Author Archives: nadege minois

Why Every Small Business Project Needs a Clear “Why”

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This article was originally published at: https://medium.com/@nadegeminois/why-every-small-business-project-needs-a-clear-why-e8a737148bd0

Here’s something that trips up a lot of small business projects:

We start doing the thing — launching the offer, redoing the website, running the event — without getting really clear on why we’re doing it.

And then, somewhere along the way, it stalls.

We lose motivation. The team gets confused. The scope creeps. Everything starts to feel harder than it should.

That’s because we skipped the most important part: clarity of purpose.

When a project has a clear, specific “why,” it becomes easier to:

  • Make decisions
  • Set priorities
  • Say no to distractions
  • Know when it’s done

The “why” gives the project direction. It tells you where you’re aiming and helps others stay aligned — whether that’s your team, your clients, or just your own brain.

Here’s what a good “why” looks like:

🟢 Clear: “We want to increase client enquiries by 30% in the next quarter.”

🔴 Vague: “We need a better website.”

The first one tells you what success looks like. The second one? It’s a recipe for endless revisions and frustration.

So, before you start your next project, pause and ask:

  • What’s the real goal here?
  • How will I know if it’s working?
  • What happens if we don’t do this?

Write it down. Share it with anyone involved. Refer back to it when you’re stuck.

The clearer the “why,” the smoother the path.

And if you can’t find a strong reason to do the project?

Maybe it’s not the right project — or maybe it just needs a rethink.

Either way, getting clear now saves time, stress, and confusion later.

The One Habit That Will Make All Your Projects Easier

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This article was originally published at: https://medium.com/@nadegeminois/the-one-habit-that-will-make-all-your-projects-easier-9af50f3e119b

There’s one simple habit that, if you build it into your week, will make every project you run easier, calmer, and more successful.

It’s not a new tool.

It’s not a special app.

It’s a weekly check-in.

That’s it. A short, focused review — just 10–15 minutes — where you pause and ask:

  • What did I do last week?
  • What’s the priority this week?
  • What’s getting in the way?

That one habit changes everything.

Why?

Because projects — especially in small businesses — tend to unravel when no one’s really steering. We get caught in the whirlwind of daily tasks and forget to zoom out.

The weekly check-in is your zoom-out.

It helps you:

  1. Catch delays early. You spot what’s falling behind before it becomes a crisis.
  2. Stay focused. You’re not pulled in five directions because you know what matters this week.
  3. Adapt quickly. If something isn’t working, you spot it fast and adjust.

You can do it alone (with a notebook and coffee), or with your team (in a quick chat or shared doc). The format doesn’t matter — the habit does.

Here’s a simple structure:

  • Review your project plan (or to-do list)
  • Highlight progress made
  • Flag anything at risk
  • Set your priorities for the week
  • Capture any changes to the plan

Over time, this habit builds clarity, momentum, and confidence.

It’s how you stop winging it — and start managing your projects with intention.

So, set a reminder. Make it part of your Monday or Friday routine. It’s the highest-leverage 15 minutes you’ll spend all week.

Why Most Small Businesses Overcomplicate Project Management (And How to Stop)

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This article was originally published at: https://medium.com/@nadegeminois/why-most-small-businesses-overcomplicate-project-management-and-how-to-stop-53d8cb6f4cf5

If you’re a small business owner, chances are you’ve run into this trap: you try to “do project management properly” and end up with colour-coded spreadsheets, five different software tools, and a weekly planning session that feels more like a boardroom meeting than actual work.

Sound familiar?

The truth is, most small businesses overcomplicate project management because they’re trying to mimic what big companies do — without needing it. What works in a 200-person department often falls apart in a team of two. Or one.

Here’s the thing: project management, at its core, is simply about getting things done in a focused, structured way. That’s it. It’s not about jargon or templates or expensive software. It’s about clarity. Focus. Momentum.

So why does it get so messy?

Because we believe more tools = more control. Or that the “real” way to run a project involves a Gantt chart, a kick-off meeting, and maybe even a project charter.

