I know the weather is still a bit winter-like in many parts of the country - but really, Spring IS around the corner! And with Spring comes RENEWAL - cleaning out the thatch, working the soil, planting seeds, preparing for new growth.

So in looking at your life, both personally and professionally, what needs cleaning out? What do you want to create for the rest of the year? What seeds can you plant NOW to keep on "keepin' on" through 2010?

I am presenting at a luncheon in Albuquerque on March 12, and doing a keynote presentation and 1/2 day Project Management workshop in northern New Jersey at William Paterson University on April 20, 2010. I would love to have you join me if you are in the area and can spare the time. Please see the details below in the "Where's Susan" section of this newsletter.

And with that comes this newsletter's timely topic - TRUST - a huge topic these days, and if it's not, well, maybe it should be! You might ask, "why does trust matter?"

Because in its absence, a solid relationship cannot be formed - and those relationships are what make the (business) world go around! In fact, this subject is so important to me and the work I do with groups that I became a certified “trust” facilitator through the TrustWorks!^® Group (www.TrustWorksGroup.com) led by Cynthia Olmstead in San Diego, CA. The structure and process which they use to take individuals, teams and organizations deeper into the subject of trust really resonated with me - and has just increased my ability to help you if trust is an issue in your team, staff or organization.

See what you think! And as always, know that I appreciate you forwarding this newsletter on to those who you think would have an interest.

In closing, do take some time to do some reflection on what is important to you, then set up the time to "purge" (even if it's the closet or the garage or the desk!) and create some space for NEW things to grow!! With everything in what seems like major CHANGE, it's a great time to take control and create what YOU want!

All the best,

Susan

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Project Management World

The Problem...

What's TRUST got to do with it?

Trust is the basis for ALL relationships - family, friends, romantic and business relationships - and is essential for those partnerships, teams, departments, companies, agencies or organizations to succeed.

The eroding of trust usually starts happening with the little things, the things we try to overlook, but if unaddressed, can mushroom into much bigger issues.

Let's start with a definition and then get on to the impact at each level of a Project Organization:

1. Firm reliance on the integrity, ability, or character of a person or thing;
2. Confidence in and reliance on good qualities, especially fairness, truth, honor, or ability;
3. Dependence upon something in the future; hope;
4. Believing in the honesty and reliability of others;
5. Allow without fear;
6. Certainty based on past experience.

Scroll down to see the solution from all three perspectives or jump to the Senior Management, Project Manager, or Team Member perspective.

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The Solution...(or thoughts about TRUST)

From the Senior Management Perspective...

"Trust happens when leaders are transparent, candid, and keep their word. It's that simple."
- Jack Welch, former CEO, General Electric

There is no doubt that our business environment has become more unstable over the past year. When this happens, the workplace can become very intense as employees' stress escalates due to all the "unknowns."

In a project environment, it is EVER more important at this time to GET HONEST (part of building trust) and really take a strategic look at where the organization should be going - and then create realistic projects for how to get there! This is NOT the time to say YES to everything!

Here's what happens during this process if trust is not operating among the Leadership Team during this analysis (based on The Five Dysfunctions of a Team by Patrick Lencione - a great read by the way!):

1. In the absence of trust, leaders fear being vulnerable and being open about their concerns about the projects and their departments' ability to handle it all.
2. Given this, true, honest debate about ideas and issues is marginalized and it instead becomes a guarded conversation where the real issues do not get addressed.
3. With lack of healthy conflict occurring, there is little buy-in and commitment to the decisions that are made.
4. With little buy-in and commitment (and a clear plan of action), there is rarely ever any holding colleagues accountable for the decisions made.
5. And finally, with little accountability, there is an "inattention to results" - where leaders put their attention on their individual needs (or their division's) above the collective good of the organization/business.

If this scenario simulates what is going on in your arena, it might be time to work on restoring some trust -- and of course the best way to do this is to start with YOUR staff and model that behavior for the rest of your workforce.

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From the Project Manager Perspective...

WOW! Powerful quote! In considering "trust" and the role of Project Manager, two things become very obvious:

• How reliant we are on trusting others (stakeholders, clients, team members) to not only be honest about their wants, needs and concerns, but that they also have the competence to really know (or do, or decide...). Our success is BASED on them!
• How reliant stakeholders are on Project Managers to give them valid information and an honest assessment of the "realities" surrounding the project(s).

Even during routine daily interactions with team members, you might not be aware of some behaviors that can erode at the trust between you and another. Some examples include:

• Not sharing information from stakeholders with the team
• Lying (to save face!)
• Taking credit for others' hard work
• Lack of following through on your commitments to the team
• Not giving any feedback (positive or constructive) to the team

Over time, incidents like these can breed resentment, lower morale, and decrease productivity and quality.

So - one quick way to avoid this is, once again, by creating ground rules that include creating a SAFE place for people to tell the truth. Another way is to do a trust-building session with your team where you can have honest conversations on where the problems are regarding trust within the team and start working to rebuild it.

Your team members need to know you care about them and believe they can do the tasks that are theirs to do. They need YOU to be honest, consistent and dependable in your behaviors with them.

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From the Team Member Perspective...

Okay, as stated above, your Project Manager needs to know:

• You have the ability/competence to perform the tasks on your plate, and
• You will do them on time, at the quality level agreed to

Once you do this, you build your CREDIBILITY and a few things can happen:

• All Project Managers want you on their team
• The Project Manager who previously tried to micromanage you will now leave you alone, knowing full well that you are a reliable team member who comes in on time with quality performance.

Now, delivering on tasks can be daunting, and yes, *&*^* happens that threatens your ability to deliver as committed. In order to NOT erode the trust between you and the Project Manager in these circumstances, it is important to be proactive and give him/her a heads up on what is happening.

It is part of a Project Manager's job to remove obstacles from your pathway to meeting your commitments. So I say USE THEM for this purpose, whether it been to help get you a resource, help prioritize your tasks or talk to your boss about your availability. In doing this, your credibility will remain intact and you will continue to be viewed as a competent, caring team member!

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Where is Susan?

Want to meet?

March 12, 2010: Albuquerque, NM

Luncheon Speaker at Women Make a Difference
"Maintaining Your Feminine Energy in a Masculine World"
Open to all women and men!
click here for more information

March 20-27, 2010: Anchorage, AK (tentative)

April 4-7, 2010: Dallas, TX

April 19-25, 2010: Northern New Jersey

April 20: William Paterson University - Wayne, NJ
The Practical Basics of Project Management

Networking and Lecture
Time: 09:00 AM - 11:00 AM
Fee: $20
Workshop Number: B097

Hands-on Workshop
Time: 01:00 PM - 05:00 PM
Fee: $95
Workshop Number: CPERB1

You are welcome to join us! Sign up for one or both sessions!

• Read the lecture and workshop descriptions
  (be sure to scroll down as they are located in the middle of the page)
• Register online
  (courses are listed alphabetically, so these are near the bottom under "The Practical...")

June 8-11, 2010: San Francisco, CA