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KNOW WHEN YOU ARE DONE
Clear Goals Enable You to Declare “Finished!”
Done is better than perfect.
—FACEBOOK MANTRA
But when are we done? When has the subcommittee completed its work? When has your special task force ceased to be special? How can you tell when the formal portion of the program is done and hanging around to socialize is optional? Recognizing when the mission has been accomplished is harder than it sounds for organizations as well as individuals.
In a perfect world, projects have clear kickoff and due dates. Team members manage their time toward these goals and take satisfaction when completing their tasks. In the real world, there are many instances in which “the end” isn’t as clearly defined as it should be, leading to wasted resources and frayed nerves. This may be due to an ever-expanding set of deliverables (scope creep) or the inability to articulate what done might look like as the project itself is an exploration.
Put a bookmark in this chapter and pass it around to your colleagues. Protect against the two dirtiest words in project management: scope creep. Scope creep occurs when contractors or team members want to exceed expectations and deliver “more value,” unexpected events impact when or how a product can be delivered, or little requests add up to time-consuming (and potentially expensive) labor. Before you know it, the extent of what will be produced and what it will take to finish has swelled. Failure to point out “this wasn’t in the original remit” leads to frustration and potentially unpaid time. We sometimes avoid anticipated conflict and figure it will all work out in the end. But it doesn’t.
Another reason why we don’t declare “Done!” is that the familiar gets comfortable. Mastering a problem feels good; becoming the expert is fun. Why stop now? You’ve gotten into a rhythm with the other people on the project, you’ve found your favorite lunch place to hold meetings, and you’ve developed a group shorthand. Shifting attention from what you know to delve into the unknown takes energy, and it requires disbanding your gang. No one dares to declare “finished,” so you keep on perfecting—and spending time together. Keep those great connections going. Look for ways to nurture the new relationships you formed (plan a reunion of your work group), and give yourself permission to enjoy each other, separate and apart from the task.
Depending on how you are wired, a terrific evening may constitute observing germs through the microscope, wordsmithing the perfect opening sentence, debating the appropriate prompt to facilitate a discussion, or contemplating which image should open an art installation.
There’s banter and camaraderie. Some of your colleagues flew in from out of town and have no evening plans. Or your company pays for dinner and/or your transport home if you work past a certain hour. The conversation continues. Half of your group has relaxed into the activity, while others have to relieve the nanny, go to rugby practice, or buy groceries. Who’s going to say, “Thanks for your input. Anyone who wants to stick around, please do. Anyone who has to leave, see you tomorrow.”
Sometimes the devil preventing “Done!” is perfection. Psychologist Barry Schwartz found that people who do good enough work, “satisfiers,” are consistently happier on the job than “maximizers.” Although maximizers seek the optimal choice, their ultimate decisions are not necessarily better. So what’s good enough? Clear communication of what is expected takes you part of the way toward proclaiming, “Completed!” The other necessary ingredient is the courage to say, “We’re done.” If you want to foster respect and loyalty among your colleagues, learn to open and close a meeting, project, or initiative with grace.
THIS IS FOR YOU IF
• Your team enjoys their work and each other.
• It’s hard to get on your calendar. You’re always in a meeting.
• There’s always something more to do.
TAKE ACTION
State goals clearly, and continually refer back to them. When expectations expand, complete the initially stated task and then agree to the new objectives. Everyone involved should be able to state what the overall goal is and their contribution to it. As work unfolds, remind your team of project plans and deadlines.
Avoid the trap of working on the familiar at the expense of starting a new, more challenging project. When kicking off a special committee, assign a date for it to disband. Don’t allow continuing ad infinitum to be the default.
Set a clear agenda for meetings and dismiss the assembled if you have achieved your goal before the allotted time is up. Left unchecked, meetings will fill all available minutes. Pay close attention to how time is used. If participants spend 15 to 20 minutes at the beginning or end of a routine meeting discussing a coworker’s golf game, try to schedule less time for the session in the future.
If you have gathered colleagues together for coffee or a cocktail to plan or debrief a piece of work, be sure to note when the formal portion of the discussion is over. Let the people who want to socialize stay on and give permission for others to depart.
KEEP IN MIND
• You can declare one project done and then agree on terms for a new initiative. Recognizing the end can kindle new beginnings.
• Read the room and check the goals. Just because you’re getting antsy doesn’t necessarily mean the meeting is done.