Laura exposes the common breakdown where people don't realize a vague 'let's handle this' was meant for them.
Host Laura Bernard shares a framework of five diagnostic questions to improve accountability and clarity within project teams and PMOs. This solo episode draws on her 30 years of experience in organizational change and strategy delivery. Bernard aims to help leaders move projects forward without micromanagement by fixing communication gaps.
The first question is "Did you know that I wanted you to do it?" to address vague directives where an assignee is unclear. The second, "Did you know *what* I wanted you to do?" tackles a lack of specificity, illustrated by a portfolio leader who meant "build a full plan" while a project manager heard "schedule a meeting." Question three is "Did you know *how* to do it?" which considers skill gaps or hesitancy, like a project manager who stalled on a new tool. The fourth question, "Did you know *when* I wanted it done?" warns against ambiguous deadlines like "soon," advocating for a clear, agreed-upon date. The final question is "What is blocking you from doing it?" which surfaces issues like conflicting priorities or a fear of difficult conversations, as with a client who avoided pushing a vendor.
A key insight is that leaders often assume a performance problem when the root cause is their own unclear communication. Bernard emphasizes that "should" is a dangerous word and that the leader bears responsibility for ensuring clarity. The framework encourages self-reflection first, using the first four questions to ensure the ask was clear before exploring blockers. A memorable example involves a transformation lead and a team misaligning on draft deadlines for a board report, causing last-minute stress. Bernard suggests asking "When can you get this done?" instead of imposing a deadline to foster realistic commitments.
She also recommends tactics like assigning tasks by name, confirming in writing, and defining success by saying "success looks like doing X." To address the "how," she advises asking "Do you feel confident in how to approach this?" or discussing the person's planned steps. For timing, she proposes helping team members time-block to convert a "two-week" estimate into a scheduled two-hour task. The tone is direct, instructional, and conversational, blending personal anecdotes with practical advice. The style is educational and coaching-oriented, with Bernard sharing her own struggles to model the framework's use.
Project leaders, PMO directors, and transformation leads frustrated by stalled projects and repetitive conversations will find immediate value. Listeners seeking highly theoretical or academic management discourse might find the content too tactical and experience-based.
