How can Project Managers build resilience in a crisis?

Here's what I've learned about building resilience: 1. Communication is king: Be transparent and proactive. Keep stakeholders informed, even if it's not good news. Listen to concerns and address them head-on. 2. Plan for the unexpected: Regularly assess risks and have contingency plans in place. Don't be afraid to adapt and pivot when needed. 3. Foster a strong team: Build trust and encourage open communication, collaboration. Empower your team members and delegate tasks effectively. 4. Prioritize well-being: You can't pour from an empty cup. Encourage self-care for yourself and your team. Remember, a resilient leader leads by example. 5. Embrace a growth mindset: Foster a culture of continuous learning and development.

The ability to bounce back from a crisis requires you to first acknowledge that you have a problem before you can begin to understand and deal with the issue; sometimes it's not immediately obvious. Once you understand the cause of the crisis, you can begin to develop responses. A useful tool is a SWOT analysis to identify the strengths and weaknesses of your organisation in this situation, and any opportunities or threats (beyond the obvious) that you may encounter. Often in a crisis, opportunities to pivot can emerge. Critically, once you've dealt with the immediate problem, an After Action Review to capture and operationalise any lessons learned can help you to become more resilient to future challenges.

Not every crisis is a crisis. In other words, assess if the issue really has a negative impact on your project or if its only perceived as such. Should it be the latter, then manage the perception and move to step 2: stay calm and communicate ;-). Never a dull moment in Project Management.

A good first step is to understand the source of the "crisis" by being the calm head in the room, do not react emotionally. Very often what is being called a "crisis" is not really a crisis but an opportunity to apply your skills, experience, and leadership to problem solving. Do this by empowering those around you, do not attempt to be the solution by the leader of a team of solution solvers.

Project Managers can build resilience in a crisis by defining the crisis clearly, communicating effectively with stakeholders, adapting swiftly to changing circumstances, and maintaining a positive attitude to inspire the team.

Effective communication is an important part of building resilience. Effective communication means conveying the message you want to give to the other party as quickly and clearly as possible. In order to communicate effectively, it is necessary to know and apply the elements and techniques involved in the communication process.

La resiliencia en la gestión de proyectos de TI durante una crisis se basa en la capacidad de adaptarse, comunicar efectivamente, cuidar el bienestar personal y del equipo, planificar estratégicamente y aprender continuamente. Así, los líderes, gerentes y directivos pueden fortalecer su capacidad de respuesta y navegar con éxito las situaciones adversas, asegurando la continuidad y el éxito del proyecto. Darse por vencido NO es una opción. Sa vale caer, más nunca quedarse en el piso de forma permanente.

Effective communication with the project team and stakeholders is paramount to resilience. Project managers must maintain common, transparent and empathetic communication channels, and inform all parties of the impact of the situation and the steps being taken to address them Also, that they actively listen to information comments, concerns and suggestions that, enhance trust, collaboration and communication, essential elements during difficult travel times

Resilience in crisis is essential for project managers to navigate unforeseen challenges effectively. They must remain adaptable, maintaining a calm and composed demeanor amid uncertainty. Project managers should prioritize communication, keeping stakeholders informed and fostering collaboration to find solutions collectively. Additionally, they must leverage lessons learned from past experiences to innovate and pivot strategies swiftly, ensuring project continuity and success despite adversity.

Resilience is an important factor in mental health Don't Personalize - if you notice a team member under pressure it might be worth asking them how they are. We think about ourselves that can hold us back it can block us bouncing back when something goes wrong. But we can change mindset and we need to tell ourselves that we will be alright, this will work and change how we feel Prioritise - we need to make sure that we are putting our energy where we need to put them Relax, re-energise and reframe your thoughts

Adapting to change is a critical aspect of project management. In my experience, being flexible and agile in the face of change is what sets successful project managers apart. It’s about being able to review and adjust your project plan in response to new realities. This might mean modifying the project’s scope, schedule, budget, quality, or deliverables. It’s also about being proactive - monitoring the progress of your project, keeping an eye on the external environment, and being ready to make further changes if needed. This adaptability not only helps to minimize the negative impacts of any crisis but also allows us to seize new opportunities that changes might bring. Remember, change is the only constant.

