Mike could have been a character from a mobster movie like “Godfather” or “Goodfellas.” Every line he delivered had that laid-back tone, laced with a hint of Okie drawl, be it a joke, a project update, or the dreaded announcement of your untimely termination. Never shaken nor stirred, full of razor-sharp one-liners – sometimes insightful and often R-rated, leaving you amused or slightly shocked.
Mike moved deliberately, never succumbing to rushed or sudden motions, which did wonders in hiding the intensity and fierceness he brought to a project. Cool, collected on most days, but one mean son of a b*tch on a bad day.
Back in 1997, I was working for Teletronics – a Telecom Consulting Firm. Nextel, a nationwide wireless service provider, contracted Teletronics to build the network of cell towers needed to launch wireless service in the vast territories of Austin-San Antonio, Texas. As the launch date approached, however, Nextel’s confidence in the performance of Teletronics was waning rapidly. Anxiety started to gnaw at the management, prompting Nextel to send a conditional termination letter with a 60-day ultimatum to Teletronics leadership.
When this fiasco unfolded in Central Texas, I worked for Michael Walker at (newly formed) AT&T Mobility in Las Vegas. Teletronics’ leadership, in a desperate bid for redemption, summoned Michael to Texas with an urgent mission: to resuscitate the ailing Nextel project.
Michael brought me to the project and appointed me an entry-level construction manager. I still vividly remember my first site, Walnut Creek in Austin, forever leaving an indelible mark on my project-management career.
In this remarkable project teetering on edge, I learned invaluable lessons in project management, destined to shape future endeavors and find their home within the PXPI framework.
Lesson 1:
Seek clarity first
Amidst the crisis, the leadership yearned for a groundbreaking strategy to salvage the project, and their impatience was palpable. Each passing day, overshadowed by the looming threat of contract termination, tested their resolve. Undeterred by the mounting pressures, Mike dedicated the initial days to extensive dialogue with the team. His mission: to decipher the true extent of progress, unravel the project’s obstacles, and forge a path to reverse the tides.
Mike’s unwavering priority lay in achieving clarity of the present reality and charting the road ahead. No grand strategy was necessary; the team returned to the basics: Plan, execute, evaluate & learn, streamline, and accelerate.
Lesson 2:
The problem could be less complex than you think
Perceptions changed as I collaborated with Mike on the database and reporting front. A delightful surprise awaited us as we discovered better progress in the field than initially reported. Typically, these updates came from the dedicated field construction (CX) managers. However, the prospect of daily reports or database entries failed to ignite their enthusiasm when burdened with the many daily activities. At the core, this was a behavioral problem. The CX managers had no aversion to updating project trackers; instead, we needed to alleviate the reporting burden. By designing a frictionless experience, we would witness a surge in reporting accuracy. So we set our sights on fortifying the GPS (Guided Productivity System).
Lesson 3:
Construct a compelling narrative to alleviate the grip of the Ellsberg paradox
Enhancing our reporting and communication with customers became imperative. The issue only partially resides in the format of our project tracker. Customers aren’t typically disturbed by the negative numbers but rather by the uncertainty they evoke. The problem was the absence of a meta-analysis behind the presented data—customers could see the numbers, but the story behind them remained elusive. It is this coherent narrative that must be conveyed to customers. Without it, they fell victim to the Ellsberg paradox, which illuminates their aversion to ambiguity and uncertainty. The narrative’s essence lies in bridging the gap of uncertainty and adeptly managing customer stress.
To effectively manage customer stress, answer these questions honestly and authentically:
- What insights do the numbers reveal about our current status? What perspectives can you offer that customers may not see?
- How will we navigate the project’s current state to its desired destination? Will we meet the budget, time, and quality objectives?
Consider a basic example: Suppose you possess 12 approved building permits for a cell tower construction project. While a report may simply present this number, when communicating with customers, provide a narrative context:
“We should have completed 18 building permits, representing 50% progress. Unfortunately, we find ourselves with only 12 permits, trailing by 6. However, please note that we submitted 11 permit applications in the same week. We anticipate their release by next week, propelling our total to 23 and returning us to the driver’s seat.”
A loose format of the above narrative may encompass the following elements:
- Current situation
- Reasons for the delay
- Recovery plan, and
- Implications for the ultimate goal.
