How do you solve a problem called Executive Alignment?
They said they were on board. So why don’t they show up? And most importantly, why are their direct reports fighting you on the assignment of needed resources ? You’ve written a clear project strategy with clear objectives and a business case that demonstrates your project’s value proposition. So, why does everyone still seem so confused?
What’s Going On?
Imagine that each of your stakeholders is a magnet capable of uniting or splintering their extended network for or against your project’s objectives. The power of the magnets may differ, some are positively charged and some are negative but the ability to control their combined effect on your project is the single greatest lever in your change management toolkit. Are your stakeholders pulling towards a common objective or is your company’s management team its own worst enemy? Once the negative energy starts it will spread invisibly and swiftly and it will create havoc in the white spaces of your project.
Are your stakeholders impotent or worse?
- The VP who practices public support but behind the scenes bets against your success
- The Director who believes in the project but can’t commit any of her people to its implementation
- Your peer in a lateral department who led a similar project last year, knows you are underfunded but hasn’t told you he can help you find more money because he doesn’t want to insult your intelligence.
With these kinds of friends, who needs enemies?
What’s a Project Leader to do?
Executive Alignment uses project management, soft skills, hard data, simple logic, coaching and business acumen to help you get the support you need to succeed.
Sound easy? You’re right. It’s not. It’s really hard. That’s why most projects come in late and over budget, with all kinds of bugs and failures.
The Good News is if you take it step by step, it may not be easy but it is doable.
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