One of the key elements of being successful in project management is being open to change. Change is an inevitable reality, and leaders need to accept this fact in order to manage their projects successfully. Openness to change is not only about planned steps, but also about the ability to deal with unexpected situations

In my experience below are the ways to adapt change in project: 1. Accept the change 2.Stay positive 3. Get a fresh perspective 4.Focus on what can be controlled 5. Set new and realistic goals 6. Stay connected to co workers

Communication and faith are key parameters for any successful business delivery. And, individuals team members voice is important to make resilience.

Resilience is in mindset and attitude. The first understanding is that despite the best-made plans there will be unforeseen challenges, complications, and issues. I've run several intense and technically complex technology projects, with pioneering technology. Issues happen. A good foundation I've found for resilience is to not be overall attached to expected outcomes, for sure set a plan but when an issue happens deal with the situation as it is. Remove the emotions and noise and focus on what needs to be done, and the corrective actions to avoid it again in the future. Often stress builds from the unmet expectations of self and stakeholders, bringing in the stakeholders to the issues and challenges and reset them when needed.

Firstly , embrace a proactive mindset by anticipating potential challenges. Develop contingency plans and risk mitigation strategies in advance, ensuring you are well-prepared to navigate unexpected situations. Regularly review & update these plans as the project progresses, incorporating lessons learned from past crises. Secondly , prioritize self-care & stress management. Acknowledge the impact of stress on decision-making and overall well-being. Encourage a healthy work-life balance for yourself & your team, recognizing that sustained peak performance requires periods of rest & recovery. Lead by example in demonstrating resilience, maintaining composure under pressure, & exhibiting adaptability in response to changing circumstances

Measure, Learn, Change, and Grow: As a project manager, use crises as opportunities to hone skills, evaluate project performance, gather feedback, and implement improvements. This learning cycle provides flexibility and enhances project management skills, benefiting current and future efforts.

The aspect of crisis management plays a key role in execution of projects. There are high chances of situations in big projects where the project manager may face crisis of resources, both materials and manpower, and needs to reallocate judiciously to ensure the project runs back on track. For this, experience in execution of large capital projects comes in handy. At last, we must consider that good project planning doesn't always ensure smooth execution and managers should be ready for unforeseen challenges.

there are no crisis that are without a resolution. By being positive it pave the way for critical thinking, understand the real issues, get feedback from your team and develops the best solution to mitigate the crisis

Embracing a crisis as a project manager has been a transformative experience for me. It's not just about weathering the storm but seizing the opportunity to learn and grow. Reflecting on what worked, what didn't, and how to improve has become second nature. By evaluating results, gathering feedback, and documenting lessons learned, I've honed my project management skills and deepened my understanding of resilience. Sharing these insights with my peers and organization has fostered a culture of continuous improvement, ensuring that we emerge from every challenge stronger and more capable than before.

Prioritize selfcare Protect your physical, mental, and emotional well-being in the process of problem solving. Establish balance by promoting health, sleep, nutrition and exercise. Set boundaries, ask for help, and build resilience through self-care practices. Prioritizing individual well-being enables managers to put energy, focus, and flexibility into effective problem solving.

During challenging times, project managers must prioritize their well-being. This means taking care of our physical health by getting enough rest, eating nutritious meals, and staying active. We must also pay attention to our mental and emotional health, setting boundaries, and seeking support when needed. By nurturing ourselves, we can stay strong and focused, better equipped to handle the demands of a crisis

The most important thing in life…is life. Beyond an important career, money, a large project…is you. A car cannot run with bad head gaskets or if the oil isn’t changed regularly. It cannot drive with flat tires. It’s unsafe to drive with a bad wheel bearing or ball joint. Similarly, we cannot do anything we need to without taking care of ourselves, our sleep, our joints, muscles, mind, and spirit. The thing to keep in mind is that while large projects may seem to take up every ounce of our being, it will never be more important than our own health and wellness.

