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Crisis management is a distinct and challenging sport! This is especially true of projects for external clients that get out of hand.  This can in the short and long term have a major impact on both the client and the supplier, not only in financial terms but also in terms of image damage.
An example: the project team has been tasked to deliver, but threatens to fail while a lot of time and money is invested in marketing a complete new web environment. Needless to say your company does not look good if you do not deliver in accordance with the marketing campaign.

 Such a situation is more complex and requires more tact and perseverance when various external parties are involved in the project. Communication, or the lack of it, is often the cause of many problems. An example is the use of 'jargon', which may be quite different from one company to the other and may cause consequences. This may also address the interests of the various parties which vary widely and confidence in each other will fall substantially. Ensuring smooth cooperation is not always obvious. The entire project ends up in a negative spiral. In such situations people often work only from their own interests and they try their 'street to wipe clean and maintain. As a saying goes: trust comes on foot and leaves on horseback ...

Lex has extensive experience with such crisis management, with both external and internal clients. Like no other, he knows how to communicate with all the people involved. Taking into account that irritation thresholds are low and sensitivities are high and because people go to hedge the willingness to cooperate sometimes is hard to find. In such situations, the soft skills of the consultant are even more important than usual!

Lex knows from experience. Confidence of the various stakeholders can be recovered. This can be accomplished, for example, by organizing every day at a fixed time during the first two weeks a conference call to discuss what problems there are and especially what actions have been taken. Executive management does not want to hear that there are problems (which they did after all), but want to know what actions have actually been undertaken and what results have come out of it. As (interim) Project Manager you have to indicate concretely to the (executive) management which options you see as Project Manager, including advantages and disadvantages, so that management can make a decision.