Using an anti-pattern for good / Bring solutions, not just problems / Make Room For Every Voice
Welcome to 📮Monday TPM Field Dispatch 009 - Shortform thoughts on tech program management + curated content for further exploration, delivered every Monday to your inbox to kickstart your week.
This post is coming to you from the beach. I'm on vacation this week so apologies for the delay in the delivery. But, the post is here and its short, to the point and hopefully, helpful. For my readers in the USA - Happy 4th of July.
1️⃣ Using an anti-pattern for good
Executive Stakeholders are, as expected, the most difficult ones to work with as a Technical Program Manager.
Their decisions impact the work teams do.
They are the primary stakeholders that TPMs spend much focus on. They are sure of their experiences and choices.
It requires a lot of creativity when it comes changing their decisions. One anti-pattern that I find that works with a stubborn executive stakeholders - B.A.W. or Back Against the Wall.
Sometimes to change a stubborn executive stakeholder's point of view about a program, say an unrealistic schedule with unrealistic expectation, you have to push it to the brink.
Let them see the abyss and darkness. Use the fear of an approaching milestone and give the one data point they can't refute - *time is running out*. BUT the real magic is to be prepared with a plan. This won't work without a plan ready.
Is that a self-fulfilling philosophy? Perhaps.
Is it effective? For the stubborn ones, yes.
Is there a better way? Sometimes. Sometimes you need reality to be... terrifying.
Do I recommend this approach every time? No. This is a nuclear option.
Question for Readers: How do you deal with stubborn executive stakeholders? Reply in the comments.
2️⃣ Bring solutions, not just problems
In my cohort course on Becoming A Great Technical Program Manager, I spend a considerable amount of time on how to build your executive voice or put another way - how to nail speaking to executives.
One sure fire way that you can implement tomorrow - bring solutions to problems.
TPMs raise red flags about programs all the times. Whether it's delay in schedules, critical risks, blockers, and anything else that jeopardizes the program. Early on in my career, I focused on raising the red flag and thought that was it; my job is done. We can figure out the solution with the team. However, over time I realized watching the great TPMs handle these red flags, they brought solutions with them.
Next time you find a problem and you need to raise the red flag, bring a solution with you. This may not be applicable at every red flag moment but the executives will love you if you bring them options and even a recommendation.
Bring solutions, not just problems. While coaching a wide range of executives, I’ve seen firsthand that most feel frustrated when people point out challenges but don’t offer any resolutions. Leading strategically with a strong executive voice involves problem solving, not just finger-pointing at difficult issues.
You can show up more strategically by doing your homework and taking the lead in analyzing situations. Brainstorm fresh ideas that go beyond the obvious. Even if you don’t have the perfect answer, you can demonstrate your ability to come up with clever solutions.
Source: See the HBR article below. Its a great primer on executive voice.
Suggested Reading: How to Sound Like a Leader (HBR)
3️⃣ Make Room For Every Voice
TPMs do more than take meetings minutes. Our role is to mediate the voices and give everyone an equal opportunity to voice their opinions in meetings especially the heated ones. You could say this is one thing about psychological safety that we TPMs must always protect and evangelize.
One aspect of a successful meeting that rarely gets talked about - its all have an agenda, do meetings minutes, "can this be an email" etc etc - is making sure everyone has an opportunity to speak up.
For your next meeting - Be an observant TPM and make sure no one is talking over another, every voice is being heard especially the quiet ones, ensure there is an ordered chaos in those hot meetings. If you see someone didn't speak up in a meeting but wanted to say something, reach out to them afterwards and ask what they thought about the meeting. Not everyone is comfortable speaking up and that doesn't make them weak or incompetent. Introverts operate differently yet have much to say.
How was this week’s newsletter?
P.S.
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