I am a professional nag. I admit it. I am sure it annoys those around me.
There are more like me. I've seen them, and I've seen those nearby roll their eyes at them. I've also seen that a team with a nag is more likely to deliver results on time and on budget. I certainly don't claim that nagging generates more creative or interesting results! In fact the opposite may be true. But unbound creativity can spin in interesting circles until the budget has exploded and the client has started a new RFP process.
So, how do you find the right balance? How to you bring enough nag to the process that you keep things on track but not so much nag that you kill the spirit and energy of the team?
I have been admonished that my nagging (which includes things like schedules, task plans, reminders, detailed goals) means that I don't trust my team. That if I trusted them I would let them run and be thrilled with the results. Interestingly, I have found that if I pull back and force myself NOT to nag, the output is rarely complete or on time. And when the milestone has passed, the players tend to ask "why didn't you remind me?" or "I didn't know that was my responsibility."
I think everyone believes they should be allowed to problem-solve in their own way, in their own time. And maybe in a different world, we could all be painters and sculptors who wait for our muses to inspire us to cross into new creative territories. But, folks, if we need a spreadsheet completed by Thursday, do you really need space to finger paint?
I guess I wish the professional nag was more valued. It is a skillset, and it does serve a purpose. What if, rather than being annoyed, the team could recognize the value AND the potential for pain..then set boundaries.? What if we harnessed the power if the professional nag for good?
There are more like me. I've seen them, and I've seen those nearby roll their eyes at them. I've also seen that a team with a nag is more likely to deliver results on time and on budget. I certainly don't claim that nagging generates more creative or interesting results! In fact the opposite may be true. But unbound creativity can spin in interesting circles until the budget has exploded and the client has started a new RFP process.
So, how do you find the right balance? How to you bring enough nag to the process that you keep things on track but not so much nag that you kill the spirit and energy of the team?
I have been admonished that my nagging (which includes things like schedules, task plans, reminders, detailed goals) means that I don't trust my team. That if I trusted them I would let them run and be thrilled with the results. Interestingly, I have found that if I pull back and force myself NOT to nag, the output is rarely complete or on time. And when the milestone has passed, the players tend to ask "why didn't you remind me?" or "I didn't know that was my responsibility."
I think everyone believes they should be allowed to problem-solve in their own way, in their own time. And maybe in a different world, we could all be painters and sculptors who wait for our muses to inspire us to cross into new creative territories. But, folks, if we need a spreadsheet completed by Thursday, do you really need space to finger paint?
I guess I wish the professional nag was more valued. It is a skillset, and it does serve a purpose. What if, rather than being annoyed, the team could recognize the value AND the potential for pain..then set boundaries.? What if we harnessed the power if the professional nag for good?
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