Project Management and Working With Executives

photo_corporate-executive-board-meeting-evaluationAs project managers, it is within our remit to be able to communicate effectively. Dealing with people on a day-to-day basis in part in parcel with our job description. However, how we communicate and interact is often heavily predicated on who the individual is that we are speaking with. Dealing with resources or ancillary team members is one think: dealing with high-ranking individuals in the company is quite another. The nature and type of information to be shared can vary greatly as well as to how it is disseminated.

To understand communication with executives requires a fair amount of flair on the part of the project manager. More often than not, your time is limited and scrutiny is high.

Types of Executives

Within the corporate ranks, there are varied levels of individuals who are generally the ‘big cheese’, so to speak, or at least hold some high level status within the company. In certain cases, depending on the nature of the project, one or more of these individuals may want to be kept apprised on how the project is progressing. This can include an executive delegated as the project sponsor, or even executives who are defined as stakeholders. As a quick overview of varied executives that can exist in a corporate structure, here is a brief synopsis.

  1. Sr. Director – The highest ranking ‘middle management’ level on most organizations. Can have a varied staff which includes individuals contributors, first and second line functional managers as well as other directors. May periodically function as a project sponsor but more often than not will be more akin to a stakeholder.
  2. Vice President – First line executive in the upper branches of the corporate structure. Will generally be responsible for a specific business unit or organization within a corporation. Generally has Sr. Managers, Directors and Sr. Directors reporting to them. Very common for a Vice President to act as a project sponsor.
  3. Sr. Vice President – Second line executive, also usually responsible for a specific business unit or several business units. Usually will have Sr. Directors or other Vice Presidents reporting to them. Can also function as a project sponsor.
  4. Executive Vice President – Third line executive, which often holds some of the most senior ranks within a company, usually responsible for many high level lines of business that function in common spaces. Often times, individuals like Chief Operating Officers, Chief Technical Officers and Chief Financial Officers will have an Executive Vice Presidential rank. May act as the project sponsor for very high level projects.
  5. Chief Executive Officer – The highest ranking executive in the corporate ranks. Essentially the de facto leader of the corporation. All other senior and executive level vice presidents will be reporting to this individual in one way or the other. It is highly unlikely that he/she will function as the project sponsor, but they may ask for regular updates on the project status, depending on how high-profile the project may be.

In addition to those listed above, there may be other derivations of the above ranks. Chief Information Security Officer, Chief Marketing Officer, Chief Legal Counsel, and so forth. But for the most part, those titles will generally be aligned with the ranks in the aforementioned list.

Suggestions on How to Present Information

As project and program managers, we are very used to both collecting and distributing information. Generally speaking, the majority of our engagement will be at the team level, coordinating resources, dealing with low-level project priorities, and so forth. However, there are also those circumstances whereby we are tasked with presenting information to the upper brass.

As most can probably surmise, executives are busy people. They spend copious hours in meetings per day, either in person or on conference calls. As such, they have become very accustomed to a high level of meeting efficiency. With that in mind, executives will have very little patience with an individual who appears ill prepared or is struggling with his laptop and PowerPoint deck. In addition, executives have a very high level view of the organization and may not know (or frankly care) about some of the finer details.

With the above in mind, here are some presentation tips that the project manager can utilize in these circumstances:

  1. Speak Clearly and Plainly – As alluded to, executives have little patience for long-winded banter or tangents. They want to quickly understand the information being presented so as to be able to absorb it and make cogent decisions. So avoid too much dialog. Get to the point as quickly as possible. Be terse in your answers and do not go into overly long detail unless otherwise asked. It is better to let the executives drives the dialog by asking questions as opposed to trying to lead the meeting.
  2. Your Slides Should Be Easy to Understand – As indicated, executives want information quickly and easily disseminated. A single slide with twenty bullet points on it will not go over well, as it will appear too busy. Try to minimize content to three bullet points per slide. Additionally and whenever possible, use graphs or charts to drive your point home. It may sound corny, but a picture truly is worth a thousand words. Also, keep your slide deck at manageable levels. Move details into the appendix and keep the actual deck as short as possible. Remember that your back and forth dialog with the executive should be the primary facilitator of information. The slide deck is just there to provide context.
  3. Make Project Progress Easy to Comprehend – In a similar fashion to keeping your information simple and terse, actual project status and progress should be as simple to comprehend as possible. Utilize color codes to denote project status (i.e. Green=Good, Yellow=Warning, Red=Problem). These are simple concepts that anyone can easily understand at a glance. If you are also using charts and graphs, which is recommended, make them simple in concept and type. A line graph or a basic histogram is pretty easy to interpret for just about anyone. Make them look professional, but don’t get overly fancy, as it may make your charts look too busy.
  4. Allow for Ample Time for Questions – As indicated, the Q&A between yourself and the executives should be the primary driver of the presentation. As such, ensure you provide enough time in your overall presentation for questions. It is also important to stop periodically as you are moving through your presentation to ask if anyone has questions. Do not leave all the Q&A to the end. It is not always easy to budget your time, but you are far better off ensuring you can get through your presentation with ample time for questions rather than having to leave information behind because you did not budget your time effectively.
  5. Dress Appropriately – This one may seem like a no-brainer, but in the tech world, many of us have become accustomed to being able to wear what makes us comfortable. However, when you are dealing with executives, especially in person, how you present yourself will go a long way towards providing a good first impression. If you show up at the meeting looking like the frat boy who just woke up from a huge kegger party, it will probably not be well received. One does not necessarily need to wear an Armani suit or be dressed to the tees. But keep yourself presentable and as refined as possible.

