Tag: Training

The Art of Communication

Written by Lalita Lalwani on September 28, 2023. Posted in Articles.

Gone are the days when being a brilliant business analyst meant you could hide in a dark room crunching numbers and never utter a single word to another human being. In the realm of business analysis, interpersonal skills have grown to be as crucial as a hot cup of coffee on Monday mornings, and the spotlight is shining brightly on communication prowess.

In today’s dynamic and information-driven business world, effective communication plays a pivotal role in driving success and achieving desired outcomes. For a business analyst, possessing strong communication skills is not merely an option — it is a necessity. As the liaison between stakeholders, technical teams, and project managers, business analysts play a crucial role in ensuring the success of a project.

Why Communication Skills Matter for Business Analysts

Effective communication is the foundation of successful business analysis. It enables business analysts to articulate complex ideas and concepts concisely and clearly. By communicating effectively, business analysts can ensure that requirements are accurately captured and understood by all stakeholders, minimizing the risk of misinterpretation, and avoiding costly project delays or failures.

Effective communication helps business analysts build trust and credibility with stakeholders. By clearly articulating ideas, presenting data-driven insights, and actively engaging stakeholders in the decision-making process, business analysts can instil confidence and foster a collaborative and conducive working environment for open dialogue.

Moreover, business analysts often serve as mediators between different stakeholders who may have conflicting priorities or perspectives. In these situations, effective communication becomes even more critical as it helps productive discussions and find mutually beneficial solutions. By creating an inclusive and collaborative environment, business analysts can promote teamwork, consensus building, and efficient decision-making, thereby contributing to the success of projects and initiatives.

Business analysts must also be skilled in active listening, empathy, and building rapport and fostering strong relationships with stakeholders. This helps them gain a deeper understanding of the stakeholders’ perspectives, and uncover implicit needs and concerns, which in turn, allows them to tailor their communication and recommendations that address the underlying issues and drive positive change within the organization.

The Spectrum of Communication Skills

Communication skills encompass various dimensions, including verbal communication, written communication, non-verbal communication, and emotional intelligence. Each of these dimensions plays a critical role in the day-to-day activities of a business analyst.

Verbal Communication Skills

Verbal communication involves speaking and listening. These skills are essential for conducting interviews, facilitating meetings, and delivering presentations. Proficient verbal communication allows business analysts to articulate ideas clearly, ask relevant questions, and actively listen to gather valuable insights and ensure a complete understanding of the stakeholders’ perspectives.

When it comes to verbal communication, it is not just about the words spoken but also the tone, pace, and clarity of speech. The way information is conveyed can greatly impact how it is received by stakeholders. Effective verbal communication also involves the ability to adapt to different audiences and situations. A skilled business analyst can tailor the language and approach based on the stakeholders they are communicating with, ensuring that the message is understood and well-received.

Written Communication Skills

Written communication is equally important for business analysts. Business analysts with exceptional written communication skills possess the ability to organize their thoughts in a logical and coherent manner. It involves creating detailed documents, such as requirement specifications, business process flows, project reports and communicating project updates. Additionally, attention to detail is crucial to ensure that there are no errors or ambiguities in the documentation.

Strong written communication skills enable business analysts to convey complex information accurately and concisely and ensure that all stakeholders are on the same page.

Moreover, effective written communication involves the ability to adapt the style and tone of the message to the intended audience. Different stakeholders may have varying levels of technical expertise or familiarity with the subject matter. By tailoring the communication to suit the needs of each stakeholder, business analysts can ensure that the information is accessible and meaningful to all.

Non-Verbal Communication Skills

Non-verbal communication includes body language, facial expressions, and gestures. While often overlooked, non-verbal communication can convey important messages and influence how stakeholders perceive information.

When engaging in non-verbal communication, business analysts must be mindful of their own body language the non-verbal cues. Maintaining eye contact, using appropriate facial expressions, and having an open and relaxed body posture can all contribute to effective non-verbal communication.

These skills are particularly important when conducting interviews or facilitating workshops as being aware of non-verbal cues enables business analysts to detect subtle signs of agreement or disagreement. For example, a nod of agreement or a smile can signal understanding and support. On the other hand, crossed arms or a furrowed brow may indicate scepticism or disagreement. By aligning the non-verbal cues with the verbal messages, business analysts can adjust the communication approach, accordingly, fostering a more collaborative and productive environment.

