by Katie Mead

   This article was originally published in The Productivity Institute (PI) Newsletter

The success of any project, from facilitating key special events to designing a communications strategy, is dependent upon great coordination.  However, it can be difficult putting your finger on which criteria will best set a project up for success.  Whether designing and coordinating your own project or looking to hire an exceptional project coordinator, here are some key competencies to keep top of mind:

 1. ‘Getting it’ and making changes
A talented project coordinator will quickly and effectively grasp the project goals and be able to readily articulate them (translating technical jargon, if necessary) to the team.  And it’s not just the goals at the project outset that matter: great coordination depends upon agility and flexibility – the ability to respond to changes as they occur.  It’s not enough to meet every pre-arranged milestone and deliverable on time and on budget if the project goals have changed.  Constant vigilance and the ability to change tacks are essential to good project coordination.

2. Team building
The results of a project are usually reliant upon the efforts of a team.  With a focus on effective team-building, a great coordinator is able to marshal the resources of many, while maintaining the vision of the project’s greater scope.  Especially valuable is the ability to anticipate and remove barriers to team-effectiveness before they become problematic.  A successful team will result in a successful completed project.

3. The great balancing act
Intrinsic to any project, regardless of its size or complexity, is the buy-in of various stakeholders.  Whether the development team, business sponsors, sales, marketing or human resources, each group has its own agenda and priorities.  It’s the job of the project coordinator to keep all these ‘balls in the air’, to stay abreast of the different needs and requirements of each stakeholder, and juggle priorities appropriately.  This balancing act is intensified when the project also requires the facilitation of outside or outsourced talent.

4. Following the leader
Seamless project coordination requires excellent project leadership ability.  An exceptional project coordinator possesses a variety of important skills and qualities: exceptional communication, the ability to motivate others, the ability to negotiate, as well as consummate organizational and conflict resolution skills, just to name a few. A project will be successful according to how well the project coordinator manages this skill-set.

5. Natural-born diplomacy
Regardless of the nature of the project, any competent project coordinator will tell you that effective project coordination deals with people as its first priority.  Great diplomacy skills are required to keep people productive and feeling valued. And if problems can’t be sidestepped, great conflict resolution skills are essential.   The ability to smooth out people-problems when they occur with great tact and respect is an invaluable skill, and an intrinsic tool in any good project coordinator’s toolkit.

6. Persistence
An often overlooked, but nevertheless essential, part of effective project coordination is persistence.  To overcome all the various obstacles and challenges that can arise, a great project coordinator depends upon both a sense of humour and a flexible contingency plan.  The ability to regroup and come at the problem from a different angle is an important skill for any seasoned project coordinator.

7. Trustworthiness
Let’s face it: hiring an excellent project coordinator ultimately comes down to trust.  Look closely at their credentials: it’s guaranteed that a seasoned coordinator will have a demonstrable track record of success and excellent references.  An effective project coordinator will take the needs of the project and run with it.  Along the way, they’ll go the distance by utilizing great communication skills and transparent processes to put you at ease while ensuring delivery of a successful finished project, on time and on budget. 

Katie Mead is the co-founder of Springboard Consulting, Katie is a passionate about good communication.  From a diverse background in the fine arts, she has developed a proven track record of success working in both the for-profit and non-profit sectors. Her particular areas of expertise include marketing, grant writing, non-profit resource building and management, fundraising, and the design and launch of various keynote projects and events.  Katie can be reached at:  katie@springboardconsulting.ca

by Patrick Seaton

   This article was published in The Productivity Institute (PI) Newsletter

Have you ever thought about the difference between Firefighters and Pyrotechnicians? 

Firefighters: They wait in the firehouse until the alarm goes off.  Then they race to the scene of the fire, put it out, and then go back and wait for the next fire.  Despite the fact that they do occasional fire safety education, they are reactive in their work.

Pyrotechnicians: They select the fireworks that will go off, the sequence, the music, and the timing.  They are totally proactive in their jobs.

So what are you?  What about your staff?  What did you hire?  What is supported and recognized in your company culture?  What do you need to drive your company forward?

What I offer to you this month is to consider if you have trained and conditioned your employees to be the consummate firefighter, while urging them to become better pyrotechnicians. 

The problem is this.  Proactive skills are exactly that – skills.  They need to be learned, practiced, and fine-tuned if we are to be good at them.  When we are constantly fighting fires, we may only have a few short minutes to put on our “proactive” hat.  Just when we think we’ll have time to do something proactive – DING! DING! DING! The fire alarm goes off again and we rush off to put out the next fire.

Another thing that really perplexes me is the following:  Why is it that we very often rush through, or skip the planning stage of a project?  Instead we get so excited to jump right in and begin “doing something” and/or we say that there isn’t enough time to plan it all out. 

And when a project is assigned to us, why we are urged to get quick answers and results?  We feel pressured to start “working.” 

What I don’t understand is that while we don’t/can’t/won’t take the time to plan up front for 2 or 3 hours, we almost always hit the point in the project when we need to “regroup.”  “Regroup” has become a common phrase in companies today.  We “regroup” because things aren’t going the way we anticipated.  How is it that we can always find the 15 hours (or 10, or 20) needed to undo the work that was done, fix the problem, redo the work, and get back to where we were before we “regrouped,” but we rarely find the time for a couple hours of planning up front?

Taking the time to plan and prepare for upcoming changes, projects, and strategic initiatives does not have to be complicated.  Remember that people accept change better when there is a focus on processes, when they are included in the process, when they are allowed and encouraged to ask questions or voice concerns, and when they feel that there is a plan in place so that they don’t have to “regroup” later.

So if you really want people to be proactive and help drive your company forward toward a great future, create opportunities for them to build and hone their proactive skills.  The first step to becoming proactive is to learn to plan. 

Until next month!

Benefits
1. Lower costs by eliminating rework and “regrouping”
2. Increase productivity by making sure there is a plan and people know their priorities that will bring them closer to the goals
3. Improve morale by opening communication lines, minimizing stress and frustration for those who typically don’t have a role in the planning process, and validating employees’ contributions to the organization’s strategic goals
4. Develop management by giving them a vehicle for learning how to be proactive

Best Practices
1. Conduct a planning session every major project or initiative
2. Make sure that the goal is clear and attainable (stretch is OK)
3. Make sure the project or initiative champion participates in the session
3. Use a facilitator from outside the area (or organization) to bring fresh perspectives and unbiased suggestions to the group

Patrick Seaton
Innovative Management Tools LLC
www.innovmgmt.com
pdseaton@innovmgmt.com
715-340-9606