The Dos and Don’t of Dealing with Executives

How your communicate with executives often requires a little bit of flair. It can be as simple as knowing which words to use and which to avoid while also ensuring that you give the executives the respect they deserve. Or, at least, think they deserve. Here are some additional pointers when it comes to your engagement with senior leaders.

The Dos

  • Be Honest – Nothing will irk an executive more than attempting to be deceitful about specific information. We all have a natural tendency to think executives don’t want to hear bad news. But that is just placating to human nature. Nobody wants to hear bad news. But executives understand that it can happen and would much rather know about it so they can come up with some contingency as needed.
  • Be Confident – Once again, how you present yourself will go a long way towards gaining respect from your leaders. We all have a natural tendency to be intimidated by those who hold higher positions in a company. But remember; most of them were once in your shoes. Once you understand that, you can better relate to those to whom you are presenting.
  • Be Receptive to Their Views – The last thing an executive wants to hear is outright disagreement to their opinion or stance on a subject. With that in mind, if an executive raises a point during your presentation that may be counter to what your opinion may be, acknowledge it. You are not necessarily correct, afterall. If an issue is raised, start a frank but professional back and forth on the issue. If necessary, that can always be offlined for further discussion depending on the topic.
  • Be Cognizant of Their Knowledge – Despite what many of us may think, most executives reached their level of success because they were good at what they did. As such, consider them to be a good source of suggestions. An executive may give you a particular response to an aspect of your presentation whereby they suggest an alternate course or a simple change of how the information is conveyed. Be appreciative of that feedback and acknowledge it. For the most part, they understand how things operate at that level and are just trying to be helpful.
  • Be Funny – This one may heavily depend on the type of presentation. But in many cases, executives can appreciate a little levity as much as the next person. So don’t be afraid to show your whimsical side. That doesn’t mean turning your whole presentation into a standup routine. But a good-natured bit of humor here or there can go a long way towards making the presentation a little less dry while also making you more comfortable in the environment.

The Don’ts

  • Leave your Ego at the Door – As mentioned above, the executives you are presenting to probably have a lot of credentials and success under their belt. As such, they are not going to be too receptive or patient with someone in the lower echelons of the org chart showing off like he is some rock star. Keep yourself in check. Perhaps you may have some more intricate knowledge of this particular project area, but it is highly unlikely you have the comprehensive knowledge of the executives.
  • Try to Avoid Saying No Outright – This goes back to the terminology and how you use words in your dialog with executives. In many cases, the word ‘No’ or the words ‘We Can’t Do That’ do not sit well with the upper brass. No that is not to mean you should never use those words. But in cases where the answer it not entirely obvious, let the executive know that you will get back to them after you have conferred with the team. (And make sure you do so after the fact) At least that will give the impression that you are exercising due diligence rather than appearing dismissive.
  • Don’t Expect Specific Instructions – As mentioned, executives are used to efficient meetings. As such, they are not going to spend time trying to guide you through the presentation. Be prepared and don’t expect them to carry you. You will have to carry your own weight. You can always welcome them to provide suggestions on how the material should be presented, but more often then not, they will assume you know what you are doing.
  • Don’t Air Dirty Laundry – When presenting to executives, the last thing one should be doing is bringing up issues that are either tangential or irrelevant to the presentation at hand. If the company is having issues, the executives don’t need you to tell them. They are fully aware. Additionally, if you have had issues working with certain teams and some of the executives in that room have these teams in their reporting structure, the LAST thing you want to do is starting the finger-pointing game. Those types of conversations should be done privately. Any executive whose team is being bad-mouthed in front of his/her peers is not going to appreciate you bringing up the conversation at that time.
  • Don’t Take Things Personally – This one may be one of the most difficult things to contend with. However, it is imperative that you keep your cool and do not take criticism in a negative way. There is always going to be situations where you may be the brunt of a slight or perhaps a direct recrimination of some sort. Once again, you will earn far more respect keeping your cool in such a situation rather than devolving the presentation into an argument. We are all professionals in the end.