Furthermore, cultural awareness is an important aspect of non-verbal communication. Different cultures may have different norms and interpretations of non-verbal cues. Business analysts must be sensitive to these cultural differences and adapt their non-verbal communication accordingly to avoid misunderstandings or misinterpretations.

Emotional Intelligence

Emotional intelligence is a critical aspect of communication for business analysts. Understanding and managing emotions, both their own and those of others, allows business analysts to navigate conflicts, handle difficult conversations, and build strong relationships. Emotional intelligence helps business analysts adapt their communication style to different stakeholders, fostering a positive and collaborative work environment.

Mastering Communication Skills as a Business Analyst

While some individuals may possess natural communication abilities, it is a skill that can be continually developed and refined with dedication, deliberate practice, and continuous improvement. Here are some strategies to develop and strengthen the communication abilities as a business analyst:

Active Listening Techniques

Active listening goes beyond merely hearing what someone says. It involves fully engaging with the speaker, understanding the message and intentions, and providing appropriate feedback. Practice active listening by providing undivided attention to the speaker, maintaining eye contact, and demonstrating empathy. By practicing active listening techniques, business analysts can ensure an accurate and complete understanding of stakeholders’ needs and requirements.

Practice Empathy

Develop your emotional intelligence by actively practicing empathy. Empathizing with stakeholders and understanding their challenges can significantly enhance communication. Understand other’s perspectives and emotions by putting yourself in their shoes, business analysts can anticipate concerns, build stronger connections and offer tailored solutions.

Polishing Written Communication

Business analysts often produce detailed reports, requirements documents, and emails. Improving writing skills is crucial to convey ideas clearly and professionally. Avoid jargon and fancy words; use plain language to ensure everyone can comprehend the content.

Enhancing Presentation Skills

To deliver impactful presentations, business analysts should focus on structuring the content, maintaining a confident and engaging presence, and utilizing visual aids to support their message. Practice presenting in front of a mirror before presenting it to a larger audience. This technique will help to adapt the communication style to suit the needs and preferences of different stakeholders. Simplify complex technical concepts for non-technical audiences or emphasise key benefits and outcomes for executive-level stakeholders. Tailor the presentations, to resonate the message with the audience and to convey the desired information effectively.

Develop data visualization and storytelling skills to effectively communicate complex ideas and facilitate decision-making.

Utilize Technology

Leveraging communication tools and technology can greatly enhance effectiveness as a business analyst. Get familiar with collaboration platforms, project management software, and communication tools to streamline communication processes and ensure efficient information sharing.

Engage in Cross-Functional Collaboration

Collaborate with professionals from various disciplines to gain exposure to different communication styles and approaches. This experience will help to adapt the communication strategies to diverse audiences.

Be Flexible! Seek Feedback, Learn and Adapt

Interaction with stakeholders from diverse backgrounds and cultures is business as usual for a business analyst. Adapting the communication style to suit different individuals and situations is crucial for effective collaboration. Understand and respect cultural differences, adjust the language and approach, and actively seek feedback from colleagues, stakeholders, and mentors to identify areas for improvement and understand how your communication style is perceived. Flexibility in communication ensures that you can connect with stakeholders on their terms, fostering a more inclusive and productive working environment.

The Growing Importance of Interpersonal Skills in Business Analysis

In the evolving world of business analysis, effective communication skills are indispensable for the success of business analysts. By honing the ability to listen actively, articulate clearly, and adapt to different stakeholders, business analysts can be established as an indispensable asset to any organization. As the business landscape continues to evolve, those who master the art of communication will navigate challenges with finesse and lead projects towards triumph. Effective communication is not just about conveying information — it’s about building relationships, understanding needs, and fostering collaboration.

The ability to communicate effectively is the key to unlocking new opportunities and driving positive change in the dynamic world of business analysis.

Remember, even in the world of business analysis, laughter is the best medicine — just make sure you’re laughing with your stakeholders, not at them.

