A “TEEN tantrum” is a way to describe the typical methods some managers and project managers employ when trying to get their way. I came across this term recently, and after having it explained to me, I thought it fit quite well, so I’m sharing it here. Credit goes to the original creator, who prefers to remain anonymous.
The acronym breaks down as follows:
“T” is for Time:
This is about urgency. Common demands include:
“When can I have this?!” “I want this immediately!” “How long will it take to finish this?!”
These types of questions are often the starting point for expressing dissatisfaction.
“E” is for Exasperation:
Exasperation usually manifests as frustration with perceived delays. For example:
“Why is this taking so long?!” “This should only take a few moments!” “Who is responsible for this?!”
Often, the person exhibiting this behavior lacks expertise in the subject, so they’re unaware of the complexities involved in delivering the work.
“E” is for Escalation:
This stage involves threatening to escalate the issue:
“This needs Escalating!” “I want this done now!” “I’ll get your boss involved.” “Give me the name of the person in charge.”
“N” is for Name Dropping:
The final stage includes leveraging authority or connections: “I know ‘Boss X’ ” ” ‘Boss X’ will hear about this!”
This behaviour resembles what some describe as the “Karen” archetype in corporate culture, though it is, of course, gender neutral.
Disclaimer: As always these posts are not aimed at anyone client or employer and are just my personal observations over a lifetime of dealing with both management and frontline associates.
Meetings serve a few valuable functions: they help organize efforts, prepare people for challenges, and identify problems. However, meetings themselves don’t accomplish tasks and at the end of nearly all meetings, no tangible work has been done.
To be effective, meetings must either add to the team’s understanding of their task and deliverables or gather new, actionable information. If they fail to do this, they are largely pointless.
The main exception is well executed agile meetings, particularly short, focused morning stand-ups. These can be useful if done right:
Keep them short.
Keep them honest.
Avoid using them as a reporting mechanism for managers. They’re not for compiling data into spreadsheets or lists. Stand-ups exist to help team members stay on track and understand what’s going on.
For managers, here’s an easy rule of thumb to determine if you have the right number of meetings:
If you were off sick, how long would it take for something important to go wrong?
If it’s a week, weekly meetings may be appropriate.
If your absence wouldn’t cause issues, you might not need that meeting at all.
Finally, consider this: do your team members get more done when you’re on holiday? If so, it might be time to rethink how and why you’re holding meetings.
Disclaimer: As always these posts are not aimed at anyone client or employer and are just my personal observations over a lifetime of dealing with both management and frontline associates.
This is more of an open discussion than my usual posts, as I don’t have a definitive answer. Lately, I’ve been reflecting on when optimism and cheerfulness are most effective in managing projects and leading large teams. Before diving into this, let’s establish some definitions—at least as I interpret them when it comes to a project. Even these are open to debate, but they serve as a foundation for the discussion.
Key Definitions
Determination:
Determination is the unwavering desire to contribute and work through a project. It’s about sheer resolve—nothing will stop you from completing the task. Key point: Determination is neither emotional nor time sensitive. It’s not about the future or the success of the project. It’s about the here and now: getting things done.
Optimism:
Optimism builds on determination by adding hope for a better future. It’s the belief that, despite challenges, there’s a goal worth striving for. Key point: You might not be happy about the present situation, but you’re confident it will improve. Optimism is forward looking and success oriented.
Cheerfulness:
Cheerfulness is optimism combined with happiness. It’s an outward expression of positivity—not just believing in a better future, but also radiating joy and enthusiasm in the present. Key point: Cheerfulness is upbeat, engaging, and contagious, making it a powerful tool for boosting morale.
Application to Management Styles Now we have definitions, how do these traits translate into leadership and project management?
The Cynical Optimist
A cynical optimist maintains hope for the future but is realistic and grounded. They don’t sugarcoat challenges or pretend everything is fine. Instead, they acknowledge the hard work ahead while believing in the eventual outcome.
The Cheerful Optimist
A cheerful optimist is not only hopeful but also exudes enthusiasm and positivity. They inspire others by creating an energetic, uplifting environment, making challenges seem less daunting and the goal more attainable. At first glance, you might assume that a cheerful optimist would naturally be a better leader—someone who motivates and energizes their team. However, the effectiveness of either style depends on the audience.
