can then modify, as necessary.
We need to interact with all senior stakeholders on a regular basis. A message from the project sponsor, or even a more senior business executive, is an effective way of gaining or maintaining project acceptance from the broader stakeholder team. Craft that message and ask that they send it out. A face-to-face meeting or even a conference call is more effective than an email. Recommend it. Schedule it. Make it happen! Where leaders spend their time determines what’s important to the organization.
Our leaders are busy. Our projects may be just a fraction of all that’s on their plates. For that reason, an effective executive summary goes a long way and is a great way to articulate project status. With a properly crafted executive summary, you can provide the most relevant information in an easily digestible format. If senior leaders want to see additional information, they can always reference appendix material, as needed. There’s a fine line between providing the right amount of information to our leaders and inundating them with too much detail. A well-crafted executive summary with appropriate appendix material strikes a nice balance.
If you feel you are being micromanaged, that’s on you! Anticipate what your leaders are going to ask and provide them with the answers before they even have a chance to ask. Furthermore, don’t ask leaders what you should do,
tell them what you are going to do and be open to feedback. This is all a part of managing up.
As you manage up, continually set and communicate expectations to the stakeholders. Remind them, as necessary, why the organization is pursuing the initiative and why they are playing an integral part in its execution. Be transparent with the expected business results and how the project will benefit them and their departments. If the “What’s in it for me?” question can be answered unequivocally, your stakeholders know they have a stake in the game, will be fully engaged and will be forthcoming with timely information.
The best way to obtain support from the top is to clearly show the expected business value and positive organizational impact that the project will deliver. Senior-level stakeholders have a lot at stake within their organizations, mainly their reputations. If they are confident that a project will make money for their company or have some type of positive impact increasing the company’s overall competitiveness, they will be more willing to take ownership and fully support, and even lead, project initiatives. It’s up to you to manage them in a manner that upholds, and even enhances, their reputations while leveraging their skills, knowledge, authority, and influence during demanding times to help the project hit its target.
If your change initiative is going to be successful, you’re going to need more arms and legs than the just the core project team. Look for ways to provide senior stakeholders with opportunities to actually ‘get in the trenches’ with the team to drive change. Nobody is above getting their hands a little dirty. If your project team is performing late night work or a weekend technology upgrade, ask a few of the senior stakeholders to show up and support the effort. Not only does this give a morale boost for the team, but the leaders are often able to lend a hand and provide much needed assistance, whether it’s making phone calls, performing testing, expediting issue resolution or just keeping the team jacked up on free coffee. These small, but powerful actions mobilize commitment and send strong signals that we are all in this together.
Your leaders want you to be successful. They don’t look good if you don’t. They also want to be managed, and even led. They want a strong, organized leader who can help them build a cohesive team and drive results that endure. It’s a great opportunity –
MANAGE UP!
For more information on how we can assist you with your project and business challenges, visit us at
www.reschgroup.com or give us a call at 1-201-803-4653.