Happy communicating 🙂

Best of BATimes: How to Prevent the Negative Impacts of Poor Requirements

Written by Sergey Korban on September 6, 2023. Posted in Articles.

There is an abundance of stories of failed projects. Research has shown the reasons for IT project failure in the USA, indicated that project success rates were only 34%, with the rest of projects being either “challenged” in some way or failing outright.

The losses can be very significant. For example, British food retailer Sainsbury had to write off its $526 million investment in an automated supply-chain management system. The U.S. Federal Aviation Administration spent $2.6 billion unsuccessfully trying to upgrade its air traffic control system in the 1990s. Ford Motor Company abandoned its purchasing system in 2004, after spending $400 million. In the 8 years since, things probably haven’t changed much.

From the project management perspective, technology projects fail when they do not meet the following criteria for success:

Project delivered on time
Project completed on or under budget
The delivered solution works as required by business stakeholders.

A number of factors are involved in any particular project failure. The most often quoted factors are listed below:

Lack of stakeholder involvement
Unrealistic time scales
Poor requirements
Scope creep
Uncontrolled changes
Insufficient testing.

The quality of requirements can have a lot of impact on the outcome of the project. One high profile project which was significantly affected by the requirements management process was the Chrysler Comprehensive Compensation System which was supposed to handle paychecks for Chrysler’s 87,000 employees but was shut down after several years of development.

The impact is magnified as the BA moves from high-level requirements towards functional and non-functional requirements. The cost of rework of functional requirements is the highest because these requirements define the technical specification and design of the solution.

Here is a visual summary of the impacts:

Project Impacts

Projects are undertaken by the business to satisfy a strategic goal. Poor requirements have the following effects on projects (and subsequently impact the strategic goals of the business):

Scope creep negatively affecting budget and completion time
Low utilization of resources and higher overheads
Inadequate business process design (due to insufficient details about activities)
Poor design and ergonomics of the user interface, resulting in lower productivity
Inadequate software specification, resulting in lower developer productivity
Poor specification amplifies the negative effect of poor requirements when it comes to software testing, leading to higher costs and lower quality of the solution
Time-consuming and costly code rework
Difficulties in solution integration.

Business/Organization Impacts

More generally, the business as a whole is affected in many different ways by poor requirements through the projects that the business undertakes. Here is the short list of negatively affected areas that I have witnessed:

Lost opportunities for the business
Lost advantage relative to competitors
Breaches of regulatory compliance
Poor stakeholder engagement and loss of trust
Reduced business process efficiency due to poor solution design
Negative user experience due to cumbersome UI design
Lack of cohesive IT landscape due to poor integration
Negative impact on the bottom line, generally speaking.

How to Prevent Poor Requirements

In my experience, there are two ingredients in any given project which help me deliver quality requirements. One ingredient is what I know about the business and the project. The other one is the techniques I use to ensure that I deliver great results.

It probably sounds quite vague at this point, so let’s dive into the specifics.

Knowledge Needed for Quality Requirements

The foundation for creating the future solution is a good level of understanding of the current state. Regardless of the methodology you are following, you have to start here. What do you need to know?

Know the Context in which the Business Operates

The business operates in two contexts. One is the external context where market forces define how the business operates and maintains its sustainability. This includes regulatory requirements, competitors and partners.

The second context is internal. It is actually more complex as it includes organizational structure, business processes, governance around the processes (business rules), people involved in the processes, internal politics, organizational culture and overall pace of changes within the business you work for.
Understand the Business Problem or Opportunity

This is the actual driver for the project. Without knowing the real business need you won’t be able to find the solution that solves that problem.
Identify Gaps to be Bridged

Once the business problem and stakeholder concerns are clear, you can draft the future state. When the future state has been confirmed with stakeholders, perform gap analysis. Your focus here is on what should be done within the project scope to resolve the identified problem. It is also good to think about extra value the business can get as a result of the project.

Extra value can be delivered when you have a clear understanding of changes going on in the organization, and how the project you are engaged in fits into the change landscape.

Techniques for Better Requirements

The techniques I’ve settled on in my practice enable me to use stakeholders’ time efficiently and get a clear picture of the current state. Let me share them with you.

