How To Manage Your People Dependencies
Don’t let dependencies bring you down.
What do you feel when you hear the word ‘dependency’? Has your heart just sunk? Do you feel a headache coming on?
Do you get that feeling you feel when you build a house of cards. Knowing that at any moment, without due care, everything could come toppling over?
Dependencies are a common feature of the landscape, particularly in large organisations. Although some may refer to them as a 'blight on the landscape', for at times dependencies can be the result of poor organisational structures or out-of-date mixes of roles and responsibilities.
But whatever their origin, dependencies, particularly between people (I don’t have enough space here to discuss technologicial dependencies!) can be a common souce of pain.
Whether you are a dependency's customer (upstream), supplier (downstream) or partner (on-stream) there is a direct correlation between your level of oversight and interest and the performance of the dependency.
So how can you improve the performance of your dependencies? Well there are 3 important steps you should take – and ignoring them is not one of them!
1. Separate the dependencies from the personalities.
You are not dependent on a person or team - you are dependent on action being taken. So when you are having to ‘wrestle’ with a dependency address the action required and not the person. Taking the personalities out of performance and focusing on the state of the required and agreed actions simplifies confrontation and negotiation.
2. Don’t assume the value of the dependencies.
Particularly when you begin in an existing role, question the value of the dependencies. Why do they exist? What will happen without them? Is there a better way? It seems counter-intuitive, but sometimes dependencies can appear to still exist despite changes in the environment around them. Don't assume!
3. Organise a Plan B.
You must have a Plan B, especially when a dependency is needed but not reliable. Plan alternatives to secure the requirements of upstream dependencies when you are the 'customer'. Plan for the downstream impacts for you and your stakeholders when you are the 'supplier' and unable to deliver a dependency. You must be prepared.
Few dependencies are suddenly thrust upon us that require urgent and drastic action. Therefore, it is up to you to be proactive about managing people and their expectations.
Just like a ‘house of cards’ teetering on the brink, dependencies need to be handled carefully to ensure you achieve your desired results. Otherwise it can all come crashing down!
Craig will reveal his 9 Position Dependency Management Matrix at his free weekly webinar on Friday. Register now!