Process, Project, or Panic?

I recently worked with one of my Clients, Indiana Farm Bureau, to discuss with their organization the differences between process and project work. I helped them uncover some differences and see how more and more of their work is becoming project based, rather than purely process driven. This realization that they are having is true in most organizations. More work is becoming project based.

Then, yesterday, a participant in an Effective Internal Consulting Skills workshop made a comment that struck me as profound.

She said, "I get called in for project work or panic work."

Panic work.

I'm guessing you either smiled or cringed as you read that phrase.

Far too many people in far too many organizations know what panic work is. We call it by other names: Urgent work, problems, or putting out fires, but we are all too familiar with it.

Panic work comes when our processes aren't well enough set, defined or followed. Panic work comes when we haven't established processes at all - or haven't changed them in 20 years.

Some people thrive on panic work - they love the challenge and the adrenaline rush that comes with solving the problem, satisfying the Customer in a dramatic "save" or otherwise "saving the day."

While people might profess to like it, it is one of the biggest challenges that organizations face. Too much of our work is panic work. We don't invest the time to build, document and/or improve standard processes. By having standards, we free ourselves to use that adrenaline for more creativity, new product development or delighting/Wowing Customers.

As more of our work becomes project based, the only way, paradoxically, that we can succeed is by making our processes more solid. This will reduce the panic work and allow us to use our potential to create even greater results.

Thanks to Patti Besuner for the phrase.