Do Your Homework: Before engaging stakeholders in requirements gathering activities, I read all available documentation on business processes, business applications in use, regulatory requirements (if any), internal communication about changes in the organization, as well as other projects that may have dependencies with the project I am in.I also explore information relevant to the industry as a whole to identify possible good practices that I can re-use.I call this exercise my “homework”. The benefits of the homework exercise are that I know the “language” I will use when talking with stakeholders. I also know what to articulate to confirm information that is unclear. I feel confident about my part in the project and I know that I can help the business.
Power Up Communication with Visuals: There is nothing better than diagrams to explore the current state and get an idea about the desired future state. The time savings due to using visuals can be enormous. How much time do you spend to define the future state? If you don’t use diagrams at present, you could probably save a significant portion of that time. Outline organizational boundaries, processes and data they use, add used applications, process and technology interfaces where required, and finally add roles involved in the processes. Now you have a snapshot of the current state.
Use Templates to Support Your Work: Any business analysis task has to be organized to save your valuable time. Templates are of great help here as they let you re-use the common parts of documentation, and customize as necessary. They also serve as a kind of checklist of required documentation, and ensure that you don’t miss anything. My favourite template is the Current State Analysis. It includes analysis findings, identified business need, visualized current state (including the external context) and recommendations on what the solution may look like in terms of capabilities.
Avoid Common Pitfalls: Requirements become poor and vague when they mix project related tasks, statements about the future state, applied rules and solution design. A good way to avoid these common project pitfalls is to plan business analysis, and to document the planned activities and deliverables in the Business Analysis Plan. It’s an integral part of the project plan. However, the Business Analysis Plan does not deal with project tasks.A hierarchical approach has to be taken to the future solution. Firstly, list the required solution capabilities. They can include both changes to business processes and technology services supporting these processes.Secondly, translate these capabilities into a business process design and business requirements for supporting technology services. You always need to tweak a business process if you change software used to support the process.Thirdly, add relevant business rules to justify future business logic.Next, validate the business process design and specified business requirements with the stakeholders.Finally, transform the validated requirements into functional requirements. These will guide the development and implementation of the solution. Don’t forget to describe business data (along with data types) to be used within the solution.

Adding prototypes of the user interface will make the functional requirements more precise and also help establish new terminology to be used in the solution.

These steps are executed in an iterative fashion so they align well with modern “fast” methodologies such as Agile and Scrum.

Summary

Poor requirements may lead to project failure. Functionality that is poorly specified, implementing something that isn’t needed, poor processes, lost development time, missed project deadlines, poor quality of documentation – the list of impacts can go on and on.

I believe that we as business analysts can do our job well and contribute to business success. Sometimes we don’t have enough time to stop and consider why our requirements are poor.
In the article above I listed the key ways to improve requirements. I’ve tested these approaches in many projects and they always produce positive results.

I hope they will help you, too!

Published on: Apr 30, 2013

Embracing AI in Business Analysis: A Guide for BAs

Written by Arunabh Satpathy on July 26, 2023. Posted in Articles.

Artificial Intelligence in business analysis is fast becoming the next big evolution of the BA practice. It acts as a superpower to enhance decision-making, automate repetitive tasks, free up time for strategic work.

BAs add value to organizations that AI cannot replace, like problem-solving, critical thinking, communication, and collaboration. But with increasing competition in companies, BAs can use an assistant like artificial intelligence to do more with less. This article covers the growing influence of AI in business analysis and how you can thrive as a business analyst in the age of generative AI.

AI in Business Analysis: A Growing Field

Business analytics powered by AI can detect patterns, anomalies, and deviations and raises them for review by business analysts.

Business analysts are embracing AI/ML tools to make more informed decisions and improve their competitive advantage. Tools like Tableau, Power BI, and others increasingly have a significant AI component

BA coaches have also begun thinking and producing content on how to use AI tools like ChatGPT for business analysis.

The growth of AI tools has also led to an increasing push for human oversight over AI. For instance, the European Commission has proposed a regulation the stipulates how high-risk AI systems like facial recognition algorithms should be created with human oversight in the loop.

Developing regulations like these will affect downstream industries like business analysis in due time.

