(Transcript – minus the “so….” )
There’s another consideration when planning projects that I think gets neglected quite a bit and that’s the question of what experience do you want to have during the project?
We get fixated on the destination, what will get fixed, and on why we want to do what we want to do at the end of it all.
I invite you to consider what you want the experience to be like during the process.
Is it an exercise in how fast can we do this thing? Which is great. It’s good to at least make sure that that’s clear now.
Or …is it potentially an exercise in how do we improve our teamwork?
Is it potentially an exercise in what do we want to learn during this process?
Is this an exercise in observation?
Now all of them are valid, but I think we’re doing ourselves a disservice if we’re just focused on the end game and not at least considering what the process is going to look like. Hope that helps.
Much of the conversation around the “employee experience” has been around the greater organizational environment. Deloitte has been doing some great work in this space.
I think there is value in doing the same thing, but smaller – within the individual work teams and projects.
Though we interact with the greater culture, the bulk of the day-to-day is housed within the work teams, projects, and operational activities.