Conclusion

Working with executives is a challenge many of us may face in our working lifetime. While intimidation or dread can be the emotion many of us will feel in that circumstance, you are far better off looking at it as an opportunity. One that will allow you to showcase your talents and earn the respect of those at the top. You never know. A good presentation here or there in front of the top brass, and perhaps one day you will have that cherry parking spot next to the main entrance of the head office.

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Fostering Partnerships with Internal Leaders

internal-business-partnershipAs a project manager, the relationships you build with team members is crucial. But your ability to effectively interact and work with the internal leaders of your organization is vital to the welfare of the project at hand. Internal leaders are often providing resources to your project in one way, shape or form. Ensuring you foster an effective partnership with these internal leaders is essential to the welfare of the project as a whole.

Who are Internal Leaders?

Generally speaking, internal leaders would be mid-level managers and directors within your organization who are responsible for specific areas of function of given products and product lines. They often are people managers, who have a wide variety of employees working within their org structure. From the perspective of the project manager, these individuals would often be responsible for assigning resources to a given project and performing additional assignments (or re-assignments) as needed.

What are the Key Methods for Fostering a Solid Partnership with Internal Leaders?

1) Focus on Collaboration

Internal leaders will often be focused on their specific area of function. Often times, they may be hesitant (or downright unwilling) to assign resources to alternate functions as it may affect their timetables. From the project management perspective, the key is to demonstrate the benefit of the project’s end result to the internal leader and explain to them how the successful completion of this project will benefit their focus area. In many ways, certain internal projects may be collaborative across various functional spaces, but the end result benefit of the project may not be as evident to the internal leader as one might think. Make sure you take time to make the project benefits understandable to the internal leader and demonstrate the value add they will gain upon successful completion of the project.

2) Understand Their Point of View

An internal leader has their own responsibilities, milestones and deadlines. In certain cases, these may sometimes overlap with the needs of the project. As a result, internal leaders may often develop a negative sentiment to the project if they feel it is detracting from their own goals. As a project manager, it is important to be cognizant and empathetic to their point of view. The last thing any project manager would want to do is become confrontational. Be receptive to the feedback received and understand that an internal manager may need to perform a resource re-assignment because of a requirement on their part. Don’t take this personally. Work with the internal manager on how to smoothly transition out the existing resource and transition in an adequate replacement as required.

3) Maintain Active Communication

As projects progress, there is sometimes a natural tendency for project managers to sometimes become complacent with status updates. As a result, many internal leaders will often feel left in the dark as it pertains to how the project is progressing and how their resources are being utilized. As such, ensuring an effective communication plan is in place is essential to ensure that all necessary stakeholders are always kept abreast of the current efforts around the project and any issues that may have arisen.

4) Provide Concise and Accurate Project Management Dashboards

In conjunction with an effective communication plan, having an accessible project management dashboard will have tremendous benefits as it pertains to ensuring that all necessary stakeholders, including internal leaders, be able to stay up-to-date on the current status of the various facets of the project. Generally speaking, the best dashboard would be an on-demand web-driven mechanism that can be accessed at any given time by any stakeholder to see current project status. If this is not possible or an adequate solution is unavailable, try to provide regular email-based status updates with comprehensive dashboard details sent out on a regular basis to key stakeholders.

For more information on how to create effective metrics and dashboards, please access the following post: ‘Project Management Metrics‘.

5) Be Receptive to Constructive Feedback!

Many internal leaders will often provide feedback and constructive criticism regarding the project itself or the manner in which it is being handled. For the most part, these are not meant to be confrontational, they may merely offer ideas and suggestions that they think will benefit the project as a whole. Always ensure you are receptive to this type of feedback! It helps greatly with your efforts around collaboration and can often assist you since other leaders in the company may have given points of view and ideas that are often quite good and can help improve overall project performance. Remember that the best asset in any organization are its people. Make sure you take advantage of any feedback provided as it may be quite insightful and give you the opportunity to continuously improve project performance.