Weaving this story coherently can be challenging. It requires diving into the narrative behind the numbers—the project’s pulse, processes, hurdles, and tactics or steps that can expedite progress. Engage with your team, initiate discussions, analyze, and develop viable options. But above all, internalize that story.
Once you possess the winning narrative, ensure its clarity resonates with every team member. Everyone should grasp their roles within the story, anticipate challenges and obstacles, and understand the appropriate strategies to employ at the right moment.
Lesson 4:
Art of informal follow-up beyond formal meetings
During a typical day, usually in the late morning or after lunch, Mike would stroll through the office, engaging in casual conversations with people. This was Mike’s distinctive approach to follow-up, and over time, I discovered its influence on the PX Signals of the PXPI framework.
While I’m sure Mike didn’t consciously follow a specific framework, I formulated a framework around this type of conversational follow-up:
- Prioritize individuals to follow up
- Exchange pleasantries and humor
- Dive into the questions: What are the plans? Do you need any support or resources? What timeline are you forecasting? Do you expect any surprises?
- Discuss the impact of the action item on the project
Prioritize individuals based on the critical actions at hand.
What action at the project’s current state will move the needle most? Who was responsible for that action? Mike would check in with them.
Balance pleasantries with humor intertwined in an ongoing narrative or story.
Mike would establish a connection by Initiating a topic unrelated to work, such as the latest news in sports, or continuing a previous discussion. For instance: “So, what was the score last night?” he asked, referring to the high school football game Christine’s son played. Christine was our corporate counsel. Her face lit up as she proudly shared details about the game. Mike listened attentively, asking a few more questions before transitioning to the project-related query.
Discussion of the action item.
“What’s your plan for handling the zoning of the Walnut Creek site?” he inquired. Mike would assess if she had the necessary resources and support. If she had considered potential surprises in the process, what timeline she envisioned, and how it aligned with the project’s overall narrative.
The conversation could also revolve around processes. What was working well? What needed improvement? Such discussions often found their way into our team meetings.
The residual effect:
Having engaged in these follow-up discussions with Mike, I noticed a consistent thread of emotions he instilled in me (and other team members):
- A profound understanding of the action’s significance.
- A clear view of the path to completion and the resources required.
- Confidence in the team’s support whenever assistance was needed.
- A sense of invigoration, which I affectionately call the “Menthol effect”: Have a fire up your ass without feeling the heat, i.e., feeling motivated without experiencing overwhelming pressure.
Lesson 5:
Regroup the team with a ‘balanced’ psychological safety
As the project concluded, we emerged triumphantly from the dip, accomplishing all our time, budget, and quality goals and exceeding expectations quickly—all with the same dedicated project team that had been there from the beginning (minus the leadership). So, what sparked this transformation?
When we first embarked on the project, the looming threat of contract termination cast a dark shadow, and team morale was at an all-time low. We found solace in each other’s shared despair, forging a bond amidst impending adversity. However, we craved inspiration and motivation to propel us forward.
Mike would tell us the tales of his encounters with Nextel and Teletronics leadership and how he was masterfully shielding us from the overbearing gaze of upper management. These stories ranged from amusing anecdotes to riveting accounts. While I couldn’t confirm the integrity of all his tales, their impact on the team was positive. Gradually, the team began to believe that Mike was fighting for their safety—an assurance that freed them from concerns about ‘villainous’ higher-ups. Instead, they could focus solely on their daily tasks, with clear roles and goals. Interestingly, the Guided Productivity System, designed to instill accountability within the team, also provided much-needed psychological safety.
Engineer an inspired project experience, and the team will produce miracles.
Ultimately, the team overcame every challenge with unwavering determination, completing all 46 cell tower sites within the designated timeframe. The grand launch of Nextel’s cellular service in the vibrant Austin and San Antonio markets ensued, accompanied by resounding applause.
Our team was defiant in the face of adversity. They came up with creative solutions when faced with a stubborn problem. They pulled all-nighters when the project demanded it. As they say in Texas, they worked harder than a cat trying to hide its mess on a marble floor.
It was the team that got the project done in time. Yet, one individual stood out. Mike, a beacon of inspiration, unlocked the floodgates of enthusiasm and motivation when it mattered most. This is the core message in the PXPI framework: Engineer an inspired project experience, and the team will produce miracles.