But in a small business, you need just enough structure to move forward — not so much that you’re managing the process more than the project.

So how do you simplify?

  1. Start with the outcome. What are you trying to achieve? Be clear and specific. “Increase newsletter signups by 200 in 4 weeks” is far better than “grow the mailing list.”
  2. Break it into steps. What’s the first thing you need to do? Then the next? Then the next? That’s your roadmap — no fancy templates needed.
  3. Track the work visibly. A sticky-note wall, a simple Trello board, or even a notebook page will do. Just make sure you can see what’s happening.
  4. Review once a week. What’s done? What’s stuck? What’s next? That’s your check-in. No need for status meetings and reports.
  5. Adjust as you go. If something isn’t working, change it. You’re allowed to do that. In fact, you should.

The magic isn’t in being rigid — it’s in being responsive. That’s what small businesses are brilliant at.

You don’t need to manage your projects like a multinational corporation. You just need to keep them moving in a way that fits how you actually work.

Strip it back. Focus on momentum. Use tools that make things easier, not harder.

That’s how you stop overcomplicating things — and start getting more done with less stress.

Balancing Competition and Collaboration: Insights for Project Managers

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As project managers, we’re often reminded of the importance of being team players. It’s a staple in job interviews and a key criterion in job descriptions. But how does this ideal hold up in the real world of project management?

The answer varies across cultures. In some, teamwork is genuinely valued, while in others, it might be more of a façade.

The cultural stance on teamwork often hinges on how goals and results are perceived. We all have a competitive side — evident in the popularity of sports, lotteries, and games. In certain cultures, this competitive nature dominates interactions. Negotiations often have clear winners and losers, and the concept of a win-win situation can be elusive. Rewards tend to be individual rather than team-based, and blame is often directed at individuals.

This competitive approach can have downsides: feelings of failure, loss of self-confidence for the “losers,” and inflated egos for the “winners.” It can also stifle productivity and creativity within teams. However, competition can push individuals to achieve more than they thought possible.

Conversely, some cultures prioritise collaboration. Here, people work together to achieve goals, and rewards are shared at the team level. No individual is singled out for praise or blame. Collaboration can boost productivity and innovation and lead to more successful negotiations. These cultures focus on group well-being, harmony, and nurturing everyone, not just the “winners.”

While collaboration sounds positive, it has its challenges. It can increase social pressure and lead to burnout if not managed carefully. Group decision-making often means more meetings and communication, which can be time-consuming.

Neither approach is inherently better. Each has its advantages and drawbacks. As project managers, when you find yourself in a team with different cultural norms, adaptation is key. If you’re competitive, you might need to adjust to a lack of individual recognition. If you’re collaborative, you may need to embrace personal recognition in a competitive environment.

Adapting to a new culture often involves reassessing your values and assumptions. It’s a challenging process, but essential for success in diverse team settings. Understanding these dynamics can help project managers build more effective and harmonious teams, ultimately leading to successful project delivery.

Navigating Hierarchies in Project Management: A Guide for Project Managers

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This article was originally published at: https://medium.com/@nadegeminois/understanding-fairness-in-project-management-54e6932eb9de

Understanding and adapting to different organisational hierarchies is crucial.

Some organisations operate with a well-defined hierarchy, where decision-making is the prerogative of those at the top. In such environments, respect is often tied to social status, connections, age, and gender. Leaders in these settings are expected to shoulder responsibilities that support their teams, while also commanding the respect they believe is due.

Conversely, there are organisations with flatter hierarchies, where equality is emphasised. Here, decisions are made collectively, and everyone in the group participates in the decision-making process. Status is earned through recent achievements, and individuals are encouraged to take initiative and delegate tasks freely.

The contrast between these two organisational structures is often stark. In more egalitarian organisations, management tends to be more diverse compared to their hierarchical counterparts.

Regardless of personal preference for hierarchy or equality, project managers must adapt to the prevailing culture of the organisation they are working with, unless they possess the authority to instigate change.

