PROJECT RESCUER (YOURS):  ASK CLIENT WHAT THEY EXPECT FROM YOU!
Remember: In medicine, about 90% of the diagnosis is made by listening to the patient.
Expectations Management [Source:  “Sharp Leadership – Overcome Adversity to Lead with Authenticity” by Carl H. Sharperson, Jr. Copyrighted 2017:  Brown & Duncan Brand, LLC  pg. 57]
(Ensure that you and your boss agree on these):

• Get clear directions from your boss on the expectations of your assignment or position.
• Confirm in writing your understanding of the assignment. Beware receiving limited guidance
• Get clarity regarding your role and responsibilities.
• Know who is working for you.  Also determine what additional support is also available, though not necessarily reporting to you.
• Determine who will be critical to your success.
• Determine what the critical success factors s/he is looking for.
• Determine what the deliverables will be.
• Determine with your boss, what your and the project’s goals are, how they are to be measured, and the timeline of your deliverables.
• Interview staff at all levels and functions. If possible, meet with the incumbent (or last person to be the project manager).  Get details on progress made to-date on the plan and other areas needing improvement.  Remember “trust but verify” – some may be less than candid with you.
• You must establish and maintain credibility. Prove you’re up to the task.  Tell them

Exactly the way it is. DO THIS ONLY AFTER YOU HAVE GATHERED SUFFICIENT INFORMATION.  Remember “trust but verify” to understand what is actually happening. If you don’t know something, admit it, get the answer and get back to the person who asked.

• What you are attempting to accomplish and WHY you’re doing it (eg, possible improvements).
• Objectivity is required. Anticipate emotionally-based/ possible personal attacks/ people attempting to circumvent your authority.
• Work with people at all levels of leadership (from Senior management to activity managers) and multiple personalities
• Career risk.
• Understand the corporate culture. Your presence on-scene will be extremely disruptive!
• Expertise in project management and negotiation techniques.
• Can you perform the rescue quickly and efficiently?
• Will you work full- time or part-time on project?
• Must listen/ absorb/ review and assess the problem. Tell team you’re in learning mode. You may not have any initial knowledge of the complex technologies, devices or systems you are evaluating.  Nonetheless, you must interact with, simplify and present the output of scientists and engineers regarding ‘how things work’ to a non-technical audience (and possibly decision makers).

Determine:

• Can a project charter be in-place BEFORE the evaluation begins?
• Who will be my executive contact? Where will they be located?
• What resources (assigned leadership team) will be available to me?
• What information is available about the current project manager?
• What information is needed? Who can help you decipher it? Become well-versed.
• Where the information is.
• How you can obtain the information.
• How to coordinate communications between you, the project manager, the

Project team and senior management.

• You may/ will have to protect your information sources.
• Be aware that time and money is running out.
• Must receive management’s expectations (meet with them often).
• Objectively manage expectations.
• Offer management a range of decision options
• Try to obtain a project charter (if possible). If necessary, develop a boiler plate charter.
• Communicate (keep digging for what they are trying to tell you) with and train project team in a friendly professional manner. Build rapport quickly.
• Submit a draft project assessment plan.
• Implement the plan.
• Evaluate feedback.
• Follow-up: Ensure recommended corrective actions actually happen.
• Be prepared to develop new project policies and procedures – based on the interview results.

Other Considerations:

• Be ethical at all times.
• Be present in the moment. Be prepared to give the project your full attention. You must understand what’s going on and be able to explain it to others.
• Long range: turn the project around and train management to continue it, withdraw or terminate.
• Short range: rescuers often are offered career perks for taking on such high-risk assignments.
• Question people VERY GENTLY. This is a stressful situation! Be empathetic. Don’t preach!
• There may be no historic precedent to your project.
• You have to balance the interests of many stakeholders (requiring astuteness and judgement).
• ALWAYS ask them one last question, beginning with “what else?” (More problems may exist).
• No one cares if you inherited the situation. It’s yours now.
• There may be no witnesses to the situation, nobody willing to cooperate with you and little or no evidence as you investigate.
• People at all levels may believe that you are only there to find something wrong.
• HAVE/ LEAVE A CONTACT TELEPHONE NUMBER (PREFERABLY A CELL PHONE) or email address WHERE YOU CAN BE CONTACTED AT THE INTERVIEWEE’S CONVENIENCE
• People may only have a limited time to meet with you.
• Senior leadership may be unavailable due to frequent travel demands.
• Focus on the processes rather than who’s to blame if anything went wrong.
• If your findings are too embarrassing/ critical/ revealing, you may not be allowed to complete this assignment.
• You are looking at this situation with ‘fresh eyes’.
• People are under pressure. They may have frayed nerves.
• You may be asked to leave, once the problems have been fixed.
• People really want to know the ‘why’s’.
• The objectivity required as a project rescuer may make it difficult to form personal relationships.
• Be prepared to educate senior leadership that ongoing project success has 2 parts, rescue and rehabilitation:
  • Rescue = Triage and the infusing of a maximum amount of resources to solve the most pressing problems over a short period of time.
  • Rehabilitation = the learning and constant practice of good management and leadership habits and the commitment of resources along with monitored resource controls over a prolonged period of time. Perseverance to ‘stay the course’ – regardless of challenges or issues