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make sports with my team.
take good rest at the mid day.
Change Fatigue? How do you handle this as a project manager?
Fatigue comes from frustration, being overwhelmed with work, not enough sleep. I recommend getting a good night’s rest and taking a day off… meditation helps to focus … I step back and look at the project as a hole… checking what I have missed or still need to do.
I reevaluate the situation and restructure or reassign tasks as needed to get the project back on track or where it needs to be. Getting some advise helps to!
I think that sharing the goal of the change with your team is the best way to make them enthusiastic words the change.
This will make them endure the fatigue
Delegation works well over here. Keep a tab on every change that requiresyour purview, but do not over-engage yourself, or do not micromanage.
I would like to start my answer with this say by NICK MORGAN:
CHANGE LEADERS NEED TO BE PREPARED TO GIVE THE SAME SPEECH AT LEAST SIX TIMES OR IT WON'T GET HEARD.
That is the simple way to deal with those people that do not understand correctly what to do from the first time.
So there is no harm to repeat what you have said and then ask such people to make sure they heard it correctly!
It is one of the soft skill to deal with the unconscious mind to meet self-control.
Employee engagement is essential during planning phase and throughout the project. It provides a sense of directions and purpose, ownership, milestone achievement and etc. Do not over promises because it penetrates change fatigue due to overwork. There should be more of "WE" and less of "I" & "ME". This creates a dynamic project team. We are all in together - success or failure. Project Manager needs to provide some motivation factors i.e., say "thank you for the job well done", have lunch together, meet and discuss what went well or not so well, etc. These are some ideas. Bottom line, put yourself in their shoes. How would you like the Project Manager to treat you? I think that you will have a lot of answers. All the best.