Adapting behaviourally to different hierarchies is not inherently difficult, but personal preferences are deeply rooted in values and beliefs. For instance, those who favour clear hierarchies may express respect through deference, while those who value equality may demonstrate respect through collaboration and inclusivity.

Having worked across various countries and organisations, I understand the importance of aligning with local expectations, whether as a leader or a team member. Acting in an egalitarian manner in a hierarchical setting may be perceived as indecisiveness, while seeking to participate in decision-making without invitation in a hierarchical environment may be seen as overstepping boundaries.

Open discussions can help clarify expectations, but changing ingrained views on hierarchy takes time. However, it is not an insurmountable challenge. Many leaders who once adhered to authoritarian styles have learned to embrace inclusivity, recognising the benefits of incorporating diverse ideas from their teams.

In project management, the ability to navigate and adapt to different hierarchical structures is a valuable skill that can lead to more effective collaboration and project success.

Understanding Fairness in Project Management

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This article was originally published at: https://medium.com/@nadegeminois/understanding-fairness-in-project-management-54e6932eb9de

In project management, understanding the cultural nuances of fairness can be pivotal. All societies and cultures have their own set of rules and laws, but the adherence to these can vary significantly.

On one hand, we have universalist cultures, where rules and laws are applied uniformly to everyone. This “one size fits all” approach is straightforward and predictable. On the other hand, particularist cultures adapt the application of rules based on the context of the situation, allowing for flexibility and discretion.

Both approaches aim for fairness, yet the definition of fairness itself varies. In many Western cultures, fairness is often equated with treating everyone the same. However, in other cultures, fairness is seen as context-dependent, where the circumstances dictate the application of rules.

Consider this scenario often used to explore personal and cultural values: Imagine a close friend or family member has broken the law, resulting in harm to someone else, and you are the main witness. Would you uphold the law, potentially leading to punishment for your friend or family member, or would you stand by them? Would your decision change based on the specifics of the situation?

This distinction between universalist and particularist cultures can have significant implications in business, especially for project managers working in multinational environments. For instance, a company might develop a successful employee reward system in one location and decide to implement it globally. However, this approach will only succeed if all locations share the same concept of fairness. Otherwise, the system might be perceived as unfair and could even backfire in offices where cultural norms differ.

So, how can project managers navigate these cultural differences, especially when working in a new country or with a diverse team? First, assess your own cultural preferences. Then, evaluate where your colleagues or stakeholders fall on the universalist-particularist spectrum. Observe whether rules and policies are prominently followed or not. Like waiting for the green light to cross the street. These observations can provide insights into the cultural context.

If there is a gap between your preferences and those of others, adapting your behaviour and actions to align with local expectations is crucial. This can be challenging, as cultural norms often influence our perceptions of right and wrong, good and bad. It’s essential to set aside personal judgments and understand that these concepts are relative rather than absolute.

Understanding Time in Project Management: Past, Present, and Future Insights

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This article was originally published at: https://medium.com/@nadegeminois/understanding-time-in-project-management-past-present-and-future-insights-4ca48b923b68

Understanding the cultural influences on our perception of time can be pivotal. Different cultures have unique relationships with the past, present, and future, which can significantly impact project dynamics and stakeholder interactions.

Cultures that value tradition often look to the past to inform present and future actions. In contrast, cultures that prioritise innovation may focus more on future possibilities, with less emphasis on historical precedents.

As project managers, it’s crucial to recognise that only the present truly exists. The past is a collection of memories, and the future is yet to unfold. However, our actions in the present are shaped by our past experiences and our expectations for the future.

To understand your own time perspective, consider a simple exercise: envision the past, present, and future as circles. How do these circles relate to one another? Are they of equal size? Do they overlap or stand apart? This visualisation can reveal how your perception of time influences your decision-making and project management style.

Our relationship with time affects our present actions, decision-making processes, and overall outlook on life. Past experiences shape who we are today, but they don’t have to dictate who we will become. The key lies in balancing our connection to the past with our aspirations for the future.

