Five D’s for Leading Project De-Escalations

Amy Alberg’s post at Making Things Happen (here) reminded me that it’s time to dust-off and post on a five step process I put together for de-escalating trouble projects.  My approach focuses on how initiative leaders approach their responsibilities as leaders or as trusted advisors (to our customers).  I’ll lay out the steps in more detail later; for now, below are the steps on the escalation leadership pyramid.

3 Responses

  1. Definition – Who must do what, by when?

    With escalations it is really important to have very clear roles and responsibilities. These are normally lean teams of experts with no spare capacity. The need to be laser sharp in focus is not optional when it comes to escalations.

    Dialogue – How and when to explain!
    Back to the previous point. Need for focus. Do not explain unless you really have to! The more people you explain to the more people you need to update, less time to do the actual work. Paramedics do not explain to reporters until the situation is under control!

    How do you cater for the change in the problem statement or priority based on the delivery?

    When and how do you decide to close?

  2. […] Comments sklee on Five D’s for Leading Pro…sklee on Is the PMBOK Guide really the …Stephen Ritchie on Is the PMBOK Guide really the […]

  3. […] Schalk ( commented on Effective Escalation Leadership vs. Escalation Processes, Is the PMBOK Guide really the “Perfect World”?, and Five D’s for Leading Project Escalations. […]

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