A recent post over at the Thought Leaders blog titled When the Boss Says Yes and Means No reminded me of the confused expectations set by leaders when it comes to project support.
We’ve all heard at some point if senior leadership doesn’t support a project or initiative it’s doomed to fail. But what exactly is the definition of “support”? For example, let’s say the powers-that-be don’t squash a project. But they also don’t attend the meetings, provide adequate resources, or promote the benefits of the result. Is it fair to say they “supported” the project?
Another possibility is leadership doesn’t cancel a project but they also don’t know how to support it. Dan McCarthy just talked about the subject in his post What Does ‘CEO Commitment’ to Leadership Development Really Mean?
It might not seem like it at times but, I can see in some instances where the decision to not cancel a project is interpreted as providing support. Maybe just getting the green light to do something is support enough. In other situations, appropriate support might need to be much more. Including leadership team presence and resources like money, equipment, and staff.
Regardless of the reason, it would seem like the defining factor of senior leadership support is directly tied to business goals.
If the project/initiative has direct impact on organizational goals, then senior leadership needs to have a high level of support and engagement. And, if the project doesn’t have a direct impact on organizational goals, then maybe their support can take a different form. You might be asking – shouldn’t every project have a direct impact on business goals…but reality is, many projects don’t. Things like painting the building or upgrading furniture are projects that don’t always have a direct business impact.
What’s important is for leaders to set clear expectations where projects are concerned including letting people know the level of support the project will receive. This can avoid confusion and frustration by employees wondering why their project isn’t getting management support.
Part of being a leader is supporting the organization. Support isn’t a one-size-fits-all matter. Taking into consideration the task, it’s impact on the operation and communicating clear expectations will make for a successful project.
P.S. Speaking of leadership, friends Kevin Eikenberry and Guy Harris have just launched a book From Bud to Boss: Secrets to a Successful Transition to Remarkable Leadership. They’ve also launched a Bud to Boss community. Kevin and Guy have graciously offered to give away 2 copies of their new book to HRB readers. And you will get your choice of receiving the book in hard copy or Kindle version. All you need to do is leave a comment below that you want to be entered in the drawing. That simple. I’ll draw the winning names on Friday, February 18. Many thanks to Kevin and Guy for sharing their new book with us! I’m looking forward to being a part of the Bud to Boss community.
Image courtesy of Wikimedia Commons
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Jenny W says
I want to be entered in the drawing for the Bud to Boss book.
Carolyn Stoll Sokol says
I believe I need this book, not only does my son work for me but also a few of his friends as well. They are very smart and fit for the job, however I have known them since the 5th grade and it is very hard to go from “Alec’s mom,” to boss. I really need to make that transition from a mom who bakes them brownies to a serious leadership roll. I think the Bud to Boss Community will also help.
Thanks!
Victor Mahillon says
Great post! Do you feel that these different interpretations of support vary across sizes of organizations? Perhaps at a start-up, if insufficient resources are provided, major shareholders don’t attend meetings, it’s quite clear that there is no support? I would imagine that at a larger company, there is a lot more “reading between the lines to be done” – what are your thoughts? Thanks!
Margaret says
Please enter me in the drawing for a free book. It looks fantastic!
Cathy says
Hi – I would love to read that book; we promote a lot internally and have a solid management development program for new managers. It’s a tough transition, and I always like to incorporate new material.
I also enjoy reading your blog… I don’t often comment since I get this through RSS feed and read it on my iPhone 🙂
THANK YOU!
Sharlyn Lauby says
@Jenny – You’re in.
@Carolyn – Thanks for sharing. I think we can all empathize with the challenges of transition.
@Victor – I agree – different organizational cultures could interpret things differently. That’s why it’s important for leaders to set appropriate expectations. Thanks for the comment and question!
@Margaret – You’re signed up.
@Cathy – Thanks for the kind words. And, consider yourself in the drawing.
Sharlyn Lauby says
And the book winners are Jenny and Margaret! Congrats.
Send me an email to cheers@hrbartender.com and I will send the details to get your book…
Enjoy the weekend everyone!