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How to close off a project properly

How to close off a project properly
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The emphasis on getting things done (GTD) through technologies, tools and psychological tweaks has helped us become able to achieve new heights in productivity. This is great since the more things that we can finish, the sooner we can get on to other (often bigger and better) things. That could mean picking up more money, vacation time or opportunities to try new things – whatever is important at the time. But don’t be in too much of a rush to close a file or finish grinding out the last 10% of a task. There are some great ways to finish things that can yield important benefits for you and those around you who are involved. These benefits can often extend to those who may later come onto the scene.

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Closing a project should include the following elements:

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  • Recognition. McDonalds has its longstanding Employee of the Month picture frame program. Dell has a Volunteers of Distinction program for its employees who become involved with volunteer projects. Toastmasters International has numerous awards for its members completing various tasks and terms of office. The best programs have five aspects:
  • Achievable: The standards are high but not so high as to discourage all but the overachievers from trying to reach them.
  • Objective: People need to know what to expect and to perceive the granting of awards as not being an overly subjective process.
  • Practical: Include rewards that are sensible motivators. Time off and cash don’t make much sense if you are short staffed and cash strapped. However, when the coffers are full and you are in a slow season, time and cash would be better motivators than a coffee table ornament.
  • Timely: The closer the granting of an award to the completion of the task, the better.
  • Useful: Wherever possible, measure and reward something that helps to produce desired results.
  • Documentation. Most companies tend to do a pretty good job of documenting completions since it usually involves financial accounting aspects. Not-for-profit organizations are often notorious for failing to properly document project completions and address transfer issues. Doing a good job of these aspects can make life much easier for those taking over the offices in the future. For example, if an organization has an annual conference, it should prepare an electronic file with all the materials used to plan, promote, operate and complete the event. Maybe burn a CD and give it to the following year’s conference chair.
  • Review and re-examination. This is part of the sandwich – the stuff in the middle. Between the recognition and celebration aspects, this is a great place to conduct an evaluation and bring in constructive feedback so that improvements can be made in future projects. Such feedback should include some positives (things that worked well), suggestions for improvement and a positive overall. A sandwich within the sandwich. These reviews can provide tremendous growth opportunities for those involved, as well as helpful in improving the quality of the projects themselves.
  • Closure & cleanup. Aspects of closure normally include getting paid and paying everybody, completing any outstanding paperwork, filing any required reports, briefing anyone who needs to be briefed, tossing out the trash and cleaning up the factory, warehouse or workspace. Generally, once this is done, the slate should be clear and wherever possible there should not be lingering remains from old projects interfering with future activities.
  • Celebration. The Hollywood people have mastered this with wrap parties and big events such as the Academy Awards. Every time a film is completed, tradition calls for a “wrap party” where everyone involved in the production gets together for a celebration, wrapping up the production. The Academy Awards are an extreme case where the industry in a very public way awards its own for various things while bringing greater recognition to the film and television industry as a whole.

Build an event but keep it in proper proportion. For a small group project at work, ordering in lunch and having a light review and review wrap-up session would work great. The team leader could acknowledge everyone’s contribution, perhaps with a more senior executive coming by to say a few words and present awards. The meal itself could be the award but it is usually better to have something that goes beyond the event. Cash and time off are great but so is something tangible that can be put on display by the person who has earned it. For a bigger project, a big splash at a hotel or conference venue might give the best results. What such an event should look like and how big it should be depends on a number of factors. The important thing is to scale it appropriately. Putting an event together can take considerable time, money and effort, so some thought should be put into planning and managing it properly.

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Overachievers beware. Finishing does not mean starting. There is nothing wrong with using a closing event to announce something new. In fact, this is often a great way to launch a new project. But launching something new should not undermine the thing just completed. Focus the events surrounding the completion on the completion, not on the new beginnings. This serves to preserve the integrity of the activity just completed and to allow those involved to take a breath, enjoy the prizes, tidy up the paperwork, reflect, mop up any odds and ends, and freely enjoy the celebration without getting prematurely wrapped up in the next thing.

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These above completion elements might seem obvious to someone reading them but there is often no formal process in a company or organization for carrying them out effectively. Those that have these processes tend to do a much better job of completing projects with a flourish than those that do not. Larger and more successful companies and organizations tend to be the ones that have such processes.

Those who do a great job finishing projects leave fellow team members motivated towards getting involved and doing great things on future projects. A well completed task also has enough properly completed documentation associated with it that anyone who wants to learn from or duplicate the results in the future is able to do so without having to figure it out from scratch.
If you have any tips or ideas to share on finishing, please post a comment.

Peter Paul Roosen and Tatsuya Nakagawa are co-founders of Atomica Creative Group, a specialized strategic product marketing firm. Through leading edge insight and research, sound strategic planning and effective project management, Atomica helps companies achieve greater success in bringing new products to market and in improving their existing businesses. They have co-authored Overcoming Inventoritis: The Silent Killer of Innovation now available.

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Last Updated on February 20, 2019

How to Get Promoted When You Feel Stuck in Your Current Position

How to Get Promoted When You Feel Stuck in Your Current Position

Are you stuck in the same position for too long and don’t really know how to get promoted and advance your career?

Feeling stuck could be caused by a variety of things:

  • Taking a job for the money
  • Staying with an employer that no longer aligns with your values
  • Realizing that you landed yourself in the wrong career
  • Not feeling valued or feeling underutilized
  • Staying in a role too long out of fear
  • Taking a position without a full understanding of the role

There are many, many other reasons why you may be feeling this way but let’s focus instead on getting unstuck.

As in – getting promoted.

So how to get promoted?

I’m of the opinion that the best way to get promoted is by showing how you add value to your organization.

