Landing one of the most ambitious projects of my career sent my excitement soaring. Yet the tight timeline and intense expectations for our team weighed heavy on my mind.
I knew with our collective talent we could accomplish remarkable things. What concerned me was how we’d accomplish the final design of this $38 million Interstate bridge replacement in only six months without sacrificing ourselves to the point of exhaustion and burnout.
At the time, my company had recently instilled an excellent best practice for project management: each project required a detailed project management plan (PMP) to accomplish projects on time and on budget, including a client care plan. I wholeheartedly agree we need to take care of clients to achieve true project success.
But what about a personal care plan for the team devoted to that project?
Values in Action
One of my favorite Mead & Hunt corporate values is that we strive to take care of people. A successful project that hits all targets improves the company’s reputation and bottom line. However, that goal shouldn’t come at the expense of those whose efforts make that success possible.
This consideration made me rethink how I approached my PMP. While creating an extensive roadmap detailing how we’d accomplish this project, I felt compelled to include a personal care plan to account for the human component.
Personal Care Plans – Not Just an Afterthought
Arguably, the most important aspect of any project is the devoted team that makes it possible.
Along with key milestones and client care objectives, I set additional expectations dedicated to team members’ personal needs. Typically, unasked or barely an afterthought, I included these items as priority for our 52-person team:
- Work remotely for extra time
- Volunteer
- Exercise
- Breathe/meditate
- Take some time off
- Fit in hobbies
- Spend quality time with family/friends
- Sleep
- Laugh
- Take care of personal health
- Celebrate the submissions
Beyond a touch base to confirm weekly targets were on schedule, I introduced these personal care objectives in an additional weekly meeting throughout the six-month project. It made a powerful difference in people’s dedication.
The Gracie Factor
I didn’t merely offer these personal care objectives as nice-to-have options for our team. I led the way by implementing them myself.
Anticipating much of my time over these six months would be dedicated to this project, I knew I’d have limited time to connect with my daughter, Gracie, a busy senior in high school. So, we made a pact: every Wednesday we would meet for lunch to spend a half hour of quality time together.
That half hour a week solely dedicated to my daughter became one of the most important bonding experiences we’ve ever had. She knew I was making time for her, and she responded by opening up during those lunches, and we bonded in a way we never had before.
Those six months turned into a tradition that has kept us close, even after she left for college.
A personal life beyond work is necessary, imperative—perhaps the most important thing we devote ourselves to in the long run. Encouraging our team to make time for what matters, and becoming an example of that, gave others the permission to live their best lives while doing their best work.
Taking Breaks for Greater Productivity
Burning the candle at both ends can achieve powerful short-term results, but it doesn’t serve us in the long run.
The intense six-month timeline to produce results meant that everyone on the team put forth tremendous effort, often working long hours to meet deadlines. Yet I encouraged our team members to NOT sit in front of their computers for 12 hours straight banging out deliverables.
The thing is, taking deliberate breaks allows room for impressive insights, more creativity, and greater productivity. I suggested hour-long lunch breaks to unplug and decompress. Our teammates were spread across the U.S. in different time zones, and though established meetings were nonnegotiable, the hours invested were at each person’s discretion.
A huge benefit to this resulted in fluency. One person’s dedicated hours overlapped with another’s need for flexible time to attend to personal obligations.
I encouraged hour-long lunch breaks. Go meet family, friends, or colleagues for lunch. Get out of your head for a bit. Beyond that, if you work at home, take the dog for a 30-minute walk in the afternoon and evening. Step away, clear your mind, and you never know what inspiration might strike.
We need time and space to think critically and creatively. If we demand that our brains work 12 hours straight, how productive are we really? What are we missing in the singular attempt to “get the job done” and at what cost?
People First Means Inevitable Success
I won’t say that my people-first approach to this project made exceptional happen—though I believe it made a big difference. We met the deadline…early. Congrats to our intrepid team for that Goliath feat.
Success alone isn’t what made this project meaningful. It’s what I learned about putting people first and making sure our team felt supported.
I learned that we can accomplish extraordinary things when we establish a shared vision and take care of each other. I was frequently reminded during the design of this project that we are human beings who are doing the best we can. Our employees can work anywhere they want, but they choose to be here, so we should care for and support them.
They worked so hard to deliver this project. I am very grateful to be a part of their team.
