Welcome back! Working as a functional consultant, I’ve learned the more stakeholders involved the harder it can become to manage, execute, and deliver work. Let’s talk Maximo, the Swiss Army knife of asset management software 😉. Our mission? Managing upward—ensuring your boss and the higher-ups see your value and back your initiatives. It sounds intimidating, but fear not. With some wisdom from Brian Lacey’s Goals and a bit of Seth Godin’s Linchpin magic, you’ll be managing upward like a pro in no time. Rather than me telling you (though I highly suggest it) go read both books I’ll pull out some key points for you to snack on as I ramble for a bit.
Brian Lacey’s Goals emphasizes the importance of clarity and alignment. Here’s how you can apply his principles to stay ahead of the game and deliver on time:
1. Set Clear, Achievable Goals: Break down the mammoth task of implementing Maximo into bite-sized, manageable goals. This makes it easier to communicate progress and milestones to your bosses. For instance, start with setting up user profiles before diving into more complex configurations.2. Communicate Regularly: Keep your bosses in the loop with regular updates. Schedule weekly meetings to discuss progress, challenges, and next steps. This not only keeps them informed but also shows that you’re proactive and organized.
3. Align Your Goals with Organizational Objectives: Make sure your goals align with the company’s broader objectives. If the company’s priority is improving maintenance efficiency, highlight how your work with Maximo directly contributes to that goal.
Seth Godin’s Linchpin is all about making yourself indispensable. Here’s some ways you can do that and some of which I work on daily:
1. Become a Maximo Maestro: For me, this is a moving target but does need to be mentioned 😊. Dive deep into Maximo and become the go-to person for any queries or issues. Host training sessions, create how-to guides, and be the person everyone turns to for help. When you’re seen as the expert, your value skyrockets.
2. Innovate and Suggest Improvements: Don’t just follow the script. Look for ways to improve processes and suggest these to your clients. For example, if you notice that certain workflows in Maximo could be automated to save time, propose this improvement. If hours permit, request approval and implement a small pilot to show its effectiveness.
3. Build Strong Relationships: Get to know your project manager and other key stakeholders personally. Understand their pain points and find ways to make their lives easier. It could be something as simple as anticipating a report they need or solving a problem before it lands on their desk.
Thinking Ahead and Delivering on Time
While these are all things that I also work on, I’m a big fan of talking through the process of getting better rather than just presenting a perfect picture. To manage upward effectively, here are a few things I work on to think ahead and ensure timely delivery. Here’s how:
1. Anticipate Needs: Always be a step ahead. If you know your manager needs a report by Friday, have it ready by Thursday. Add value by including a summary and actionable insights. This shows you’re not just completing tasks but thinking critically about their impact.
2. Prioritize and Plan: Use project management tools to keep track of tasks and deadlines. Prioritize tasks based on urgency and importance. Don’t tell anyone, but something I’m working on getting better at is Planning my day and week ahead, making sure to allocate time for unforeseen issues. I’ve learned to block out time in the morning to knock out the administrative tasks.
3. Proactive Problem-Solving: Don’t wait for problems to be brought to you. Identify potential issues early and address them before they escalate. If you foresee a delay, communicate it early and propose a solution.
4. Deliver Quality Work: Meeting deadlines is crucial, but so is the quality of your work. Make sure your deliverables are accurate, comprehensive, and meet the expectations set by your manager.
Personalizing the Approach: A Day in the Life (Remote Worker Edition)
Let’s bring this to life with a little humor and detail. Picture this:
You’re in your home office, rocking a sharp shirt on top and pajama bottoms out of sight. It’s 9 AM, and you’ve already checked your emails and updated your task list. Your project manager, let’s call him Dave, sends you a message: “Hey, can you get me the latest requirements status report by noon?”
“Sure, Dave,” you type back, already pulling up the data. But you don’t just send the report. You add a summary of key insights and suggest a couple of actions based on the data. A few minutes later, you see Dave’s emoji reaction—a thumbs up and a fire icon. He’s clearly impressed and ready for his meeting.
Navigating Complexity: Poorly Defined Requirements
As you’re preparing the report, you reflect on how the requirements handed down from a third-party consultant. They were vague, conflicting, and as useful as a chocolate teapot. You roll up your sleeves and dive into the complexities:
1. Clarifying Requirements: You schedule a call with the third-party consultant. They seem to have defined requirements while watching reruns of their favorite sitcom. “Can you clarify what exactly is needed for the asset tracking module?” you ask.2. Collaborative Problem-Solving: Realizing that a single call won't untangle the mess, you set up a series of workshops. You gather key stakeholders, including the third-party consultant, and use virtual whiteboards to map out the requirements more clearly. You play the role of a detective, asking probing questions and ensuring everyone is on the same page.
3. Document and Confirm: After the workshops, you document the refined requirements and share them with the stakeholders for confirmation. You ensure there's a record of the agreed-upon requirements to avoid future confusion.
At 11 AM, just as you’re polishing the final touches on your report, an urgent email comes in. Linda, a key stakeholder, needs an impromptu meeting about user adoption issues.
You quickly adjust your schedule and hop on a Zoom call with her. She’s worried about users struggling with the new Maximo interface. You reassure her: “Linda, we’ve got a virtual training session planned for Friday, and I’ve prepared a detailed user guide. Let me walk you through it.”
You share your screen and give her a sneak peek of the training materials and user guide. Linda’s face lights up with relief and appreciation. “This is exactly what we needed. Thank you!”
Wrapping Up the Day
By noon, you’ve sent Dave the report, complete with a summary and actionable insights. He sends you a quick thank you message, and you can almost hear the sigh of relief.
The rest of the afternoon is spent refining the user training session. You create an engaging presentation and interactive activities to ensure users can navigate Maximo with ease. You also schedule follow-up sessions to address any post-training queries.
By 5 PM, you’ve not only met your targets but also navigated through poorly defined requirements, managed an unexpected crisis, and ensured stakeholder satisfaction. As you close your laptop, you feel a sense of accomplishment. You’ve shown your bosses that you’re not just someone who does their job but a crucial part of the team who makes things happen.
Managing upward while implementing Maximo isn’t just about getting the job done. It’s about setting clear goals, communicating effectively, and making yourself indispensable. With a bit of strategic planning and a dash of personal flair, you’ll not only manage upward but also thrive as a functional consultant. And remember, a sense of humor and a positive attitude go a long way in turning challenges into opportunities. So, go forth and be the linchpin that keeps your project—and your bosses—running smoothly!