AI-enhanced Business Analysts

The most beneficial way to deal with the rise of AI is to enhance your existing skill set using it. Generative AI tools can also lead to happier and more productive workers.

Here are some ways you can adapt to the changing reality:

Know your Core BA Skills

As recently as May 2023, Forbes recognized six core business analysis skills:

Analysis: Parsing large amounts of complex data and recommending solutions.
Communication: Active listening and clear delivery of data in verbal and written form.
Interpersonal: Working effectively with stakeholders and teams within client organizations.
Problem-solving: Creative solving of unique client issues.
Time Management: Prioritizing tasks and getting the job done quickly.

AI can do parts of these tasks for you, but none fully. For instance, an AI-based requirements management tool can help you analyze and write requirements based on raw data, but only with your approval. But it fails at active listening, stakeholder engagement, or creative problem solving.

Without human oversight, AI can be ineffective or even counterproductive. Business analysts can excel through expert management of AI tools and ensure that AIs output aligns with the goals of the organization.

Another core skill that AIs cannot compete is an up-to-date understanding of the industry. BAs with domain knowledge can spot problems and suggest fixes before a project reaches the development team. They have the knowledge and connections to understand market conditions and protocols beyond what is available on AI databases.

Strategies for developing industry domain expertise include:

Researching the history, current situation, and prospects of the industry.
Learning market-specific protocols. For example, ASPICE is a key automotive regulation.
Competitive analysis.
Asking questions to other domain experts.

Enhance Your Data Management and Analysis Skills

According to Peter Sondergaard, the SVP and Global Head of Research at Gartner, “Information is the oil of the 21st century, and analytics is the combustion engine.” Analytical skills help BAs generate high quality outcomes that meet business needs.

In practical terms, you need to have a combination of the following data analytics skills to position you as a high-value and competitive BA candidate:

Data Literacy: Familiarity with data language, types, sources, and analytical tools.
Data Collection: Knowing how to collect unbiased and reliable data through various methods.
Statistical Analysis: Knowing statistical terms and techniques like hypothesis testing, linear regression, and p-values to extract insights.
Data Visualization: Presenting data honestly to communicate insights.

Learn to Work with AI Tools

A recent survey by Gartner showed that 70 percent of U.S. workers want to use AI to reduce some common tiresome and repetitive tasks.

The top task that workers hoped AI would automate is data processing. The demands of a business analyst already include many of these tasks and will do so in the future. Here’s how BAs can leverage AI tools for data processing:

Integration: Building “master lists” of data, like merging lists while retaining their integrity.
Classification: collecting, extracting, and structuring data from documents, photos, audio, video, and other media.
Cataloging: Organizing, cleaning, and retrieving data. SQL is already a key skill for data retrieval and OpenRefine helps with basic data cleaning.
Quality: Reducing errors, contradictions, or low quality in databases or requirements authoring.
Security: Keeping data safe from bad actors.
Compliance: Adhering to relevant industry-based or national compliance standards. E.g. ASPICE for automotive.

BAs should also learn how to interact with AI tools. Some tools have button-based interfaces, but others like ChatGPT use prompts. Engineer ing prompts will itself become a skill not dissimilar to making SQL queries. The right query may be the difference between an important insight and a dead end.

This collaborative approach to AI in business analysis will help increase the efficiency and effectiveness of the entire organization. The MIT Sloan Management Review and Boston Consulting Group’s global executive survey found that companies combining AI and human abilities are best positioned to succeed.

These days, many tools help boost the productivity of BAs. Some staples like Tableau and Power BI have into their legacy offerings. Others have leveraged the to analyze, write, rewrite, and suggest requirements.

Adapt to Changing Roles and Responsibilities

Beyond working with AI tools, BAs will have to adapt and expand their skill sets to market realities. BAs can stay on top of things by:

Keeping up with cutting-edge technologies like blockchain, digital trust, and artificial intelligence.
Asking better questions about business needs, technology needs, and stakeholder satisfaction.
Considering hybrid roles that combine BA skills with related fields like statistics, data analysis, project management, and UX.
Enhancing soft skills. BAs who communication, critical thinking, negotiation, and collaboration skills can adapt and thrive in any environment.

