A 10-Point Strategy to Get Your Projects Moving
Let’s talk about something that’s probably keeping you up at night – those projects that won’t budge. You know the ones I’m talking about. They’re sitting there, mocking you from your to-do list, gathering dust while you and your team dance around them like they’re radioactive. Sound familiar? Well, grab a coffee and settle in because we’re about to dive into how to get those stubborn projects moving again.
The Elephant in the Room: Risk Aversion
Before we roll up our sleeves and get into the nitty-gritty, let’s address the elephant in the room – risk aversion. It’s that nagging backseat driver that constantly tells you to slow down, even when the road ahead is clear and straight. In our quest to make perfect decisions and avoid mistakes, we sometimes forget that standing still in business is like trying to stay stationary on a moving walkway – you’re actually going backwards.
Risk aversion isn’t just about being cautious; it’s about being paralysed by the fear of what might go wrong. But here’s the kicker – in today’s fast-paced business world, the biggest risk is often not taking any risk. Your competitors aren’t standing still, and neither are your customers’ expectations. So, let’s talk about how to break free from this paralysis and get your projects moving again.
A 10-Step Framework for Unsticking Your Projects
Let’s dig into a framework combining decisive action with intelligent risk management. Think of this as your project unsticking toolkit. We’ll identify what’s blocking your projects and provide practical strategies to overcome these obstacles.
1. Clarify What Isn’t Getting Done
First things first – identify the culprits. What exactly is stuck? Is it that new product launch that’s been “almost ready” for six months? The digital transformation initiative that’s more “digital” than “transformation”? Or maybe the office redesign is still just a bunch of Pinterest boards and good intentions.
Be specific. Write it down. Put it on a whiteboard. Make it real. Once you name the beast, you can start to tame it.
But here’s the crucial part – don’t forget to consider the opportunity costs of inaction. Every day that your project sits idle, your competitors might be moving forward, or your customers might be looking elsewhere. Sometimes, doing nothing is the riskiest move of all.
Ask yourself: What isn’t getting done in your organisation, and what’s it costing you to leave it undone?
2. Understand Why It’s Important
Now that we’ve identified the things blocking the progress of our project, let’s discuss why they matter. How does this stalled project tie into your broader business goals? Will it increase revenue, improve customer satisfaction, give you a competitive edge, or reduce costs?
This step is crucial for two reasons. First, it helps you prioritise which projects to push through the inevitable obstacles. Second, it gives you ammunition. You need to articulate why the project matters when rallying support and resources.
Ask yourself: If this project succeeds, what does it mean for our business? And if it fails to launch, what opportunities are we missing?
3. Identify the Stakeholders
Let’s talk about people. Who has skin in the game when it comes to these projects? Is it the sales team who’s been promising new features to clients? The CFO who’s banking on cost savings? The board, who’s expecting a big move into a new market?
Understanding your key stakeholders helps align priorities and motivations. It’s also crucial when you start trying to build momentum. You need to know who your allies are, who might resist, and whose support is essential to success.
Make a list: Who stands to gain if this project succeeds? Who might lose? Who has the power to help push it forward, and who might pump the brakes?
4. Evaluate the Consequences of Inaction
Time for some tough love. What happens if these projects remain stalled? Be brutally honest and quantify the potential losses. What’s the cost in market share, revenue, or employee morale? Are you risking falling behind competitors?
Often, we’re so focused on the risks of moving forward that we completely overlook the risks of standing still. But in many cases, doing nothing is actually the most dangerous choice.
Paint a picture: If this project stays stuck for another six months, what’s the damage? What about a year? Five years?
5. Assign the Right People
Sometimes, projects stall because they’re in the wrong hands. Take a hard look at who’s responsible for each stalled initiative. Do they have the right skills, experience, and influence to drive it forward?
This might mean reshuffling responsibilities or even bringing in new talent. Having the wrong person or team on a task is a risk in itself. Match talent to task, and you’ve already increased your chances of success.
Consider: Do you have the right people to move this project forward, or do you need to reassign it to someone better suited?
6. Uncover the Real Barriers
Why aren’t these projects moving forward? And I mean the real reasons, not just surface-level excuses. Is it fear of failure, lack of resources, political manoeuvring, or analysis paralysis?
Talk to people at different levels of the organisation. Look for patterns in the excuses you’re hearing. Sometimes, what seems like a resource issue is actually a symptom of deeper problems like misaligned incentives or a culture that punishes risk-taking.
One tactic is to implement time-boxed risk assessments. Set a limit on how long teams can evaluate risks. This prevents endless cycles of analysis and forces action.
Ask: What’s the real reason this project is stuck? Dig deep to find the truth.
7. Address Misaligned Incentives
Projects often stall because people are incentivised – intentionally or unintentionally – to maintain the status quo. Is anyone’s job made easier by keeping things as they are? Are performance metrics discouraging risk-taking or innovation?
Take a close look at how people are rewarded and recognised. Are you inadvertently creating barriers to progress? If so, realign incentives to match your strategic goals.
Consider: Are misaligned incentives keeping this project stuck? If so, how can you realign them?
8. Differentiate Internal vs. External Blockages
Not all obstacles are created equal. Some are internal, like interdepartmental conflicts or resource constraints. Others are external, such as regulatory hurdles or supplier issues.
Your approach to each will differ. For internal blockages, you have direct control, but addressing them might require difficult conversations or political manoeuvring. For external blockages, you might need to influence or adapt to forces outside your control.
Consider running “Risk-Lite” pilot projects. These small-scale tests allow you to gather real-world data without committing to a full rollout. They build confidence, identify potential issues early, and get buy-in from stakeholders.
Determine: Is the blockage internal or external? Tailor your approach accordingly.
9. Engage Leadership Effectively
As a senior leader, your involvement can be the catalyst that gets things moving. But it’s not just about being aware – you need to be actively engaged in solving the problem. That might mean reallocating resources, removing political roadblocks, or simply championing the project.
At the same time, effective leadership engagement isn’t about micromanagement. It’s about creating an environment where calculated risks are encouraged and where people feel supported in pushing projects forward.
Introduce real-time feedback loops that make risk discussions data-driven. Use real-time data to show the dynamic nature of risks as projects evolve. This moves the conversation away from static, complex risk reports that lead to paralysis.
Ask yourself: Are you fully engaged in unblocking this project? If not, how can you lead more effectively?
10. Take Creative Action
If conventional approaches aren’t working, it’s time to get creative. This might mean changing the scope of the project, partnering with someone new, or even creating an artificial crisis to force action (use this one sparingly).
This is also the time to shift your culture. Normalise the idea of “fast failure”. When people know it’s okay to experiment and fail quickly, they’re much more likely to take action.
Encourage wild ideas. Create safe spaces for brainstorming where no idea is too outlandish. Sometimes, the seed of a breakthrough is hidden in what initially sounds like a crazy suggestion.
Ask: What creative solutions can you apply to get this project unstuck?
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The Path Forward
Alright, let’s bring it all together. The goal isn’t to eliminate risk – it’s to manage it effectively so that progress isn’t stifled. By following this framework, you can break the cycle of stalled projects and create a culture of action and smart risk-taking.
Remember, in today’s fast-paced business environment, the biggest risk is often not taking any risk at all. Start implementing these steps, and you’ll find that many of your “stuck” projects begin to gain momentum. It won’t happen overnight, but with persistent effort and a willingness to adapt, you can lead your organisation from paralysis to progress.
So, what’s your next move? Which project are you going to unstick first? Now is the time for action
If you’re looking for additional support in getting your projects out of the mud and moving again, why not book a call with me to discuss how SER Team can help?