PMcrunch

In today’s crazy times, there are cuts and changes effecting all people everywhere. Many of us have seen projects cancelled. Others have actually lost jobs. Some have suddenly seen thier long stable situations turned upside down by a buyout or downsizing or reorganization.  The key in dealing with this, I think, is to thirst for the future and not hunger for the past.

People have a tendency to want to hold on to the tried and the true, and even when something is gone to hold on to it because it is familiar. This is especially true of a transitionary time like right now when the future is not clear. An unclear future does not provide that comfortable thing to grab onto and hold.

As leaders of our projects and programs, we need to provide clarity all around us. We need to provide clarity to upper management, we need to provide clarity to employees and team members.  We need to look at the crystal bar ourselves and see where our projects and programs stand, not based upon past assumptions, but based upon a look ahead at what is to be.  We need to embrace a future.

A sure key that we are on the wrong track on this is something that I have experienced recently. One of my projects, in which I have put quite a bit of effort and pride, has been cancelled. I will say that it was an excellent project, and our team did a terrific job – but I am partial!  I was awakened, however, by something in conversation recently. Conversations tended to go back to talking about this project, and one of the team members mentioned that!  It really owke me up! I am placing greater emphasis on bringing the conversation to new and emerging projects as a way for me to embrace the future.

So, I say, I think it is good advice to thirst for the future, and not hunger for the past. Hungering for the past only brings hunger, whereas thirsting for the future brings a whole new outlook and possibly excitement and possibility.
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John Reiling, PMP
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