Keep on moving - Performance management in the modern world
Every year, regular as clockwork, it would come around. Arriving in the calendar like a black cloud, heavy with expectation but holding very little promise.
A blog about modern working
It’s taken me a while to write this. I kept putting it off, kept finding better things to do. I’m good at procrastinating. Really good. If it was an olympic sport, I’d be Usain Bolt. Well, at least I would if I could ever get round to taking part. I even bought a book about procrastination once, but I still haven’t got round to reading it. Ok, I'll stop...
We live in times of rapid change. Every aspect of our lives is led and influenced by technology and nowhere is that more evident than in our working lives. We used to discuss the future of work in terms of decades ahead, when the pace of technological change means we could be working in very different ways in just a couple of years time.
Managing a remote team is no walk in the park. For the team manager, the distance and the disconnect of the remote set up can be tough to handle. Keeping everyone progressing on a project and moving forward together can be harder to do when you’re not all in the same place. And what if something goes wrong? What if there’s an issue or someone needs support? How do we make sure they can get that help if they’re so dispersed and displaced?
Listening to the radio a couple of days ago, there was a discussion on how a team was suffering from low morale and that the manager had ‘lost the dressing room’. Its a common expression, and a common problem. Some set of external influences creep slowly into the dynamic of the team. The players see the problems in different ways, and this leads them down ever more dangerous paths.
So, you have a project. Its a big, important project, one that needs a full team effort to bring to completion. Time is ticking, though it's not yet against you. But if you don’t get moving soon, the project won’t stand a chance. You need to get going. Often, it's that first movement that becomes the first challenge of the project, the first hurdle. Project managers need to build momentum. Momentum feeds the project, because once it’s moving, momentum makes it difficult to stop. That’s a good thing. The beginning of any project is fraught with fears. Fear of the unexpected, maybe. Or a fear of the outcome. How to maintain the momentum? How do we prevent the project going off course, or worse, and never reaching its destination.