The Future of Business Analysis is Bright

The fundamental role of the business analyst will be no less relevant in the near future. Somebody has to perform crucial tasks like business processes evaluation, problem identification, and more. Embracing the paradigm of new AI tools will only increase the productivity of BAs. Combined with their core BA toolkit, domain expertise, fluency in data management, and soft skills, business analysts can thrive and drive the success of their companies in the 2020s and beyond.

Source: AI in Employee Engagement: 7 Applications to Try Yourself | Zavvy [AS1] [AS1]

https://www.statista.com/chart/27127/tasks-us-workers-want-ai-to-take-over/ [AS2]

Ten Tips for the Young BA

Written by Kushal Sundhani on June 15, 2023. Posted in Articles.

After ten plus years of working as a business analyst, I wanted to highlight a few things that have tremendously helped me become a better BA and advance my career.

As a young professional, I did not have many special talents, skills, or academic education, but I was not going to let those things hold me back from success. I focused on where I knew I would stand out and organized my thoughts into the ten main points below:

Be on time. For any meetings or working sessions that I was a part of, I made it a habit to be a couple of minutes early. There were life events or uncontrollable circumstances that prevented me from this 100% of the time, but those were one-off occurrences. Generally speaking, I was known to be early and start meetings on time. This showed I was organized and respected the time of others. Additionally, being on time also meant projects and tasks were completed by the time I said they would be. If there were issues that prevented me from hitting a time goal, I would speak up and inform the respective stakeholders in advance so they were aware.

Take ownership. Anytime a project or task was assigned to me, nobody had to worry or consistently follow up on its completion. I communicated statuses and any obstacles or issues that might impact the final result. This was evident no matter how small the task was. Early on in my career, I was responsible for member service requests. Each interaction was a mini-project to ensure the member got the service they required. Taking ownership of all of my projects and tasks helped build trust with my boss and colleagues. It showed I was ready to handle larger projects and more responsibilities because I excelled with the smaller ones.

Be flexible. My ability to be flexible about almost anything shined through. My role in one project may not have been the exact same as another one. Priorities and objectives often changed. My colleagues all had different and unique personalities. In some projects, I was the dominant personality when others did not play that role. In other projects, I was the more analytical one when I realized others were observably dominant. Through it all, I remained flexible. I was known as the go-to person for just about anything.

Nothing underneath me. My first project was a stepping stone to the next one. When I was starting my career, I admittedly was a “yes” person. They could have given me a stamp with “Yes” for my forehead! Before anyone even finished their thought, I said “Yes!”. This helped me get exposure to every single area of my organization and build relationships. Within a short period of time, I could tell you the purpose of each department and why they were necessary for the organization to function properly. I am not saying I could run the department, but I had functional knowledge of their work and what made them tick. I don’t want to give the wrong impression here. As I advanced more in my career, I didn’t have the time to say yes to everything. I learned how to say “no” as my career became more mature. However, when I first started, I wanted exposure to everything and I wanted to show I can handle it.

Recognize and praise others. I don’t remember accomplishing a goal due to my efforts alone. There were always other people involved. Lots of time in discussions was spent with team members to ensure we were doing the right things. I always made it a point to praise publicly and privately where it was legitimately due. I saw first hand all the hard work that my colleagues put into their daily activities and wanted those efforts recognized. Any time I got praise for doing something, it was only because I had a great team of people supporting me.

My first project. I tried my best to stay excited and eager to learn and do more. When I was just a part-time employee trying to make a name for myself, I was hungry for anything that came across my desk. I started to treat everything like my very first project. I would ask lots of questions, show willingness to go above and beyond, seek help where I need it, and work with others. Every project after the first one was treated like my first one. This is much more difficult than it sounds because at times, work did become mundane and repetitive. I had to make a conscious effort to see the bigger picture and maintain my level of excitement.

Open to criticism. I had an open mind if someone gave me constructive criticism. This helped me get better as a professional and build my skills. I actively sought out criticism to ensure I produced things of value to the organization. Long tenured employees, managers, and executives all have different insights into different areas. Their advice helped me see things from a different perspective and ensure I took that into consideration moving forward.

