Are You Asking For Approval or Feedback?
There are many nuances to working as a project manager on a large initiative. For newer project managers, getting a handle on the subtleties can take time. One question that often comes up is: Are we seeking approval or feedback? This can happen at any number of points in a project lifecycle, such as finalizing technical requirements, sign-off written content, or budget approval.
With many stakeholders involved, it’s a good idea to get clarity from the primary business lead (often the project sponsor or senior executive) on who has ultimate decision rights. For example, do Legal or Compliance need to approve, or is just their guidance being sought? In the case of copy or written communications, are we asking for approval from call center stakeholders, or a review to make sure what is being communicated is accurate?
In a highly regulated industry like financial services, it is often the role of a licensed individual to apply that final, official approval stamp (or the person or team accountable for the success or failure of the project). Up until that point, it’s about carefully procuring feedback and input.
Here are four things to watch for when it comes to asking for feedback and approval:
Avoid creating unnecessary swirl by asking a stakeholder for approval when it’s not in their scope to provide it. For example, asking a legal partner to approve technical requirements may put that person in the awkward position of whether to say yes or no—and also create a stall in the project timeline. Again, get clear direction from the business lead on who needs to provide approval versus feedback.
Another pitfall is not previewing an approval ask with your core project team or business lead first. Try out the proposed item for approval with a friendly audience to see what questions or comments they have—that way you’ll be prepared when you go in for the official approval.
Consider the setting—be sure you have booked enough time for a discussion and be thoughtful about who is attending the meeting. No one wants to be put on the spot for a decision without having time for deliberation, nor is a call with hundreds of attendees the best place for questions and answers.
To clearly solicit feedback, consider asking these questions: “Are you comfortable with everything we have outlined here?”, “What, if any, concerns would you like us to address?”, “Is what we are saying here accurate?”
Being a project manager can feel like a course in International Diplomacy! From my experience, carefully navigating the sometimes choppy waters of bringing a project team together around a final decision can lead to the best and most rewarding outcomes for everyone.