Audience Matters
The best leadership style is often dictated by the needs and expectations of your team or stakeholders.
Technical Teams, such as Information Technology or Business Analysts:
These individuals are typically pragmatic and focused on the realities of their work. They’re not easily swayed by cheerfulness and can see through superficial positivity. What resonates with them is honesty and a grounded no nonsense approach. For these teams, cynical optimism works best:
Acknowledge the challenges.
Communicate that success is possible with effort.
Avoid overly cheerful reassurances that might come across as dismissive of their workload. Example: “Yes, this will be a grind, and it’s going to be tough. But with persistence, we’ll get there.”
Non-Technical Stakeholders such as Customers or Senior Managers:
Stakeholders often value reassurance and confidence. They’re less concerned with the technical details and more with the perception of progress. Cheerful optimism can prevent unnecessary panic or doubt, making it easier to keep projects on track. For these groups, cheerfulness is more effective:
Inspire confidence in your ability to deliver.
Reassure them that challenges are under control.
Create a sense of enthusiasm about the project’s future. Example: “We’re making great progress, and while there are challenges, I’m confident we’ll deliver excellent results.”
The Importance of Adaptability Ultimately, the best managers are adaptable. They adjust their style based on their audience and the situation.
Be honest and pragmatic when dealing with teams that value transparency and realism.
Be cheerful and reassuring when dealing with stakeholders who need confidence and enthusiasm to stay engaged.
It’s all about balance: conveying optimism without dismissing reality and bringing energy without losing credibility.
Does anyone else have thoughts on this? How do you balance cynicism, optimism, and cheerfulness in your leadership style? Disclaimer: As always these posts are not aimed at anyone client or employer and are just my personal observations over a lifetime of dealing with both management and frontline associates.
Project managers generally fall into two distinct types: facilitators and demanders. As someone who has worked for project managers as well as having them work for me, I feel confident making this distinction.
Facilitators
Facilitators actively contribute to getting tasks done. They play a hands on role in delivering results and often get involved in the finer details of the project. Their effectiveness is apparent when they go on holiday: productivity may slow or even halt because their direct involvement is crucial to progress.
However, facilitators have a notable weakness—they are often too immersed in the process. This closeness to the “coalface” can make it difficult for them to maintain an overarching view of the project. It can also hinder their ability to transition seamlessly between projects since they are deeply embedded in the operational details.
Demanders
Demanders, on the other hand, take a more removed approach. They don’t do much hands on work themselves; instead, they push, chase, and pressure others to deliver. Their value lies in their ability to maintain momentum, as they often accelerate delivery timelines by holding team members accountable.
Interestingly, when demanders go on holiday, tasks may still get done—albeit at a slower pace—because their presence primarily serves to keep pressure on the team. Their absence gives the team a breather but doesn’t stop progress entirely.
Distinguishing the Two:
At first glance, it can be hard to tell facilitators and demanders apart. However, their behavior and approach reveal key differences:
Facilitators:
Provide actionable solutions.
Offer hands on help to overcome obstacles.
Criticize constructively by identifying steps to resolve issues, e.g., “This can be done if we contact X and Y to address these dependencies.”.
Demanders:
Focus on dates and deadlines, and how this effects perceptions of the project by the wider company.
Use corporate jargon like “root cause analysis” often without direct knowledge of the production process.
Sometimes use blanket statements: “We’re missing deadlines, This isn’t acceptable”.
Ultimately, facilitators are deeply engaged in the delivery process, while demanders rely on oversight and pressure to drive results. Recognising these distinctions can help organisations understand how to better utilise their project managers for different challenges.
The Contractor or Consultant “Green Zone” is a semi-informal pricing range on quotations that normally avoids raising concerns or objections from a client.
Explanation:
The contractor or consultant “Green Zone” is the ideal place to quote if you want repeat business with a client, prices that fall below the “zone” can raise suspicions, while prices above it often provoke frustration and indicate greed. This range becomes especially evident when multiple vendors are quoting together on the same project even if they are quoting for different parts.
Quoting within this range can be challenging, as it often requires estimation. The Green Zone varies between projects and even more so between different clients, some clients are actually quite open about such things, and you can even ask for their “rate card” to see if you can match it and make everybody’s life much easier.
Disclaimer: As always these posts are not aimed at anyone client or employer and are just my personal observations over a lifetime of dealing with both management and frontline associates.