Be courteous. I cannot think of any point where insulting someone, yelling, making sexually suggestive comments, touching inappropriately, or being plain rude was ever welcomed. I paid attention to my tone of voice and ensured my dialogue was objective to the matter at hand. Disagreements are common and objectively addressing them should be the goal, not trying to tear the other person down. Learning about culture, gender, age, race, religion, or any other characteristic that makes us unique, helped me get to the next level of relationship building. Showing common courtesy, being generally kind, and showing basic respect for someone should not require a whole training initiative.

Work life integration. I did not seek work life “balance”; where I strictly worked between certain hours and then I strictly lived my personal life during certain hours. My job was part of an overall healthy life; and in order to continue having a healthy life, I needed my job. Sometimes, my best work came from putting in a few hours on a Sunday with some music in the background. Sometimes, I had to handle a personal emergency at the office that took time away from my work. I didn’t get stressed out about those things because I knew the work would get finished and my personal commitments wouldn’t be sacrificed. If responding to an email on a Saturday helped my colleague move on, I did not hesitate to do it.

Always learning. I was always confident I could learn anything that I needed to help in my career. Today, I see the younger generation spend hours upon hours on social media, video games, and YouTube. I challenge anyone to take any topic in the world you want to learn. Spend one to two hours daily focusing on and researching that topic. The same focus you would give to having fun. Come back in a year and tell me that you are unable to explain the general and functional information of that topic. I dare you! I was amazed at how much I learned by giving it enough focus and time and you will be too.

In conclusion, these ten things made such a positive impact in my career and I know they will do the same for you.

Best of BATimes: 7 Warning Signs that You Are Too Soft

Written by Neal Whitten,PMP on May 17, 2023. Posted in Articles.

Simple question: Do you believe that you tend to be too soft at work?

What I mean by too soft is demonstrating behavior that results in being consistently less effective than what is otherwise possible—and needed—in performing responsibilities.

Whenever I ask this question at conferences, seminars or webinars, most people respond with a “yes.” From experience, I have found most project managers and business analysts, indeed, to be too soft—they are not willing to make the tough and unpopular project- or business analyst-related decisions, even though their instincts warn them that they are not taking the most effective action.

Being too soft harms your effectiveness, your career, the respect from others and your ability to make a difference and make things happen.

Examples of Too-Soft Behavior

Here are seven examples of too-soft behavior. Do you see yourself here? If so, this article may cause you to leave your comfort zone.

1. You behave as if you have the responsibility but without the authority

If you behave as if you have the responsibility but without the authority, then you’re too soft. I do face time with thousands of people each year. I frequently hear project managers and business analysts say that they have the responsibility but not the authority. This just isn’t true. You almost always have the authority; the problem is that you don’t take it.

Here’s an example. When was the last time you were called on the carpet—challenged—for exceeding your authority? Was it within the last week? The last month? The last year? Was it ever? My experience is that less than 15% of people in a large group—a statistically valid size group—have ever experienced being confronted for exceeding their authority. This is sad to me. But what is sadder is that, statistically, most people reading this article will never experience being called out on exceeding their authority across their entire career! My assertion is that you almost always have the authority—you just don’t seize it… you’re too soft.

2. You put off insisting on and driving good project management or business analyst practices

Whether I’m in a public setting or at a private company, it’s common for PMs or BAs to approach me for advice about their project problems. During the discussion, many times it’s relevant for me to ask about the project management or BA practices that they follow. I often hear them say that the practices they follow are weak and insufficient. They will state or imply that management in their organizations isn’t doing enough to provide and continuously improve the practices.

I’ll ask them what their role on the project is and they will tell me that they are the PM or a BA. If you are in either of these roles, then insisting on and driving good practices is your job. Not management’s. Not anybody else’s. It’s your domain of responsibility. You can seek help if you need to but the buck stops with you. If you do not insist on reasonable practices then you’re too soft.

3. You complain rather than constructively work issues to closure

I don’t believe that you should ever complain about anything—ever! Complaining is negative energy and adds no value to solving the issue at hand. People who complain are exhibiting too-soft behavior by averting truly getting the problem fixed. But make sure you understand what I mean by complaining. An example of complaining is when person A complains to person B about something that person C can fix. In this case, person A just wasted his time and person’s B’s time. However, if person A “complains” so-to-speak to person C—the person who can fix the problem—then this is not complaining to me. This is the first step of the solution by informing the person who can do something about it.

