Check your motivation before saying yes to a project

Imagine a situation where you’re offered an exciting project right now. The temptation to say yes. The flattery of being chosen because they think you're skilled and just the right person for the project…  

The task might not be clearly defined, but it sounds intriguing.  

In this situation, it’s important to pause and take a good look at the project you’re about to dive into. Otherwise, you risk burning out by joining a project you shouldn’t have. Søren Stuhr, author of "Your Personal Project Leadership", has experienced this throughout his career as a project manager: 

'The project management profession is full of people who want to make a difference. But where there is a spark, there’s often also a fire, and where there’s a fire, someone might get burned. Over the past decades, we’ve unfortunately seen more and more project managers struggling. Some lose the desire to change the world, some give up and leave their organization, and some even fall ill due to their work. Sick leave due to stress is, unfortunately, not uncommon among project managers,' says Søren Stuhr. 

It’s essential to take care of yourself when you enter new projects. The task is not always clearly defined, and when you dive deeper into it, it’s often much larger in scope than initially expected. 

Are Your Motivational Factors in Place? 

Every time you’re asked to take on a new project, Søren Stuhr recommends checking whether the three sources of motivation are present: autonomy, mastery, and meaning. These three points can be examined through six questions you can ask yourself before starting a new project, aiming to address the motivational factors. 

1. Belonging: Does the project suit you, and is it a community or collaboration you want to be part of? 
2. Challenging tasks: Are the tasks challenging, and do they align with your skills and the direction in which you want to develop? 
3. Fairness: Is there a balance between what you're asked to deliver, the rewards you receive, and the mandate you have? Fairness is crucial for many people. 
4. Performance: Can you make a difference through your work? Is the work meaningful? Can you see clear connections between what you do and the outcomes? 
5. Autonomy and self-determination: Within the organizational framework, do you have control over how and perhaps even when you carry out activities? Are you involved in decision-making processes, and do you have the autonomy to influence the project? 
6. Self-realization: Are you growing and developing through your work on the project? You're responsible for your own development, so if you’re not continually adding to your skillset with each project, you risk diminishing your competencies and market value. 

If the motivation isn’t there, it might be wise to say, "thanks, but no thanks." Project managers gain respect when they decline projects because the ends don’t seem to meet. 

Take the path of least resistance 

If you find yourself in a project that you later feel you shouldn't have joined, it can help to remember the quickest way to achieve results:  

Many projects start with a clear rationale, often in the form of a business case or a document outlining the expected outcomes. However, as the project progresses, the initial groundwork often gets buried.  

To stay focused on results, the value creation of projects should be integrated into everyday work. 

'All too often, projects are too ambitious. That’s why it’s helpful to consider what the minimum effort is that can still deliver results. In agile methodologies, we talk about the minimum viable product: what’s the least that can work and still be good enough? If 30% of the work can create 60% of the value we need, then maybe that’s good enough?' says Søren Stuhr, ending with this advice: 

'Instead of waiting for everything to come together perfectly, make sure to reap small wins along the way.'