In project management, the challenge of delayed gratification is ever-present. We often struggle to envision long-term outcomes, which is why setting milestones and celebrating small successes is essential. This approach helps maintain motivation and focus on long-term goals.

Understanding how individuals and cultures relate to time can be complex. To avoid misunderstandings, observe organisational cues. Does the organisation emphasise its historical reputation, current customer service, or future innovation? These insights can guide your approach.

When interacting with individuals, exercise caution. If you are future-oriented, be mindful not to dismiss those who value past experiences or view the future with uncertainty. Embrace openness and curiosity, and share your perspective to foster mutual understanding.

In the diverse world of project management, appreciating cultural time perspectives can enhance communication, build stronger relationships, and ultimately lead to more successful project outcomes.

Time Management Across Cultures: Strategies for Project Managers

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This article was originally published at: https://medium.com/@nadegeminois/time-management-across-cultures-strategies-for-project-managers-93b9714025ec

Navigating cultural differences in time perception can be a complex challenge.

Imagine this scenario: a team member arrives 10 minutes late to a crucial meeting. Fifteen minutes into the discussion, she takes a phone call. Her colleague interrupts twice with pressing questions, and now she needs to step out to address another matter. With only 15 minutes remaining, the core agenda remains untouched, leaving you wondering how to proceed.

How would you react in this situation? Would you find it exasperating or simply part of the norm? Your response might depend significantly on your cultural understanding of time.

There are two primary cultural approaches to time: monochronic and polychronic.

In monochronic cultures, time is viewed as a series of tasks to be completed in a linear sequence. Time is about doing. Meetings are expected to start punctually, adhere strictly to the agenda, and participants are focused on the task at hand. Tardiness is typically met with apologies, as time is seen as finite and linear. Cultures such as North America, Northern Europe, and some parts of Asia exemplify this structured and disciplined view of time. In these cultures, time is a resource to be managed carefully, and any deviation from the schedule can be seen as a disruption.

On the other hand, polychronic cultures, such as those found in South America, the Middle East, and Southern Europe, perceive time more fluidly. Here, time is about what you’re doing at the moment rather than adhering strictly to schedules. Priorities shift based on what is deemed important at the time, and time is a tool for building and nurturing relationships. It’s not about multitasking per se, but rather a flexible approach to switching between tasks. What might be seen as distractions in monochronic cultures are simply part of the natural flow in polychronic settings. In these cultures, the emphasis is on human interaction and the quality of relationships, rather than rigid adherence to timeframes.

So, as a project manager, how do you navigate these cultural differences in time perception? Understanding and respecting these cultural nuances is crucial. It involves being adaptable and finding a balance between maintaining project timelines and accommodating the cultural practices of your team members. By fostering open communication and setting clear expectations, you can bridge the gap between different time perceptions and ensure successful project delivery. Embracing cultural diversity in time management can lead to more harmonious and effective teamwork, ultimately driving project success.

Understanding Time Perception in Project Management: A Cultural Perspective

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This article was originally published at: https://medium.com/@nadegeminois/9da920da08ca

In project management, time is often viewed as a critical resource. However, how we perceive and relate to time is deeply influenced by cultural norms, which can significantly impact how we plan our days and manage relationships with stakeholders. As project managers, understanding these cultural differences in time perception can enhance our ability to navigate complex projects and foster smoother interactions with diverse teams.

The Cultural Lens on Time

Have you ever found yourself frustrated when meetings start late, deviate from the agenda, or run over time? Do missed intermediate deadlines and milestones cause you stress? It’s important to recognise that these behaviours, while potentially disruptive in some contexts, may be perfectly normal and even expected in others.

There are two predominant cultural perspectives on time: linear and cyclical. Understanding these can help project managers better align their strategies with the cultural expectations of their teams and stakeholders.

Linear Time Perception

In many Western cultures, time is perceived as a linear process. It is seen as a finite resource that moves in one direction—forward. This perspective emphasises efficiency and productivity, with time being something that can be “spent,” “saved,” or “wasted.” The language we use reflects this view, with phrases like “time flies” or “running out of time” being commonplace.

