From Escalation to Calm Through Effective Communication

Emergency Start at VDL

Jos worked as a project manager at Philips Semiconductors/NXP for 22 years. One day, he decided to start working as an independent project manager. He took a sabbatical to explore new opportunities. Soon, he got in touch with Bart and attended Ghysels' events in Eindhoven. One day, Bart called him, asking if he could urgently start at VDL. This was on a Thursday, and the following Monday, Jos began working as an interim project manager at VDL

Talking and listening.

We don't go into details about what exactly happened due to privacy reasons. What we can say is that, because of Jos's changed communication, calm was restored in a short period, both with an important customer of VDL and within the management and on the work floor. Jos says, 'It's important to show what you're going to do and how. In this case, a simple flowchart with steps and decision points, along with an action list with dates, did the job. This gave the management and the customer confidence that the problems were receiving the right attention, and for the team, it became clear what needed to be done. Priorities could be set, which improved progress.'

Jos sees that speed versus quality is a recurring theme when managing projects. Jos says, 'The business and the customer sometimes want things to happen quickly and straightforwardly. I understand that, but if you take a shortcut, you'll make mistakes, and then the delivery time is longer than if you do it right the first time. You end up struggling. That's when I hit the brakes. I find out what's really going on and then come back with a plan. This is the situation, this is how we're going to do it, and it will take this much time. When you communicate crystal clear, you get the team, management, and the customer on board. Then the resistance disappears.'

Jos has experienced it all. Where does it often go wrong? Jos: 'Communication. Talking and listening. Especially about the schedule, you can't communicate well enough. A schedule itself is important, but communicating about it is even more critical.' How does Jos do this? 'I do this weekly in my core team meetings. What's in the schedule for the next 2-3 weeks? Is this still accurate? Where is help needed? This way, you learn where the project stands and which activities need the project manager's attention. And always with the end goal in mind.'

Clear briefings and risk analysis.

We hear it often: communicate better. Marc Groothedde, placed at VECO in Eerbeek through Ghysels, commented on this in a blog about the human side of high-tech. 'The quality of communication is decreasing. We no longer take the time to truly understand each other. Only when we systematically share our knowledge and ambition, can we succeed in moving from A to B together.'

According to Jos, where communication often goes wrong is when the communication to management is also used for the teams. Jos says, 'What I often see happening is that the management sheets, which broadly outline a project, are presented 1-on-1 to the team. Teams need much more detail. And they ask each other: what are we exactly working on. This needs to be 'translated' more clearly, not just thrown over the fence.'

Clear briefings on what to do contribute to a better working atmosphere and more space for other important matters such as assessing and addressing risks. According to Jos, this is an aspect that often lacks sufficient time and attention, but it frequently leads to bottlenecks that nobody wants. 'Risk treatment and assessment are not always done properly. It often feels like a chore, and then you're already on the wrong track. Because these often form the bottlenecks in projects.'"

Always a few steps ahead.

Jos realizes that he is the right man in the right place at VDL, and that gives him job satisfaction. Jos says, 'As a project manager, you need to be a jack-of-all-trades. The most important thing is to listen well. A good project manager is often someone who likes to talk. These are the types of people who are often hired as project managers because it is believed that they push the group forward. But listening well is just as important in communication.'

Jos, as a project manager, is always ahead of the game. 'It's easy to go along with the team, think short-term, and put out fires. A good project manager thinks ahead: where are the pitfalls, the risks in the future, and prepares the team for them. You are always working on the next step in achieving the end goal. Having a good overview of the whole situation and communicating with your people is crucial.' According to Jos, these soft skills are more important than the method you choose, although it is also good to make conscious choices in that regard. Jos says, 'Many companies use the waterfall method because they are not ready for Scrum, or Scrum is not the right solution. The timelines in SCRUM are short, and in waterfall, they can be very long again. The best method depends on what is needed at that moment. Combining methods is also possible. Scrum meetings are often used in a waterfall environment when something needs to be resolved quickly.'"

Strong network in the high-tech industry

Jos is well-placed at VDL for the foreseeable future, and there is a chance that he may be offered a permanent position after a year. Jos is grateful to GHYSELS, and therefore Bart, for the quick placement and the good match. Jos says, 'Bart is a nice man who clearly articulates the assignment and the expectations. I recommend him because of his excellent connections within the industry, which ensures that he quickly places the right professional in the right position, as was the case with me. Finding good professionals in the high-tech industry is challenging, especially so quickly.'

Adding value quickly as a (senior) project manager?

Do you want, like Jos, to seize the opportunity to add significant value as a project manager at a leading company in the high-tech sector within a short period? Don't hesitate and join one of our inspiring events for project managers. Here, you can not only gain valuable insights but also open doors to exciting new possibilities. Stop by or get in touch with us. Read here the stories of other project managers whom we have assisted in finding a new challenge and how they have experienced working with Ghysels.