Hi Reader,
Early in my project management career, I worked with a colleague who happened to share my name. Barbara. We were affectionately referred to by our coworkers as “The Barbs”.
Barb had a way of gently challenging how I approached things. I remember once showing her a program tracker I had spent hours perfecting, feeling quite proud of it. She took one look, smiled, then proceeded to make changes. I started to resist, then she said something that stuck with me: “Barb, there are different ways of doing things.”
It was such a simple comment, but it shifted my thinking.
The changes she made weren’t major, but they made the tracker better. Clearer. More usable. And yet similar to what I had initially created.
Have you ever noticed how we all take different paths, make different choices, and somehow still end up in a similar place?
I was reminded of that this past weekend while hiking with a group through caves and massive rock formations left behind by the ice age.
As soon as we reached the formations, we all scattered in different directions to explore. The twenty-somethings in the group headed straight to the top, while I took a more measured approach, closer to the ground.
Everyone moved through the formations differently, choosing their own route and pace. We peeked through gaps in the rocks and found our own little vantage points. When we regrouped and compared photos, it was clear that although we had all captured the same scene, each of us saw it from a slightly different angle.
Standing there comparing photos, it hit me. This is exactly what happens when trying to wrangle a group of stakeholders toward a common goal. People head off in different directions, each convinced their path makes the most sense.
That is when the project manager steps in, part guide and part chief wrangler.
We bring everyone back together, find the common ground, and keep things moving in the same direction.
Of course, others can do this too. Executives are excellent at getting everyone aligned quickly, but they are also juggling a dozen other priorities and rarely have time to wrangle.
Subject matter experts can also rally a group, although their deep knowledge can pull everyone into the weeds. In my case this past weekend, the weeds would have been poison ivy, and no one wants to leave a meeting itching.
Project managers, on the other hand, are well suited to this balance. We give stakeholders room to explore, then guide everyone back before anyone gets too lost. It takes patience, perspective, and a bit of quiet herding, which is exactly where we thrive.
Looking back, I realize “The Barbs” had it figured out early. Different approaches, a bit of back and forth, a few tweaks, and somehow we always landed in a better spot.
Let people explore, expect a few detours, then bring everyone back together before anyone ends up knee deep in the weeds. Or worse, in poison ivy.
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Barbara Kephart, PMP
Founder and Chief Project Officer
Projects Pivot
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