For project managers operating within this framework, time management is often about creating and adhering to schedules, setting clear deadlines, and minimising procrastination. Tools like to-do lists and Gantt charts are staples in this approach, helping to ensure that tasks are completed in a timely manner. This perspective aligns with the structured methodologies often employed in project management, such as Waterfall or PRINCE2, where timelines and milestones are clearly defined.

Cyclical Time Perception

Conversely, in many Asian and Middle Eastern cultures, time is viewed as cyclical. Here, time is seen as abundant rather than scarce. This perspective encourages individuals to take their time, focusing on the present moment and the quality of interactions rather than the quantity of tasks completed. Relationships and being present for others take precedence over strict adherence to schedules.

For project managers working with teams that hold this view, flexibility and adaptability become key. The focus shifts from rigid timelines to fostering strong relationships and ensuring that team members feel valued and heard. Agile methodologies, which emphasise more collaboration and adaptability, can be particularly effective in these environments.

Bridging the Gap

Neither perspective on time is inherently superior; they are simply different. However, when these differences are not acknowledged, they can lead to misunderstandings and frustration. For instance, a project manager with a linear view of time may feel exasperated by a team member who appears unhurried and unconcerned with deadlines. Conversely, a team member with a cyclical view may perceive a linear-focused manager as overly demanding or inflexible.

As project managers, it is crucial to recognise where you and your team members fall on this spectrum. By understanding these cultural nuances, you can better tailor your communication and management style to accommodate different time perceptions. This might involve incorporating more flexibility into your project plans or placing greater emphasis on relationship-building activities.

Conclusion

In project management, cultural awareness is a powerful tool. By understanding and respecting different perceptions of time, project managers can create more inclusive and effective environments. This not only enhances project outcomes but also strengthens the relationships that are vital to long-term success. So, next time you find yourself in a cross-cultural project setting, take a moment to consider how time is perceived and use this insight to bridge gaps and build stronger, more cohesive teams.

From Detail to Big Picture: Adapting Thinking Styles in Project Management

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This article was originally published at: https://medium.com/@nadegeminois/9da920da08ca

Cultural influences can significantly shape our approach to problem-solving. One key aspect is whether we prefer to break down complex tasks into smaller, manageable parts or whether we adopt a systemic view, considering the entire picture. Both methods have their merits and drawbacks.

In Western cultures, there’s a strong emphasis on analytical thinking. From a young age, we’re taught to dissect large problems into smaller tasks. This approach is a cornerstone of many problem-solving techniques, as it makes challenges seem less daunting and more manageable. However, this method can sometimes lead to overlooking the broader impact of individual tasks.

For instance, in a project setting, focusing too narrowly on a single task might cause us to miss how it affects the overall project objectives, potentially leading us off course. Consider a project manager overseeing a software development project. If they focus solely on coding a specific feature without considering its integration with the entire system, they might encounter unforeseen issues that disrupt the project’s flow.

This is akin to introducing a predator to control an invasive species without considering the broader ecological impact, which can lead to unintended consequences.

Conversely, many Asian cultures, among others, tend to adopt a holistic perspective. This approach ensures that the end goal remains in sight, allowing for a comprehensive understanding of the project’s impact. However, it can also make the task seem overwhelming, as it may be challenging to identify where to start or how to prioritise actions.

In the context of project management, this means evaluating all potential actions and their global consequences. While this is beneficial, it can also lead to difficulties in prioritising tasks. For example, a project manager might struggle to decide which stakeholder’s needs to address first when considering the entire project’s ecosystem.

The good news is that cultural tendencies don’t confine us to one way of thinking. We can learn to adapt our approach based on the context. A successful project manager should be adept at both analytical and systemic thinking. Analytical skills are crucial for planning and executing tasks, while systemic thinking ensures that the project aligns with the broader organisational goals.

In summary, project managers should strive to balance these approaches, adapting their thinking to suit the project’s needs. By doing so, they can navigate complex stakeholder dynamics and ensure successful project delivery.