Did you make money, save money, improve a process, or some other amazing thing? How else might you demonstrated added value?

Let’s dive right in how to get promoted when you feel stuck in your current position:

1. Be a Mentor

When I supervised students, I used to warm them – tongue in cheek, of course – about getting really good at their job.

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“Be careful not to get too good at this, or you’ll never get to do anything else?”

This was my way of pestering them to take on additional challenges or think outside the box, but there is definitely some reality in doing something so well that your manager doesn’t trust anyone else to do it.

This can get you stuck.

Jo Miller of Be Leaderly shares this insight on when your boss thinks you’re too valuable in your current job:[1]

“Think back to a time when you really enjoyed your current role. I bet there was a time when this job was a stretch for you, and you stepped up to the challenge and performed like a rock star. You became known for doing your job so well that you built up some strong “personal brand” equity, and people know you as the go-to-person for this particular job. That’s what we call “a good problem to have”: you did a really good job of building a positive perception about your suitability for the role, but you may have done “too” good of a job!”

With this in mind, how do you prove to your employer that you can add value by being promoted?

In Miller’s insight, she talks about building your personal brand and becoming known for doing a particular job well. So how can you link that work with a position or project that will earn you a promotion?

Consider leveraging your strengths and skills.

Let’s say that project you do so well is hiring and training new entry level employees. You have to post the job listing, read and review resumes, schedule interviews, making hiring decisions, and create the training schedules. These tasks require skills such as employee relations, onboarding, human resources software, performance management, teamwork, collaboration, customer service, and project management. That’s a serious amount of skills!

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Is there anyone else on your team who can perform these skills? Try delegating and training some of your staff or colleagues to learn your job. There are a number of reasons why this is a good idea:

  1. Cross-training helps in any situation in the event that there’s an extended illness and the main performer of a certain task is out for a while.
  2. In becoming a mentor to a supervisee or colleague, you empower then to increase their job skills.
  3. You are already beginning to demonstrate that added value to your employer by encouraging your team or peers to learn your job.

Now that you’ve trained others to do that work for which you have been so valued, you can see about re-requesting that promotion. Be ready to explain how you have saved the company money, encouraged employees to increase their skills, or reinvented that project of yours.

2. Work on Your Mindset

Another reason you may feel stuck in a position is well explained by Ashley Stahl in her Forbes article. Shahl talks about mindset, and says:[2]

“If you feel stuck at a job you used to love, it’s normally you–not the job–who needs to change. The position you got hired for is probably the exact same one you have now. But if you start to dread the work routine, you’re going to focus on the negatives.”

In this situation, you should pursue a conversation with your supervisor and share your thoughts and feelings. You can probably get some advice on how to rediscover the aspects of that job you enjoyed, and negotiate either some additional duties or a chance to move up.

Don’t express frustration. Express a desire for more.

Share with your supervisor that you want to be challenged and you want to move up. You are seeking more responsibility in order to continue moving the company forward. Focus on how you can do that with the skills you have and will develop with some additional projects and coaching.

3. Improve Your Soft Skills

When was the last time you put focus and effort into upping your game with those soft skills? I’m talking about those seemingly intangible things that make you the experienced professional in your specific job skills:

An article on Levo.com suggests that more than 60 percent of employers look at soft skills when making a hiring decision.[3]

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You can bone up on these skills and increase your chances of promotion by taking courses or seminars.

And you don’t necessarily need to request funding from your supervisor, either. There are dozens of online courses being presented by entrepreneurs and authors about these very subjects. Udemy and Creative Live both feature online courses at very reasonable prices. And some come with completion certificates for your portfolio!

Another way to improve your soft skills is by connecting with an employee at your organization who has the position you are seeking.

Express your desire to move up in the organization, and ask to shadow that person or see if you can sit in on some of her meetings. Offer to take that individual out for coffee and ask what her secret is! Take copious notes and then immerse yourself in the learning.

The key here is not to copy your new mentor (think Jennifer Jason Leigh in “Single White Female.” Just kidding). Rather, you want to observe, learn and then adapt according to your strengths. And don’t forget to thank that person for their time.

4. Develop Your Strategy

Do you even know specifically WHY you want to be promoted anyway? Do you see a future at this company? Do you have a one year, five year, or ten year plan? How often do you consider your “why” and insure that it aligns with your “what?”

Sit down and do an old-fashioned Pro and Con list. Two columns:

Pro’s on one side, Con’s on the other.

Write down every positive aspect of your current job and then every negative one. Which list is longer? Are there any themes present?

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Look at your lists and choose the most exciting Pro’s and the most frustrating Con’s. Do those two Pro’s make the Con’s worth it? If you can’t answer that question with a “yes” then getting promoted at your current organization may not be what you really want.

The two most important days in your life are the day you are born and the day you find out why. –Mark Twain

Mel Carson writes about this on Goalcast that many other authors and speakers have written about finding your professional purpose.[4]

Here are some questions to ask yourself:

  • Why is it that you do what you do?
  • What thrills you about your current job role or career?
  • What does a great day look like?
  • What does success look like beyond the paycheck?
  • What does real success feel like for you?
  • How do you want to feel about your impact on the world when you retire?

These questions would be great to reflect on in a journal or with your supervisor in your next one-on-one meeting. Or, bring it up with one of your Vital Work Friends over coffee.

See, what you might find is that being stuck is your choice. And you can set yourself on the path of moving up where you are, or moving on to something different.

Because sometimes the real promotion is finding your life’s purpose. And like Mastercard says, that’s Priceless.

More Resources About Career Advancement

Featured photo credit: Razvan Chisu via unsplash.com

Reference

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