Coaching practices for My Manager Has Decided to Continue Work on a Project Cancelled by the Ceo
Describe almost anything you are working through and IX Coach finds the practices whose real-world fit is closest. For My Manager Has Decided to Continue Work on a Project Cancelled by the Ceo, these are the strongest matches in the current practice library.
Does this sound like the set of challenges you might be facing?
- We sorted out who owned what at kickoff, but the project has shifted and two people have left since then, and now decisions are getting made by folks who aren’t even in those roles anymore
- The long-term work my team needs
- I keep pulling all-nighters for emergencies that, if I’m honest, I could see coming weeks out
- My team is buried under recurring meetings and reports that everyone privately thinks are pointless, but no single person can just kill them
- I keep taking my boss’s frustrating decisions personally, like they’re just choosing to make my life harder
Practices that may help
- Review the RACI when scope or team changes
A RACI built at kickoff and never updated is out of date the moment the first change happens.
The RACI Matrix, Made Practical - Protect important-not-urgent work as a team commitment
Schedule Q2 work on a shared calendar so urgent tasks can’t claim it by default.
The Eisenhower Matrix for Teams - Prevent Q1 crises through Q2 investment
Trace your recurring crises to neglected Q2 work — then schedule it before the next deadline emergency.
The Eisenhower Matrix and Delegation - Run a regular team elimination review
Periodically review what the team is doing that no longer serves any current goal.
The Eisenhower Matrix for Teams - Understand the constraints your manager operates under
Ask about the pressures and constraints your manager faces — then factor them into your expectations and requests.
Managing Up: Practical Skills for Working with Your Boss - Bring a proposed solution when you bring a problem
Describe the problem and your recommended path before asking for a decision.
Managing Up: Practical Skills for Working with Your Boss - Use Start-Stop-Keep reviews to drive continuous improvement
Regularly ask what the team should start, stop, and keep doing — and act on the answers.
The Rockefeller Habits: Scaling Up with Rhythm and Focus - Inform stakeholders before they ask, not after they complain
I’s are one-way — they receive information; the cost of surprising them is always higher than the cost of telling them.
The RACI Matrix, Made Practical - Adjourning: close the team with intention
How a team ends shapes how each member begins the next one.
Tuckman’s Stages of Team Development - Review every active project for a current next action
For every project you have open, confirm there is one and only one clearly defined next action.
The GTD Weekly Review
Related concerns
- Manager Ignores My Requests For Clarification On Projects
Tell your team when you are in maker mode and what that means for response times.
Communicate your schedule mode to collaborators
- When The Working Genius Map Team Genius Coverage
Check whether all six activities are covered by someone who finds them energizing.
Map your team’s genius coverage
- Change Management Framework
A RACI built at kickoff and never updated is out of date the moment the first change happens.
Review the RACI when scope or team changes
- Coworker Was Fired Manager Expects The Workload To Shift Onto Another Team Member
When a report brings you their monkey, don’t take it — send it back with the next step owned.
Resist reverse delegation (the "monkey back" problem)
- Do I Ask To Have My Job Title Updated As Soon As Possible
Update your manager on important work before they ask — in the format and frequency they actually want.
Send proactive, brief status updates
- Domain Coverage Team
Check whether all six activities are covered by someone who finds them energizing.
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