The project psychologist - Part 3 – Driving the change

The behavioural considerations that impact the transformation while driving the change during the execution phase.

During the execution phase of a programme, creating and maintaining momentum is critical. While project management methods emphasise control, this alone is not enough to drive change effectively. In this article we will dive into the behavioural considerations while driving the change.

From a psychological point of view, leading a major transformation is like running a marathon with similar traits that are required to be successful.

Belief in success

Belief in one’s ability to finish the race is essential—similarly, in programs, the confidence of the change team and stakeholders in the project’s success is crucial. If team members or stakeholders doubt the feasibility of delivering a program, it can result in a lack of motivation. This demotivation among team members may lead to decreased productivity and engagement.

Doubt surrounding the program's delivery can create tension and conflict within the team that is executing the change. Team members may hold differing opinions on the project's viability, leading to communication breakdowns and fostering a negative working environment. If the team members are compelled to continue even when they don't believe they are doing the right thing or executing tasks correctly, they may feel that the situation is no longer within their control and responsibility, ultimately increasing the level of risk.

For program managers, it is therefore important to strike a balance between ambition and realism. This is not always easy because there is often pressure for an optimistic view, and no one likes to convey bad news. However, if the delivery team feels that there are unrealistic expectations, the chances are you will lose the team.

Keep cadence

During the race regular runners know that maintaining the right rhythm or cadence is key. In a program, this can be achieved by establishing a regular and predictable rhythm in the way activities, processes, and communication occur. This can be accomplished by setting up meetings – from daily stand-ups to regular steering committees and defining milestones. But also regular communication on deliveries and the planning.

Focus

Most runners are highly focused during their race in order to stay on track. It is the same thing participants need in a program. When people feel busy, the tendency is to start doing multiple things at the same time. However, just like with spinning plates, the risk is that plates will fall off if you spin too many. It is usually far more efficient to focus and perform tasks in a sequence whenever possible. For a program manager, this means that choices need to be made about priority and sequencing of activities.

Staying energized

It is important to keep energized while running. Multiple factors contribute to that. During training and also in the actual race it helps to run with a group. Operating as a team is also a massive motivator for programs. Team spirit is important to make the journey fun and overcome difficult moments every program is facing once and a while.

Celebrate intermediate milestones:?

Just like passing a waypoint every few kilometres during the marathon celebrating milestones and launch of Minimal Viable Product’s (MVP’s) along boost morale and provides motivation along the journey to the ultimate goal.

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Leadership being able to shift gears

Leadership is crucial during phases of change. Just like in a race, leaders must adjust their pace according to the situation to stay energized and effective. A strong program leader not only possesses key character traits but is also able to shift between these traits to effectively influence and motivate people in different situations. We see the following behavior characteristics where leaders can make the difference but also need to balance.

·?????? Realistic and challenging the status quo: Program managers must understand the practical limits of achievable change, using logic, facts, and data to develop rational and effective solutions. However, particularly when challenges arise, it’s vital to think outside the box to find innovative ways forward.

·?????? An action-oriented and reflective approach: Driving change demands a proactive, action-oriented attitude along with persistence and extra effort, especially when setbacks occur. Successful program managers inspire others to act by proposing concrete steps to achieve desired outcomes. At the same time, they must also take a step back to maintain a strategic view of progress and anticipate future needs.

·?????? Empowering and directive: Effective program managers empower their teams, helping to remove obstacles when progress stalls. At the same time, they confidently set purpose and direction for the team, clarifying goals, roles, responsibilities, and deadlines to keep everyone aligned.

·?????? Resilience and flexibility: Program managers act as stable anchors amid change, providing consistent clarity and direction even when project trajectories shift. Their persistence helps them maintain a clear path to objectives, inspiring confidence across teams. Equally important is flexibility; program managers must adapt as needed, responding to new information or challenges with an open mind. This adaptability allows them to learn and improve, ensuring that their programs stay effective and relevant despite uncertainties.

We can conclude that driving the change requires more than just technical skills; it demands strong leadership, clear communication, and a resilient, adaptable mindset. Program managers must maintain the balance between ambition and practicality, keeping the team focused, motivated, and aligned to a shared vision. Like marathon runners, they must pace themselves and their teams, celebrating incremental achievements to sustain energy and commitment. Ultimately, successful change depends on a program manager’s ability to inspire confidence, foster teamwork, and empower individuals to rise to challenges, helping to ensure that the transformation journey reaches its intended destination

This is the third article in our series. Previously, we explored behavioral considerations affecting “The Why” and “Planning the Change.” In upcoming articles, we’ll examine behavioral factors that influence value-driven transformation, the realization of benefits, and outcomes from change.