Hurdling Roadblocks

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Summary:

We all encounter things at work that impede our progress. Having the skill to effectively deal with the roadblocks makes a big difference in your overall productivity. Will you get a reputation as a whiner or as someone who pushes through obstacles? In this week's column, Danny Faught offers help with two common types of roadblocks and gives suggestions for reducing the chances that any barricade will impact your schedule.

I'm working on a project that is littered with roadblocks, yet I'm still making progress. I'll share with you how I take a positive approach to clearing roadblocks and staying productive, even when I have trouble getting the things I need. Though the solution requires getting managers involved, I should point out that my role on the project is technical, not managerial.

Someone You Need Help From Isn't Helping You
There will be times when you'll depend on someone else's help to complete a task--for example, acquiring or setting up test equipment, creating network accounts, or fixing bugs that block your testing. When you ask the person you're waiting on when he'll have the task done, he either may give you a date that's later than what you need or may not commit to helping you at all.

Look at it from the other person's point of view. His manager has asked him to get certain things done, and your task might not even be on his to-do list. Tell your potential helper that this is a problem for you and that you're going to ask for help from management. Your attitude is very important; you're not tattling on this person, just pointing out that you can't get done what you've promised because of priorities that you can't directly control. The person genuinely may want to help you but can't meet his current commitments if he does. If you approach the situation from a constructive point of view, while keeping in mind that your potential helper takes direction from someone other than you, you're much more likely to succeed.

Explain to your manager how your commitments are in jeopardy because of dependency on helpers who have separate things to do. Discuss whether it makes more sense for your helper's priorities to change, for you to adjust your own commitments, or for you to embrace another creative solution.

If the person works for a different manager than yours, the problem needs to be discussed with that manager. It's most effective if you and your manager talk to the other manager together. If you already have a good relationship with the other manager and have trouble finding a meeting time that can include your manager, you may want to talk to the other manager alone. Or your manager may decide to tackle the issue alone, in which case your dependency has now shifted to your manager.

Remember, this is not a process of complaining. Your goal is to explain the situation matter-of-factly and discuss the consequences of not taking action. Think beyond your own responsibilities, and be ready to discuss things from the point of view of the organization as a whole.

You Aren't Getting the Guidance You Need
Sometimes you need a decision from someone in order to guide you in the right direction. It can be very frustrating when you can't get a straight answer. Here are a few ideas to help get the answers you need to move forward.

Find out when is a good time to talk to the person you need an answer from. Some will grumble about how busy they are until you offer to schedule a meeting. Scheduled time is easier for people to accept than unplanned interruptions. Keep the meeting length to thirty minutes or less if possible. It might give you some anxiety to have to wait a few days to get in to see them, but most decisions you're seeking answers for aren't actually emergencies. When you demonstrate that you use people's time wisely, you start building relationships that will give you

About the author

Danny R. Faught's picture Danny R. Faught

Danny R. Faught is the proprietor of Tejas Software Consulting, an independent consulting practice focusing on helping clients manage the quality of the software they produce.

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