4. You evade taking a position on issues

If you evade taking a position on an issue, you’re too soft. A role of leaders is to help resolve conflict among team members. They take appropriate business-based positions on issues even if it doesn’t please all parties. Let’s look at an example.

I was mentoring Sarah who was a project manager of a sizeable project. We were walking through a hallway heading to a room where a meeting was soon to take place. We come upon two team leaders—Laura and Larry—discussing an issue in the hallway. Actually, discussing is too kind of description; they were angry at each other and loudly protesting the other’s views. Upon seeing this, Sarah leaned in to me and asked if I would mind if we join in on their discussion. Sarah said we have a few minutes before we must be in the meeting room. I said that that’s a good idea and we joined the two team leaders. After standing with the two team leaders and listening for a few minutes, Sarah turns to me and said we have to go; she did not want to be late for the meeting.

Once we were out of hearing range of the two team leaders, I asked Sarah why she didn’t say anything back there to help resolve the conflict. Sarah said if she had sided with one team leader then the other team leader would have been upset with her. I said that’s not how it works. Besides you now have both people upset with you because you did not assert your authority and help find an appropriate resolution. I went on to tell her if she sided with Laura and that left Larry upset with her, that’s not her problem—it’s Larry’s problem. I said never avoid taking a position because you fear that someone won’t like you. This is business, it’s not personal. Decisions are made based on what’s in the business’ best interest; not what’s in Larry’s best interest. Here again, Sarah was too soft in dealing with this situation which meant she was not as effective as she could be and should be.

5. You avoid or excessively delay making key decisions

Decision making is a critical action in any team, project or organization. We all have experienced instances where we felt decisions were being made far too slow. Make sure that you aren’t the problem. If you avoid or excessively delay making key decisions then this is another example of demonstrating too-soft behavior.

If you wait to make a decision until all data is known to ensure that you are making the very best decision, then you will lose all competitiveness. Better to make a decision and occasionally be wrong, then make no decision or excessively delay in making the decision.

6. You fail to perform your assignment as if you own the business

When you look around you for the people who you respect the most, they are likely folks who come to work each day with the mindset that they perform their duties as if they owned the business—and the business is defined by their domain of responsibility. If you have ever owned your own company, you will know exactly what I mean. You cannot put food in your belly or pay your bills unless you are successful. It’s this passion that helps people achieve their best. These are people who make things happen.

They believe—and their actions demonstrate—that the buck stops here and that they are fully accountable for the project or their assigned domain. Your boss and your senior management want you to take charge over your domain of responsibility with the passion that comes about when you behave as if you owned the business. If you hesitate or routinely pull back then, again, you are demonstrating too-soft behavior.

7. You require the personal approval of others to function

You are too soft if you personally require the approval of those around you to function from day-to-day—and without it you feel inadequate—then you will likely find their behavior to have an immobilizing effect on you; it can stop you in your tracks. Don’t ever give that kind of power to another person. What other people think of you should never be more important than what you think of yourself.

In Closing…

I have revealed seven examples of too-soft behavior. If you routinely exhibit these too-soft behaviors, then you’re clearly too soft—you tend to take the easy way out rather than do the right thing by demonstrating the most effective behavior. If you only occasionally slip into this behavior, then that may not be a serious cause for alarm.

If you fear that not being too soft will cause you to be “too hard” and therefore you will be seen as being rude, insensitive, abrasive, arrogant or a bully… don’t go there. You are a good and decent person and will not give way to these behaviors.

You might be asking yourself if an upside of demonstrating too-soft behavior is that you might win friends and respect? After all, if you are consistently too soft, those you work with will see you as very easy to get along with and passive—you’re always rolling over and abdicating to others. The problem is that if you’re a leader and are consistently demonstrating too-soft behavior, you will lose respect from those you lead, and from your peers and from your superiors. Being too soft will also have a negative effect on your project’s outcome because the best business decisions are not always made or made in a timely manner. All this can lead to your career becoming stagnant or even shortened.

Now, go become your imagined self!