Take Care of Yourself: In crisis situations, it is essential for project managers to take care of their physical and mental health. Prioritizing a balance between work and personal life, practicing self-reflection, and seeking support when needed contribute to building resilience during challenges in project management.

Establishing a culture that values and prioritizes mental health promotes open communication about stressors and challenges. Implementing wellness initiatives, such as mindfulness exercises or mental health resources, can contribute to a more positive and resilient team dynamic. By acknowledging the impact of personal well-being on professional performance, you not only enhance your own resilience but also contribute to creating a work environment that values and supports the holistic health of everyone involved in the project.

In project management, creating a positive mindset helps in achieving a range of benefits for both individuals and the overall project. It encourages the team members and motivates in overcoming challenges and in enhanced problem solving. Positivity helps team members to be more focussed on work and could help in achieving milestones at defined periods and overall project success. By fostering a positive mindset, project managers can create a work environment that not only supports individual well-being but also to the organization.

Cultivating a positive mindset is an ongoing process, and it may require effort and practice. Prioritize the strategies that resonate with you and make them a part of your daily routine.Focus on the big picture and remind yourself of the positive outcomes and the purpose of your project. Keeping the end goal in mind can help you stay motivated and optimistic even during challenging times.

As a project manager I believe in Positive Manifestation which can yield remarkable results, turning the seemingly impossible into achievable outcomes. It's the responsibility of a project manager to instill in the team the belief that viable alternatives exist, but only through collaborative efforts to devise alternative solutions can they be realized. Composure can be restored through impactful motivational speeches and the collective support and cooperation of the team, underpinned by positive thinking and affirmation.

Focus on opportunities for growth, learning, and improvement, even in the face of adversity. Optimism and a can-do attitude can help inspire confidence and resilience within the team.

Positive mindset: The project manager should be in Positive mindset in all type crisis. If shows any negative mindsets that impacts the project team members confidence levels, then team becomes demotivational. A project manager should have a clear positive mindset to overcome the situation in a timely manner.

Resilience for me is bouncing back up, strongly, even after being knocked down multiple times. And for project managers to build resilience, it is important to have self belief & acceptance. Self belief that no matter what, I can work to turn things around. And acceptance that no matter how much I expect things to go as planned or want to end well, its not going to be the case every single time. Acceptance allows digesting setbacks & self belief allows to make a stronger come back. In times of crisis, a PM needs to demonstrate these two. Topmost. Then follows is, staying emotionally balanced, preserving mental health, being open to inputs, having key conversations with people that can coach or mentor & revisiting & adapting their approach.

Whenever a crisis comes around I feel it’s very important to remind your team mates of their contributions within the group. Each person offers an amazing set of skills, strengths, and weaknesses, that’s why you hired them! When teammates understand their value to themselves and their team we are able to brainstorm and use critical thinking methods to design the best possible outcome. I’ve seen this used a few times and it has always generated not only better solutions but a stronger working team.

ótimo tema. O suporte é essencial. Se tratando de um projeto, há um escopo à ser congelado, pilares que precisam ser respeitados como custo, seguran?a, prazos, qualidade. Acredito fielmente que a maior estabilidade de um Gestor está em suas entregas arravés destes pilares.

It is impossible to envision everything that can go wrong; however, if you want to handle a crisis well, you will need a team that can do so. The culture of the organization must be such that it enables this resilience. The other important thing, in my opinion, is that we think about those things that can go wrong and have at least a rough idea of how we will predict this emergent event (metrics) and the early responding actions.

Another common way this could be managed is through the risk register, was this crisis identified as a potential risk during planning stages? if yes then we deploy existing strategies to mitigate them. If not, a thorough risk assessment with all the stakeholders would be needed to allow the project manager to better anticipate challenges and proactively address them, minimizing the impact on the project.